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Will You Add? - Branding-The Emperors New Clothes-Part II
Effect of Benefits We have previously examined realistic billable hours and the effect of business expenses on your hourly rate. Now we'll look at the effect of benefits. Once upon at time, when we were employed, we received a benefits package from our employer. This usually included health, life and disability insurance. Many firms also had available pension programs, profit sharing, dental and vision coverage. In addition, one-half of your social security was paid by your employer. As self-employed individuals, we have to provide these benefits for ourselves. This means an additional boast to the hourly rate we've calculated so far. For the sak
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to re
Not all security camera Digital Video Recorders, or DVRs, are created equal. Remember this as you look for security camera DVRs for your business. There are great DVRs, good DVRs, and DVRs so terrible you cannot tell what you're looking at.DVR stands for Digital Video Recorder. It is faster and easier to manage than non-digital and analog systems. Moreover, it provides instant access to recorded or live video. You need not worry about storage, too, because the bulk of video that can be stored on a single disc tremendously outweighs that stored on tape. In fact, a single disc is the equivalent of over 30 VCR tapes. What this means is that you get to economize on
By all means once you become a Coca-Cola, Virgin, British Airways or Ford you've got a vested interest in your brand for a different reason.
If you're that big you want to take what you now know customers recognise about your company and continually create Top of Mind Awareness (TOMA) through advertising, PR and other marketing strategies. Just so that when customers think of a product or service you offer your TOMA strategy pays off and they immediately remember you.
Look at what Claude Hopkins, the author of "Scientific Advertising", said about how people choose what they’re buying:
"An advertiser suffered much from substitution. He said, "Look out for substitutes," "Be sure you get this brand,"
Telling the customer to get his better brand didn’t work. Hopkins notes that when the advertiser showed his product was superior by saying, “try our rivals too” in his advert headline buyers made sure to get his product. Because they knew that if he could invite comparisons he must have the best product.
The Root Cause Of Buying Behaviour For more years than I care to remember we’ve heard the mantra that “…your company needs to build its brand to get more X.” Where ‘X’ is more sales, more exposure, more customers or more profits.
The bad news for all you companies investing megabucks in branding is that you’re looking at a symptom not the root cause as to why customers buy from you.
The symptom is the “look and feel”, also know as the brand, of the company. The root cause is the underlying real reason people continue to buy your products and services.
And guess what? It’s because they believe that at this moment you’re the best for what they want, according to their own highly specific reasons.
It may be any, or a combination, of these factors and more:
- Habit
- Laziness
- Relationship
- Recommendation
- Try-out
- Cheapest
- Best service
- Best quality
- Most expensive
- Famous
- Fit
- Lack of time to try a competing brand
Look at that famous marketing case study: Fed-Ex.
When Fred Smith started Fed-Ex he almost single-handedly created the overnight delivery service. Yet the unique Fed-Ex brand didn’t prevent couriers like UPS taking some of Fed-Ex’s market share. So even a highly unique service and well‑known brand can’t prevent customer turnover.
Is Branding Force-Feeding Your Market? American copywriter Bob Serling once said,
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to rec
An establishment that does not have its own bar coding equipment, but still wishes to have its own design for a bar code, can think of customizing bar code labels. Many companies specialize in designing custom bar code labels that depend on the requirements of their clients. They can produce bar codes in any number, big or small.Manufacturers of custom bar codes use bar code software to design unique labels based on specifications from the ordering company. The ordering company decides the size of the bar code label. The bar code manufacturer can give some color options that will be finalized by the ordering company. The same is done with the material of the bar
"An advertiser suffered much from substitution. He said, "Look out for substitutes," "Be sure you get this brand,"
Telling the customer to get his better brand didn’t work. Hopkins notes that when the advertiser showed his product was superior by saying, “try our rivals too” in his advert headline buyers made sure to get his product. Because they knew that if he could invite comparisons he must have the best product.
The Root Cause Of Buying Behaviour For more years than I care to remember we’ve heard the mantra that “…your company needs to build its brand to get more X.” Where ‘X’ is more sales, more exposure, more customers or more profits.
The bad news for all you companies investing megabucks in branding is that you’re looking at a symptom not the root cause as to why customers buy from you.
The symptom is the “look and feel”, also know as the brand, of the company. The root cause is the underlying real reason people continue to buy your products and services.
And guess what? It’s because they believe that at this moment you’re the best for what they want, according to their own highly specific reasons.
It may be any, or a combination, of these factors and more:
- Habit
- Laziness
- Relationship
- Recommendation
- Try-out
- Cheapest
- Best service
- Best quality
- Most expensive
- Famous
- Fit
- Lack of time to try a competing brand
Look at that famous marketing case study: Fed-Ex.
