marketing how to

If you’re new to marketing or if you work at a start-up or small business that doesn’t not have the extensive experience and resources that other marketing professionals may have, you need some Marketing How To information and instruction.  So I recently ran a #MarketingMondays series LinkedIn.com.  Each week I provided a post and infographic on an essential marketing topic.  Now all five Marketing How To posts are here:

How To Set Your Marketing Budget in Five Steps

  1. Outline your objectives.
  2. Determine your budget range.
  3. Set an annual calendar.
  4. Use a 70/20/10 allocation plan.
  5. Specify your measurements.

How To Select a Good Brand Name

Use these five criteria of good brand names:

  1. Easy — A good brand name is easy to pronounce, understand, and spell
  2. Appeal — A good brand name should be relevant and compelling to its target audience.
  3. Position — A good name helps to position your brand.
  4. Differentiate — A good name should differentiate your brand from competitors.
  5. Adaptable — A good brand name works in different applications.

How to Do Public Relations

Here are 10 tips for perfecting your PR.:

  1. Remember journalists are a bit narcissistic.
  2. Respect that no two journalists are alike.
  3. Learn their communications preferences.
  4. Be social media savvy.
  5. Create assets that can be repurposed.
  6. Write for your audience.
  7. Know your competition as well as you know your own brand.
  8. Prepare for and embrace bad press.
  9. Don’t hound.
  10. Think out-of-the box.

How to Make a Great Logo

Five guidelines for creating a strong logo:

  1. Simplicity — Simpler is better.
  2. Versatility — Your logo needs to work in a range of applications.
  3. Consistency — Consistent use will make or break a logo.
  4. Fresh-ness — Keep your logo relevant and interesting by refreshing it from time to time.
  5. Restraint — Don’t overuse your logo.

How to Do Local-Store Marketing

There are three primary elements of a good local-store marketing program:

  1. Partnerships. Relationships with community partners build your credibility and your exposure.
  2. Public relations. Use local media to get “free advertising.”
  3. Personal selling. Putting a face on your business makes your brand more likeable and trustworthy.

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brands should take a stand

Brands have evolved from mere symbols of product quality and identifiers to aid customers in purchase selections.  They are bundles of values and attributes that define the way companies behave and the value they deliver to customers.  In layman’s terms, a brand is what you do and how you do it.  This means brands represent more than products or services — they convey value through their personalities, their communications, and their ideas.  And as such, brands should take a stand.

Have a point of view.

Taking a stand means having a point of view — on a political issue, a social cause, a cultural trend, even a news item.  In a terrific Knowledge@Wharton piece, Eric Solomon, Brand Strategy Director at Google, writes, “Having a dedicated point of view is something that defines some of the world’s most iconic, successful brands. This is a big part of what helps a brand differentiate itself from competition, and what helps to fill the gap between the products companies make and the emotional experience a brand idea can convey.”  He cites as examples Cheerios’s portrayal of multi-racial families in its advertising and Always’s “Like a Girl” campaign.

In The Gazette, Nick Westergaard writes about CVS removing tobacco from its stores so it could fulfill its mission authentically and about Thinx, a brand of period-proof underwear that “regularly shares updates on women’s’ health issues and feminism in their email newsletter.”  Nick says, “Consumers today aren’t just looking for brands to purchase from…They’re looking for communities to be a part of.

Eric explains that “People expect companies to have a point of view on current cultural or political issues. According to a 2014 study, around 75% of millennials believe that businesses should share a point of view about issues and should influence others to get involved in an issue.” I would guess that older people might not expect companies to do so, but appreciate the effects.  In commoditized categories where products seem very similar and when many brands seem only to be hocking deals and steals, a brand that stakes a claim on something more meaningful is more salient and memorable.

Don’t grandstand or bystand.

Some brands grandstand.  They speak out on a hot issue or engage in newsjacking in an attempt to draw attention to themselves.  Commenting on Eric’s piece, Ben Allen, President at Labrador Agency, observed that some companies work “to amplify the budget and show earned media through controversy rather than being reflective of what the brand is and what it can rightly own.”  Some of the brands that have taken action to support or protest Trump-related issues seem to fall into this category.

