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When Teddy Roosevelt and John Muir stood at the same spot as I did for this month’s video, I’m sure they were not thinking about branding as they had their vision for the National Park System in the US. However, I’m sure their thinking was consistent with the first step in creating an effective brand strategy. As I’ve pointed out in all of my branding presentations, the first step is to have a clear vision for your brand and why it will have value to your potential customers. Looking out from Glacier Point that day a century ago, I’m sure that Roosevelt and Muir understood that the beauty and splendor of what they saw (now Yosemite National Park) would add enjoyment and appreciation to generations of Americans and that if this was going to preserve that value, there needed to be a plan (as in brand strategy) to ensure that we maintain these landmark locations for generations to come.

On August 25, 1916, President Woodrow Wilson signed a bill that mandated the agency “to conserve the scenery and the natural and historic objects and wildlife therein, and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations.” Development of the National Park System was the brand strategy to insure that this bill was successful. The same is true in developing a brand strategy for your product or service. First, you need to recognize that there is a need for the product that can’t be found elsewhere. Dr. Len Berry at Texas A&M noted that a successful brand has “a reason for being” and as you look at many of those brands that have come and gone, you have to ask what was the reason for being in the first place?

Recent successes of brands like Google, Apple, Prius, CarMax and more, all began with a vision of a product or service that provided a new value that customers would recognize and want not only today but also for years (and generations of customers) to come. Certainly, the key to longevity is to constantly review and revise the marketing plans and strategies, but to maintain a long-term brand a marketer has to consistently reflect on the original vision and criteria for the brand and maintain its integrity. The National Park System has grown and adjusted its operations to meet the changing needs and wants of its visitors, yet it stands steadfastly by its original vision of conservation and preservation of their product—the beautiful national parks that people come to see every year.

I was involved with the original opening and marketing of CarMax in Richmond in 1994.  The company was created by Circuit City to capitalize on some of its operational and financial strengths in the electronics business that would translate well to the used car business.  It also had a vision to provide a completely new experience in shopping and buying a previously- owned vehicle.  Recognizing the many experiences that car buyers had with traditional car dealers, CarMax researched those experiences and then built a totally new concept from the bottom up to provide a value to car buyers.  Its vision was to answer the complaints of the car buyer and market it in a creative, intelligent way.  The plan has worked as CarMax has thrived (while Circuit City faded away).  I believe that CarMax’s new campaign (20 years later) is one of the best in the automotive industry. Click on this link to view one of the new spots (https://youtu.be/1Qkd9AGWU48).  Yet it still stands out by addressing the same problems that other dealers still present to their prospective and existing customers.  They have a reason for being and a vision to provide a pleasant experience.

Too often, companies develop new communications strategies as nothing more than ad campaigns that lose sight of their original vision and as a result they lose their reason for being in trade for a new slogan or logo. Standing up for the value that the brand provides while remaining fresh and current with your brand messages is critical for long-term success. Just as El Capitan and Half Dome are symbols of the Yosemite National Park, the value and unique selling proposition for your brand must be maintained as the symbols for why your brand was created in the first place.

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We’ve been talking about the Customer Journey and I was pleased to discuss the topic with Terry Brock in an interview for The Business Journals Online recently.  Terry is the technology guru for the National Speakers Organization and also writes monthly blogs on customer relationships which are always dead-on when it comes to understanding what motivates the customer in today’s high tech world.  I think you’ll enjoy the video below as Terry and I discuss what it takes to build a successful brand by providing a journey that’s a meaningful experience to your customers. And… also click on Terry’s website for more insights that you can really use to build a successful brand.

TIP OF THE MONTH

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I recently was interviewed by Terry Brock for his monthly marketing blog and  The Business Journals online to discuss the hot topic of the Customer Journey . If you search it on Google, you’ll find several resources for the Customer Journey and how to map it. In fact you can view at least 10 graphic images of these maps on how the customer goes through the purchase process. Depending on which source, you’ll find up to 10 steps in the map which the customer and the marketer must take to determine the purchase and then what it takes to become a loyal customer.

(CLICK HERE to view a typical “Customer Journey Map. )

There are several articles and links that walk you through the process which most of the trade articles say is the new way of looking at the customer purchase dynamics. However, after reviewing many of them, I believe that these “maps” are nothing more than the same steps and principles that I have learned over the years for developing a successful brand. Simplified, they follow the branding process that Robyn Winters and I outlined in detail in our book: BrainBranding. Activate the Brain. Stimulate your Brand. (available on Amazon and Kindle.) In the book we outline a five step process which guides a marketer in effectively escorting their customers through the Journey to a successful brand and increased market share. Briefly, these five steps are:

1. Create Your Vision: The first step in the customer journey is becoming aware of your product or service. This really starts with you and your company. You need to figure out why the customer would be interested in your product or service in the first place. What makes it different? Why should I be interested in learning more about it? As you develop your brand strategy and options, remember to ask what is going to keep the customer coming back.

