Dove, Axe Controversy: New Chapter in Marketing?

Is Unilever a hypocrite or just doing good brand marketing as usual? Here’s the controversy: Dove’s successful “Campaign for Real Beauty” introduced a video called “Onslaught” this fall educating girls on a wider definition of beauty, warning of the onslaught of typical beauty industry messages about what makes a beautiful woman (plastic surgery, bulimia, etc.), and advising parents to “Talk to your daughter before the beauty industry does.”

At the same time AXE, another Unilever brand, introduced some videos that depict women in just the opposite way — sex-crazed, busty, near-naked Amazons.Then comes this Dove-AXE mash-up spoof video, with the line ” Talk to your daughter before Unilever does.”

Since then there has been a blizzard of media articles, like this Op-Ed in the Boston Globe, “A company’s ugly contradiction” by Michelle Gillett.

“But the launching of “Onslaught,” the most recent of Unilever’s efforts to foster self-esteem, has also launched a controversy about the sincerity of its commitment to “real beauty.” …Viewers are struggling to make sense of how Dove can promise to educate girls on a wider definition of beauty while other Unilever ads exhort boys to make “nice girls naughty” and assure them, “the more you spray, the more you get” in the Axe deodorant body spray ads.”

Business school marketing courses taught us to create brands that connect with the target audience’s values and appeal to them emotionally, which both Dove and Axe seem to be doing superbly well, especially when you look at the revenue and market share growth of these two brands over the past few years.

In this new world of transparency, do branding “best practices” need to be rewritten? Instead of “connecting” with artificially constructed brands, do people want to connect with companies whose values and causes they identify with? Do people want “relationships” with brands or with the companies and people behind the brands?

I think the Unilever controversy shows that people want to buy from companies they like and identify with, not brands. A new marketing mash-up is in the making — branding and corporate reputation. The new stars won’t be the ad agencies, but the company’s leadership team.

Marketing Colleges: Lessons from Dickinson College

How do you turn around a small, private liberal arts college – reducing a chronic deficit and tripling the endowment in nine years? At last week’s AMA Symposium for the Marketing of Higher Ed Dickinson College president Will Durden shared some lessons behind Dickinson’s incredible academic and financial turnaround story.

1. All organizations need guts, passion and a vision so exciting that people want to be part of the story.

2. Successful marketing is built around a literary narrative:

  • Identify a character so powerful that it invites others in. (Dickinson tapped into the school’s founder Dr. Benjamin Rush, a signer of the Declaration of Independence, founder of the first free public clinic for psychiatry, believer that American needed a new form of learning for America.)
  • The narrative should have goals and a foil that the organization is fighting against
  • The themes in the story need to connect people with big ideas; people want to be pride that they’re connected with stories much bigger than themselves.
  • The story’s key themes have to be repeated over and over again; leaders must be passionate about the story and overcome boredom in telling the story. It takes quite a while before the story seeps into all an organization’s constituents
  • Narratives need a vocabulary book. As part of its narrative, Dickinson developed a vocabulary book with words that the college uses over and over in telling its story. Words steeped in passion and a clear vision like outrageous, unapologetically committed to liberal arts, petulant brat.

3. The other ingredient for success? No doubt it’s having an academic entrepreneur like Durden leading the organization, instilling the type of aspirations, fierce pride and passion that get people from alumni to incoming students to believe and invest.

In 1998 Dickinson’s endowment was $151 million; today it’s $336 million. The story must be working. For more on this success story, check out this chapter of the book Shakespeare, Einstein and the Bottom Line: The Marketing of Higher Ed.

To get a sense of just how interesting Durden is, check out his YouTube “bow tie” video.

And for more about the Higher Ed marketing conference highlights, check out blog posts from Ken Steele and Michael Stoner.

10 practices for managing marcom, PR organizations in a 2.0 world

One big question I’m hearing from marketing, PR and corporate communications executives is HOW to change their organizations in view of this marketing 2.0 tsunami. They get the “why.” Here are 10 ideas people find helpful.

