As Operations Director, much of the work I do for Element Three's clients is behind the scenes. Managing the daily work flow and making sure client expectations are met (and hopefully exceeded), means executing on part of Element Three's brand promise. Being part of a team that delivers brand development, marketing strategy, and creative execution has taught me how to juggle many priorities at the same time. Client interaction and account management adds to the fun. For me, organization is the key to all things good.As Operations Director, much of the work I do for Element Three's clients is behind the scenes. Managing the daily work flow and making sure client expectations are met (and hopefully exceeded), means executing on part of Element Three's brand promise. Being part of a team that delivers brand development, marketing strategy, and creative execution has taught me how to juggle many priorities at the same time. Client interaction and account management adds to the fun. For me, organization is the key to all things good.Brand Development is one of Element Three’s business disciplines, and it’s always an exciting experience when one of our clients moves into the implementation phase of launching their brand. On March 1, Connext Financial unveiled their new brand identity to their customers. Formerly known as MTC Equipment Finance, Element Three worked with the company to rename and develop a new corporate identity, which included a new logo and tag line. 
Clear identification of key audiences and messaging strategies to each of those audiences formed the foundation of the launch strategy. A series of key communications incorporating print, email, and person to person contact is currently underway. The company’s new website, www.connextfinancial.com is now on line. Take a look: 
I watched Governor Mitch Daniels State of the State Address this week. I was interested in hearing how he would chose to address the highs and the lows of Indiana's performance over the past year. While acknowledging the challenges faced by our state and the residents who live here, he also took some time to put those challenges into perspective. Indiana has successes that are worth noting and celebrating.
It got me thinking about Indiana and even Hoosiers as a brand. States definitely need to clearly articulate their unique selling points when pitching themselves as a place to do business to the outside world. I imagine the average Hoosier, if asked, would describe Hoosiers as hard-working, value-centered, and relatively conservative. While that may or may not be an accurate description, those are not the unique selling points that differentiate our great state. At least not in terms that matter when pitching Indiana to newcomers.
From an economic development standpoint, what I heard about Indiana is:
It got me thinking about Indiana and even Hoosiers as a brand. States definitely need to clearly articulate their unique selling points when pitching themselves as a place to do business to the outside world. I imagine the average Hoosier, if asked, would describe Hoosiers as hard-working, value-centered, and relatively conservative. While that may or may not be an accurate description, those are not the unique selling points that differentiate our great state. At least not in terms that matter when pitching Indiana to newcomers.
From an economic development standpoint, what I heard about Indiana is:
- Affordable housing
We can back that up with statistics that prove the cost of living here is an attractive differentiator.
- Fiscally sound
We are one of very few states that can claim a working cash reserve. It has allowed us to navigate the current recession without making cuts to the most basic of necessities. That is not to say we haven't had to make sacrifices, but the severity of those sacrifices have been mitigated by the financial position of our state. Our bond rating remains strong, and outside companies know that they can set up business in a state that can support infrastructure development.
- Progressive posture on taxes
The reforms made to the statewide property tax system were accomplished through a bipartisan effort at a time when many states were forced to raise taxes. Residents of the state demanded change and the political system worked to support it. From an outsider's perspective, this is evidence of a state willing to tackle tough reform.
The purpose of this post is not to put forth personal political opinions. Instead it is an opportunity to review the message through the brand positioning lens. As brand communicators, the Element Three team understands the importance of defining those points of differentiation that separate you/your company from your competition. As speeches go, Governor Daniels clearly defined Indiana's differentiating points. He was "on message." It's something his team can back up with proof points. On a personal level, it made me proud to identify with being a "Hoosier."
I received an interesting package in the mail today. As part of this company's business development and marketing communications strategy, I received a complimentary issue of their latest publication, a letter addressed as follows: "To Whom it May Concern," and an insert with the publication's display advertising rates. The postage on this piece came to $2.07. The internal contents cost about another $3. So, this company spent a little over $5 to woo our firm and potentially our clients into considering their publication for placement of advertising in 2010.
Now, here is the rub. The publication is a business journal for the Springfield, Illinois market.
