If you’re tooling around for a brand building campaign, looking for the nuts and bolts of a strategy or need to nail a new identity, you’ll love the upcoming issue of POV.   It’s all about the very basic marketing tools and their relevance in today’s world.  Here’s a sample:

Social Media Doesn’t Change the Basics

Don’t panic because social media is in the title of this feature. We’re returning to our marketing roots, focusing on how basic information like situation, objectives, audience, strategy and tactics are still relevant, even when developing social media programs.

First item of importance when planning any communications campaign — evaluate your current marketing situation. Any effort, including social media initiatives, must be relevant to what you’re trying to accomplish. Never launch a social media program just to say you have done a social media program. Practice situation relevance.

The next step, arrive at your program objectives. “What does your organization want to accomplish?” “What action do you want your end-users to take?”  For example on the social media front, perhaps your organization seeks to build a network of online ambassadors. With your objective identified, you can move forward in researching what channels, such as blogs, Twitter and Facebook, will be most beneficial in meeting your goal

Most marketers have a sense of who comprises their audience. The question that typically needs to answered is, “How and where can we reach them?” In regard to our example of developing a network of online ambassadors, you would need to discover where your audience engages your organization online – where they get information about you. Just like an advertising or public relations program. Remember, we’re talking basics.

Be it a traditional or social media effort, the next step is to develop your strategy. Strategy pinpoints how you will move your end-users to act or view your organization in order to meet your objectives. This is not always clear-cut or easy, but it’s very important.  With an established strategy, you can then develop a toolbox of appropriate tactics. It’s a common mistake for marketers to think tactically before setting their strategy, so be patient.

Here’s how strategy and tactics would impact our online ambassador scenario. Through research it’s discovered your audience is heavily active on Facebook and likes to redeem coupons. You would likely implement a strategy to have your end-users “Like” you on Facebook. A coupon offer can be used as a tactic to encourage the “Like” and you’re on your way to establishing your desired network of ambassadors.

As marketers, we are entrenched daily in a new digital age, but program planning still needs to start with the basics no matter the type of effort. Social media marketing might be the latest item encountered along the online frontier, but overall planning still needs to revolve around situation, objectives, audience, strategy and tactics – the basics.

The folks at Danze were dancing early at the Kitchen & Bath Industry Show (KBIS) in Las Vegas.  Most people were wondering if the show was going to be a success, especially with the inconsistency of show attendance and energy at conferences over the past two years.  It has become hard to predict what shows will be successful before the doors open.

Well, it didn’t take long for the exhibitors near the front entrance of the exhibit hall at KBIS to realize attendees were optimistic.  Located at the exhibit entrance of the show, Danze was planning to give away 50 free high performance showerheads.  The showerhead giveaway didn’t last long.  The Danze booth, along with exhibitors near the front of the convention hall, were mobbed throughout the morning and busy throughout the afternoon on the first day of the show.

Sure, the big boys in the industry were there…Kohler, Masco, Master Brands, Toto and others.  Water seemed to be falling from showerheads from all different directions. And, the big booths were full of attendees.  Plus, HGTV/DIY celebrities were featured in several booths.

As usual, the mega booths impeded the progress of attendees making their way through the rest of the exhibit hall.  As attendees journeyed through the large booths, those companies with energy maximized their opportunities.

The folks from Dutch Made attracted an audience by showing off their range of craftsmanship from beautiful traditional wood cabinets to their bold, ultra contemporary candy apple red cabinets.  Dutch Made made a bold statement with their 15-coat coating process that stopped attendees in their tracks.

Artistic Tile couldn’t be missed.  They highlighted posters of women wearing, yes wearing, their tile as beautiful garments.  They even made a blouse from their tile, which was placed on a mannequin.  The willingness to provide a bold, tasteful approach attracted attendees to Artistic Tile’s booth near the back of the exhibit hall.

And, there is nothing like a garden party.  Well, maybe a convention party in a booth that feels like someone’s backyard.  It looked like Eldorado Stone was hosting a party in the afternoon and a lot of attendees were enjoying themselves.

My message is this:  Booth location is important and sometimes essential.  But location doesn’t guarantee success or failure at a trade show.  Those companies that are not afraid of bold, fresh approaches can always attract a crowd.  Step up and don’t be afraid to dance.

Photo credit: from kitchen.com; Photo by Art Gray; Kitchen by Matthew White

Big Box retailers have redefined our landscape in the last 20 years. They have been viewed both favorably and unfavorably by consumers and other retailers alike. The reality, however, is that the big boxes are here to stay. They are not only part of the American landscape, but they are also part of a global landscape. They have changed how Americans shop for goods in every part of the country. Millions of shoppers every week go through the doors of The Home Depot, Walmart, Target and Bed, Bath and Beyond, to name a few. So what does it take to get your brand into a big box retailer ? It really boils down to three things: well-known brand, deep understanding of your target and a clear understanding of the retailer strategy and how you will support it.