  1. Redefine the box: clarify the business goals, then define new approaches for accomplishing that. There are many cool new tactics but it they don’t help you realize the goal, e.g., generating leads, find those that do. Try to stay in the business objective box vs. the tactical box.
  2. Revise competencies; add new roles, eliminate others: there are many traditional roles that are far less important, e.g., traditional media relations, and others that are becoming far more important, listening and participating in relevant digital conversations. Step back and assess what you need more or less of and where to add, change, phase out.
  3. Change hiring process to better “see” important new qualities and skills: while many marcom organizations and PR agencies, ask people to write a press release as part of the hiring process, I’d suggest that other “tests” more relevant to today’s world. How about asking candidates to writing a point of view brief about marketing (Do they really get where it’s going and can they articulate it in a compelling, non-corporate speak way? Are they intellectually curious? Or ask a candidate to create a two minute video. Can he/she tell a compelling story?)
  4. Revise performance reviews, reward systems: People won’t change behaviors unless there are incentives to do so, like getting a raise or promotion. Include important new skills into annual performance plans. If money is involved, people are more likely to change, master new ways of doing things.
  5. Create “master plan” for professional development: As a manager, identify those key skills your team needs and develop a master development plan for the year. The better you do at helping people learn and change, the better you’ll be able to move into new approaches that deliver some great business benefits.
  6. Rotate people in jobs so they stay “fresh,” keep the passion: It’s hard to stay passionate about a particular product or functional area. Try to rotate people into new roles every two years so that stay fresh, interested and engaged.
  7. Think about marketing 2.0 “coaches” or Sherpa guides to help transition faster, bake new skills into your team: adapting new communications styles is harder than most people realize. (I hear this all the time from training marketing people in really diverse industries.) Consider using “on call” coaches or sherpa guides to help your people with their everyday work and questions. Six months of an apprentice like relationship speeds the learning curve.
  8. Question assumptions in every planning cycle: things are changing fast, and will continue to do so. Question what you’re doing and where you’re allocating resources at every planning cycle.
  9. Adopt an “Always in Beta” culture: some degree of experimentation is the norm. We can no longer wait for “best practices” to adopt new approaches.
  10. Leverage everything: what’s interesting today is how many opportunities there are to leverage everything. How to tap your loyal blog readers to set up lead-generating Webinars. How to take ideas from your online customer communities and use them in product development, PR and sales.

If Budha were a CMO

Mark Rovner of Sea Change Strategies has a great guest post over at Katya’s Non-Profit Marketing blog musing about what marketers and communications professionals can learn from Buddhism:

  • The whole point of everything is not to gain but to lose. Enlightenment comes when you lose your distraction, your pre-conceptions, and your obscurations.
  • When you strip away clutter, brilliance ensues. When you strip away all the ifs, ands, and buts of who your organization is and what it’s all about, your true brand, in its naked accessible simplicity, can shine out.
  • Clarity and openness are more important than gimmicks or cleverness. Nuff said.
  • How you are is more important than what you say. It’s sort of ironic that we spend so much time fussing over “messaging” when the 3,000 other ways we reveal ourselves speak so much louder than the words we choose.

Wow. Thanks, Mark.

Portfolio Magazine: Slick but will it stick?

Conde Nast’s Portfolio magazine is gorgeous. But I don’t like it. I couldn’t put my figure on why until I mapped out the articles in the October issues of Portfolio and Fortune against the “9 Themes People Like To Talk and Read About.” (See chart below.)

Too much high anxiety

While both publications run about the same number of personal stories and glitz and glam features, Portfolio, unlike Fortune, runs many articles that raise apprehension, fear, doubt and anxieties about different businesses or business trends. Consider the headlines on the Portfolio cover flap:

“Did Chiquita Finance Murder: Inside the Company’s Death-Squad Crisis,” “Starwood’s Barry Sternlicht Exacts His Revenge,” Google: The Worst News Ever for Cell-Phone Carriers.”

“Anxiety” stories once had appeal, but have lost their juice because the media and politicians have over-played the anxiety angle. Elevated security levels, retirement crises, healthcare fraud….it’s too much negativity all the time about topics people can generally do little to change. So we tune out the anxiety stories.