Other brands just bystand. They let relevant issues and opportunities pass them by because they’re “too busy” or they stay quiet for fear of offending people.  Restaurants that don’t speak out about immigration policy, football sponsors that don’t address player’s domestic violence and health risks, technology companies that don’t acknowledge gender issues in their industry, global corporations that don’t advocate for better living conditions in the countries they do business in — these are just a few of the opportunities that are missed when brands are too inwardly focused or lack the courage to stand up for what’s right.

Of course, you have to allocate your resources wisely and some companies might not have the budget or the bandwidth to do more than simply run the business, but taking stand doesn’t necessarily involve additional work or investment.  Sometimes it’s simply a matter of redirecting what you’re already doing — communicating with customers, posting in social media, engaging your employees and other stakeholders, etc.  Instead of selling stuff, seek to engage people.  Instead of promoting your products, share your values.  Instead of trying to be trendy, do something meaningful.  Taking a stand just requires being thoughtful, purposeful, and responsible.

Take a stand.

Brands should stand. Stand for something, that is — and stand for it clearly.Click To Tweet

Stand for something, that is — and stand for it clearly.

If you’ve seen me speak, you know that I usually end my talks by sharing with people that business is personal to me.  I mean that I believe in business to make a positive impact in people’s lives — and I believe it’s businesspeople who can change the world for the better.  Business leaders have a tremendous opportunity — I would go so far as to say they have a responsibility — to make a substantive, valuable difference in this world.  They can fulfill it by ensuring their brands stand for something important and by designing and running their businesses in ways that express, reinforce,  and advance that point of view.

For some companies, that may mean simply communicating with customers in a way that conveys their common humanity.  For others, it could be a different way of engaging on social media, choosing business partners, treating employees, developing products, providing services, or otherwise creating value.  And for some, making a positive impact means running a high profile program to advocate for cultural, social, political, or economic change.  Whatever it is, business leaders should seek to make a real difference in this world — and brands should take a stand.

(With this post, I’m taking a stand and I can’t wait to hear your reactions — comments are open!)

related:

great brands never have to “give back”

John Gerzema on how to connect with today’s consumer

sustainability: what’s a brand got to do with it?

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A night to talk about design

TED NYC Design Lab

Designers solve problems and bring beauty to the world. At TEDNYC Design Lab, a night of talks at TED HQ in New York City hosted by design curator Chee Pearlman with content producer Cloe Shasha, six speakers pulled back the curtain to reveal the hard work and creative process behind great design. Speakers covered a range of topics, including the numbing monotony of modern cities (and how to break it), the power of a single image to tell a story and the challenge of building a sacred space in a secular age.

First up was Pulitzer-winning music and architecture critic Justin Davidson.

The touchable city. Shiny buildings are an invasive species, says Pulitzer-winning architecture critic Justin Davidson. In recent years, cities have become smooth, bright and reflective, as new downtowns sprout clusters of tall buildings that are almost always made of steel and glass. While glass can be beautiful (and easily transported, installed and replaced), the rejection of wood, sandstone, terra cotta, copper and marble as building materials has led to the simplification and impoverishment of the architecture in cities — as if we wanted to reduce all of the world’s cuisines to the blandness of airline food. “The need for shelter is bound up with the human desire for beauty,” Davidson says. “A city’s surfaces affect the way we live in it.” Buildings create the spaces around them; ravishing public places such as the Plaza Mayor in Salamanca, Spain, and the 17th-century Place des Vosges in Paris draw people in and make life look like an opera set, while glass towers push people away. Davidson warns of the dangers of this global trend: “When a city defaults to glass as it grows, it becomes a hall of mirrors: uneasy, disquiet and cold.” By offering a series of contemporary examples, Davidson call for “an urban architecture that honors the full range of urban experience.”

