Happy New Year!

Now let’s get to work on building our brands. Before you start thinking tactics, it is essential that your brand strategy provides leadership, guidance, and inspiration for your customers and your company.

Take 10 minutes and think about the following 10 questions to assess your brand’s ability to drive growth in 2011 and beyond:

1. Do you have a clear understanding of current and emerging customer needs in your category and ecosystem?

2. Do you have a clear understanding of how your competitors are positioning their brands in the market?

3. Do you know where your brand stands with your customers and prospects?

4. Do you know have a clear sense of how employees feel about your brand? Can they speak about it consistently and confidently?

5. Does your current brand positioning provide differentiation vs. your competitors and relevance to your customers and prospects?

6. Do your current brand assets represent the essence of your brand and support the position? Can your design and communication materials be deployed quickly and easily in web 2.0 environments (social media websites, mobile web and apps, new devices such as iPad)?

7. Do you have brand messaging for use in traditional and web 2.0 environments? Do your organization and communication partners have the focus and training to develop new brand messaging on an ongoing basis?

8. Does the organization of your sub-brands, and product and service naming provide a clear picture to the market of what you do and maximize value?

9. Do you have useful supporting documents and presentations of your brand strategies for internal communication and training?

10. Do you have a way to measure the performance of your brand in the marketplace to drive continuous improvement and value creation?

At SieckGrowth, this is the kind of work we do for our clients every day: developing customer insights, evaluating the competition, assessing current brand perceptions, developing positioning, messaging, and breakthrough design, formulating brand hierarchy and naming conventions, and designing and implementing brand metrics. We work for startups and Global 2,000 companies in retail, consumer products and technology, pharma and biotech, and business-to-business brand marketing.

Recently I had the pleasure of moderating a discussion panel for the Silicon Valley Brand Forum on applying consumer brand marketing models and disciplines to business-to-business marketing strategy. The event was at Symantec’s new HQ, with the majority of attendees being technology focused.

The panel was made up of three smart guys and good friends: Marty Olivera of Symantec, Allen Olivo, a technology marketing guru, and Larry Vincent of Siegel + Gale. As moderator all I had to do was start the ball rolling and the hour flew by. You can access some short video segments of the session here.

The panel discussion and questions from the audience focused on what some might believe are well-worn paths, even in technology marketing. But clearly there is still opportunity for technology marketers to up their brand-marketing game. The three take aways from my perspective were:

1. Your customer is a human being first:

B2B marketers rely too heavily on the functional aspects of their products and forget that, while their customer may be a “business person:, they are a “person” first. So in addition to ROI, efficiency and speed, why would a customer be proud or happy or confident to tell someone they do business with you…to wear your T-shirt. You really need to do something to reach this level of engagement. Intimate customer knowledge enables brand marketers to move up the hierarchy of benefits and create value beyond specific products and services. As products reached parity in the consumer market, this approach became an imperative. Now it is critical in technology brand marketing as offerings become more complex and actual differences–beyond price–are minimal.

2. A brand is an experience:

Larry Vincent spoke about creating brand stories, Allen Olivio fielded questions about iPhone 4 antenna-gate, and Marty spoke about the rollout of the new Symantec brand. All three discussions were more about how companies need to “live their brands” as opposed to how brand marketing can generate leads. This basic tenet of creating an overall value system within a company that touches customers throughout the buying and owning experience, building a relationship vs. a transaciton–was seen as an opportunity to create differentiation.

3. Branding must go beyond logos and ads:

Surprisingly, the majority of audience questions centered on how to make a brand relevant beyond marketing. Audience members expressed frustration that C-level execs did not see the value in devoting resources to brand development or in becoming advocates for consistent brand presentation to the market. Key barriers included tight budgets and sales-driven cultures. Advice on how to overcome internal resistance included use of anecdotal case studies from other companies and development of ROI scenarios to justify increased resources.

For technology brands looking to take advantage of what consumer brand marketers have proven, the above three points provide foundational approaches for developing and executing effective brand marketing programs.

It’s the middle of the summer, a time for rest and relaxation, and also a good time to start thinking about next year’s plan. Before you start thinking tactics, it is essential that your brand strategy provides leadership, guidance, and inspiration for your customers and your company.

During previous summers, we worked with a leading consumer technology company to reposition them as an “entertainment technology” company; we helped a multi-billion dollar grocer position their brand to make “healthier eating affordable”, and partnered with a startup medical device company to shake up a stagnant category.

So while you’re recharging your personal batteries this summer, roll the following questions around in your head to assess your brand readiness for 2011:

1. Do you have a clear understanding of current and emerging customer needs in your category and ecosystem?

2. Do you have a clear understanding of how your competitors are positioning their brands in the market?

3. Do you know where your brand stands with your customers and prospects?

4. Do you know have a clear sense of how employees feel about your brand? Can they speak about it consistently and confidently?

