By Mike Kolbrener
For any new venture, an undifferentiated brand and undefined integrated marketing and lead generation strategy are potential barriers to realizing growth. As part of a three-fold effort to (1) Clearly articulate the value of your offerings to prospects, (2) Build the marketing material to communicate this value and (3) Develop a lead generation program to increase inbound opportunities, the following is typically recommended:
- Develop Brand Positioning and Marketing Communications Strategy
- Marketing Communications Implementation
- Develop and Implement an Integrated Drip Marketing and Lead Generation Program
To achieve your goals, you must carve out the unique and compelling reasons for potential customers to select your over competing products and services…and consistently communicate both your distinct personality and benefits in ways that connect with your target audiences.
A good process must walk a fine line between too much and too little, and allows for collaboration and ensures that the outcome makes the highest possible impact.
1. Product /Service Brand Evaluation Research
2. Competitive Analysis
3. Product or service Brand Platform Development
4. Brand Attributes/Definitions
5. Brand Essence
6. Positioning Statement
7. Target “Persona” Development
This comprehensive approach ensures that your brand becomes the thread that runs through all of your discreet marketing efforts…and that each and every effort reflects positive equity back to the overall brand.
By Mike Kolbrener
The week’s Advertising Age reports that even after Big Food, 11 major food marketers including Kellogg, Kraft Foods, General Mills and Unilever, voluntarily shifted or eliminated $1 billion in kid-targeted junk-food marketing, critics, watchdogs and regulators such as Federal Trade Commission’s Jon Leibowitz are now pressing for more restrictions on more marketers including media companies. They are going after Viacom, Time Warner, the TV Networks as well as ConAgra, Chuck E. Cheese and Burger King.
The FTC is preparing subpoenas for 44 food and fast-food companies to examine how they are marketing products to kids. What does this mean? Coca-Cola and Hershey’s won’t aim advertisements at kids younger than 12. Mars/Masterfoods won’t advertise any of its candies to kids. PepsiCo, Kraft Foods, Kellogg, General Mills, McDonald’s, Unilever and Campbell Soup will limit all their marketing of food to children younger than 12 to more healthy foods. No more Cap’n Crunch. No more “Silly Rabbit” (Trix). No more Count Chocula. Possibly, no more Happy Meals. These developments make me take pause and ask whatever happened to parental responsibility? I don’t see kids younger than 12 checking-out at the grocery store. I’ve never witnessed an 8-year-old placing their order at McDonald’s or Burger King.
Does Congress really need to mandate a study of how products are advertised to kids? Rather than following in the footsteps of “No Child Left Behind”, another federal initiative that has removed parental accountability in the education of our nation’s children, maybe Congress should look at the state of parenting in America. When I was 8 years old in 1980, there were advertisements for Cap’n Crunch during Speed Racer, Big League Chewing Gum during GI Joe, and Hershey bars during the Justice League.
I could have probably sung the Big Mac song, word for word. This didn’t mean I ate Cap’n Crunch for breakfast every morning, chewed gum and devoured Hershey bars all day and ate at McDonald’s every night. Why? My parents. My parents dictated my diet. My parents were involved in my education. My parents . . . well, they were freakin parents. Today, I see too many parents shifting the blame and not taking on the responsibility they should. It’s not my fault or Billy’s fault he’s failing, it’s the teacher, the school, or the school district. It’s not my fault Cindy isn’t healthy.
“It’s all the marketing for the junk-food. I’m compelled to buy it for her.” Really?! I do applaud Big Food for the steps they have taken, but I am equally dismayed as to why they need to.
By Mike Kolbrener
There is a new marketing type in town and they are called transumers. As classified by Rainer Evers in a trend briefing on trendbriefing.com, transumers are “consumers who are more interested in the experience rather than owning.” Well, yeah . . . that’s called renting. They’re just renters, right? Not exactly. Transumers do rent, but they rent items that normally require ownership.
Here are a few examples:
FlexPetz – A pet-sharing program that works like a time-share or fractional ownership in a jet. The service targets customers who want to have a dog but cannot care for it full time.
FractionalLife.com – With the tagline “The Smarter Way To Own”, FractionalLife offers partial ownership in an array of products and services. As expected, categories include yachts, jets, luxury vehicles, but other offerings such as high-performance computing and livestock are unanticipated.
Bag, Borrow or Steal – An online luxury bag and jewelry sharing service.
Zipcar – A car sharing program that allows members to reserve and drive a car whenever they want. Should you be targeting a transumer segment among your target audiences? Your answer might be yes if: • You sell luxury items or your product or service requires a large, up-front capital investment. • You find that an audience segment for your product or service doesn’t have the time to own or the need to own, typical of many targets who live in metropolitan areas and/or travel frequently.
By Mike Kolbrener
You got chocolate in my peanut butter! You got peanut butter on my chocolate! That very successful 1970s launch for what is now a ubiquitous treat is the perfect metaphor for the way marketing and sales disciplines often view each other. To make matters worse, most marketing professional have convinced their clients that “successful” marketing will get them noticed! What about marketing and branding that actually fills the new business pipeline? Novel idea, but it shouldn’t be.
How do you really generate sales? Some companies are lucky enough to ride the wave of an emerging technology, others are just lucky, the rest have to actually work at it. We’ll assume that you have something that others really want, have identified who those people are and then differentiated your offering from competitors. We’ll also assume that you have someone to sell your offering (even if it’s just you). Next, you might consider allocating a marketing budget of 2-4% of your gross revenue. Now comes the part that will define your sales success or failure. In order to get that 2-4% of gross revenue to actually work, you’ll need to align that marketing spend with your sales process. That means documenting how your sales team sells and weave in marketing tactics that are in lock step with that process.
Don’t have a sales process? There are many good ASP (on demand) and server-based options out there, but you’ll need to choose one (Landslide.com or Salesforce.com). Next, find out how often your sales people contact a prospect? How do they do so? Letters, phone calls, direct mail, email, newsletters, etc. How are those timed with relation to a projected close date? Herein lies the secret. It’s the synchronization of sales and marketing that makes it all work. When they are synchronized, they work harder than each on their own. At the end of the day, marketing and sales need to dance together. Just like peanut butter and chocolate. After all, marketing and sales are “Two great tastes that taste great together.”