Posts Tagged ‘Brand’

The sea bass is sensational at Sarello’s.

By Kim Kemmer, February 25, 2010

Not long ago, a few business associates of mine and I were out for dinner at a local restaurant. While we know the food at Sarello’s is consistently very good, I was looking a little advice for something other than a typical entree. After asking for the opinions of my tablemates, I consulted my Droid and my newly loaded app, Foursquare. I have to admit that I was not expecting the restaurant would be listed, much less that there would be any entries.

To my surprise, Heavy Table completed a check-in and posted an entry touting that visitors should try the sea bass. The Heavy Table is a Twin Cities-based magazine reviewing restaurants and bars in the Upper Midwest. Their review reads, “The tender and perfectly cooked sea bass is a top seller. It’s oven broiled with citrus buerre blanc and accompanied by wild rice and seasonal veggies.” Granted, this was a professional review, but there was also an entry from a recent ‘patron.’

This event provided a practical example of how a simple technology provided an augmented discovery that made my whole experience more pleasant. Foursquare promotes itself as “a cross between a friend-finder, a social city-guide and a game that rewards you for doing interesting things.” Foursquare is just one of several applications that can provide similar experiences. As the build out of technology advances, and additional apps are developed and introduced, the biggest challenge for brands is monitoring posts on the various sites.

And if you think that living in a medium sized Midwestern community will isolate you and your brand from the growth of consumer generated comments, just remember the sea bass is sensational in Sarello’s.

What’s your story?

By Phil Hunt, February 9, 2010

Your audience could care less about your product.

It stings a little to hear that, but the sooner we embrace it, the quicker we can relate to people.

Don’t get me wrong. Your features and benefits are awesome. I know they are. But your audience is really smart, a little self-centered, and ignores much of what marketers say.

Steven and the bullet points

There’s a big difference in how we get to know people and how we get to know our brands. To communicate effectively, you have to close the gap a little through storytelling. Let’s explore this difference with a guy I know, Steven. Below are some of the mundane details of his life. Notice how quickly a personality starts to unfold:

  • He is 32 and single
  • He is looking for a promotion
  • He was crushed by the Vikings’ NFC championship loss
  • This weekend, he will crack his friends up at a karaoke bar by singing Billy Squier

After learning a few things about Steven, you can start to make a judgment about him, and discern whether he’s your kind of person or not. Now let’s take a look at some typical bullet points for a product:

  • It’s easy to use
  • It uses the latest technology
  • It costs less than the competition
photo by Mykl Roventine: Out & About on Flickr

photo by Mykl Roventine: Out & About on Flickr

You get the idea. Based on those bullet points, which of the preceding stories do you want to follow? Steven or the product? If you asked me, I’d go with Steven.

People have an infinite number of things going on that make them different, interesting and likable. Products, however, usually look and sound much like the closest competitor—with one or two points of distinction. It doesn’t have to be that way.

Maybe Steven doesn’t know that your product would make one hell of a prop in his story. We can do that by taking what we’ve learned about him, the culture, the world and your brand, and relating to him.

Maybe if we gave Steven some interesting details of our own, we’d draw him in long enough to realize that your product will save him time and money. Maybe then, he could work up the nerve to ask for that promotion, which would help him afford season tickets for the Vikes next year, or a couple of nights out with friends and Billy Squier.

A great creative team uses creative ideas (sometimes far-out ideas) to tell those stories about your brand—because people like Steven are busy, unconsciously thinking where am I in all of this? Their attention is shifting to their own little story: lunch, the dog, and fantasy football.

Good creative isn’t “fluff” or a devious agency scheme to win awards. A strong concept allows your audience to dream. It helps them relate to your brand and fit it into their life’s narrative. It primes their brain for rewards they seek.

Creativity, and a good story, can tell Steven that you’re his kind of people. It’s powerful stuff if you care to use it.

Phil Hunt is a Flint Group copywriter, and thinks that Steven and the Bullet Points would make a good band name.

Is it time to brush up your brand? Part 2

By Bill Hatling, February 1, 2010

After last week’s blog posting, how did your brand clean up? Here are five more questions to see if it’s time to brush up.

Have you acquired new companies or shed divisions?
When your company acquires new ones or divides, it may mean a shift in business strategy or it may not. Regardless, it may mean you’ve left your brand behind.

