Category Archives: Consulting

November 19, 2014 · 10:53 am

Brand Purpose

I was reading a report on lifestyle segmentation and women when I came across a term that I really like: Brand Purpose. I know – if this is what you read for fun, what the heck does your work reading entail?  In any event, the term comes from the folks at Harbinger Communications and it’s so of their USP – Unique Selling Proposition. They define it thusly:

Brand purpose is the ownable, actionable impact the brand will make on the lives of the target consumers, rooted at the intersection of what the brand offers the world and the consumer’s deepest cares and desires.

There are a couple of things to consider here and I think it isn’t a bad exercise for anyone is business (and, therefore, anyone with a brand) to think about them.  First, what does your brand offer the world?  How is it different from anyone else doing what you do or offering the same type of product or service?  What problems are you solving for your customers?  I’m amazed when I speak to businesses about this how few of them have a very clear notion of the answer to those questions.

Second.  What do you know about your consumer?  You have rams of information at your fingertips about the “what” – what did they buy, what was the average sale, etc.  You might know their basic demography.  But what do you know about their motivations?  What primary research have you done?  What feedback do you get on a regular basis?  The world is no longer “we talk, you listen.”  Brands need to do way more listening than talking.

Finally, how can you “own” the answers to the above?  Can anyone else come in and take your place in the consumer’s mind?  Is your positioning and purpose actionable, or is it just a nice mission statement?  Are you adding genuine value to peoples’ lives or are you just making this month’s sales target?

Something to consider today!

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November 18, 2014 · 12:23 pm

What Business Hours?

I tried to pay my health insurance premium on Saturday. Even though I have a 31 day grace period, I’m always prompt about sending it in on the due date since I don’t want a sniffle to turn into pneumonia which rapidly becomes bankruptcy.

I’ve been paying the bill online for a year. It’s a pretty easy system. Input the account number, input the invoice number, tell them if you want the money taken from a bank or a credit card and you’re good to go. This time, not so much. With the invoice in my hand I was told the system could not find my information. Oh sure – they knew the group number existed, but not the invoice. Hmm. Maybe using the telephone payment system?

Same result. The automated system couldn’t find my invoice either. No problem. Heck, it’s late morning on a Saturday – let’s call customer service and speak with a human. Um – no. Not until 8am Monday. I guess it hasn’t dawned on this company that people who are at work during the week might like to have an opportunity to speak to customer service when they have an hour to wait on hold and do their business.

So promptly at 8 Monday morning I called. I got right through to an agent who found my invoice without an issue and took my payment. As it turned out their system had a database issue over the weekend which is why it couldn’t process any payments.  Which prompted a couple of thoughts.

If you have critical systems you need to have monitors in place which alert you to failure.  Any web-based client who owns servers has some sort of alert in place to tell them if something is down.  Even more have alerts in place to tell them if something is running slowly, if a DDoS attack is happening, or if any number of other events occur that affects site performance and, therefore, their business.  In this case, the company could not take in revenue.  That’s pretty important.

Doing business when YOU want and not when your customer is ready is so last century.  I realize that implementing automated systems to facilitate that during non-business hours is what the company was doing but failing to monitor and maintain those systems is the same as not having them.  Actually, it may be even worse since it frustrates your customers.

The concept of “business hours” is dead.  Your business is open 24/7.  Maybe it’s just your mind that’s closed?

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November 4, 2014 · 12:24 pm

Mine! Mine!

Two of my current clients are start-ups. They’re small but getting bigger. Although there are a number of challenges in this environment one big challenge that I used to see all the time in the “big” corporate world is missing and it’s a wonderful thing.

Big companies tend to breed silos and possessiveness. You don’t really get that in a start-up since everyone is overlapping and helping with almost everyone else. Those silos are a huge problem, as is the possessive nature of the executives involved since that fosters them. Want an example?

I saw an article yesterday which reported on a study conducted for Yes Lifestyle Marketing. This is some of what was in the study:

A sizable chunk of marketers are having trouble coordinating efforts between divisions, and well over half think their marketing departments don’t even share common goals. Generally, oversight under one group seems to be lacking at a lot of companies with 68% of respondents saying enterprise marketing executives lack central ownership of programs across channels.

According to the study, poor data practices appear to be one of the biggest reasons for the failure of multichannel marketing programs. Only 37 percent of enterprise organizations and 29 percent of mid-market companies have a central repository for customer data. Less than a third of marketing executives overall said their companies centralize customer data into a single record across channels.

That data division and lack of coordination seems not to be an oversight. In other words, turf wars are derailing marketing, and that is having a negative effect.  One could also look to the other types of conflicts (read turf battles) between sales and marketing, IT and marketing, and even business analysts (the dreaded “strat planning” department) and everyone else in some companies. How can we fix this?  In the words of my Mom: “Oh grow up.”

The start-up mentality of interdependence is visible every day when the entire company is in a small space.   Out of sight, out of mind might just hold in bigger companies.  Maybe it’s easier to vilify the group on the other floor.  There is no “mine” other than accountability for the goals the entire group is trying to achieve.  You can’t win if other members of the team lose, not in the long-term anyway.

Those are my thoughts.  Yours?

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