“The main thing we need right now is a good cartoon,” says Françoise Mouly. (Photo: Ryan Lash / TED)

The power of an image to capture a moment. The first cover of The New Yorker depicted a dandy looking at a butterfly through a monocle. Now referred to as “Eustace Tilley,” this iconic image was a tongue-in-cheek response to the stuffy aristocrats of the Jazz Age. When Françoise Mouly joined the magazine as art editor in 1993, she sought to restore the same spirit of humor to a magazine that had grown staid. In doing so, Mouly looked back into how The New Yorker covers reflected moments in history, finding that covers from the Great Depression revealed what made people laugh in times of hardship. For every anniversary edition of The New Yorker, a new version of the Eustace Tilley appears on the cover. This year, we see Vladimir Putin as the monocled Eustace Tilley peering at his butterfly, Donald Trump. For Mouly, “Free press is essential to our democracy. Artists can capture what is going on — with just ink and watercolor, they can capture and enter into a cultural dialogue, putting artists at the center of culture.”

Sinéad Burke

Sinéad Burke shared insights into a world that many designers don’t see, challenging the idea that design is only a tool to create function and beauty. “Design can inflict vulnerability on a group whose needs aren’t considered,” she says. (Photo: Ryan Lash / TED)

What is accessible design? “Design inhibits my independence and autonomy,” says educator and fashion blogger Sinéad Burke, who was born with achondroplasia (which translates as “without cartilage formation”) the most common form of dwarfism. At 105 centimeters (or 3 feet 5 inches) tall, Burke is acutely aware of details that are practically invisible to the rest of us — like the height of the lock in a bathroom stall or the range of available shoe sizes. So-called “accessible spaces” like bathrooms for people in wheelchairs are barely any better. In a stellar talk, Burke offers us a new perspective on the physical world we live in and asks us to consider the limits and biases of accessible design.

The beat of the Book Tree. Sofi Tukker brought the audience to their feet with hits “Hey Lion” and “Awoo,” featuring Betta Lemme. For the New York City–based duo, physical performance is a crucial element of their onstage presence, demonstrated through the use of a unique standing instrument they designed call “Book Tree,” made from actual books attached to a sampler — with each percussion comes a beat. Their debut album, Soft Animals, was released in July 2016, and their single “Drinkee” was nominated for Best Dance Recording at the 2017 Grammys.

Finding ourselves in dataGiorgia Lupi was 13 when Silvio Berlusconi shocked many in Italy by becoming prime minister in 1994. Why was that election result so surprising, she wondered? And as she learned, it’s because of incomplete data that had been gathered during the campaign. The available data was simply too limited and imprecise, too skewed to give any real picture of what was going on. In the aftermath of America’s 2016 election, where most data analysts predicted the wrong outcome, Lupi, the co-founder of data firm Accurat, suggests that such events highlight larger problems behind data’s representation. When we focus on creating powerful headlines and simple messages, we often lose the point completely, forgetting that data alone cannot represent reality; that beneath these numbers, human stories transform the abstract and the uncountable into something that can be seen, felt and directly reconnected to our lives and to our behaviors. What we need, she says, is data humanism. “To make data [sets] faithfully representative of our human nature, and to make sure they won’t mislead us anymore, we need to start designing new ways to include empathy, imperfection and human qualities in how we collect, process, analyze and display them.”

Siamak Hariri

Siamak Hariri describes his project, the Bahá’í Temple of South America in Santiago: “A prayer answered, open in all directions, capturing the blue light of dawn, the tent-like white light of day, the gold light of the afternoon, and at night, the reversal … catching the light in all kinds of mysterious ways.” (Photo: Ryan Lash / TED)

Can you design a sacred experience? Starting in 2006, architect Siamak Hariri attempted to do just that when he began his work on the Bahá’í Temple of South America in Santiago, Chile. He describes how he designed for a feeling that is at once essential and ineffable by focusing on illumination and creating a structure that captures the movement of light across the day. Hariri journeys from the quarries of Portugal, where his team found the precious stone to line the inside of the building like the silk of a jacket, to the temple’s splendid opening ceremony for an architectural experience unlike any other.

