Archive for April, 2010

Knowing your audience can help avoid bad reviews

Thursday, April 29th, 2010
Written by: Jeff White

3ConcertsElton John was in town a couple of weeks ago, so my wife and I, of course, went to see him. How could we not? Sure, some of his stuff — especially the latest — is sappy. But, “Goodbye Yellow Brick Road,” “Rocket Man,” and “Daniel”? Come on. He’s a legend.

I was impressed with his performance, but also with something else. After his opening number, he sat at his piano and said, “It’s great to be back in Des Moines … We haven’t been here since August 1973 at the Iowa State Fair. You haven’t seen us; we haven’t seen you. So we’re going to have a great time tonight.”

Now, did he actually remember being here in 1973? Probably not. But he at least did a little homework, even if just having someone remind him where he was and when he’d been here last. He even had the right pronunciation (“Dee Moyn” versus “Dez Moyns”). The crowd loved it. He made an effort to know his audience, and it helped make a strong first impression and lasting connection. Even if he’d bombed after that, we were all willing to cut him a break.

Coldplay did something similar when they were in town last summer. (That’s me enjoying their concert in the middle photo at right.) Lead singer Chris Martin thanked everyone for coming to see them, saying he realized it was the same night as the local wine festival. Again, he knew where he was, he knew about the town … he knew his audience. Instant connection.

We also saw Jackson Browne last fall. After his first song — of a solo, acoustic show — he said, “It’s great to be here in Davenport, Iowa.” Which would have been great, had he indeed been in Davenport and not Des Moines. Then he had the nerve to ask where he was. After the members of the audience began yelling, “Des Moines,” but then realized he wasn’t joking, the Civic Center fell relatively silent, and he never fully recovered. He even answered with a bad parody of one of his songs, saying, “Sorry … These towns all look the same.” Yep, right. No effort to know his audience. No connection. And then, when trying to recover, he was even more insulting. His show was probably okay, but it seemed worse. No break for him.

Was Jackson Browne the first performer to make this mistake? Of course not, especially in Des Moines. But it’s not that difficult to learn who you’re performing in front of, even if it’s on the fly. Elton John and Coldplay could do it. They simply made an effort, but it paid dividends. Browne didn’t, and people were more critical than he may have deserved for his overall performance.

Marketers are performers, too. We have an audience. They will either appreciate the product we’re putting on stage, or they won’t. But making an instant connection pays dividends. People will remember what Elton John said about the last time he was in Des Moines — a bonus over the fact that he even knew he was in Des Moines and how to pronounce it. People will remember what Coldplay said about appreciating us coming to see them and missing our wine festival. And people will remember that Jackson Browne didn’t seem to know or care who was buying his product.

Do you know who you’re performing in front of and who’s buying your product? If not, you better find out before you go on stage. If you do, you can make a connection and improve your reviews greatly. You might even get bonus points and a break for any future mistakes you make, should your performance weaken.

Don’t be Jackson Browne. Know the reach of your media channels. Make sure the creative is right for both the media and the audience. And deliver messaging and content that fits. Better yet, tailor it whenever possible. That’s the best route. Does it take more time? Sure. But the connection can be worth it.

I can also name performers I’ve seen who never even tried to connect. They didn’t risk saying the wrong thing or pronouncing anything wrong, so they made no impression at all from that standpoint. They came, they performed, and they left. Not as bad as Jackson Browne’s faux pas, but also not ideal.

Make the effort. Because, like towns, consumers may all “look the same.” … But they aren’t.

Winning with a long shot

Wednesday, April 21st, 2010
Written by: Barry Bruner

KentuckyDerby_250pxIn recent years I’ve been turned on to the Kentucky Derby. In fact, two years ago, some friends of mine and I drove the eight-and-a-half hour drive from Des Moines to Louisville for the weekend to experience our first Derby. That year was an infield year … I could write a completely different entry on the infield experience at the Kentucky Derby, but that’s probably best for another time (and another site). The second year we did the same drive, only this time we managed grandstand seats … a better view, and a much different experience.

This year will be a lot like last year — same seats, just a different day. As I’ve been working to secure our lodging and tickets, I’ve been reminded of several things the Derby has taught me over the past few years. First off, there’s no better feeling than yelling for your horse during the race. Something like: “Come on, baby, that’s it! Go!! GOOO!!! Oh no, no, slow down blue, you’re killin’ me. Okay, we’re back, that’s it …. you can do it, you got it … that’s it … yes, YES!” That’s pure Derby euphoria. For me though, the aforementioned cheering is typically followed by, “Hey, wait a sec! Come on, Go! Oh, come on … no … NOOO!” That’s me realizing my long shot was just that, a long shot — up front just long enough to elevate my blood pressure, until my pick resigns to the back of the pack, apparently content just to be a part of a historic event.