Has your revenue growth stalled?
If your category is dying, you can’t necessarily blame poor performance on your brand. But if your sales growth doesn’t match your category’s growth – and it hasn’t in awhile – it could be time to overhaul your brand.

Has your market changed around you?
Lots of new players, new developments and new customers in your market? Your brand may be well-positioned to take advantage. Or it may not. Time to figure it out.

Has your senior management restructured?
Brands belong to the people, but brand development begins at the top of the food chain. When there’s a lot of change at the top, there’s bound to be some confusion below. A strong brand development process is a great way to get everyone on the same page.

Has your company turned 20 years old?
Okay, this one belongs to my friend Jim Hughes, of the Brand Establishment, who’s been doing this a long time. Jim swears a high percentage of established companies that come to him for his brand development expertise are about 20 years old. Why? His hypothesis is that at about the 20-year mark many companies find they’ve lost their focus, the market has changed around them and maybe there’s been some senior management change. Whatever. Maybe it’s like the 17-year locust or seven-year itch. But I’m guessing that if your company’s about 20, some of the other nine clues are making themselves evident.

So where does your company stand? Healthy brand or unhealthy? For most successful companies, working on brand building – understanding it, delivering on it, communicating it, measuring it – is an all-the-time thing. If your organization has a clear vision of your brand and is acting on it, you’ve probably already stopped reading. If not, you’ll probably find yourself nodding yes to a number of the clues; it may be time.

Brands Re-Imaging to Test Consumer Appetites

By Kim Kemmer, January 20, 2010

Starbuck’s, Target, Wal-Mart and Bloomingdale’s are just a few of the major brands that have been engaged in brand tweaks, tests and teasers in-store, down the street and around the corner in several markets.

In the case of Starbuck’s, three “stealth” stores opened as a test in the Seattle area as reported in Entrepreneur magazine. The strategy was to introduce a new store concept that was “inspired by Starbuck’s,” and as a possible strategy to a larger rollout of “unbranded” cafes.

Bloomingdale’s created a “pop-up” Nespresso coffee bar brand in the center of its recently renovated cosmetics department in New York’s 59th Street location. Bloomingdale’s officials described the strategy; “cosmetics sharing space with a coffee company is a little out of the box,” an unexpected discovery that Bloomingdale’s holds core as an approach to keeping loyal customers – well, loyal. The boutique functions as a location to make a few gift purchases and enjoy a free specialty caffeine drink and learning a bit more about the specialty coffees.

Target Corporation introduced four temporary “bodegas” in Manhattan in the fall of 2008. The high-profile spaces called attention to a collection of design-inspired products. None of the products were scheduled to appear in the traditional Target stores until much later.

Even Wal-Mart has been tinkering with the notion of reaching out through a Latino-themed warehouse, based on its more traditional format. The Mas Club opened in August 2009, as part of an attempt to lure recent immigrants, hungry for familiar foods from home, to buy products in bulk-sizes, ala Wal-Mart style.

While it’s important to note that brands must evolve to remain relevant and continue to engage consumers, the articles referenced for this post suggest that either leaders of the brands are trying much harder to keep their image fresh, or they are becoming more active in the search for new consumer markets.

From a research perspective, imagine being able to drop your brand into a new location, observe consumer interactions within the environment, study the results and rollout a bevy of new “tested” products to your target audience. It must be working, otherwise these brand leaders wouldn’t be going through such efforts.

Building Strong Brands

By Kimberly* Wold Janke, December 29, 2009

What are the 2009 top brands? A quick search on the web will give you numerous lists to choose from as defined by various criteria. All of us know that strong brands directly result in business value. But what do we mean when someone says a company has a “strong brand”?

It’s easiest to start with what a brand is not. It is not a logo. It is not a company name. It is not a product. A brand is the sum total of all the interactions, good and bad, an audience has with a company or product. It is the gut feeling a person has about the company or product; the place the company or product holds in the person’s mind and heart.

Your brand is not what you say it is, but rather what your audiences say it is.

So, if the brand is not what you say it is, how do you build a strong brand? Branding is creating an emotional bond with your target audiences. To do this, you need to know your unique distinctions and how you bridge the gap of what your target audiences need or want and what you uniquely offer. Once you develop a solid, relevant brand promise, you then need to deliver it consistently. One of the core building blocks of brand delivery is your employees.