Too few trends

Another difference is that Fortune features five stories on “avalanches about to roll,” those big trends about to happen, compared to just two in Portfolio. These stories always appeal to business people because we like to be insiders about what’s coming next and be early in tracking big trends. Aside from having so few “avalanche” stories the Portfolio trend articles seem not so trendy — one on the PC industry in China and the other on alternative fuels for cars.

Oops we forgot the how-to and aspirations

Business people love how-to stories and a reason to believe in something or someone. Yet Portfolio has neither type of story. Fortune, on the other hand, features “How to be a Great Leader” on its October cover. Aspirational and how-to? You bet.

Portfolio (Oct. 2007)

Fortune (Oct. 1, 2007)

Aspirations Leader Machines
Anxieties The Banana War

Trading Spaces

Money Guns Gods

His Fault: Blame Greenspan

Crash Test Economy

Hello, Ma Google

Personal stories Revenge of the Hotel King

Rita’s Hail Mary Pass

Game On

Shari Redstone’s Big-Screen Test

Showing Some Spine

A Conversation with the Chairman

Time for Change

You Got Served

Meet the New Steel

Road Warrior Andrea Illy

Private Equity’s Black Sheep

Glitz and Glam Show Trials

Nastier than a Speeding Bullet

The $59 Million Arm

Sex and the Symphony

Classic-Rock Saviors

Wall St. Turns 20

PepsiCo’s Broadway Bet

The Fast Lane

How-to Break Free!
Avalanche The Great Laptop Forward

Big Green Machines

MySpace Strikes Back

Would You Buy a Bridge From This Man? (infrastructure funds)

The New Land Grab

Cash in on the Rebuilding Boom

India’s Pizza Wars

Counterintuitive Drilling for God
Event-related none none
David vs. Goliath none none

Being a longtime magazine junkie, I hope Portfolio can make it. Without a new tone, however, my bet is that it will be gone in 18 months.

If there are some Portfolio lovers out there, help me see what I’m missing.

More dumb obsessing over tag lines: Wal-Mart

The advertising industry’s obsession with tag lines is really silly — and a waste of time and money. People don’t pay that much attention to them. Another recent example is Wal-Mart’s “Save Money, Live Better.” In this week’s Ad Age article, “Who Wrote Wal-Mart’s New Tag line? Er, Everyone,” Matt Creamer sums up the silliness over taking credit for the “new” tag line.

“Just to recap Wal-Mart ends up going through two agency reviews, an embarrassing scandal and legal skirmish, only to result in an ad campaign that, while nicely executed, amounted to the excavation of a 15-year-old quote that touts savings and low prices, pretty much the marketing approach used before the review.”

Marketing assisted living facilities

Today I had the pleasure of talking with executive directors and marketing directors of assisted living facilities at the annual Mass. Assisted Living Facilities Association Conference. And I got to walk the floor of the exhibit hall and be “marketed to.”

Unlike many industries, assisted living facilities and nursing homes start at a tough place. Older people are angry that they need to move, their children are nervous and skeptical about the facilities’ marketing claims (and emotionally fraught from trying to help an angry parent). Plus just a little online research turns up scary articles like this one in Smart Money, “The 10 Things Your Assisted Living Facility Won’t Tell You.”

When a prospect’s context is one of distrust and skepticism the worst marketing approach is to come on as glib and salesy. ” (A got a whiff of that walking the trade show floor.) That canned spiel fosters distrust in a business where the only thing you’re marketing is trust. People really don’t care whether the facility has a pool, and yoga is offered as well as bridge every oFriday. People want a relationship with an organization that they can trust. They’re not buying the facility, they’re buying a relationship.