2. Conduct research: You really need to know what’s happening in the marketplace with the customer. Who is the competition? What makes the customer chose one brand over the others in your category? What is it that your brand does that differentiates you from the competitors? What is your value proposition and is it enough to get the customer interested to try you out? Understand the data and statistics to find support for your brand position. What’s the history of the brand and what is its sustainability? These are the facts that the customer will look for to determine if their journey is worth the effort.

3. Communicate the emotional value to the customer: Too often marketers go to this step first and (usually at the urging of their new agency) create an advertising campaign before they really know what they should say or what the customer wants to hear. You need to create feelings for who you are and why you should be part of their journey. They want to know “what’s in it for them”. This is the “heart of the brand” where you can create positive feelings toward your product or service. This is where you build immediate interest and long-term loyalty. This is where you establish “who” you are not just “what” you are and build a relationship that can endure. And you must continue to do this consistently and respect their intelligence. There is no place for “dumb” commercials and ads anymore.

4. Construct a plan: Take all three of the first steps and you have the foundation for a plan that will insure brand success. It’s your blueprint for organizing a brand strategy and all the elements necessary to compete. It provides the structure to develop a viable marketing plan and a business plan that can make it profitable. It also will enable you to sustain the brand for the long run, so that you can endure increased competition, changing market conditions, and more diverse customer segmentation. This is where you determine your position in the marke

5. And finally (but really what you must do before you ever go to the customer in the first place) Live up to the brand everyday: Too often marketers rush to brand themselves to the customer before they make sure that their own organization (often the people who represent the brand) really understand what they are all about and how this is different than it was yesterday. In my retail days, I hate to admit that many times our video or promotional newsletter arrived just a day or two before the new branding campaign launched in the media. We know that it takes weeks or months to build a brand position with the customers and yet we give our own staff 24 hours to thoroughly understand why those customers’ expectations may be changing.

These are condensed steps to what we sometimes take several months to put into place, but I believe they cover the “Customer Journey” completely so that their purchase behavior becomes a round trip to your brand on an ongoing basis.

If you ‘d like to view Terry’s interview with me about the Customer Journey,  CLICK HERE.

To read Terry’s article in the Business Journal, CLICK HERE.

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Why is McDonald’s suffering a slump in sales? Here’s my take on it. Several years ago, during one of my ad agency experiences, I had the opportunity to work on some of the local McDonald’s coop business. The brand had its national agencies to develop the overall brand strategy and refresh the messages that were being supported by over a million media dollars a day. Then, there were a number of regional agencies that worked directly with the coops to develop localized promotions to drive more traffic on a timely basis. Heck, we even technically had Ronald McDonald on our agency payroll. This works very well to enable the local franchisees to tie in with community events and seasonality as well as test promotions that might go national if successful. I recall one all-day meeting where there was considerable debate over the next price promotion to replace the current price promotion, which would combat the price promotions of the other fast food franchises in the market. Dollar menus, two-for-one offers, free theme park tickets. You name it everything was being considered.

Yum!

At one point in the meeting, we also broke off to discuss the recent consumer market research and I was surprised that with the exception of their fries, McD’s came in third or fourth on taste and quality of their primary entrées. It occurred to me that when it comes to fast food, it’s a pretty spontaneous decision that’s triggered more by the stomach than the wallet. A review of ongoing campaigns showed very little romancing of the food and a lot of shouting about the price and deals. While Burger King was featuring its luscious Whopper, Wendy’s got my taste buds with its Chicken sandwich, Checkers made a $1 fish filet look really tasty, Red Lobster and Olive Garden always makes their food look so good you want to go there. McDonald’s has a great quarter pounder, a luscious Big Mac, really good Chicken Tenders (not the Nuggets), and a tasty egg mcmuffin. I really think at $1.29, the McDouble is as good a burger as any. Yet, McD’s last few campaigns rarely show the food in a tasty way. The coffee looks as good as Starbucks, but the burgers are barely visible.                                                                                                         

The company’s new CEO, Steve Easterbrook, has said that it’s time for McD’s to go a new direction. If that means getting back to the items that customers think about first when their taste buds start acting up, then fine. But trying to emulate some of the newer fast food and casual dining establishments is not likely the answer. I just heard that now the company is testing an all-day breakfast menu. An egg mcmuffin at 8am sounds pretty appetizing. At 1pm, not so much. Mini bundt cakes may be intriguing but don’t forget it’s the burgers and fries that bring the people in not a little cake that no one can spell correctly. I agree with a           columnist who says that “McDonald’s should get back to being, well, McDonald’s. That doesn’t mean to stop innovation, but it does mean that if all these new tricks and promotions don’t bring in the hungry customers, show me “two all beef patties, special sauce. (etc).