Well-Known Brand

It starts with the brand. If your brand is well-recognized in the category with a solid reputation, you have solved over 50 percent of the challenge. It is not enough today, however, to have just strong brand awareness. You must have consistent investment in the brand, keeping it relevant through communication, product/service innovations and quality.  Must-have brands drive traffic and consideration for the big box retailers and allow them to capture a greater share of the market. Brands also establish creditability and provide an assurance that the shopper is not going to be disappointed with their purchase, reducing the risk of shopper dissatisfaction for the retailer.

Deep Understanding of Your Target

Understanding what your target is looking for in the category and from the retailer builds significant value. At the end of the day, the manufacturer is the subject matter expert for the brand and the category. You are developing your strategies of how to meet those needs based on that understanding. The ability to translate the end-user understanding into actionable strategies and tactics for the retailer helps them activate their resources to better satisfy the needs of the shopper. The understanding and translation of the end-user needs builds preference and affinity for brands and retailers alike.

Clear Understanding of the Retailer Strategy

Each big box retailer has established a position for themselves in the marketplace and has identified segments or categories that help reinforce that positioning. For example, in some retailers your category may be a destination category, whereas in other retailers your category is more of convenience. The category role is an important starting place for the manufacturer in understanding the retailer strategy. The category role will help guide assortment, department location, pricing and support the retailer is willing to provide. The manufacturer’s program that supports the retailer strategy will further build the retailer/manufacturer relationship and drive greater support for manufacturer initiatives.

The big box retailers can help drive your business and help you reach your target end-user efficiently. Acting as a strategic partner, building long-term relationships based on strong brands and solid end-user understanding will help maximize that opportunity.

If someone would have told me 10 years ago that one day I’d be able to bypass the irritating local commercials with one click of a button, I would have immediately started working on my time travel device. Digital video recorders (DVRs) have allowed television consumers to watch programming on their schedule. With DVRs in 30 percent (and growing) of U.S. households (2009), the impact of these “boxes” cannot be ignored.

In fact, marketers are already creatively adjusting their TV advertising strategies and coming up with new ways of getting their messages across — even in a time-shifted world.

Unilever did it with Mad Men, American Express tackled Glee and Sprint partnered with Desperate Housewives and Heroes. The brands managed to blur the lines between program and advertisements by utilizing similar set designs and even incorporating cast members into branded vignettes.  By doing so, these brands triggered the “yes!-the-show-is-back-on-and-I-can-now-press-play” reflex.

Unlike the aforementioned shows, Bravo offers advertisers another solution. Instead of partnering with brands to create ads that mimic the series’ feel, they insert a short, product-integrated scene into the show. Not only does this aid Bravo’s product placement, but it also keeps viewers tuned into commercials. And any experienced “Millionaire Matchmaker” fan knows that the break isn’t long enough to warrant picking up the remote again, which keeps the viewer watching the ads (not that I’d know anything about that). This additional commercial content can cause the ballooning of shows like The Biggest Loser into the 2-hour range – but consumers keep tuning in.

Adjusting an advertising strategy to the new DVR reality requires a tailored evaluation of elements such as spending levels, creative strategy, frequency, positioning and target audience selection. There is no one-size-fits-all approach. Something that worked for one brand will not necessarily work for the other.

But don’t worry, leaders of the GEICO gecko fan club. Traditional ads aren’t going anywhere. Recent Nielsen data reports that viewers are watching between 40 and 50 percent of commercials, an increase from previous estimates. But advertisers will continue to be challenged with creating innovative content and solutions for their brands. So sit back, relax and enjoy the show – with your hand placed firmly on the remote.

Organizations of all sizes and market segments spend considerable amounts of money and time crafting their brand image. Messaging, brand identity advertising, public relations and community relations, just to name a few, work in concert to bring brands to life. Often overlooked is how a brand’s only true living piece, its employees, can impact its reputation – for the good or bad.

For the sake of making my point, much like the traditional media, I’m going to focus on the bad. How can an employee’s actions negatively affect a brand’s image, and in some cases detract from its bottom line?

I recently had the opportunity to participate in a charity bowling event featuring a variety of Northeast Ohio companies. My kids and I teamed up with my sister and her husband to form the most fearsome keglers ever … sorry; my enthusiasm for the Professional Bowlers Association is showing. Now back to the story.

