Posts Tagged ‘brand management’

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Social Media Policy? Do you have a tradeshow policy or a phone conversation policy?

By Andy Reierson, June 30, 2010

Social media usage by businesses in Fargo, Duluth, St. Cloud, Grand Forks and Anchorage is increasing everyday and rightfully so. It’s a great way to connect and engage customers and prospects. And having a solid strategy to do so will allow you to move the needle and help you reach your goals and objectives for your social media program and your business.

With this increase in usage, however, HR directors are scrambling to govern social media activities by employees. This has led to companies large and small creating social media policies for their employees.

Mike Volpe from Hubspot takes a different look at social media policy development in his post Why Social Media Policy is Stupid. In his post Mike states “… the best “policy” is to hire smart people, give them the right coaching and training, set the correct culture around customer interaction, and then punish those who misbehave.” Although we have a social media policy for employees at Flint Group and have helped many clients develop social media strategies and social media policies, I kind of agree with him.

So what do you think, do businesses need a social media policy?

Posted in AadlandFlint, Flint Communications, Flint Group, Flint Interactive, HatlingFlint, SimmonsFlint, WestmorelandFlint | Comments

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Work passionately. Play seriously.

By Angie Laxdal, June 17, 2010

Some define play as the opposite of work. The Flint Group says otherwise.

Play_in_the_balls

When work excites and inspires you, it’s play. SimmonsFlint shared some playfulness on May 20 at our annual client party. Our theme this year: baseball. We became The Sparks, the newest baseball team in Grand Forks.

Nice lineup, eh? (Notice our catcher?)

Nice lineup, eh? (Notice our catcher?)

The evening included a batting cage, live music, a client Hall of Fame and traditional baseball fare – chili dogs, popcorn, nachos with cheese and beer (but, unlike a baseball game, it wasn’t flat). Best of all – we got to play outside of work and share a great evening in celebration of our clients.

Manager Susan Mickelson keeps her eye on the ball (as usual).

Manager Susan Mickelson keeps her eye on the ball (as usual).

Clearly, we work passionately and play seriously. We play with messaging and strategy, traditional and social media, words and design.
Play is proven to work.
Some insights from Leo Babauta at ZenHabits.com:
When work feels like play, we can accomplish so much more:
+ Unleash creativity for higher productivity levels
Creativity is essential. And not just in the world of marketing, but in any career. The ability to think differently can solve myriad issues in the workplace. Play encourages us to open our minds to new ideas.
+ Revitalize the mind and spirit to regain focus
Does sitting at a desk all day long ever get to you? Running away for two minutes to get an icy cold beverage can do wonders for our mental clarity. So can play. Shutting off the computer (and your mobile) and playing at night gets us recharged and revved for a brand new day. Tomorrow, bring it.
+ Eliminate stress and worry for a fresh outlook
Of course there’s stress in any job. Finding a playful way to relieve built-up stress is not only healthy; it’s fun. Doing something that takes little thought can help you recharge and solve problems.
+ Attract and keep talented employees
Talented employees are not only drawn to fun companies; they stick around longer. Companies who not only work together, but play together, make cohesive teams.
Long ago, Plato said: “You can discover more about a person in an hour of play than in a year of conversation.” He had a point.
+ Sweep out mental cobwebs and sharpen our thinking
Suffering from jumbled thoughts, hazy memories and anything-but-eloquent speech? Feel like you’ve drunk more than your share of work? Take time to relax and rejuvenate. Your brain will thank you by working smoother and clearer.
+ Discover what brings the most joy
In other words, play helps you find your passion.

The main reason we do the work we do is because we’re passionate about it.
We realize how important all of these things – peak creativity, focus, problem solving, mental clarity and passion – add up.

You’re always welcome to play in our world. It’s bound to be a good time.

Playground_Jungle_gym

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It’s that time of year when the word audit can make you cringe. Is a communications audit just as painful?

By Chris Hagen, March 2, 2010

I’ve been there, about to present our communication audit findings to the client team and truly understanding how an IRS auditor must feel. But unlike the dreaded IRS audit, a communications audit is better compared to a complete physical at a doctor’s office where routine health indicators are reviewed and tested to determine “how you’re doing” or where improvement is needed. That may make you cringe as well. But the opportunity to take the time to examine how well you are communicating with key audiences is an investment in your organization’s future, and just like an annual physical, it is a smart investment.