A little due diligence on our company and our market would have told the person behind this lead generation tactic that Indianapolis already has a business journal publication. A visit to our website would have determined that we were not a qualified lead for this particular mailing. We do not have any clients that do business in Springfield, Illinois or its surrounding market area. I suspect the company purchased a list of marketing and advertising firms within a specific geographic area and then mailed their piece. This, unfortunately, is not strategic marketing planning at its best.
Tactics need to flow from a well thought out and researched game plan. With dollars at a premium and tons of clutter in the messaging marketplace, defining and knowing your target audience is a necessity. Some basic research on the list of purchased names would have saved this company $5 and improved their potential return on their marketing investment. Something tells me I'm not the only person who will toss this into the trash.
At Element Three, business first forms the foundation of marketing strategy development for our clients. Before moving into a tactical plan, we would certainly want to make sure we defined a qualified lead before spending dollars to message to the audience.
Now, here is the rub. The publication is a business journal for the Springfield, Illinois market.
A little due diligence on our company and our market would have told the person behind this lead generation tactic that Indianapolis already has a business journal publication. A visit to our website would have determined that we were not a qualified lead for this particular mailing. We do not have any clients that do business in Springfield, Illinois or its surrounding market area. I suspect the company purchased a list of marketing and advertising firms within a specific geographic area and then mailed their piece. This, unfortunately, is not strategic marketing planning at its best.
Tactics need to flow from a well thought out and researched game plan. With dollars at a premium and tons of clutter in the messaging marketplace, defining and knowing your target audience is a necessity. Some basic research on the list of purchased names would have saved this company $5 and improved their potential return on their marketing investment. Something tells me I'm not the only person who will toss this into the trash.
At Element Three, business first forms the foundation of marketing strategy development for our clients. Before moving into a tactical plan, we would certainly want to make sure we defined a qualified lead before spending dollars to message to the audience.
Are you a confident, self-starter who enjoys working in a team environment? Are you motivated by new challenges and looking to join a growing company? Element Three is looking for an experienced Creative Lead to work with an existing and growing client portfolio.
Element Three is an Indianapolis-based marketing communications firm that specializes in brand development, marketing strategy, and creative execution to measurably advance our clients' business objectives. To learn more about our firm and our work, visit www.discoverelementthree.com.
The position of Creative Lead is an established role with responsibility for managing the creative direction and execution for Element Three's clients. We are targeting an individual who has the desire to take on a leadership role, has leadership capabilities, but may not have formal leadership experience in an agency setting. The candidate should have experience in traditional and on line marketing design with an appetite for growth and learning. Experience with brand development marketing is a plus.
For a detailed position description please download the attached PDF.
Element Three is an Indianapolis-based marketing communications firm that specializes in brand development, marketing strategy, and creative execution to measurably advance our clients' business objectives. To learn more about our firm and our work, visit www.discoverelementthree.com.
The position of Creative Lead is an established role with responsibility for managing the creative direction and execution for Element Three's clients. We are targeting an individual who has the desire to take on a leadership role, has leadership capabilities, but may not have formal leadership experience in an agency setting. The candidate should have experience in traditional and on line marketing design with an appetite for growth and learning. Experience with brand development marketing is a plus.
For a detailed position description please download the attached PDF.
Sometimes the best conversations take place off the cuff. At the conclusion of a recent Business Marketing Association board meeting, we were talking about the overwhelming focus on social media tactics like Twitter, LinkedIn, and blogs to enhance marketing communications. Within our group, we started to share stories about how the tactics and tools sometimes get prioritized ahead of the strategy.
And here is what our group concluded. Marketing strategy is still the foundational element that needs to be in place before moving into the tools necessary to implement it. For example, if your website is the cornerstone of your communications' efforts, then you need to be sure it's ready for the calls to action generated by starting a blog strategy, for example.
In the eagerness to get involved in the newest technology, we sometimes forget the basics. If the foundation isn't in place, then the tactics won't generate the desired results.
At Element Three, we firmly believe in the foundational elements that define our brand and our position in the marketing communication's business: Brand Development. Marketing Strategy. Creative Execution. Our blog strategy is a natural extension of communicating what we do to the market place.
And here is what our group concluded. Marketing strategy is still the foundational element that needs to be in place before moving into the tools necessary to implement it. For example, if your website is the cornerstone of your communications' efforts, then you need to be sure it's ready for the calls to action generated by starting a blog strategy, for example.
