Thursday, July 23, 2026

Has the Well of Marketing Ideas Run Dry?

 


I was scanning the Internet today to identify any new out-of-the-box marketing strategies and tactics. I am thinking that the well for innovative marketing strategies and tactics may have run dry. Why? Because everything I am seeing either isn't innovative or is something I wrote about as long as a decade or two ago.  Here is a list of what I found. You tell me if you think some of these are new or innovative. But whether they are new or innovative or not, they are a good list of basic marketing strategies and tactics that could work for your brand.
  • brand repositioning
  • social media mastery
  • shoppable social posts
  • loyalty programs with gamification
  • immersive and experiential marketing
  • guerrilla marketing
  • sensory branding
  • scratch-and-sniff marketing materials
  • neuromarketing
  • AI-powered personalization and automation
  • voice search and smart-speaker optimization
  • hyper-personalization at scale
  • purpose-driven branding
  • producing, hosting and broadcasting events
  • interactive content
  • influencer marketing
  • use of videos
  • short-form video marketing
  • long-form videos
  • create deep-dive content
  • personalized email marketing
  • augmented reality for immersive experiences
  • strategic brand partnerships
  • strategic retargeting
  • product customization
  • virtual pop-up store
  • interactive storytelling with choose your own adventure
  • gamified rewards and challenges
  • contests and giveaways
  • brand photo contests
  • frequently asked questions
  • community-led growth
  • humorous roasts of competitors and customers
  • self-roasts on Tik Tok
  • user-generated content
  • loyalty programs
  • referral programs
  • seasonal campaigns
  • virtual events
  • case studies
  • customer testimonials
  • tie marketing to trends and holidays
  • go live on Facebook
  • get an assist from Messenger chatbots
  • storytelling
  • use humor
  • teach people something useful
  • create a channel trailer all about you
  • host an X roundtable
  • buy a branded hashtag emoji 
  • run a Tik Tok ad
  • podcasts
  • guest posts and guest blogging
  • promote content with a listicle video
  • provide discounts and special offers to followers
  • periodic giveaways
  • hold an online workshop
  • host a trivia night
  • provide live tutorials
  • street art
  • project your brand (with a literal projector) on buildings and in public spaces
  • turn up where you are least expected
  • outdoor advertising
  • create thought leadership
  • online courses
  • write a book
  • absurd publicity stunts
  • newsletters
  • create a catchy song about your brand - AI generate it
  • implement and publicize sustainable and eco-friendly business practices
  • localized marketing
  • behind-the-scenes brand tours
  • interactive polls and Q&A sessions

Thursday, June 11, 2026

Mission, Vision, Values Revisited

 


I spent a career helping organizations and their leadership teams come to consensus on their brand's positioning (target customer, brand essence, brand promise, reasons to believe, brand personality and brand archetype). I worked with organizational brands more than product brands, and what I discovered in the process is that many organizations needed work on their mission, vision and values before pursuing the brand positioning process. So, I began conducting mission, vision, values workshops. I could do a separate post on just mission and vision. But today I want to focus on values. 

Most organizations list their values as individual words that are then often amplified by a terse description. However, I found that most organizations pick from a small number of what I would characterize as standard values: leadership, innovation, quality, diversity, excellence, hard work, integrity, collaboration, accountability, continuous improvement, teamwork, flexibility, social responsibility, professionalism, etc. Frankly, this seems to be pro forma and does not communicate passion for the values. 

This is when I started working with organizations to craft their values as "We believe..." statements instead. This has made a huge difference.  These statements are much more powerful and very motivating for employees and customers alike. 

I am going to provide you with one example of this. I was on Writers & Books board of directors for eighteen years, serving as its board president for two years. Writers & Books is a Rochester, NY | Finger Lakes community literary organization, promoting reading and writing as lifelong pursuits. During my stint on the board, I led the board and staff to create a new mission, vision and values statement. It is one of my all-time favorite examples of this. Admittedly, we spent months on it and the participants were all avid readers, writers and wordsmiths. But here it is. I think you would agree with me that the statement, and especially the values, gives you a strong sense of the organization and is emotionally compelling.