Your employees are your brand’s biggest ambassadors and are an extremely important internal audience in brand building. Branding is experiential and is everyone in the organization’s responsibility. Branding starts from within and begins with commitment. In the brand development process, it is vital for communications to work with human resources to develop strategies, processes and tactics that engage employees and create a shared understanding of the brand. This activity should identify brand behavior for employees and show them how to “live the brand”.

So, how do you live your brand promise?

The value of values | What makes a powerful endorser?

By Elizabeth Hansen, December 15, 2009

As Tiger Woods’ sponsors either sever or re-evaluate their connections to the troubled golfer, I’ve been thinking about what makes powerful spokespeople. And, ducks, geckos and woodchucks are looking like good options right now: if they fit the product.

The key is to match the right spokesperson to the right product
What consumers see must match the emotions they feel. In the case of Tiger Woods, the issue is not simply personal values: it’s the gap between our image of Woods and these recent allegations.

Here’s how Roger Dooley at Neuromarketing describes it: “While the individual hearing the sales pitch may be listening to the words, her brain’s mirror neurons are firing at the same time in reaction to the salesperson’s emotions, demeanor, etc. If there’s a disconnect between the words that are cognitively processed and the emotions that are mirrored, the pitch will probably be less effective.”

Striking the right chord
Athletes have endorsed products for more than 100 years. Most sources agree baseball great Honus Wagner was the first, emblazoning his name on Louisville Slugger bats in 1905. Then there was the 1960s, with Arnold Palmer lending his likeness to Sears, Pennzoil and dozens of other companies.

In the ‘80s, everyone wanted to “be like Mike,” as Michael Jordan raised endorsements to sky-high levels. Even when we learned Jordan gambled away thousands of dollars, it still matched our image of his intense competitiveness.

Yet our image of Woods was focus, discipline and iron-clad mental resilience: he never cracked under pressure. When he won the 2008 U.S. Open injured, David Brooks of The New York Times described him as “the exemplar of mental discipline” for our time. That image made him a powerful spokesperson for not just golf gear, but focused business companies. That’s totally out of tune with current news on Tiger’s alleged antics.

Make the connection
Companies seeking athletes and other endorsers should ensure the products they pitch match their image. Just like other elements in marketing, if the words, visuals and tone move peoples’ neurons, the messenger—and the message—also prompt action.

Marketing on a Small Budget

By Laura Sieger, November 16, 2009

Have a plan to make the best use of your marketing dollars.

I recently presented at a small business professional development seminar sponsored by the Duluth Area Chamber of Commerce on the topic of marketing on a small budget. Attendees crossed many industries: financial, nonprofit, media, education, healthcare and retail. The first question most people ask is, “We have a small marketing budget, so where should we best spend our money?” My response is always, “What’s your goal?”

Start with What You Want to Accomplish, Not What Tool You Should Use

Before any marketing professional can answer the question of where to best spend your dollars, it’s important to start with what you want to achieve from a business perspective. Try to determine 3-5 measurable goals. For example:

  • Increase membership/enrollment by X% in one year
  • Acquire three new clients in XX months
  • Increase revenue by X% in XXX product in six months

Once you know what you want to accomplish, then you need to determine how you will get there.

maps1Key components of a communications plan typically include:

  • Business Objectives and Strategies (These are the measurable goals.)
  • Key Drivers (What internal or external barriers exist to meeting your goals?)
  • Brand Character and Tone (What makes your organization unique?)

Hint: Your brand is not the best people, best service, best products.

  • Target Audience and Insights (Who are you trying to reach, and what do you know about them?)

Hint: Your audience is not everyone. You need to be selective.

  • Competition (Who are they, and how do you differ?)
  • Key Messages (what’s the one thing you want people to know)

Hint: People don’t want to hear everything you want to tell them. It’s about what they want.

  • Communications Objectives, Strategies and Tactics (This is how you will reach them and what tools you will use – brochure, billboard, social media, website, print ad, etc.)

Simply put: The best way to ensure you are using your marketing dollars wisely, regardless of budget size, is to make sure you are targeting the right audience at the right time with the right message. Your plan may be two pages or 20. It’s not the size that matters; it’s having a plan based on concrete goals.

St. Cloud area marketers KNOW more.