In the eagerness to get involved in the newest technology, we sometimes forget the basics. If the foundation isn't in place, then the tactics won't generate the desired results.
At Element Three, we firmly believe in the foundational elements that define our brand and our position in the marketing communication's business: Brand Development. Marketing Strategy. Creative Execution. Our blog strategy is a natural extension of communicating what we do to the market place.
Perhaps it was a slow news day in the world of advertising.
Today's issue of Advertising Age features an article entitled 2010 Comes in Plain and Fancy Versions. The gist of the article is that advertisers need to make a decision on how to pronounce 2010. Will it be spoken the long way, as in “two thousand ten” or will it be "twenty ten?"
I have to say I'm a little amazed that this is a newsworthy issue. Think about it. It's now November 3; a time when many are in the throws of planning marketing strategy for the coming year. Somehow the question as to how to pronounce the name of a year doesn't strike me as the most important thing in the hierarchy of strategic marketing decisions.
In all fairness to the article's writer, this is a decision point for those company's that deal with model year marketing, especially when it comes to television and voice over tracks. Judging by the tongue in cheek responses quoted by creatives who work in the automobile advertising arena, this is really nothing more than an internal brand decision and not really an "issue."
In my assessment, it's a devil in the details tactical decision that should not be prioritized over strategic marketing planning. It certainly won't be the decision that influences your return on marketing investment.
Today's issue of Advertising Age features an article entitled 2010 Comes in Plain and Fancy Versions. The gist of the article is that advertisers need to make a decision on how to pronounce 2010. Will it be spoken the long way, as in “two thousand ten” or will it be "twenty ten?"
I have to say I'm a little amazed that this is a newsworthy issue. Think about it. It's now November 3; a time when many are in the throws of planning marketing strategy for the coming year. Somehow the question as to how to pronounce the name of a year doesn't strike me as the most important thing in the hierarchy of strategic marketing decisions.
In all fairness to the article's writer, this is a decision point for those company's that deal with model year marketing, especially when it comes to television and voice over tracks. Judging by the tongue in cheek responses quoted by creatives who work in the automobile advertising arena, this is really nothing more than an internal brand decision and not really an "issue."
In my assessment, it's a devil in the details tactical decision that should not be prioritized over strategic marketing planning. It certainly won't be the decision that influences your return on marketing investment.
After months and weeks of brand and marketing strategy development work, yesterday was an exciting day at Element Three as we unveiled brand position strategy recommendations to one of our clients. By design, this "event" was a production because we wanted it to be an immersive experience for those participating. Through the use of actors, music, pictures, words, and video, three distinct expressions of the company's brand direction were presented. It came alive for those involved and through multiple sensory experiences the decision makers were able to envision how their company's brand message will play in the market. The effort was well received and by the end of the day, we had a decision on a chosen direction for the marketing communication work that lies ahead.
While those in the industry recognize that what we do for our clients is not really magic, it's a result of hard work and sound methodology. From our clients' perspective there is still some mystery in how we can move through the brand development process, uncover those all important unique selling points, define the brand essence, and turn it into creative message strategy. It's the kind of work that makes our office hum with excitement.
Yesterday was a home run day at Element Three. Just in time for the start of the World Series. Go Phillies!
Your logo and tag line are two of the strongest visual identity elements that link your brand to its intended audience, so it's important that they are used consistently in every communication's touch point.
When Element Three works with clients to develop their corporate identities, one of the final deliverables includes usage guidelines. This document is an important corporate manual that guides placement and usage of your identifying marks. The manual addresses:
- Clear space around the logo: identity should always be surrounded by a generous field of clear space to ensure legibility and impact.
- Primary color palette: defines PMS colors, CMYK values, video RGB values, and Hex values for the primary colors that make up the visual identity elements.
- Secondary color palette: defines use of supporting colors for additional applications, i.e. presentations, charts, graphs etc.
- Typography: defines typeface (fonts), size recommendations, and typeface alternatives based when variations are necessary.
- Identity variations: defines the various use applications when placing your identity elements into different types of deliverables. Think of this as the how-to place in various mediums.