Writers & Books Mission, Vision & Values

Mission:
  • Writers & Books promotes reading and writing as lifelong activities for people of all ages and backgrounds to enrich their lives and the intellectual, social and cultural vibrancy of their communities.
Vision:
  • To be a leading resource that celebrates diverse voices and fosters thriving communities of readers and writers.
Values:

We believe...
  • In the power and importance of the written word.
  • In celebrating the value of the written word both as a communication tool and as an art form.
  • That storytelling is a vital aspect of human experience that unifies humanity.
  • That reading builds empathy and brings people together.
  • In creating a safe space for voices of all backgrounds, beliefs, origins and abilities.
  • In engaging children and youth to have a lifelong passion for literature.

I would encourage every organization to craft their values not as individual words but as "We believe..." statements.

Tuesday, June 9, 2026

A Startup Founder’s Perspective on Building A Brand

 


Guest Post - Jason Bunnell, founder of FLX Music


I was sitting in a Starbucks about 15 years ago about to meet a young woman at Sabre (the then parent company of Travelocity and IGoUGo) who was a designer in the Marketing department. We were meeting to talk about a side project I was about to launch. After being laid off with a significant portion of the Sabre staff before a hedge fund re-IPOed the company, this would turn into a full time startup that I recently resumed in the Finger Lakes as the FLX Music Group. 


Natasha Sanchez was in a totally different department working in a completely separate location of our office building. We only met by chance, but I asked to meet her at Starbucks because building a brand was completely foreign to me. At this stage of my career, I had been entirely focused on Finance. The creative aspects of Marketing were as unknown to me as the native language of Myanmar. This was one of the most eye-opening marketing related conversations I had had since taking marketing classes in college.


After describing the project turned startup concept, she asked me to “describe how this brand should make you feel.” What was she talking about? “Well, how do you want your customers and users to feel about the product?” I did not see how any of this really mattered.


If you have ever watched HBO’s Silicon Valley, this was exactly what Thomas Middleditch’s character Richard Hendricks was thinking when he met with the designer to help design his box. In that episode, Richard meets with a designer who starts by asking if the box was an animal, what animal would it be. What!?!? Richard leaves the designer saying, “Just make me a box! I don’t care.” Richard later recalls the conversation with his other developer co-founders and they all dismiss the design project as a waste of time, but then they all suggest what animal they think best represents the project and none agree. The importance of design was starting to register with Richard. Later when meeting with the designer to see his prototype, it is just a plain black box. “This is just a black box! I thought you were going to design something. Take some pride in your work for God’s sake!” 


I left that meeting with Natasha with a list of questions: What can I learn from my favorite brands that can be applied to this startup? How does FLX Music make me feel? How do I want customers and users to relate to this brand? It was one of the more overwhelming exercises in the early stages of my startup experience. 


The first attempt at this startup failed. After moving to the Finger Lakes to help my Dad run several of his businesses, I decided to revise the concept, this time with a slightly different premise and with the name FLX Music. I liked the brands SubPop and Digg and felt they achieved, from a branding perspective, what I wanted to accomplish: a short name, a modern feel, and they were both smaller, scrappier brands. I wanted the brand to give users a sense of adventure and feel excited about what they could do in the Finger Lakes region. I wanted customers and users to feel this regional brand was more accessible and ethical than some of the larger national equivalents like Spotify and TripAdvisor. 


The first version was actually FLX Radio. Dresden Engle, the founder of one of Rochester’s leading PR firms, pointed out that “radio” probably didn’t convey what it used to. Later, when asking two interns about the work they had done and comparing our product to radio, they both sheepishly admitted they had never actually listened to the radio. This was a huge surprise to me, maybe showing my age. Later, when recounting this to a friend, he pointed out that streaming had been out for 20+ years and students in their early twenties had grown up with music streaming. Honestly, Dresden’s recommendation did not click until then. So I updated the name to FLX Music. 