As we discussed today, that means:

  • Offering frank and genuine advice, insights, and perspectives to people. Instead of the usual blah blah about being “committed to fostering an environment of quality, independent living,” tell me that these types of people are usually happy at your facility, but it’s not right for these types. Be honest, be real, help me vs. sell me.
  • Sharing the names and contact information of people who have been in similar situations with one of their parents. and have first hand experience with a facility. People rather talk with people like them than a marketing or sales associated.
  • Making the commitment to find different kinds of stories, and make those stories the most important part of marketing. I sat down to lunch with some nurses and heard some amazing stories from them in just 15 minutes. I also experienced how passionately and genuinely they feel about their patients. There’s some amazing marketing value in stories like these.
  • Asking patients, families, nurses and aids for their ideas on what makes the facility so special. My guess is that they want to be heard, have a say, and would provide invaluable ideas. It’s important here to hear the negative as well as the positive, respectfully acknowledging the negative and learning from it. At the end of the day, the better the patient and family’s experience, the easier the marketing.
  • Changing the selling model. Traditional features-and-benefits sales types hurt the industry more than help. Perhaps people with traditional sales backgrounds are the exact profile of people NOT to hire. (Those nurses might be great.)

Applause for these marketing folks who were open-minded and soaking up new ideas today. Theirs is a very difficult job — especially considering the trust hangover from the unscrupulous few who give the industry a really bad image.

How you talk about your brand not so important

In a meeting today with VML, Mike Lundgren, VML’s creative technology director, had an interesting comment about one of the big mind shift changes happening in marketing today:

“It’s not about how good you look talking about your own brand. It’s about how you make other people look good talking about your brand.”

In other words because people pay attention to people like them through Facebook, blogs, YouTube, and word of mouth, an important marketing goal should be helping people talk about your brand in ways they find easy, interesting and natural. That is more important than how YOU the company talk about your brand because people pay more attention to people like them than your company’s marketing programs.

It’s no longer messaging as usual. :)

Executive innovation frustrations

Innovation isn’t happening fast enough for most executives, according to Boston Consulting Group’s fourth annual study on innovation — and there are some key implications for marketers.

Only 46 percent of the 2,500 executive surveyed said they were satisfied with returns on innovation spending. The place they think innovation is most important (listen up marketers):

  • New offerings for existing customers (92%)
  • Offerings that allow expansion to new new customers (85%)

The biggest obstacles to innovation: speed in going from idea to sales, risk averse cultures and overly lengthy development times.

The question for marketing is how do we tap into customer insights all the time to be constantly finding new ways to appeal to existing and new customers, and then how do we collaborate with other business functions to speed product development. How can we rip out processes that are designed to mitigate risk but actually choke the innovation process? If you have an innovative idea but it takes 18 months to bring it to market, it may not be innovative by the time it gets to market.

On a related note, the most difficult business function for marketing to collaborate with by far is IT, according to a new Forrest Research project, “Partnering for Success: The CMO-CIO Relationship.” The top challenges for marketing in working with IT, which tie right back to innovation:

  • Slow time to market and speed in completing projects
  • Rigid processes and an aversion or inability to change

Branding salad bar

Metaphors are one of the best ways to understand ideas and concepts. Here’s a good one: Branding is more like a salad bar than a fixed asset, says Tom Asacker over at A Clear Eye.

“It is compelling, and much simpler, to view a brand as a fixed and valuable asset, like a piece of real estate. One that simply requires protection and promotion., Instead, today’s brands should be thought of as perishable assets, like salad bars. They are marketplace offerings, which need to be constantly reinvented and refreshed to remain relevant.”

Wall St. Journal: Reviving a Beer Brand One Bar Stool at a Time

Today’s Wall St. Journal has a great article about how Narragansett Beer is successfully reviving its brand using listening tours to tap into the brand’s genuine differentiation (“the townie’s beer”), and word of mouth marketing to develop passionate customer relationships.

Writer Simona Covel interviewed me as part of her research for the piece and we had some great conversations about the value of tapping into what consumers believe a brand stands for and then engaging directly with those passionate brand believers and turning them into advocates. There’s no better example of how a company is doing this than Narragansett Beer, the official beer of the Boston Red Sox for decades, but an almost dead brand by the 1980s. Mark Hellendrung bought the rights to the brand from Pabst Brewing in 2005, and revenue is expected to reach $5 million this year.

No traditional advertising in this success story. Just savvy targeting, reviving what people love about the brand, and a disciplined word of mouth strategy, led by the CEO.