- Identity misuse: provides visual representation of the "do-nots" in using identity elements.
Consistent use is one of the ways you can reinforce your company's image in the marketplace, which in turn, creates better awareness of your brand. The manual helps to guide the disciplined use of the identity elements to ensure the visual expression of your brand is executed properly.
Last week, I invited fellow blog readers to participate in voting for inductees into the 2009 Madison Avenue Advertising Walk of Fame. The Walk of Fame celebrates brand tag lines and brand icons that have left an indelible mark on our collective memories. As a result, they have been deemed "walk of fame" worthy.
Behind these famous brand elements stand creative and strategic minds who understood brand positioning strategy and executed it through campaigns that have stood the test of time. Announced on Monday, here are the winners:
Tag lines:
State Farm Insurance: Like a good neighbor
Virginia Tourism: Virginia is for lovers
Icons:
AOL's Running Man
The Budweiser Clydesdale's
This fun little competition is a reminder that a brand's strength is a valuable asset to the company's bottom line. And, while perhaps your favorite did not win this year, I am sure you will agree you know the ones that did.
Okay, it's time to have a little fun. For those of us who work with brand marketing and advertising campaigns everyday and for those consumers who remember the slogans and icons of campaigns' past, it's your turn to cast your vote for the newest inductees into Madison Avenue's Walk of Fame.
How you ask?
Visit www.advertisingweek.com/wof
You will have the opportunity to select two icons and two slogans from a field of 26 icons and 26 slogans. Take a walk down memory lane. Trust me, the choices are not easy. Each one has brand equity that could stake a claim to the Walk of Fame. Only two in each category can win!
Voting closes at 6 pm on September 18. Honorees will be honored with sidewalk plaques along Madison Avenue between 49th and 50th Streets.
Last year's icon winners were the Geico Caveman and the Serta Sheep. The winning slogans were "We deliver for you." - U.S. Postal Service and "What can brown do for you?" - UPS.
Enjoy!
Throughout this year, we have been blogging and talking about the importance of marketing communication in a down economy. We've also written a white paper, Five Marketing Strategies for a Recession. Sometimes, though, it is not enough to hear it directly from the horse's mouth.
So here is a case in point; Unilever. New CEO, Paul Polman, surprised analysts and investors announcing second quarter sales growth which outpaced expectations. With 2% volume growth and 4% organic growth, Polman credits his company's second quarter investment in advertising and marketing in support of brands which include Dove and the launch of Starbuck's ice cream.
According to Polman, "This year growth is coming from innovations and marketing. That's quality growth." After cutting marketing spending as a percentage of sales last year, Unilever accelerated spending in the current quarter. Analysts rewarded this decision with a buy recommendation for Unilever stock.
With a portfolio of brands positioned to consumer buying preferences, Unilever's experience
is proof that with proper messaging and a commitment to investing in brand communication, you can move market share.
The daily AAAA Smart Brief caught my eye with this headline: "Why Starbucks is Top Brand on Facebook." Starbucks is now the most popular brand with Facebook fans boasting a whopping 3.7 million fans (and growing).
I am not surprised that Starbucks would lead the way in experimenting with social media and ultimately find success. They understand that their brand is about relationship and the social media platforms, Facebook and Twitter, enable Starbucks to provide the two key components of relationship marketing: relevance and value.
The Free Pastry Day promotion offered by Starbucks this past July is a shining example of how a brand can successfully integrate a social media strategy into a promotion. By reaching out to their Facebook friends, they invited friends to come into Starbucks to buy a beverage and receive a free pastry. Friends were asked to RSVP and were encouraged to share the invitation. That's how I got mine. From another Facebook friend. The result was 600,000 engaged consumers and a campaign that was so successful, it has others asking how Starbucks did it.
Even more impressive from a marketer's point of view, Starbucks can quantify results from a social media strategy. That's one of the biggest question marks out there in the minds of marketing strategists. Does social media drive results? In the Free Pastry Day case study, Starbucks has proven that within their company, social media has moved beyond an experiment. It gets results.