In the final talk of the night, Michael Bierut told a story of consequences, both intended and unintended. (Photo: Ryan Lash / TED)

Unintended consequences are often the best consequences. A few years ago, designer Michael Bierut was tapped by the Robin Hood Foundation to design a logo for a project to improve libraries in New York City public schools. Beruit is a legendary designer and critic — recent projects include rebranding the MIT Media Lab, reimagining the Saks Fifth Avenue logo and creating the logo for Hillary Clinton’s presidential campaign. So after some iterating, he came upon a simple idea: replacing the “i” in “library” with an exclamation point: L!BRARY, or The L!BRARY Initiative. His work on the project wasn’t over. One of the architects working on the libraries came to Bierut with a problem: the space between the library shelves, which had to be low to be accessible for kids, and the ceilings, which are often very high in the older school buildings, were calling out for design attention. After tapping his wife, a photographer, to fill in this space with a mural of beautiful portraits of schoolchildren, other schools took notice and wanted art of their own. Bierut brought in other illustrators, painters and artists to fill in the spaces with one-of-a-kind murals and art installations. As the new libraries opened, Bierut had a chance to visit them and the librarians who worked there, where he discovered the unintended consequences of his work. Far from designing only a logo, Bierut’s involvement in this project snowballed into a quest to bring energy, learning, art and graphics into these school libraries, where librarians dedicate themselves to excite new generations of readers and thinkers.

What marketers need to know this week: Heinz brings Don Draper’s vision to life, a movement to make the “Fearless Girl” statue a permanent fixture on Wall Street gains steam, General Mills brings the plight of bees to its cereal boxes, and more.

Watch stunt driver Debbie Evans challenge the icy landscape of the Yukon in this new commercial created by The Brooklyn Brothers for Castrol Edge Titanium Ice inspired by Fast & Furious, The Fate Of The Furious.

CREATIVE CREDITS:
Advertising Agency: The Brooklyn Brothers
Creative Director: George Bryant
Director: James Bryce
Producer: Garfield Kempton
Editor: Colin Sumsion/ Big Chop

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Giving a presentation is a fantastic opportunity!  Whether you’re a paid professional speaker, an executive addressing your colleagues, or simply someone whose been asked to make some remarks to group, getting to share your ideas/thoughts/message with others is a great opportunity to positively influence others.  It’s a privilege to have people actually listen to what you have to say — and a responsibility to make sure you use their attention and time wisely.  Here’s how to prepare for a presentation that honors that privilege and responsibility:

How to Prepare for a Presentation

Ask yourself these three questions:

  1. Why am I the absolutely right person to be speaking to this group?
  2. What are the audience’s biggest challenges and how can I help them address them?
  3. What should people know/think/feel/do as a result of participating in my session?

I’ve been speaking professionally for many years now and, while I still have a lot to learn and improve on, I’ve found it’s really helpful to ask myself these questions as I prepare for a presentation.  I go through them before I create the content of my talk, and again after I’ve put together my presentation to make sure I’ve addressed the points, and then once more right before I go on stage as a last reminder of what’s important.  These questions help keep me singularly focused on how I can be of most value to my audience.

In addition to doing prep calls with the client who booked you or the person who asked you to speak, I recommend you ask to do calls with a few participants so you can get their input as you think through the questions.  These calls are usually extremely helpful and they also help establish some rapport with the audience if you acknowledge from the stage the people who helped you prepare.

Three Questions to Prepare for a Presentation

Let me unpack the three questions to prepare for a presentation.

1. Why am I the absolutely right person to be speaking to this group? In other words, what do you know that fits perfectly with what the audience wants or needs to know? Of course, not every speaker is a fit for every audience, so what is it that makes you uniquely qualified to be speaking to this group at this time?

