Professional Documents
Culture Documents
So where is your starting point? You may be a totally blank canvas because your
prospect has never heard of your company. This can be a good thing because you
now have the opportunity to position your organization in a fresh way. Perhaps the
marketplace has a negative or misinformed image of you, in which case you have
some remedial work to do. And if you are very fortunate, you already occupy the
position you want, and your job is to propagate and reinforce your brand.
Whenever possible, I urge my clients to avoid the perception that they are a
commodity provider. A commodity provider is one where there is no real advantage
in terms of the product, service, etc., and where the
prospect tends to evaluate you primarily on pricing, “I cannot overstate the
terms, and so forth. The alternative to being positioned importance of having
on a commodity basis is to create a perception of
differentiation. a clear, compelling and
differentiated brand.”
I discuss a number of ways to accomplish a
differentiation strategy below. You will know that you have successfully branded your
organization and articulated your differentiation when you are not in bidding wars
for every piece of business. In fact, if you brand yourself successfully (and accurately),
you may find that you can generate business where there is no competition, or only
token competition. You will also find that you have less pricing pressure and are able
to maintain decent margins. But this is true only if you find ways to differentiate
yourself that are truly valued by your customers – enough so that they are willing to
pay a fair price for the privilege of doing business with you.
Step Two: Follow These Critical Branding Principles
Let’s jump from the “why to” discussion to the “how to.” Regardless of your current
scenario, you should follow these six branding principles:
By the way, our brand at Fusion Marketing Partners is “Creating Unstoppable B2B
Marketing and Sales Machines.” This is what we say and this is what we do.
Step Three: Grab the High Ground
Any competent military commander will tell you that it is usually better to be
positioned on higher ground than your enemy because it is much harder to attack
uphill and it is easier to inflict pain upon your enemy from a higher position. This
is just as true whether your competition is wearing combat fatigues or office attire.
In the world of B2B marketing and sales, failure to grab the high ground won’t lead
to your physical death but it can lead to the death of your company’s revenue plan,
profit margin and aspirations.
So, what does it mean to hold the high ground in a B2B marketing and sales
context? From a big picture perspective, it means that
you hold the leadership position in the marketplace “Developing a brand
for whatever it is that you do. This does not mean that promise is a tough
you have to be the Microsoft of the computer software
industry or the Toyota of the automobile industry exercise…”
(sorry GM). Most of the time, your high ground will be
something a lot more specific and defensible. Every company has (or should have)
its unique value proposition that is expressed in terms of a brand promise that is
differentiated from every other company’s brand promise.
I sometimes refer to a company’s brand as its “brand promise” because a good brand
contains a promise of one or more major benefits. A successful brand promise is
not just a clever slogan that your marketing department dreams up but rather the
foundation upon which your business is built. It impacts each department and
every employee should know the brand promise and be able to explain it succinctly
and compellingly. If your people don’t feel and accept the brand promise in their
guts and are not able to rationalize it logically, you will never sell it to the outside
world. The brand promise must have absolute believability and it must be based on a
genuine marketplace need that will drive profitable revenue.
Developing a brand promise is a tough exercise and you may have several stops and
starts. But once you are able to articulate the brand promise internally and externally,
and use it as the basis for every marketing initiative, selling becomes much easier and
you will be able to close a larger percentage of deals.
At Fusion Marketing Partners, we are occasionally asked to carry out programs that
are not based on a clearly defined and differentiated brand promise – in other words,
to fight the competition from a position of weakness (the low ground). I urge our
clients to allow us to help them discover and articulate exactly how they are different
and superior to everyone else in the marketplace. Then we are fighting from a
position of strength. Then we are holding the high ground.
Step Four: Develop a Successful Branding/Positioning Strategy
The first step in developing a branding and positioning strategy is to determine your
starting point through a series of nine questions:
You should answer each of these nine branding/positioning questions in the context
of overall corporate objectives, such as profit, return on investment (ROI), levels of
financial risk desired, new technologies, and so forth. Note also that the questions are
fairly general in nature and are intended to provide the framework in which you can
develop the best possible creative strategy.
The output of this process will be a branding and positioning statement, which can
be as short as one sentence or as long as a paragraph. Do not attempt to develop the
creative strategy until you have complete agreement on the branding and positioning
statement from all concerned individuals, including marketing, sales, research,
customer service, and finance and administration.
Step Five: Select a Branding and Positioning Model
Following are examples of the different ways that an organization can be positioned. I
am not suggesting that your brand will necessarily follow one of these models but the
list will give you a starting point for consideration.
arm and Fuzzy. A warm and fuzzy company builds a great deal
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of trust with the public and can therefore command premium
prices. Examples in the consumer arena include Nordstrom and
Maytag. Warm and fuzzy companies must earn this designation
over time, and it can be reinforced, but not created, by
advertising.
astest. Even if you’re not the best, you can appeal to those who
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need immediate service. Distribution will be a big factor in
marketing, as consumers shift dollars away from retail and toward
electronic media channels. Federal Express is probably the best
example of a company which was both first and fastest (with its
overnight delivery service).
Regardless of which of these positioning models you choose, or if you adopt one
that is not on the list, you must present it to the consumer in a very clear and simple
manner. It should also be focused and consistent, since it is difficult to sell more than
one concept at a time.
Step Six: Build Your Brand from the Inside Out
Lon Hendrickson, President of AlphaBrands, is a noted expert on branding and
positioning. The following section is excerpted from his excellent white paper titled
Successful Brand Development. I think you will find that this reinforces what I said
about the brand promise earlier in this paper.
As we have learned, a brand is more than just a catchy logo chosen on a whim. Your
brand represents your company, product, or service on multiple levels—emotional,
cultural, and rational. A brand no longer represents just your product or service. Now
it is also linked to your labor practices, environmental policies, business alliances,
customer service and quality.
Your brand encompasses the entire spectrum of your company, from its outward
appearance to its internal structure. This reality points out two distinctly different
areas of brand impact on your business: outward, market-facing impact and inward,
internal impact. Market leaders know that great brands are built from the inside
out—let’s take a look at what that means for you.
Internally, when you align your organization, operations, and culture around
your brand it becomes a powerful performance driver. Living up to your brand
values internally brings your brand to life for the marketplace. Effective internal
branding will:
When employees understand and accept that the values are genuine, they can align
their attitudes and behavior to the brand values. Here are several ways you can bring
the power of internal branding to your organization:
The only way to create and sustain a great brand is to work from the inside out,
with everyone across the organization pulling together to reach a common goal and
make your brand promises real. Branding makes a difference in the success of your
business—inside and out!
Even when you are not in a position to out-spend or out-market your competitors,
you can still reap the benefits delivered by creating and sustaining internal focus,
clarity of purpose and alignment of goals.
Summary: hen it comes to branding, you can’t spend too much time or
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attention. Take the process seriously and involve key constituents
such as your employees, customers, and partners. Find a unique
niche that is based on your genuine strengths. Make sure that
your brand promise is compelling, differentiated and sustainable.
Make sure that all your outbound communications reflect your
branding statement. And finally, good brands will stand the test
of time, so resist the urge to change your branding unless it is
absolutely necessary.