Recent news regarding the change in the volume of mail sent through the US Postal Service is causing the agency to make some tough decisions. Consumer behavior has created a shift in the way we communicate. Text messages, on-line content, email, cell phones have replaced the traditional form of send, which is now known as snail mail. In case we haven't acknowledged it yet, the digital world is impacting marketing strategy and business strategy in seismic proportions. The pace of change is outstripping the tools in place to measure success.
Yesterday I read an article in Media Post that really got me to stop and think about the impacts of technology. The premise of the article is contained within the title, "Mass Media Crisis is Marketers' Crisis, Too." Writer Karlene Lukovitz cites a new white paper, "The CMO's Dilemma: Can You Reach the Masses without Mass Media?" authored by The Boston Consulting Group.
"The current shifting of advertising dollars to new types of media and below-the-line marketing channels such as PR, events, and in-store promotions represents a fundamental structural change rather than a cyclical ebb tied to the economy."
We have already seen newspapers fold as advertising revenue dries up, print magazine titles disappear, and spending on mass media is replaced with spending on on-line strategy; search engine optimization, social media strategy and the like.
But here's the rub and a point worth considering. Advertisers have shifted enough of their spending to threaten the future of traditional media and replaced it with channels that are just beginning to create the "how do I effectively measure this to know if it is working" question.
It's a challenge marketing managers need to consider. And as we continue to change the way in which we reach audiences, is it appropriate to consider the value of integrated strategy that incorporates traditional with new media to get the best outcome for clients? It's a question worth exploring as marketers. As the providers of traditional media begin to disappear, can we afford to wait? As white paper authors John Rose and Neal Zuckerman so adeptly put it, "the crisis in mass media is a marketing challenge, too."
As an industry, it's time to start the discussion.
Recently I posted about "What's in a Name?" In that blog post, I was more concerned about the business of corporate brand strategy. But today the question takes on a different perspective.
Why you ask? Well today's news is all about reaction to the renaming of Chicago's iconic Sears Tower. If you haven't heard, it will henceforth be known as "The Willis Tower," or as I heard one newscaster refer to it, "Big Willy."
Isn't it amazing how changing a name can cause such an uproar? One Chicago area resident is so upset with the change he has established a website, www.itsthesearstower.com.
Here's the full story from the AP news wire:
Willis Tower will be introduced to Chicago by Mayor Richard M. Daley and others on Thursday during a public renaming ceremony hosted by Willis Group Holdings. The London-based insurance brokerage secured the naming rights as part an agreement to lease 140,000 square feet of space, and has said it plans to bring hundreds of jobs to the city.
Okay, so here's a company that's paid for the right to name a building that has not been occupied by Sears since it vacated the space in 1992. At some point the new occupants believe people will come around to calling it by its new name. From a pure cost and yes, brand development perspective, you would hope that's the case. Based on today's buzz, I'm not so sure. Somewhere in the back of my mind I can hear Gary Coleman laughing as he says, "What you talkin 'bout, Willis?" I guess he might be one person who is inclined to roll with the new name. As for those in Chicago, the jury is still out.
My inbox features a daily e-newsletter, SmartBrief from AAAA. It always contains subject matter that is relevant to the marketing and advertising communications industry. Today's article, Zappos Review Ignites Agency Ire, touched on the often sticky subject of RFPs.
Apparently, Zappos, posted its request for proposal on Adweek.com and 104 agencies responded to the opportunity to participate in the agency review process with the hopes of landing (or at least making the first cut) a $7 million account. For some, that meant two weeks of intensive effort on creating spec work. Keep in mind Zappo's original list contained 16 agencies; companies they pre-defined as qualified. The posting process added another 6 to the list. In all, 22 agencies will have the opportunity to pitch for the business. Can you imagine how exhausted the client will be after that exercise? I can see heads spinning now. I only hope they have a detailed set of selection criteria pre-established before embarking on the daunting task of sitting through a 22-participant agency review process.
From Element Three's perspective, we are not a big fan of RFP process. We are a strategic marketing firm that specializes in brand development, marketing strategy and creative execution. To fully understand a current or future client's needs, we believe in the importance of developing a relationship and fully understanding a client's business objectives BEFORE we get involved in pitching ideas. To do our best work, the creative design and execution needs to be grounded in solid strategy. As strategy consultants, we owe it to our clients to have that understanding before we begin to do the work. Equally as important, we get paid for our thinking and to give it away freely through the RFP process is less than desirable.
