Tuesday, June 30, 2009

Six Rules for Brand Revitalization

In a recent post on AdvertisingAge, Larry Light, author of "Six Rules for Brand Revitalization: Learn How Companies Like McDonald's Can Re-Energize Their Brands" and global CMO of McDonald's from 2002 to 2005, teaches us about how McDonald was able to revitalize their brand following 6 simple rules. His catchy phrase confirms what I've been preaching for the past few years; small and mid-sized players have a tremendous advantage in size over bigger entities by their ability to reposition themselves fast. To quote his own words: "McDonald's Did It, and You Can Too".

Rule 1: Refocus the organization
"Refocusing the organization begins with redefining the brand and business purpose and goals. The brand purpose should be aspirational. At McDonald's, where I held the post of global CMO, we defined the long-term ambition "to be our customer's favorite place and way to eat and drink." For the first three years, the primary focus was on becoming the "favorite place and way to eat." As Jim Cantalupo, McDonald's CEO, liked to say, we would "be bigger by being better." How would we accomplish that?"

Rule 2: Restore brand relevance
"The brand promise is an articulation of the relevant and differentiating experience that the brand will deliver to every customer, every time. Brand revitalization means defining where you want the brand to be and then deciding how to get there.

Over the years, the essence of the McDonald's brand was the perception that it was an affordable, convenient brand for families with kids. There were those who said that equity could not and should not be changed. But McDonald's set out to change people's perceptions and go from appealing to the child in your heart to appealing to those with a young-adult spirit at heart."

Rule 3: Reinvent the brand experience
"To revitalize a brand, we need to bring the redefined brand promise to life. This is what the five action P's are all about. The five action P's are people, product, place, price and promotion.

People come first. Building employee commitment to the new direction, employee confidence, and organizational and employee capabilities are critical factors that influence future success.

And it's imperative to inspire those in the organization to believe that the new brand future will happen and that they can help. At McDonald's a new on-boarding communication was created called "Learnin' it. Livin' it. Lovin' it."

Product is the next P. Products and services are the tangible evidence of the truth of the promise. When we redefine the promise, product and service renovation and innovation are imperative.

A disciplined approach to brand extension can revitalize and strengthen a brand. McDonald's extended its product range to include products such as salads, yogurt parfaits and coffee. The Crest revitalizations included extensions beyond cavity prevention to include tartar control, whitening, breath freshening, dental floss, mouthwash, tooth whiteners and toothbrushes.

The place is the face of the brand. Whether a store, a website, a retail display, a kiosk or wherever the "place" may be, the experience must be consistent with the intended brand direction. For example, McDonald's embarked on a very ambitious retail reimaging program. It also updated the brand website.

Price comes next. The launch of the McDonald's Dollar Menu created an everyday-low-price list of items and enabled the brand to significantly reduce marketing emphasis on on-and-off discounting. Overemphasis on deals and discounts builds deal loyalty rather real loyalty.

Promotion comes next. In September 2003, a new global campaign was launched in 119 countries. The common signature theme was "I'm lovin' it," supported by a distinctive set of five musical notes. The character of the communications was designed to reflect the new young-adult spirit of the brand. The following year, McDonald's adopted its first global packaging approach. It's the longest-running theme in the history of the brand.

Whether advertising, special events, public relations, online, cause marketing, sponsorships, Olympics, World Cup or other forms of communication, the goal was to be consistent with the new McDonald's brand promise. Disconnected, monthly promotional messages and tactics destroy brands."

Rule 4: Reinforce a results culture
"Measuring and managing performance is the eighth P. The McDonald's Plan to Win included three-year, measurable milestones.

Creating a results culture means it is important to produce the right results the right way. A balanced brand-business scorecard should include measurable elements such as brand familiarity, brand reputation, employee pride, customer-perceived value, brand loyalty, sales, share and profit."

Rule 5: Rebuild brand trust

"In this skeptical, demanding, uncertain world, trust is a must. As part of revitalizing a brand, rebuilding trust is critical. Investment in rebuilding trust is an important, challenging marketing imperative. There is demand for more openness, more social responsibility and more integrity. Over the years McDonald's invested in building trust -- Ronald McDonald House, environmental responsibility, commitment to employee diversity, local community activities. As the concern with healthful living has grown, so has McDonald's commitment to providing appropriate choices -- for example, salads, apple slices, yogurt parfait, water, juices and milk."

