Why does it work?

If you understand the familiarity principle in social psychology (sometimes referred to as the “mere exposure effect”), you will understand why a brand sells well even when the ad content is just average.

What made them buy?

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What’s your campaign objective?

Be media agnostic. Some media are better for brand-building and some are more suited for activation. Some people call this as tip of funnel and bottom of funnel.

To build brand, choose broad reach mediums. Target everyone that is a potential category buyer. For activation, choose mediums that can target tightly.

Understanding this is crucial for your media investments and ROI on your campaigns.

Who are you trying to reach?

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What do you lack?

A lack of skill and knowledge affects the outcome.

A lack of effort changes the outcome.

A lack of tenacity shifts the outcome.

A lack of patience modifies the outcome.

You can add to the list.

Now imagine your project’s outcome even if you have a small tad of each of these.

What’s the outcome you want?

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Do you like it simple?

Sometimes it takes hard work to make something simple. You have a simple solution because someone worked hard to get solution on the table. And often times, you don’t have a simple solution because you resist the hard work to make things simple.

How hard is it?

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What made you make this decision?

Some people take the easy and safe way out not because they are lazy. It’s because the other option is filled with risk. That gives them anxiety. A better way to escape that anxiety is to take the easy and safe way out.

Why did you take the easy?

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How high do you want to fly?

Talent launches you. Thereafter, how high you rocket into space depends on your character.

Which do you rely on?

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How come it is so hard?

There are thousands of books written about marketing and branding. Yet, knowing what to do and how to do is hard for some. This is because each marketer has an integrative set of challenges and competencies that differ in varying degrees that you need to play with. That you need to make a choice at. With these comes risk.

The only way to get better at what to do and how to do, it is really to take the risk and do it. And do it often.

What can make it easier?

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Who stole your time?

Don’t reply the emails unless necessary. It gets you more emails.

Don’t comment on social media. It gets you responses. If it’s good you feel good reply. If it’s bad you feel compelled to reply.

Don’t cc unnecessarily. More people means more emails.

Why don’t you have time?

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What is so different?

I am different from my competitors.

I am in a different category.

Times are different.

My segment is very different.

My consumers behave differently.

If that is the case, you will be the special case study. We will need to create new principles and frameworks for you.

Are you that special?

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Are you humble?

Never rely on gut-feel even though you may be very experience. Even though you may be right. You are not your target market, even if you fall right smack in the center of your target market’s definition. It’s called humility and open-mindedness. It’s called avoiding cognitive biasness. Think like a scientist instead. Form your hypothesis and say “let’s see what happens.” Test them.

Will they withstand the test?

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What’s your strategy?

“It is a dirty little secret that most executives don’t actually know what all the elements of a strategy statement are, which makes it impossible for them to develop one.” – David J. Collis and Michael G. Rukstad in Harvard Business Review.

In my experience, I have to say this is true. So too many marketing directors and managers who can’t say what their marketing strategy is. And one can extend this to communications strategy and so on and so forth.

Strategy is such a nice management soundbite to use in meetings, everyone loves to use it, but few truly knows what it is and the definition for it.

How would you write it?

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What risks are you taking?

“Risk comes from not knowing what you are doing.” – Warren Buffet

Yet, some entrepreneurs go on managing their business not seeking knowledge to improve themselves. The go on making important decisions based on not knowing what they don’t know.

Do you see the danger?

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Whose hands is it in?

Your foolish decisions as an entrepreneur probably came from your anxiety and nervousness in having too little in terms of cashflow and hence you do the deals that you shouldn’t have had you have more money. You kept the staff that should be let go a long time ago because you fear the uncomfortable conversation and inconvenient dialogue that should have happened last year. But you created excuses that sounded like reasons so you don’t have to confront it. Meanwhile, productivity suffered and good employees get drained waiting for the decision from you.

You know it is time for a reset. You are the captain of the ship and the direction the ship takes is in your hands.

How are you steering?

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How long will you live?

