An insightful strategist will create a plan to stay
relevant with the generations coming up the ranks (the youth) without losing
the loyalty with the brand’s aging market.
It’s a fine balancing act to keep a support base while
drawling younger generations into the sales funnel.
What’s needed is:
external strategist who can see the whole picture. Inside perspective,
outside perspective, breakdowns, the sweet spot, possible value
propositions and how this brand compares to the competitive landscape.
leadership team that can make quick decisions when asked.
great design team that can translate the strategy to tangible pieces.
management team that encourage excitement through the business shift.
importantly, an offering and experience that is “Positively Talkable.”
I have been with my current bank for over 10 years. Their
positioning (“VALUE”) statement is, “America’s Most Convenient Bank.” And has
been for some time, even before they started charging monthly fees to my (and all
their customers) accounts.
I’m not only disappointed about this; I’m aggravated that
they still have the tagline.
This is also the same bank that lost $35,000 of my friend’s
Value statements will “double crush” a brand if they over
commit a promise that is not delivered. This bank is already engaged to
becoming average… it’s almost unstoppable at this point.
Most people make balanced decisions based on their past
experiences, current situations and what they
hope to happen in the future.
The challenge as an organization leader is trying to
understand which one of the three your market bases the majority of their
Advertising agencies, PR firms and internal marketing
directors commonly make the mistake of misjudging the clients/donors thinking
process when positioning their brand and offering. Which sends the message to
the market… “We are out of touch!” And leads to a high price tag per conversion
(divide marketing budget, by number of sales = cost per conversion).
Here is a simple way to define the two primary ways
people make decisions to help you reposition your brand and offering:
1. Lack of Vision If a person or organization lacks vision (a long-term
goal) they are more likely to make decisions based on helping their current
situation even if their decisions cause long-term problems.
2. Clear Vision If a person or organization has a clear vision (a long-term
goal) they are more likely to make decisions based on their future hope of
reaching their vision even if the decisions cause a short-term problem.
The Point You can be more profitable (which equals effective) if you
understand your markets decision drivers and use that knowledge to position
your brand and offerings.
Most leaders understand what a brand promise is, but for a recap. A brand promise is the claim of distinction made to the market. The more value the promise has, the harder it is to deliver, but the more market favor your organization will given in comparison to your competitors.
Fedex - The world on Time
Toms - One for One
BMW - The ultimate driving machine
Target - Expect more. Pay less. Compassion - Helping release children from poverty in Jesus'
These brands have stuck their neck out with their claims. They have connected with the market and have been able to deliver on their promise, accelerating them as market leaders.
Ministry, business or government… small, medium or large; here are 4 brand promise principles to accelerate you.
1. A brand promise creates a plan
The primary purpose of a brand promise is to tip customers/donors in your favor. The secondary purpose is to inspire your team to push industry boundaries, which creates engagement and inspiration.
2. No promise, no standard
Not having a brand promise is comparable to having a bad one. Without a brand promise there is not an organizational standard to live up to. Which places you in the ordinary category from the customers/donors perspective and creates internal disengagement.
3. Aligning unspoken market needs
The claim you make should be something your market is craving (and sometimes, not necessarily asking for) and competitors are not or having trouble delivering on.
4. Deliver, deliver, and deliver
The hardest part of any promise is keeping it. Over promise and under delivery is one of the main reasons organizations fail. There is a saying, “great marketing will put an average business under.”
Know what your cause is, know what your competing for, know your competitive rank and build a plan to offer and deliver the best.