5. Does your current brand positioning provide differentiation vs. your competitors and relevance to your customers and prospects?

6. Do your current brand assets represent the essence of your brand and support the position? Can your design and communication materials be deployed quickly and easily in web 2.0 environments (social media websites, mobile web and apps, new devices such as iPad)?

7. Do you have brand messaging for use in traditional and web 2.0 environments? Do your organization and communication partners have the focus and training to develop new brand messaging on an ongoing basis?

8. Does the organization of your sub-brands, and product and service naming provide a clear picture to the market of what you do and maximize value?

9. Do you have useful supporting documents and presentations of your brand strategies for internal communication and training?

10. Do you have a way to measure the performance of your brand in the marketplace to drive continuous improvement and value creation?

At SieckGrowth, this is the kind of work we do for our clients every day: developing customer insights, evaluating the competition, assessing current brand perceptions, developing positioning, messaging, and breakthrough design, formulating brand hierarchy and naming conventions, and designing and implementing brand metrics. We work for startups and Global 2,000 companies in retail, consumer products and technology, pharma and biotech, and business-to-business brand marketing.

Happy summer!

I attended Silicon Valley Brand Forum on social media late last week…perhaps my tenth such conference. This one was different. The keynote was Jeremiah Owyang of Altimeter Group, a guy who really knows this space, and the panel was made up of roll-up-your-sleeves practioners from EBay, Electronic Arts, and Cisco. Steve Farnsworth provided a tutorial on setting up a listening dashboard that turned out to be very easy to execute. I came away with some new thoughts and have already put some of them into practice.

Some of the notions worth sharing from the panel discussion:

-Much to the chagrin of most senior managers, social media is not free. You must have an organization to execute the programs–Jaap Tuinman, EA

-One tweet can ignite a crisis. the key is not to panic–Jeanette Gibson, Cisco

-Your corporate website is irrelevant. 95% of the conversation about your brand and products takes place outside your control–Steve Farnsworth, Jolt Media

-Get your legal department involved in your social media strategy early–Jeremiah Owyang

-Video is where the action is in Social Media–Jeanette Gibson

What struck me most about this particular social media panel discussion was how these companies were actively engaged in social media and had been for some time. EBay and Electronic Arts have been dependant upon communities to drive their business models for some time. And they have taken it to a new level as they integrate new outlets and access their customers in ways they could not a couple of years ago.

As a brand strategist, my eyes were opened to some new thoughts. At the same time, I was struck by how much of the emphasis in Social Media is still PR-oriented. there has been much discussion about building brand value in Social Media. The practices are being invented right now and I intend to be part of the conversation.

After living and breathing the economic downturn these past 15 months or so, I developed a summary of this situation and some new rules for marketers to live by to keep their brand valuable and viable through the tough times and beyond. The complete whitepaper can be dowloaded here.

My overall point-of-view is that we are seeing a permanent shift in attitudes towards spending and buying behavior. And, because the spending habits of the next generation are being formed in the current crucible, the impact on how we position and market brands will last well beyond the date that the Federal Government declares the recession over.

My initial thoughts focus on consumer brands. However, I recently participated in a panel discussion on brand marketing in a down economy at a Techcoire conference. The majority of the audience were business-to-business marketers who were somewhat skeptical of looking at their customers through the lens of the consumer. I agree that B-to-B has different challenges, but strongly encouraged the group to look at their business customers as “people” first. To ignore how their personal values have changed toward spending leaves out the emotional side of the purchasing decision. In other words, a purchasing manager who is concerned about his job/family/mortgage is going to think very differently than a secure, well paid one.

In understanding how to keep your brand relevant in the Age of Frugality, perhaps the most important thing to come to grips with is that we are experiencing a fundamental, permanent shift in values and buying behavior. It is a change that will be good for your customers, the country and the global economy. To be successful, your brand must take into account the challenges your customers face and become empathetic with their emerging values.

Now, building brand value is wholly dependent upon understanding how your customers values have evolved. Getting it right is essential for both short-term survival and long-term growth.

I attended the Silicon Valley Brand Forum’s session on cause marketing this week. Given the sea change in America against major brands, I was looking for some insights into how some of the big technology brands were thinking about cause marketing and corproate responsibility as a whole.

The session opened with an updated presentation on the psychology of giving, with implications for how doing good can dramatically improve brand value. The presentation, by Jennifer Aaker of Stanford, gave me the title of this post. Most interesting to me was the ability to see into the future by understanding the importance of social responsibility to Millennials. Looking forward, it will be critical for companies to Do Good if they expect to employ, do commerce with, or gain investment from Millennials–this generation has caring in its DNA.