I then worked with 99designs. They ran a competition where several designers contributed designs until I had one that I thought was perfect. The logo, which you can see above, has a music note with wifi waves coming off to the right. “FLX,” the common abbreviation for the Finger Lakes, is big and bold and “music” has a tech-like modern feel, similar to Digg. I am really proud of it and have gotten great feedback. 


Branding for a new startup can be challenging, particularly for someone who would not label himself as a creative type, but clearly this can be one of the most important early decisions for a startup as it shapes your customers' and users' view of the business. It is important to get right and getting input from creatives is critical to a brands success and ability to connect with their target audience. 

Wednesday, May 27, 2026

Unusual & Eclectic Blog Posts Over Time


Today, I thought I would share some of the more obscure, interesting or unusual blog posts out of the 725 posts on BrandingStrategySource.com. Here they are for your reading pleasure:

You can also search topics in the upper left hand corner of the blog window. Topics include brand management, brand strategy, brand differentiation, brand positioning, brand equity measurement, brand research, brand identity, tribal branding, marketing strategies and tactics, digital marketing, social media marketing, marketing for business founders and startups, place branding, college and university branding, PR, publicity stunts, and any other brand management or marketing topic you can think of. You can also search by brand name. I have referenced over 200 brands in these blog posts so pick a brand in which you are interested and search on it to see if I have written about it in a blog post. 

Finally, here is the post that summarizes what I can say to date about brand management and marketing:  My Thoughts on Marketing After 40 Years of Working With Over 250 Brands.

Thursday, May 21, 2026

50 Ways to Increase Revenues

 


In my other posts, I have explained many ways that one can increase sales through a wide variety of marketing strategies and tactics. In this post, I will focus on other ways to increase revenues.

Here are some approaches to consider:
  1. Explore new markets and market segments for your existing products and services
  2. Explore new, different uses for your products or services
  3. Explore different distribution channels for your products or services
  4. Explore geographic expansion for your products and services
  5. Offer your products or services in different quantities or amounts
  6. Create single use and multiple use versions of your product
  7. Offer your product in different sizes or colors
  8. Bundle or unbundle your products or services
  9. Suggest add-on sales to the purchased product or service
  10. Offer complementary products or services
  11. Create variations of your current products and services
  12. Charge for technical support
  13. Adopt a subscription model
  14. Charge a set-up fee for complex products
  15. Offer training for a fee
  16. Develop and sell new related products based on rigorous customer research
  17. Partner with a non-competing organization to share customer lists and marketing expenses - cross-promote and co-market your products with them
  18. If your product can become an "ingredient product," sell it as an add-on or component of another organization's product
  19. License your product through third parties
  20. Move up or down the the price spectrum, inviting higher-end or lower-end customers
  21. Identify opportunities for upselling
  22. Pursue circular entrepreneurship, creating sustainability and multiple revenue streams
  23. Explore ways to add value to and charge a related fee to your suppliers and business partners
  24. License the technology underpinning your product, while still selling your products separately
  25. Offer customized products and services for an additional fee
  26. Offer personalized products and services for an additional fee
  27. Add highly stylized products to your product range - focus on in-demand designs or styles
  28. Offer concierge-level services for an additional fee
  29. Offer your products as private-label in addition to selling them under your brand name
  30. Rent or lease unused spaces or resources
  31. Create a timeshare program
  32. Add a program element or special ingredient to make your product or service unique
  33. Tie your products or services to different types of events
  34. Identify and work with as many strategic partners as possible
  35. Set up a franchise model for your product or service
  36. Partner with trade associations
  37. Pursue a tiered pricing model
  38. Pursue price segmentation
  39. Create high-end packaging to increase perceived value and charge a premium price
  40. If your product or service is building a database, consider selling the information from that database as a separate revenue stream
  41. Create a customer tribe, club or community
  42. Create customer loyalty programs
  43. Start a customer referral program
  44. Offer volume price incentives
  45. Offer as many forms of payment as possible, make payment easy
  46. Offer delayed payment plans
  47. Be available for purchase 24/7
  48. Educate the customer about new or additional additional product uses
  49. Help the customer to form a habit around product usage
  50. Turn your brand into a self-expressive brand - this is also known as "brand as a badge"