That is not to say we do not do it. As a rule, we shy away from RFPs. If we do decide to participate, it is because the proposal is clearly written to a specific strength such as brand development or developing brand identity. We always follow up with a phone call and ask key questions before making the decision to go through the response process. Our goal is to gather as much information as possible using the proposal to guide our questions. We also like to know if an incumbent agency is participating in the process. Armed with this key information, we then decide if we will respond.
Sometimes the RFP process works, but I wouldn't build my relationship development strategy on the odds of winning, which are usually less than favorable.
One of the things that makes my job interesting is the people I work with each day. Part of the fabric of a marketing communications agency is the variety of personality types it takes to build a good team. At Element Three, we have brand development consultants, marketing strategists, and creative thinkers who execute strategically developed creative. In short, we are a group of right brains and a group of left brains.
I'm a right brainer who is responsible for the internal operations of our firm. I handle production planning, contracts, pricing, work flow management-you get the idea. If you ask our creative team, they'll describe me as the scheduler or the spreadsheet creator (hey, I do create something!)
Of course, with that type of daily responsibility, I'm like our clients. I get really excited when our creative team goes to work. To me, it's the "magic" of the work we do when we get to turn thoughts and ideas into creative expressions that blend art with strategic thinking. Since I have absolutely no bent towards anything artistic, I sometimes feel like a kid in a candy store. I draw energy from the creative process, and can honestly say, I've come to better understand how a right brain person can team with a left brain person to bring clients the best in creative brand development, business communications and/or positioning strategy.
I've just finished proofreading our latest white paper, "Seven Signs of Strategic Creative," written by one of the members of our creative team, Marcia Stone. Its seven tips will provide readers with excellent food for thought. We look forward to making it available in the very near future. Be sure to check it out.
Does your brand positioning strategy focus on fully engaging your customer base? PeopleMetrics just released its 2009 Most Engaged Customers Report. Highlights from the Executive Summary document that a fully engaged customer recommends a brand 4x more often than an ambivalent customer. It also found that 13% of fully engaged customers will post to a blog or website. That creates powerful word of mouth buzz that validates the customer's firsthand experience with a product or service. Finally, PeopleMetrics reports that fully engaged customers visit websites twice as often and make 3x the purchases. Wow, wouldn't we all like to claim our share of those types of loyal customers-brand champions at their best.
To read the full Executive Summary, click on www.people-metrics.com. Interesting reading!
In his June 8 BtoB magazine article, Best Brands Make a Promise and Deliver, writer Dean Adams talks about the importance of taking a holistic approach to delivering on a company's brand promise. Adams notes that brand stewardship often remains a function of a company's marketing department rather than the responsibility of the entire ogranization. He acknowledges that marketing's job is to create the brand promise, create the expectations, and measure the delivery of the promise; however, he emphasizes that it takes the entire organization to deliver on the promise.
Within Element Three's Brand Chemistry process, we start by looking inside an organization to define its brand promise by identifying the organization's unique selling points and claim of distinction. By gathering information from key stakeholders, we work to uncover the organization's true essence. Through this approach, we gain organizational buy-in and work to create those all important brand ambassadors that Adams writes about. That's not to say that reinforcement messages from the top are not important, but if the brand promise is truly rooted in the corporate culture, the delivery of that promise should become a natural part of doing business.
To review Adam's article, click here.
Within Element Three's Brand Chemistry process, we start by looking inside an organization to define its brand promise by identifying the organization's unique selling points and claim of distinction. By gathering information from key stakeholders, we work to uncover the organization's true essence. Through this approach, we gain organizational buy-in and work to create those all important brand ambassadors that Adams writes about. That's not to say that reinforcement messages from the top are not important, but if the brand promise is truly rooted in the corporate culture, the delivery of that promise should become a natural part of doing business.
To review Adam's article, click here.
Within the marketing communications and advertising realm, we spend a lot of time thinking along with our doing, so an occasional break that invites creative thinking just for fun is welcome. Laughter and yes, a little competition usually ensues, and before too long we find ourselves re-energized by a good laugh and some pretty creative ideas.
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