Someone was having a debate with me about brand lifecycle the other day. I said brand doesn’t have lifecycle. Products do, of course. I think he is confused between the two. Some brands were created way before we were born. They are still here. Sure, we can manage the brands, we can revitalize them or we can reposition them. But they don’t have a lifecycle like a product lifecycle per se.

How do you manage your brand’s longevity?

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Do you think they have the time?

Brand relationships and human relationships are different. As people handling brands you need to be very cautious about this. Most consumers are your average Paul and Pauline that has a lot on their plates. They don’t have time for relationships with brands we handle. Yes, they take advantage of your vouchers, they click on the email link you sent them, they subscribe to your whatever. But that’s about it. They don’t have a relationship with you. All they want is so the job your brand needs to do and then get out of the way.

I know. Someone is going to quote me the guys that have Harley-Davidson tattoos. I don’t deny it. But these are the anomalies. They provide clues into your brand strengths and what built that loyalty. Then try to use these in increasing your consumer penetration. Not focus on building this segment of consumers. They aren’t likely to contribute much to the bottom line.

Think they really love you?

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Will they see you?

One of the earliest questions we ask prospects when they approach us about marketing and branding their product is, "How widely distributed is your product?" Unless you hit the magical number of distribution points, and this varies according to industry. You will likely have slow growth even with advertising.

Don’t overlook making your product pervasive by being convenient for your consumers to buy it. Making your product easy to find is a critical rule of success. 

Can they get you?

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Are you missing out on real potential?

There are two main ways to grow your business. One is to grow your core segment. The other is to grow outside your core segment. In many cases we have seen, C-level executives tend to overestimate their companies hold on the core segment. They have a tendency to desire the growth to come outside their core segment. Unless your company has a good grasp of the core segment, it is better to one strengthen it before venturing out. Secondly, even if your company has a good grasp, accelerate it. This is your base and your base should never be allowed to weaken. You can’t have a thriving business if your core is threatened.

Where should your growth come from?

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Do you need more?

The fear of missing out is making you pay attention to everything. It sucks time from you that you don’t have to begin with. It increases your stress trying to “catch-up” to seemingly important things which are irrelevant. It confuses your decision-making because you are mixing signals with noise and over time you don’t know how to differentiate them anymore.

Can you do with less?

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Are you ready to defend your opinion?

Generally, when someone says “I am entitled to my opinion”, they usually mean “I am not convinced by your argument” or worse “I am not willing to listen to yours.” Yes, you are entitled to your opinion. But because you open your mouth to voice yours, then you open up the right for someone else to voice theirs. The way I see it, the moment you voice your opinion you carry the moral obligation to listen to the counter argument and argue your case and you give up the right to use the statement “I am entitled to my opinion.” Of course, you are, that is why you are getting an alternative argument. People who debate well, do not use the statement “I am entitled to my opinion.” They just argue their case.

Can you argue your case well?

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Is it ready?

Avoid establishing your own framework too early without understanding the core principles that governs the field. Then avoid contorting any information you have into your ill-conceived framework. You will end up with the wrong diagnosis. Because you created the framework, you will have a tendency not to want to change it even though the premise that you built the framework has changed.

Take time to read the five to ten seminal books in the field. Learn them up by hard. Then synthesize them. Play around with them as you develop your own framework. But bear in mind that it is a prototype. Not the final. Keep testing and keep refining. Then remind yourself that even after you have decided that it is robust to be used, it can and must be updated from time to time.

How do you know it is ready?

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Do you work smart?

Generally, people tend to group themselves into either the work hard or work smart group. You don’t need to choose either. You can choose both. If you choose to work smart and work hard at the same time, imagine the number of people you can surpass.

How hard are you willing to work?

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Is it that simple?

The people that you envy for all the luck that they have prepared themselves. They did the hard work of working hard. They did the hard work of turning up even on days that didn’t make sense in turning up. They endured the sniggers, they questioned themselves. They kept their embarrassments to themselves.

Then they made it big and you said they have all the luck.

What did they have to do?
 
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