When Fred Smith started Fed-Ex he almost single-handedly created the overnight delivery service. Yet the unique Fed-Ex brand didn’t prevent couriers like UPS taking some of Fed-Ex’s market share. So even a highly unique service and well‑known brand can’t prevent customer turnover.
Is Branding Force-Feeding Your Market? American copywriter Bob Serling once said,
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to re
Restaurant management has many areas of concern especially if it’s a newly opened establishment being run by a novice restaurant manager/owner. There can be a lot of challenges to face, realizations to know and bills to pay but any person whose passion to be successful in restaurant management will get to their goals later on. Of course there will be shortcomings and endless issues with partners, food providers, employees and customers but a serious restaurant owner has to handle all these to get to a more stable business.Another fact about restaurant management is that the trends of handling and rendering service to customers changes in time. One must prepare fo
The symptom is the “look and feel”, also know as the brand, of the company. The root cause is the underlying real reason people continue to buy your products and services.
And guess what? It’s because they believe that at this moment you’re the best for what they want, according to their own highly specific reasons.
It may be any, or a combination, of these factors and more:
- Habit
- Laziness
- Relationship
- Recommendation
- Try-out
- Cheapest
- Best service
- Best quality
- Most expensive
- Famous
- Fit
- Lack of time to try a competing brand
Look at that famous marketing case study: Fed-Ex.
When Fred Smith started Fed-Ex he almost single-handedly created the overnight delivery service. Yet the unique Fed-Ex brand didn’t prevent couriers like UPS taking some of Fed-Ex’s market share. So even a highly unique service and well‑known brand can’t prevent customer turnover.
Is Branding Force-Feeding Your Market? American copywriter Bob Serling once said,
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to re
Imagine my doctor sending out an e mail to all his patients, offering them a discount on hip replacements for November. Or the Network Marketing lady who walked into my seminar in a hotel in Abbotsford and announced that, after looking at the palm of my hand, I was deadly ill and needed her supplements. She added that this would also make me financially secure, implying that I was not financially secure. She had never met me and was not even a part of my seminar audience!This is not all that uncommon – attend most “Business Networking Events” and you will find a bunch of self-employed salespeople thrusting their business cards at each other and proudly broadcasti
Look at that famous marketing case study: Fed-Ex.
When Fred Smith started Fed-Ex he almost single-handedly created the overnight delivery service. Yet the unique Fed-Ex brand didn’t prevent couriers like UPS taking some of Fed-Ex’s market share. So even a highly unique service and well‑known brand can’t prevent customer turnover.
Is Branding Force-Feeding Your Market? American copywriter Bob Serling once said,
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to re
The real question would be, how are they actually paid? But let’s start at the beginning. Assuming you are the archetype small, family-run business, that is the typical Yellow Page advertiser, you probably have a YP rep that sees you every year. Or perhaps you are a moderate spender that only warrants a telephone call instead. Either way, you will be contacted by the rep and should be aware of some basic truths. What qualifies me to give them to you, you may ask? Because I was a YP rep for 25 years, owned my own advertising agency prior to that and have a degree in marketing. So, with those credentials, let’s look at the rep. On every call they should be providing:
"Too many companies think because they have a product or service, they should dictate to the customer how it should be used or what goals it should satisfy or problems it should solve.”
Look at when you create a new brand or “reposition” an old one. You have a bunch of marketing people, some designers, maybe a branding consultant and perhaps a few members of the public through focus groups working up the brand.
Think about what you’ve just attempted to do there.
By creating this brand you’re force-feeding your customers and prospects with how you want them to perceive your product. And how you want them to recognise it and how you want them to ask for it.
Customers Always Vote With Their Wallets Too many companies think because they have gone through and branded or re-branded their product or service that a customer obviously should use their product or service because of its strong/new brand identity.
Instead look at how your customers vote with their wallets everyday. Whether you get their sale or not depends on whether you match what they’re looking for.
Does Branding Get In The Way? After looking at the 4th or 5th professional looking brochure or web site is your prospect interested in the look and feel of yours? The danger is that businesses think that marketing tactics like white papers, logos, brochures and web sites are simply “branding methods” when they should be part of an integrated marketing strategy.
Branding becomes a resource drain when considerable management focus and company money is put into branding or re-branding.
How often do we hear about a “tired brand” or a “weak brand” or “weak brand loyalty” explaining away poor sales or lack of sales.
Instead we should look at what our market is telling us about our product. It’s almost bound to be a common issue such as:
- No one wants it – lack of research
- No one believes it – lack of credibility
- No one knows about it - lack of advertising and marketing
- No one repurchases it - lack of quality in product or support
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