Rule 6: Realize global alignment
"The power of alignment is awesome. During brand revitalization, we often talk about the need to get everyone on the same page. But we rarely, if ever, define the page we want everyone to be on. That's the purpose of the one-page Plan to Win, the one-page document that summarizes the eight P's and the desired outcomes."

Despite of all the controversy and bad publicity about unhealthy eating habits, McDonald's today success is the living proof that "Brands do not die natural deaths. However, brands can be murdered through mismanagement" as he quotes. "Brand revitalization needs the courage and perspective of strong leaders", ...and can be achieved.

Evaluating the creative work you receive

As promised, here it is. This is a quick checklist that allows you to evaluate creative work. Agencies usually use such system but very few freelancers do. This is a useful tool so use it, and don't be intimidated when it comes the time to re question somebody's work. Have Fun!


o Is central to creative concept.
o Is correctly shown/explained
o Its benefits/features (uniqueness) are properly emphasized
o The way it is shown reinforces established positioning and customer perception.
o Logos/trademarks/names/intellectual properties are treated correctly.
o Other product/services could not be easily substituted within this creative

Creative Approach:

o Is uniqueness/unusual to the product/service.
o Is attention getting
o Fits tone/style of the product/service
o Fits tone/style of the client/organization
o Complements other media.
o Addresses primary interests of reader/viewers.
o Has inherent interest or story appeal; is not merely decorative or explanatory.
o Directs readers/viewers attention to what’s most important about the product/service.
o Is memorable
o Is believable
o Is persuasive.
o Appears stylish and contemporary.
o Encourage further action by readers/viewers.
o Provides means for contacting/next step.
o Has staying power (is not quickly outdated)

Shop Standards

o Can be produced within time and budget constraints.
o Presentation materials are organized and professional.
o Presentation has been gone over/rehearsed.

Clear Objectives

• Primary objectives:
• Is addressed by:

Secondary objective:

• Is addressed by:
• Other Considerations


o Okay as is.
o Needs further Refinement:

Thursday, June 4, 2009

The things you should know about advertising agencies... even yours

In a recent post on Advertising Age named "Agencies Should Be Defined by What They Know, Not What They Make", Phil Johnson re-opens an old debate about the issues the advertising world is facing and the true value agencies can bring.

"At their best, advertising agencies grasp the magic of how people communicate with each other. At their best, agencies operate on the front lines of the communications world and harness the forces of culture and society to help their clients influence perceptions and behaviors. At their best, agencies lead their clients through changes in communications technologies, figuring out the most appropriate marketing strategies.

At their worst, agencies get fixated on creating stuff, whether it is an ad, a website or a Twitter feed.

When this happens, clients usually get copycat campaigns that don't connect with the most important communication innovations of the day. Besides turning advertising into a commodity with commodity pricing, this focus on the output also leads to a lot of artificial distinctions between traditional advertising, digital agencies and everything in between. Agencies become defined by what they make instead of by the truths they know. "

It's funny how it seems to be a consensus among the industry. I hate to admit it because I love the advertising world but even Paul Arden, probably among the most prolific creative director England ever came up with agrees. In one of his book, Arden writes: "Creative people in order to justify their salary, they need to be seen to have clever ideas. In their need to prove their worth, creative people often produce work which on the surface appear to be clever but with little substance. ...Never put cleverness in front of your communication.

I was always the one saying do not try to win awards. Like Charles Yves said, awards are no more than the badge of mediocrity. Awards are judges in committee, by consensus of what is in fashion. Most advertising people will tell you 90% of advertising inspiration comes from other advertising. You'll see the same books in every advertising agency... Too many times creative are just looking for something new to copy."

Even with that being said, there's light at the end of the tunnel. Johnson concludes his post by sharing his vision of what advertising should be which I couldn't agree more with, as a lot of my pals in the business: "My conviction is that advertising agencies should become a community full of intellectually curious people. The more social and intellectual and technical diversity we can cultivate the better. I think that agencies should reflect and act on the important events and trends of the day. Clients should feel compelled to work with a given agency because they hold the keys to the mysteries of how people communicate with each other. Agencies should be valued for their ability to open the door to the world in which our clients want to engage. Agencies that deliver on that promise will always be relevant."

In my next article, I will educate you on evaluating the creative work you get.