What is a communications audit?
A communications audit is a method of research, where we focus on the process of communications. We look at the exchange of information between you and your audience (think internal or external, customers or members, potential customers, those who influence your audience, volunteers, employees and more) and examine how well you are achieving your communications goals in reaching each critical audience. We define the audit scope based on the audit objectives; some have included interviews with key audiences or review of media coverage, others focus solely on advertising and communications materials.

The hardest part is getting started
Actually, the most painful part of the audit is the process of pulling together representative samples and lists of all audience touch points, both internal and external. Once you strip away the different silos, department ownership or rationalization that can surround communication and advertising, and review all your communication collectively, you’ll discover consistency or inconsistency, strengths and weaknesses, gaps and opportunities.

This process also helps you analyze how effectively you’re telling “your story” and most importantly, can serve as both a benchmark and a roadmap for your future. Just yesterday, I read a client’s 2010 communication plan that was developed from our 2009 audit findings.

What about your company or organization? Do you cringe at the thought, or are you ready for a communications audit?

Posted in AadlandFlint, Flint Communications, Flint Direct, Flint Group, Flint Interactive, HatlingFlint, SimmonsFlint, WestmorelandFlint | Comments

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In the new world of communications, AIDA is still relevant

By Jodi Duncan, February 15, 2010
photo by leetlegreenman pm Flickr

photo by leetlegreenman on Flickr

A client told me his sales staff was frustrated because the campaign we were running wasn’t generating many leads. We went back through his strategic plan, and I pointed out that the lead-generating activity of the campaign was not executed.

We executed the awareness part of the campaign strategy, which was performing very well. We effectively moved the audience into the interest stage of the campaign. But that’s where it stalled out.

This is a common mistake, but one that is easily corrected.

A solid campaign will, at its highest form, take you through the stages of consumer involvement: AWARENESS – INTEREST – DESIRE – ACTION, or AIDA. There are strategies and tactics that support each of these areas. All the stages should be considered carefully as your audience moves through the cycle to action (the purchase).

Here’s how it works:

1)    Awareness

“Who are you and why should I care?”

Activities include:

  • Broad-based advertising like print, radio and television ads that introduces the company or product
  • Direct mail that may or may not have an offer
  • Public relations
  • Email  (Sometimes. This is more effective if the prospect has already opted in or raised a hand.)

2)    Interest

“I might want what you have to offer, but I need to know more.”

Activities include:

  • Online search
  • Clicking a banner ad
  • Visiting a website
  • Ordering more information (perhaps a brochure or literature piece)
  • Calling the company with general inquiries
  • Offering more information to the company by taking a survey or through public relations efforts

3)    Desire

“I definitely want what you have. I just need to learn more, get a little push, maybe see a special offer.”

Activities include:

  • Registering for a special offer
  • Reading more about the product (beyond general interest)
  • Pricing out the product or service, getting a quote
  • Email – segmented dialog

4)    Action

“I’m ready to purchase, order or sign-up.”

Activities include: the purchase!

Ultimately you want to move people to Action, but many will stay in the Interest/Desire area for some time. This is where automated campaigns and ongoing dialog are critical. If you can gather enough information about the prospect at the Interest stage, you can serve them relevant information that will more quickly move them to Action.

AIDATable

Sustaining relevance in the Interest/Desire stage will help you close the sale.

Ongoing dialog can also teach you a lot about what messages resonate with certain people. As you learn more, you can segment and alter your campaign to increase effectiveness.

To learn more about AIDA, visit MindTools.

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Is it time to brush up your brand?

By Bill Hatling, January 25, 2010

Brand position and brand value are always topics that draw a lot of interest. From the CEO on down, the brand is important, and most organizations get that. With the current economic times being what they are, marketing professionals need to pay attention to how the brand is perceived in the marketplace. Has it lost some of its glow or have things changed in the organization? Has the industry you serve changed? If you answered “Yes” to any of these questions, read on, maybe it’s time to brush up your brand. Over the course of the next two blog postings, we will address this topic and point out 10 unmistakable clues that could point towards your need for brand development.

Have you lost market position?
If you were number one 10 years ago and number three now, there may be a number of things to fix. Tinkering around the edges won’t get you back to the top spot. Start with your brand.

Are your marketing investments delivering diminishing returns?
You’ve done media advertising, direct mail, and SEO. You’ve invested in CRM and new collateral. But no matter how much you spend, you get just about the same results. Sure, the world of media is changing. But could the big problem be your message? New executions and new media won’t fix it. Time to pay attention to your brand.

Are you dissatisfied with your logo?
Everyone gets tired of their logo at some point, just like we get tired of the same old clothes. In most cases you’re probably best advised to leave it alone (the logo, not the wardrobe). But if your logo doesn’t seem to fit who you are, and you don’t quite know why, it’s time to ask yourselves what your brand’s all about. And you’d best figure it out before you redesign the logo.