There is usually a specific reason why I’ve been asked to speak to a group — people have read my books or other content or have seen me speak at other events and they want me to share some point(s) that resonated with them.  You were selected for the opportunity before you for a specific reason as well.  If that reason isn’t clear, ask about it directly — but remember that sometimes people don’t know what they don’t know, so you need to think deeply and critically about the unique insights you can bring to them.

2. What are the audience’s biggest challenges and how can I help them address them? Again, ask your client or contact person directly about the audience’s challenges, but also try to “listen between the lines” because sometimes people think they have one need when they really have another.  Do desk research on the industry or company, perhaps even reach out to colleagues who may have insight into the business.

Then map your content to your audience’s challenges and fill in gaps with new research or insights so you’re clear on how you can reframe or break down their challenges, present solutions to their problems, and answer their questions.

3. What should people know/think/feel/do as a result of participating in my session? We’ve all sat through a presentation that we thought was entertaining or funny or inspiring but the next day we can’t remember anything about it.  This question helps ensure that people don’t leave your session saying, “That was nice,” but not changing anything as a result of it.

Whether it’s just a subtle but significant shift in perceptions or an action to be taken or a decision to be made, there should always be at least one change that should happen as a result of your talk. You might try drawing before and after columns and writing down the changes — what do people know before your session and what do you want them to know afterward, what do they think before and after, etc.  I usually very explicitly tell people at the end of my talk what changes I recommend they make — it’s usually a great way to summarize or synthesize your points.  There’s no sense in leaving them guessing.

Preparation Is the Key to Success

Whether or not you use these specific questions, you do need to prepare diligently for a presentation. Sometimes people think they can just “wing it,” but it’s usually clear to your audience when you do.  The best speakers make it look like they are speaking extemporaneously, but I can almost guarantee you they’ve done a lot of preparation.

Remember you have a terrific opportunity — you seize it and steward it well when ask yourself some probing questions as you prepare for a presentation.

related:

The Magic of Selling

5 Secrets to Successful Selling from Shark Tank

Motivational Speakers Who Actually Motivated Me

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employee brand engagement

If you are like most business leaders around the world, you probably want to improve your employee engagement — for good reason.  The Gallup organization estimates that actively disengaged employees cost the U.S. $450 billion to $550 billion in lost productivity per year.  It’s clear employee engagement should be a priority for you, but in addition to asking how to engage employees, you should also ask what to engage employees with.  I’ve found that great brands intentionally and specifically engage their employees with their brands.  Employee brand engagement is the critical link between employees and customers.

Employee brand engagement involves:

  • ensuring your employees know what your brand stands for, the values and attributes that differentiate it, who your brand’s core customers are, and the unique benefit your brand provides to them
  • using your brand’s purpose and values to inspire and unite employees — connecting them to an idea or mission that is more substantive and influential than their job or the actual products or services offered
  • giving them the information, instruction, and tools they need to make on-brand decisions and to nurture, interpret, and reinforce your brand in everything they do
  • helping employees understand their roles in designing, managing, and/or delivering customer experiences that inspire customer engagement and loyalty
  • closing the gap between how employees and customers are engaged
  • recruiting, motivating, and retaining employees based on alignment with core brand values
  • linking employee engagement metrics to overall company performance and brand metrics

Of course it’s important for employees to generally be excited about and satisfied by their work and to feel emotionally engaged to their companies, but that’s no longer enough.  If you want to cultivate employee relationships that outlast leadership changes and volatility in the business and positively  impact customer relationships, you need employee brand engagement.

The Human Capital Institute, The Conference Board, Engage Business Media, and many technology solutions and service providers stage events and conferences that focus on employee engagement.  I’ve been invited to speak at several of these because of my emphasis on employee brand engagement.  Check out this excerpt from a talk I recently gave on the topic, including a simple assessment question to determine the existing strength of employee brand engagement within your organization, as well as an introduction to some of the ways you can achieve it:

related:

develop greatness among employees to deliver greatness to customers

Design Your Employee Experience as Thoughtfully as You Design Your Customer Experience

circumvent a HR crisis with employee brand engagement

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