By Debbie Morrison, November 16, 2009

Keeping up with the rapid changes of online media is overwhelming, and the untapped potential for marketers is down-right mind boggling. That was the subject du jour at the St. Cloud KNOW series seminar hosted by HatlingFlint & Flint Interactive. Over 60 marketers hailing from a variety of industries across Central Minnesota attended the event which was held at the Territory Golf Club Thursday November 5th.

At the conclusion of the three-hour seminar, attendees were all a buzz about the many ways they may be able to expand their marketing initiatives into the ever-expanding digital world. Among the many questions asked of the three presenters, one of the most frequently asked was “can we get a copy of the presentation slides?”

The answer, of course, is absolutely! And here they are for your viewing enjoyment.

We also felt you had to see this video, again and again. Now, don’t blink.

 

Who was on the agenda? We had three great panelists.

Eric Piela, Automated Marketing Strategist for the Flint Group, is an expert in automated marketing, a remarkable, automated method for capturing and nurturing sales leads.

Tony Franklin, the Director of National Sales for Undertone Networks – and industry-leading online network that helps agencies target consumers with interactive, rich-media advertising.

Josh Lysne, Digital Media Strategist for the Flint Group, guided us through what is happening in new media marketing.

KNOW_HF

Over the course of the next few months, our blog will address some of the questions asked by participants at the session. So be sure to check back often, and a hearty thank you to all who attended.

The New Brandscape

By Jodi Duncan, October 26, 2009

When I was in grad school, I wrote my thesis on branding in mergers and acquisitions. I thought I was pretty cutting-edge back then. Companies simply weren’t thinking too deeply about branding and as more and more companies were merging. They weren’t taking the brands into consideration and often ended up with a number of disparate brands or trying to force brands together – confusing everyone in their path.

Since then, I’ve paid close attention to branding. Not just the evolution of company brands, but how customers are reacting, shaping and demanding what a brand is. How do you manage that?

We used to equate branding with trust. Who are you? What do you do? And Why should I care? Answer those questions and then deliver on your answers. But it’s really more complicated than that. In this digital age, audiences are savvier and more demanding:  “tell me what I want to know, when I want to know it… and say it how I understand it.”

So much for consistency of message. So much for simply repeating what you as a company want the public to know and think.

Let’s boil this down a little further. I was recently reading an article from Adam Morgan of Admap about brands and “three dimensions of trust.” The author broke it down as follows:

Competence: What is the company’s core expertise.

Intent: What motivates the company? Where does this company stand? An, honest job for an honest price, for example, could be your company’s intent.

Character: Who am I working with? Will they make things right if I am unhappy with the deliverable?

I like the idea of considering trust as three-dimensional. We should always circle back to these dimensions of trust when defining our brand. In doing so, a business stands a much better chance of developing communications and materials that get through the sea of clutter and confusion.

Branding is about to get a resurgence of sorts, because it’s not as simple as it once was. There are so many media channels and so many ways to reach out to people. We deal with complicated audience profiling and clusters, constant dialogue and feedback… I learned branding as simplification for ease of customer choice. I like that. I get that. But maybe now, branding should be simplification and trust for ease of customer choice through communications efforts, multi-media and digital dialogue.

If you embark on a brand strategy for your company, be sure and take the time to define what the three dimensions of trust mean to your company. It’s an important and worthwhile exercise. Then start to consider how that manifests itself in your day-to-day operations, including internal and external communications.

Guess who?

By Josh Hoffman, October 19, 2009

Everyone knows that a logo represents a particular company. One goal for that company is brand recognition. It is a visual representation that is unique to a company which customers and consumers recognize immediately.

A logo portrays a clear, professional image. The image of the company tells a lot about the company in a small, yet impactful way. A logo can range from something very simple to something colorful and ornate. It can be type, a monogram, a trademark or a combination of all. Any way you look at it, it should speak to the company and be the spokesperson for the brand.

We at HatlingFlint are grateful for all of our clients. This is evident by showcasing them on our website. Hopefully by now you have taken a tour of our new website and have seen work we have created for some of our clients. By no means are these our only clients. And by no means are these our favorites. Hang with us or join us, but for now, enjoy a little name-that-logo game.

Please comment below with your answers to this little quiz. Enjoy the game and we will see you back here soon.

logo_game