Are you dissatisfied with your name?
Your name is kind of like your logo; if it doesn’t fit, you need to know why. Funny thing, in the course of brand development you may decide it makes sense to retain your name, but you’ll find yourselves becoming a company it fits better.

Has there been change in your business strategy?
Your brand strategy is the “face” of your business strategy. So it almost goes without saying that a significant change in business strategy should provoke a long hard look at your brand.

Stay tuned for more tips on brushing up your brand.

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Building Strong Brands

By Kimberly* Wold Janke, December 29, 2009

What are the 2009 top brands? A quick search on the web will give you numerous lists to choose from as defined by various criteria. All of us know that strong brands directly result in business value. But what do we mean when someone says a company has a “strong brand”?

It’s easiest to start with what a brand is not. It is not a logo. It is not a company name. It is not a product. A brand is the sum total of all the interactions, good and bad, an audience has with a company or product. It is the gut feeling a person has about the company or product; the place the company or product holds in the person’s mind and heart.

Your brand is not what you say it is, but rather what your audiences say it is.

So, if the brand is not what you say it is, how do you build a strong brand? Branding is creating an emotional bond with your target audiences. To do this, you need to know your unique distinctions and how you bridge the gap of what your target audiences need or want and what you uniquely offer. Once you develop a solid, relevant brand promise, you then need to deliver it consistently. One of the core building blocks of brand delivery is your employees.

Your employees are your brand’s biggest ambassadors and are an extremely important internal audience in brand building. Branding is experiential and is everyone in the organization’s responsibility. Branding starts from within and begins with commitment. In the brand development process, it is vital for communications to work with human resources to develop strategies, processes and tactics that engage employees and create a shared understanding of the brand. This activity should identify brand behavior for employees and show them how to “live the brand”.

So, how do you live your brand promise?

Posted in AadlandFlint, Flint Communications, Flint Direct, Flint Group, Flint Interactive, HatlingFlint, SimmonsFlint, WestmorelandFlint | Comments

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The value of values | What makes a powerful endorser?

By Elizabeth Hansen, December 15, 2009

As Tiger Woods’ sponsors either sever or re-evaluate their connections to the troubled golfer, I’ve been thinking about what makes powerful spokespeople. And, ducks, geckos and woodchucks are looking like good options right now: if they fit the product.

The key is to match the right spokesperson to the right product
What consumers see must match the emotions they feel. In the case of Tiger Woods, the issue is not simply personal values: it’s the gap between our image of Woods and these recent allegations.

Here’s how Roger Dooley at Neuromarketing describes it: “While the individual hearing the sales pitch may be listening to the words, her brain’s mirror neurons are firing at the same time in reaction to the salesperson’s emotions, demeanor, etc. If there’s a disconnect between the words that are cognitively processed and the emotions that are mirrored, the pitch will probably be less effective.”

Striking the right chord
Athletes have endorsed products for more than 100 years. Most sources agree baseball great Honus Wagner was the first, emblazoning his name on Louisville Slugger bats in 1905. Then there was the 1960s, with Arnold Palmer lending his likeness to Sears, Pennzoil and dozens of other companies.

In the ‘80s, everyone wanted to “be like Mike,” as Michael Jordan raised endorsements to sky-high levels. Even when we learned Jordan gambled away thousands of dollars, it still matched our image of his intense competitiveness.

Yet our image of Woods was focus, discipline and iron-clad mental resilience: he never cracked under pressure. When he won the 2008 U.S. Open injured, David Brooks of The New York Times described him as “the exemplar of mental discipline” for our time. That image made him a powerful spokesperson for not just golf gear, but focused business companies. That’s totally out of tune with current news on Tiger’s alleged antics.

Make the connection
Companies seeking athletes and other endorsers should ensure the products they pitch match their image. Just like other elements in marketing, if the words, visuals and tone move peoples’ neurons, the messenger—and the message—also prompt action.

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The New Brandscape

By Jodi Duncan, October 26, 2009

When I was in grad school, I wrote my thesis on branding in mergers and acquisitions. I thought I was pretty cutting-edge back then. Companies simply weren’t thinking too deeply about branding and as more and more companies were merging. They weren’t taking the brands into consideration and often ended up with a number of disparate brands or trying to force brands together – confusing everyone in their path.

Since then, I’ve paid close attention to branding. Not just the evolution of company brands, but how customers are reacting, shaping and demanding what a brand is. How do you manage that?