The second thing the Derby has taught me is that outcomes are never really predictable — even when there are undeniable favorites. Take last year’s race for example. One of my friends wanted to place her first-ever bet on a horse in the Derby. As this was her first Kentucky Derby, she didn’t have a lot of handicapping experience and wasn’t familiar with jockeys, owners, etc. I suggested some of the favorites, but I remember her saying, “I want to pick a long shot … I might as well so I can win some big bucks. It’s only $2, right?” As we looked through the program, we started naming off the long shots around 50-to-1 odds: Nowhere to Hide, Flying Private, Mine That Bird, Join in the Dance. For whatever reason, she didn’t pick Mine That Bird, probably because the horse wasn’t wearing the right color; and boy was that a mistake! He won (big) — she didn’t. As for me, my predictable picks crossed the line up front where they should have, yet there was no payout for me. Mine That Bird, the long shot, ensured I’d be paying for my supper on my own dime.

Finally, the Derby has shown me that marketing isn’t just what we do for a living every day, and it’s definitely not a 9-to-5 deal. It’s everywhere, all the time. Take Kentucky Derby attire for example. Every year fans flock to the paddocks to market their new suits, new dresses, and big, fancy hats. Some outfits are bizarre, and some are simple. Some are obviously expensive, while others are more modest. In the paddocks you’ll see guys in seersucker, each sporting their own flare. You’ll see women and young girls commenting on each other’s hats. It’s interesting to see how people wish to be perceived, how they market themselves — even when their audience, for the most part, is total strangers.

As an account leader, I see all kinds of creative concepts and messages during internal creative presentations. In the past, I might have been more inclined to simply throw out the long shots, betting on the safer, more conservative designs. Not so much anymore. I’ve seen a lot of safe ideas that were accepted, implemented, and successful; but I’ve also seen some long shots win the prize. And I can tell you, it’s very satisfying to fight for your creative team when the goals are set and they hit the mark, but do so with flare, imagination, and enthusiasm.

If you’re ever given the assignment to review new creative designs or approve a fresh set of copy, don’t quickly discount a fancy hat just because it’s too fancy. Don’t immediately toss out an obscure or unconventional idea because it’s a long shot, presumably destined for failure. Maybe it truly is too fantastic, but then again maybe it’ll lead your team to a concept that does work.

I’m not suggesting that wild ideas are always good; I’m simply suggesting they might have merit if we slow down to understand their purpose. You never know when a Mine That Bird idea will cross your desk for consideration. Why not stop to see if it has real potential?

If it does, put it in the gates — and see if that baby will run!

Cadillac/GM quandary reminds us of risks in dual branding

Friday, April 16th, 2010
Written by: Jeff White

CadillacGMIt was in most of the trade magazines and on websites over the last few weeks, but the mainstream media didn’t give it much coverage. Nonetheless, it seems like a pretty big deal: Cadillac is separating itself from the financially struggling General Motors brand.

What’s interesting is that it seemed to work so well just a few years ago. In fact, as we’ve gone through brand architecture exercises with clients, it was the prime example we pointed to when discussing the merits of dual branding the parent company with a “division,” “enterprise,” “business unit,” “sub-brand” — whatever certain organizations call it. Many clients have asked us over the years whether they should try to brand both themselves (often the sub-brand or business unit) and their parent company or umbrella brand, which in some cases has its own existing brand, and our clients simply want to communicate the connection. In other cases, though, neither may have a recognizable brand, which would obviously make things tougher.

Developing a brand and delivering upon a brand promise — one at a time — is tough enough. Trying two at a time, tied closely together, is altogether different. And, what if one doesn’t perform well? Do the long-term benefits of dual branding firmly outweigh the risk of one brand hurting the other?

History and resources also come into play. Cadillac and GM have both, and could pull off top-of-mind awareness and an audience affinity to two brands. Not everyone has the history or resources.

There are, of course, other examples — Nabisco and Oreo (and most of its other products), Proctor and Gamble and Crest toothpaste (P&G is a little more silent, but most people still connect the two). But GM and Cadillac were different. There was no disputing the brand equity of both (at least until a couple of years ago), and they went to great lengths to make the connection. It seemed to work.

They made it look easy, and many companies would aspire to do the same thing. But, of course it’s not easy. It takes years to build recognition, and even longer to gain equity. And it takes exposure — a lot of exposure, which translates to huge investments in advertising, public relations, and other marketing communications; point-of-purchase signage; product labeling, and on, and on. Not only is/was the Cadillac brand everywhere, but GM was right there with it: in the ads, on the dealership, on and in the cars. It took a long time to do, and it may take even longer to undo — not only distancing Cadillac from GM, but also Cadillac from the other GM brands.

“There is a lot of pressure on Cadillac this year because it took such a beating last year,” said a dealer from Ann Arbor and Troy, Michigan. “As Cadillac dealers, we didn’t like being lumped in with the other GM brands, especially when they threw us into the Red Tag sale. We felt it cheapened the brand.”

And thus the risk.

So now we’ll see changing dealership signage, the removal of logos from cars, and certainly new advertising and PR communications. Eventually, we may even see a more aggressive campaign designed to try to make us forget the tie completely … as if there were never a relationship between Cadillac and GM at all.

Not only is dual branding not as easy as it looks, it may not be beneficial in the long run. In some cases, it can work. Clearly, in other cases, it doesn’t. And now, we need to identify the newest example of dual branding that does work. We definitely have a new one for dual branding that didn’t … at least, long-term.

Read the entire BusinessWeek article.