The panel, moderated by Melissa Dyrdahl of Bring Light, was made up of two brand directors, Susan Space of Sun Microsystems and Cheryl Sawyer of Cisco, Alicia Sieger of Terrapass, and Jamie Hartman of the Taproot Foundation. The discussion focused on what Cisco and Sun were doing, how they evaluate cause marketing sponsorships and what the future might hold from a budget perspective for future efforts. Overall, these companies do a lot of good; they provide opportunities for their employees to participate, and they don’t go out of their way to over-commercialize their efforts.

Terrapass is a company that enables others to do good by offsetting their carbon footprint. They are in the Doing Good for the Environment business. It was interesting to note that, while Cisco and Sun managed their cause marketing programs through their corporate or brand marketing teams, Terrapass is working with other groups in their customer companies, creating a much more institutionalized way of Doing Good.

Taproot brought the facilitation role to the table, helping companies select and manage how they get involved with causes. One of the most interesting comments from Jamie Hartman of Taproot, was that companies can kill a charity by trying to help it. We were asked to consider the situation of 100 employee of a company descending on a school or shelter for several hours of volunteer work. The same shelter gets a similar offer from another company a month later. The charitable organization is not going to say “no.” On the other hand, you can only paint the same wall so many times. The point being: if a company really wants to have an impact, a more thoughtful, strategic approach to doing good is required.

From my perspective, “cause marketing” is a topic that is going to go through some changes over the next several years, much the same way that “green marketing” has. It is not going to be enough for companies to participate in causes via their marketing groups and employee events. To be authentic, companies are going to have to make “Doing Good” part of their culture and part of what their brand stands for.

The benefits are easy to see. A company that makes Doing Good part of their brand will see benefits in terms of the customers they get and how long they keep them, the employees they attract, how hard they work and how long they stay with the company, and even the amount of investment they can get in their company. That seems like a good definition for Doing Well by Doing Good.

I’ve done work for a number of clean technlogy companies–companies that truly are providing goods or services that will contribute to increased recycling rates, reduced power usage and an overall smaller carbon footprint for their customers. In doing the work, which meant looking at their business practices, the competition and other so called “green” companies, it became clear that it is not that simple to communicate green-ness in a credible manner.

Everyone wants to be green, and as a result consumers are confused and becoming more and more skeptical. Business-to-business brands in clean technology must find ways to differentiate their technology and its benefits credibly. I wrote a whitepaper with some key benefits on being CLEAN. Check it out and let me know what you think.

A big part of our business is developing insights for our clients. Insights into their customers, into what the competition is up to, into where the category is headed; even insights into how their organization feels about their brand.

We do get to some very good insights. Like for Regus, the world’s largest operator of on-demand office space, it wasn’t about having an office it was about the feeling that you had a real business. Having an office legitimized the business. For IRI, our insight was that information—or data—had become commoditized, but insights were highly valuable. As a result of our insight, IRI went on to refocus their considerable business on analytics to get to deeper insights. For SunPower, a large maker of PV solar panels for residential application, we thought the insight would be about going green. It turned out that their customers needed to understand the financial implications before they could rationalize the considerable expense on the basis of environmental responsibility.

What qualified the examples above as insights were three factors. First, the insight provided new understanding about a customer need. Second, the insight had the ability to change the way the company did business, and finally, the insight could be sourced from a fact-base. Since a real insight should have the potential to positively impact the business, a basis in fact is critical to build the case for investment.

What concerns me about the insight business is that there seems to be a lot of faux insights out there. I would label any insight that is based on “different”, “change” or “better” as a cop-out. I was really disappointed to see a display in the Apple store this weekend that said: “The App Store: this changes everything”. Besides being a bit unimaginative, it’s also a bit of an over-promise. From an insight perspective, change doesn’t really connote a positive benefit. It’s just…change.

Developing an insight is grueling work. It requires the requisite situational assessment, perhaps conducting hours of in-depth interviews or other qualitative research, iterating on themes with whoever will listen; associates, friends, clients. And then bringing it altogether in such a way that a group of people understand it and fall in love with it. It’s a tall order, but getting to a true insight is what it’s all about.

Thanks for visiting our new website and (if you made it this far) my blog. If you came in directly to the blog, please have a look at the website and let me know what you think.

You’ll see we’re in reinvention mode as we seek to grow ourselves. The big news, and benefit for our clients, is that we now have the ability to integrate highly sophisticated strategy with world-class design. For brands looking for the level of talent found at Landor, Segal & Gale and Prophet, we provide comparable experience and expertise in a more intimate and affordable package.

In this blog I’ll be posting my observations about brand strategy and brand marketing based both on my observations and experiences within engagements. Please add a comment, good or bad. It all helps.

Greg