We used to equate branding with trust. Who are you? What do you do? And Why should I care? Answer those questions and then deliver on your answers. But it’s really more complicated than that. In this digital age, audiences are savvier and more demanding:  “tell me what I want to know, when I want to know it… and say it how I understand it.”

So much for consistency of message. So much for simply repeating what you as a company want the public to know and think.

Let’s boil this down a little further. I was recently reading an article from Adam Morgan of Admap about brands and “three dimensions of trust.” The author broke it down as follows:

Competence: What is the company’s core expertise.

Intent: What motivates the company? Where does this company stand? An, honest job for an honest price, for example, could be your company’s intent.

Character: Who am I working with? Will they make things right if I am unhappy with the deliverable?

I like the idea of considering trust as three-dimensional. We should always circle back to these dimensions of trust when defining our brand. In doing so, a business stands a much better chance of developing communications and materials that get through the sea of clutter and confusion.

Branding is about to get a resurgence of sorts, because it’s not as simple as it once was. There are so many media channels and so many ways to reach out to people. We deal with complicated audience profiling and clusters, constant dialogue and feedback… I learned branding as simplification for ease of customer choice. I like that. I get that. But maybe now, branding should be simplification and trust for ease of customer choice through communications efforts, multi-media and digital dialogue.

If you embark on a brand strategy for your company, be sure and take the time to define what the three dimensions of trust mean to your company. It’s an important and worthwhile exercise. Then start to consider how that manifests itself in your day-to-day operations, including internal and external communications.

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Price points in a recession

By Elizabeth Hansen, October 19, 2009

Not many foodservice and fast food chains are growing these days. Exception: SimmonsFlint client Subway restaurants. How? $5 is an increasingly powerful price point, established before the recession hit full bore. It’s becoming a brand all its own.

SimmonsFlint serves the local advertising franchisee ad fund. Its national Ad Fund CEO has been very busy with interviews, explaining the chains success amidst in-your-face competition and competitors’ lagging sales. 

This is his interview with Brandweek.

This is with MSNBC.

He did a great job, don’t you agree?

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Is the Agency Going to Eliminate MY Job?

By Jodi Duncan, October 13, 2009

Early on in my career, I was a marketing director at an insurance company. I did a little bit of everything: copywriting, graphic design, budgeting, planning, speaking, co-op programs, speech writing, etc. I wasn’t particularly good at any of it. And I was just flat-out bad at some of it!

I was familiar with some of the communications agencies in town, but didn’t consider using them. I didn’t understand that an agency can make you look really good – and that it can help you be smarter about your budget.

It seems a little counterintuitive, doesn’t it? Use an agency. Outsource internal work. Pay “big bucks” to do stuff that’s in your job description.

But when you work with an agency, you are really managing your responsibilities better. You’re getting superior creative executions. You’re poised for better results. And you’re getting more mileage out of your marketing budget.

I still cringe at the thought of some of our self-produced videos and television commercials. It doesn’t have to be like that. Now I have some solid experience behind me. I’ve worked with some very intelligent people. And today, I clearly see the value that an agency brings to the client.

I’ve spent much of my career on the client’s side of this kind of this kind of relationship – so I know exactly the dilemmas and challenges of working with an agency. Here are some things that I have learned:

An agency doesn’t want your job. I guarantee it! We want to work for you and with you. We want to make you look good because that makes us look good.

An agency doesn’t want to do everything. We know our expertise and our limitations. We work best when we offer up the things we are best at. Your internal team can execute on the things that they are best at.

A good agency delivers a clear perspective. No matter how well you know your audience, your knowledge is skewed by how your audience interacts with your brand. An agency can, and should, spend a great deal of time understanding your audience with a fresh and unbiased perspective.

An agency wants to be an extension of your team. We feel great pride in helping you achieve your goals. That’s a big deal to us. That’s how we measure our success. The state of your business keeps us up at night too. We want you to do well; that’s the center of our motivation.

We listen. If we are doing our job, we may not always give you exactly what you ask for. Knowing what we know about your audience and about communications, we feel it is critical to our relationship to look out for your best interest. That may or may not mean doing exactly what you say. If you aren’t being challenged by your agency, you might want to look for a new agency.

An agency is broad and deep. Now that I’m on the agency side of communications, what I appreciate most is that you tap into a lot of smart people who concentrate in communications disciplines. This is huge. Who, honestly, can keep up with how quickly our world is changing? One person can’t possibly know everything necessary to make good decisions – or create effective communications.

So… are you concerned that working with an agency will be your downfall? Think again. It just might be the smartest decision you make.

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