Huh??  (photo credit McDonalds)

Now, the company announces a line of Big Mac clothing. Give me a break…or at least some of the special sauce on a sesame seed bun. It’s all about food and drink (I admit I’ve become addicted to the Mocha Frappe’) and unless McD’s doesn’t put its focus back on the hunger games, it will continue to fight a slippery slope that a McRib can’t stop.

McDonald’s has one of the strongest brands in the world. To keep its customers loyal, the company needs to get back to market those features that got them saying “I’m loving it” in the first place.

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It finally happened this month. After many years of disappointing performance, changes in senior management, even more changes in CMO’s, and as many changes in advertising campaigns, Radio Shack announced that it was closing up shop after 94 years and thousands of store openings. Some of the stores will remain open with Sprint wireless being the primary offering, but it’s doubtful that the Radio Shack that built a strong awareness through aggressive advertising and convenient locations will ever come back as a retail marketer.

Which brings about the question of brand equity. Many believe that if you build top of mind awareness, you have a successful brand. All you have to do is look at Kmart and Sears or Oldsmobile and Plymouth to mention just of few well-known names that just simply weren’t or aren’t relevant any more. As Radio Shack itself admitted in its 2013 Annual Report, the company “struggled to find its place in the market, and more important, with the consumer.” You have to give Radio Shack credit, it was able to spot new technology and become a pioneer in the electronic calculator, then home computers, and later with wireless. Yet, it never became the destination brand for any of them despite aggressive advertising.

The company hung on to its roots as the tech do-it-yourselfer’s place for those little things that helped one build or repair their electronic devices. However, as these devices became obsolete so fast that replacement was smarter than repair, and as the technology itself evolved to inexpensive chips and discs the need for all those little (high gross) “things” just was substantial enough to survive.

Radio Shack was not always lost in the woods, however. About 10 years ago, the company sold its Canadian operations to Circuit City (another high awareness/poor branding casualty). I was involved with CC as a client while at Doner and we were tasked with the challenge to rename the north of the border stores since Radio Shack would not allow its name on one of their competitors’ (CC) stores. It was an interesting challenge, but what was more interesting was to see how different the Canadian stores were from the American ones. With a separate management and merchandising team, the Canadian stores still had strength’s in wireless and personal computing, but it had really developed a niche for “gadgets” that people just like because they are unique and on the cutting edge. These are the items that have made Brookstone, Spencer Gifts, and SkyMall successful. It should be noted that Brookstone filed for and emerged from Chapter 11 last year which verifies the challenges of this category today. They are interesting items, in significant assortments, that make shopping the store and its ads more interesting…and fun. The stores were contemporary and in high traffic locations. Frankly, I thought that CC had hit on an idea that could have moved their entire American operations out of the severe doldrums they were facing. Winning the battle of big screens and laptops was not likely and a look at Brookstone’s success at that time made sense to me. Of course, that never happened as CC’s new management continued on a course of self-destruction and is now just a memory—despite its former high top-of-mind awareness.

Radio Shack (US) was in the same boat trying to do business the same way it did when the first pocket calculator sold for $375, when the first desktop sold for $2500 and the first flat-screen had an $1900 price tag. And only your stores had them. As competition increased, the small, neighborhood stores simply could not live up to a promise of assortment and innovation. Many have said that Radio Shack’s name was its problem and it certainly didn’t do anything to verify a contemporary tech store. However, had the company positioned itself with a brand strategy that built its awareness on the important values that the customers are looking for, the name would have been just fine. A few years ago, Radio Shack’s “You have questions, we have answers” campaign was the closest thing to building a brand promise that had merit given the lack of knowledgeable salespeople in the warehouse stores and other specialty stores. Given the success of Apple (both as a manufacturer and a retailer), Radio Shack could have built a brand based on cutting edge tech with knowledgeable people. Unfortunately, we’ll never know. And the awareness, like the stores will disappear.