For the most part, it was an enjoyable experience, except for dealing with the group on the lane next to us. These individuals, representing a not-to-be mentioned financial services company, were “creepers,” they kept creeping in our space. Several times, we asked them nicely to stay on their side of the seating area but to no avail. The shocking part was they made it seem as if we were inconveniencing them. Needless to say in my eyes, their behavior translated to a “gutter ball” for their company and its brand. The not-to-be mentioned financial services company won’t be handling my family’s money anytime soon.

Employee online behavior can sabotage a brand as well. Just a few weeks ago, a worker from Chrysler’s then social media agency (you can see where this is headed) tweeted on the @chryslerautos handle:

“I find it ironic that Detroit is known as the #motorcity and yet no one here knows how to f@#king drive.” 

It was reported the employee accidentally used the Chrysler handle, but still, why would you tweet a negative comment about a client’s home city? Didn’t he agree with the “Imported from Detroit” campaign? What was the result of his loose-fingered opinion? The F-Bomb that shocked the Twitterverse cost him his job (negative for his personal brand) and his former employer its reputation (negative for organizational brand), plus the company lost the Chrysler social media account (negative on the bottom line).

Let’s learn from the mistakes of others … employees and representatives are the heart of an organization’s brand. They are the living portion that reflects values and vision. Their actions and words speak louder than any logo, press release or advertisement ever will. It’s important for anyone who cares about his or her organization’s brand – hello marketing – to remind their representatives that they are brand ambassadors 24 hours a day, seven days a week, 365 days a year.

I’m one of the co-chairs of the Liggett Stashower internship program. This position gives me the privilege of reading through approximately 200 cover letters and resumés, interviewing students and finally selecting 8-10 interns. And judging by some mistakes I see on an annual basis, I thought I’d post some tips for students or anyone currently pursuing an internship or a job with an agency that specializes in branding.

Think of your cover letter and resumé as the first two pieces in your personal branding campaign. Your objective is to raise awareness for your brand. So you’re going to need to know what your brand is all about. Fortunately, you are the world’s leading expert on you. Spend some time thinking about your brand. What’s your brand voice? If you’re funny, be funny. If you’re detail-oriented, tell us how. Don’t try to be something you’re not. You know that “authenticity” buzzword? It applies here. If you can’t figure out your own personal brand, the odds of you working with us are very low.

Once you’ve figured out what you’re all about, let’s start working on your deliverables – your cover letter and resumé. Think of your cover letter like the headline of an ad. Its objective is to inform and intrigue me enough to want to get to your resumé. You have no idea how many mind-numbing cover letters I have to read. Be interesting and concise.

Let’s talk resumés. Ask 10 people what should and shouldn’t be on a resumé and you’ll get at least 12 different answers. As far as I’m concerned, there are no hard and fast rules. We’ve never called someone upon seeing their resumé and offered them a job. If your cover letter is a headline, your resumé is the body copy, it’s goal is to tell more of your brand story and influence the reader’s opinion. It should move them to act – meaning call you for an interview. Make sure it’s accurate, proofed and flows.

As we start going through our stack of applications, we’re looking for reasons to say “no.” Don’t give us one. Here are some quick ways to knock yourself out of consideration:

Spelling – How many different ways can you find to misspell “Liggett Stashower” in one document? The record so far is four. Also double check the spelling of the names of your contacts. Call the receptionist if you have to!

Txt speak – Even if u were born w/ an iPhone n ur hand, we still expect u 2 B able 2 put 2gether an intelligible sentence the old-fashioned way w/o abbreviations and emoticons.

Editing – Cut the fluff. Tell me the facts. I appreciate some creativity, but not if it muddles the message. I don’t want to read a novel about how you “always” wanted to work at Liggett Stashower. (I appreciate enthusiasm, but come on. You didn’t hear about us until you were at least five years old.)  There’s no reason for an intern applicant to have a resumé longer than one page.

I apologize if this advice sounds harsh but, as you know, the job market is tough. To get noticed (and hired) you need to make your brand rise above the crowd.

Photo credit: hobvias sudoneighm

There’s no doubt about it – the way to deal with a crisis in a company is quick, decisive, morally driven action.  And that’s exactly what Christian Dior (CD) did when its star designer, the flamboyant, London- educated, Parisian John Galliano was caught making anti-Semitic remarks in a bar during Fashion Week in Paris.  He was first suspended when word went out of his ethnic slurs, then fired pending an investigation of not only proof of a second incident but video of a prior offense in which he avowed love of Hitler as well.

 Galliano is the fashion icon who returned the brand to the romantic, luxurious image created by its founder and carried on by Yves St. Laurent.  According to recent marketing surveys, Dior is the most widely recognized brand in top fashion.

 Although Galliano has released statements acknowledging his failures (but not really apologizing), he will be tried in Paris, where it is against the law to make ethnic slurs.  (Would such a law be constitutional in the US?  But that’s another topic altogether.)