Top 10 marketing topics

What are marketers most interested in? Buzz Marketing for Technology’s top 10 posts over the past year:

# 1 – 5 Rules of Social Media Optimization (SMO)

#2 – Harnessing User-Generated Content for B2B Marketing

#3 – Exclusive Interview: Malcolm Gladwell discusses Web 2.0

#4 – A Podcast with Robert Scoble on Communities, Social Media, Twitter and More

# 5 – Want more sales? Give sales something to talk about. A podcast with Lois Kelly of Foghound

#6 – How to Start a B2B Community

#7 – 150-Person Work Teams Are Dead

#8 – Calculating ROI on Web 2.0 tools

#9 – What’s Working in Lead Generation?

#10 – Marketing in a Wikinomics World, a podcast with Don Tapscott



Why non-profits need Robin Hood Marketing

Forget about trying to convert the world to your cause. Transform from missionaries into marketers into mission. Think in terms of customers not converts. Rather than trying to convert people to our cause by imparting vast amounts of information, focus on getting people to take a specific action.

These are some of the pearls of wisdom from Robin Hood Marketing by Katya Andresen, a must read if you’re in non-profit marketing, development or communications. (Or, in my case, on a board of a non-profit.) Every couple of years a fresh, inspiriting voice emerges, and Katya is one of those voices.

Filled with many “aha” insights, practical advice, fascinating case studies and interviews by some of the most interesting people in non-profit marketing, Robin Hood Marketing will help you see marketing through a new lens.

Some things from pages I’ve turned down and highlighted:

  • We assume that people give to our cause because they value our mission. They probably approve of our mission, but that’s not why they write a check. When we dig into the deeper reasons behind the decision, we find that they are more likely rooted in the person’s fundamental, personal values than in pure ideology.
  • Good causes need to offer rewards for action because most people are not motivated by morality. Unless people see an immediate reward for an action, they may not act.
  • Falsely assuming that information results in action is the single deadliest and most common mistake in marketing good causes. People don’t need to know everything; they simply want what is immediately relevant to them.
  • Good marketing campaigns focus on spurring one audience to a single action.
  • Wild claims don’t work, but bold ones do. Good causes get themselves into trouble by agonizing over whether it’s fair to make bold promises on their audiences’’ subjective reality. We shouldn’t shy away from making bold claims.

Gladwell on last mile in marketing

“The last mile in word of mouth marketing is personal relationships. At the end of the day I’m most powerfully influenced by those I know, respect and love,” says Malcolm Gladwell in a podcast interview this week with Paul Dunay.

Two more reasons to lose the misplaced obsession with logos and tag lines

Why oh why do organizations obsess over logos and tag lines? If execs looked at the the return on investment they’d be shocked. And, by the way, people hardly ever “get” what the brand experts say the logo and tag are supposed to mean.

Two recent cases in point.

What does the logo for the 2012 London Olympics, pictured above, say to you? It says nothing to me, except that I think the Olympic Games paid too much for not much at all. Yet the Olympic Games went a step further and paid to produce a video to explain the logo. Promote a logo? Good grief, what a waste of money. But to top off the ridiculousness, the video showing an the animated logo has been found to cause epileptic seizures. (And not just among the people who authorized the branding firm .)

Then in tag line la la land we have all the car companies using just about the same tag lines, and also making a big deal about announcing a new tag line.

Mercedes-Benz use to have the tag line, “Engineered Like No Other Car in the World.” which as tag lines go is pretty descriptive and clear. But it dropped that lined for the bland “Unlike Any Other” because the car company said the brand was about more than engineering.

In the past month Audi has introduced a new tag line, “Truth in Engineering,” as has Chrysler with its “Engineered Beautifully.”

Mmmm…seems like all the auto brands are starting to sound the same. Will these tag lines, which probably cost of hundreds of thousands once you add up the market research, copy writing and testing fees, make a dent on the brands revenues?

While a strong, distinctive visual identity is important, it seems that too much money and executive time is spent on logos and tag lines in relation to their value.