“I only have myself to blame and I know that I must face up to my own failures,” he said. “In all my work my inspiration has been to unite people of every race, creed, religion and sexuality by celebrating their cultural and ethnic diversity through fashion. That remains my guiding light.”

I can’t believe that anyone considers this an apology.  However, some fashion celebrities are defending Galliano’s apparently drunken pro-Hitler tirade.  Their emotions range from sympathy (Georgio Armani) to understanding. (That’s who Galliano is – theatrical – and his “show” was just another drama not to be taken seriously, according to Patricia Field,  Sex and the City stylist.)

 It was a gutsy move for the brand to banish its top designer and creative director at the height of his grandeur.  Were there other options?  Perhaps a more sincere and richer apology with some humility behind it would have opened the Dior door to other possibilities.  Rehab has been suggested in the press by some.  I guess that  means sensitivity training. 

But, I hope that Christian Dior sticks to its swift action, no matter the outcome of the trial. (Is legality really the issue here?)  Not just because I am as offended by Galliano’s remarks as I was by Mel Gibson’s outbursts, much as I loved the work of each, but because the CD brand is too powerful to be pulled down by an egomaniacal artist who thinks he has the right of celebrity to be offensive. (Sound familiar, Charlie Sheen followers?)

Fashion pundits agree that there’s no lack of potential talent, including an Israeli, ironically, to replace Galliano.  But, will CD rehire Galliano when the furor dies down?  Should they?  Not in my professional opinion.  Not if they want to retain a good segment of the clientele and maintain credibility as an ecumenical brand.  No less than the likes of Natalie Portman, new Dior perfume spokesperson and this year’s Oscar darling, wiped her hands of him.  

 Christian Dior has done what it needs to do for the brand.  If they rehire Galliano, which no one is yet suggesting they will, I think the brand will suffer irreparable harm.   Marketing fashionistas, what do you think? 

It’s probably an understatement to say big box retailers can have a tremendous impact on the success or failure of a building products brand, but much of winning in the big box distribution channel depends on the type of product you’re selling. And in some instances, the big box channel might not be the right way to bring your brand to the contractor masses.

Hundreds of brands do win inside the big boxes by utilizing the power of their mass distribution channels. This distribution channel features thousands of stores that are easily accessible to consumers be it city or suburbia, day or night. With efficient supply chains and multi-million dollar marketing budgets, big box distribution can be extremely effective for brands whose products are high-volume purchases and lack the need for in-depth explanation.

“There’s a big box on every corner, but not necessarily a knowledgeable store associate in every aisle to tell you about a product’s features and benefits,” said Tom Zimmerman, director of sales and marketing for Boral Composites, Inc., a manufacturer of exterior building products. “From my experience, if the marketplace needs to be educated about a brand’s products, and if those products require a certain level of service, the big box is not the best choice for a primary distribution channel.”

“For products that are new or complicated, sold in relatively low volumes and appeal to professional contractors, the construction supply dealer is the ideal channel to distribute such items,” said Craig Webb, editor of Hanley Wood Business Media’s ProSales magazine.

To win in the dealer channel, brands must establish sound relationships with this key group and be entirely committed to the sales process.

“Dealers play a greater role in the building products industry than many realize. Some manufacturers believe their products will sell based on merit, but the truth is that in order for that product to become popular, it needs to win the approval of these influencers, who in turn will recommend it to their customers,” said Webb.

According to a 2009 ProSales survey of dealers, 44 percent of the respondents said that at more than three-quarters of their encounters with customers, they recommend particular brands of building products. Another 42 percent said they suggest products during more than half of their meetings. The takeaway being, a dealer’s endorsement, or lack of one, can heavily influence a product’s sales opportunity.

“As a manufacturer, I know I must position myself as a resource for the dealer. If I provide value by educating the dealer’s staff, supporting their sales efforts and making the product easy to obtain, chances of my brand’s success are greatly increased. But most importantly, my product must perform,” said Zimmerman.

Successful dealer network brands typically do not sell their products within the big box.

“Some dealers grumble if they see one of their SKUs on the floor of a big box, so a company might consider selling the product under a private label, but this can be costly,” said Webb.

Even if the dealer channel is the correct distribution model for your product, success is not guaranteed. Common mistakes made by manufacturers include: late delivery of products, lack of honoring warranties and taking back bad products and infrequent dealer support. What it comes down to is that companies fail to keep their promises,” said Webb.

Just because a brand launches in the professional-oriented dealer channel doesn’t mean it will never find its way to the big box. Increasingly, items like composite decking are appearing on the floors of the big boxes as their awareness and acceptance grow among general consumers.

“Even though composites and PVCs are now sold in the big box, remember, the products became household names based on the recommendations of the dealer channel and now sell themselves without explanation,” concluded Webb.