Wednesday, May 6, 2026

Focus Groups to Determine Brand Messaging

 


Often brand messaging can be more difficult than one might imagine, especially for larger organizations that offer a myriad of products or services that appeal to different customer groups. And functional benefits may not be the most powerful things to promote to stimulate purchase and especially repeat purchase and brand loyalty. Often, it is shared values and emotional, experiential or self-expressive benefits that have the most power to motivate purchase decisions.

So, if the objective is to determine the optimal brand positioning and messaging, especially succinct and powerful messaging, the focus groups should include a discussion of the following:

  • Customer beliefs, attitudes, values, anxieties, hopes, fears, motivations and behaviors
  • How purchase decisions are made
  • What other product or services, if any, they considered in the purchase decision
  • What the purchase experience was like
  • What the product or service usage experience was like
  • Asking them how they felt while using the brand's products or services
  • Talking about the brand as if it were a person, identifying the adjectives that best define the brand
  • Identifying what they believe the brand's values are
  • Perceived relevance of the brand and its products or services
  • The need that led to considering the brand
  • Asking them to use only one word to describe the brand
  • Asking them how they would sell the brand to someone who was unfamiliar with the brand
  • Asking them what the most important things about the brand are to them
Another insightful question to ask would be, "What would the world miss most if the brand ceased to exist?"

Usually, you would want to talk with loyal customers, new customers and customers who have walked away from the brand after having purchased its products and services previously.

This will lead you to a potent motivating unique value proposition and messaging for the brand. 

Did you notice that I did not include questions about the product's or service's functions and features? While this might become part of the discussion, these are rarely the things that sell the brand. 

I wish you great success in gaining insight into customer's motivations for purchasing your brand's products and services.

Tuesday, April 21, 2026

34 Heritage - Failed Customer Service


This is a cautionary tale of what poor customer service can lead to. 

I first bought a pair of 34 Heritage jeans from a men's clothing boutique in Portland, ME. The jeans were dressy and fit well. I loved them. They became my favorite jeans brand. Since then, I have purchased a couple more pair of jeans from the same men's clothing store via telephone orders. After that, I began purchasing them directly from 34 Heritage. Recently, I purchased two different pair of navy dress jeans. When they arrived, one pair was correct but the other pair was a washed out light blue casual pair of jeans, something that I would not wear. I immediately wrote 34 Heritage to make them aware of their shipping error. We exchanged email messages for about a week but ultimately, they would not exchange the jeans because I had cut the tags off the jeans, something in retrospect I would have been wise not to have done. I understand that 34 Heritage might have a process that guards against potentially fraudulent exchanges, however it was clear that the customer service representative thought I was lying throughout the customer service process. That was apparent in her written responses, which were curt, unfriendly and even sarcastic.  

It didn't bother me as much that they would not exchange the pants shipped in error for the ones I ordered, but rather that they would not own up to their mistake, but instead accuse me of lying.

I can understand that not every company lives by the philosophy "the customer is always right." But not to accommodate me in any way and to be curt with me in writing when I was only trying to report a shipping error is inexcusable. I would have been a lifetime customer, but my patronage of their brand has now ended. If they had accepted the return they would have seen that the light blue jeans had never been worn and they would not have been out any money at all (well, except for shipping and restocking, but that would have been a result of their error). And, most importantly, they would have kept me as a satisfied customer.

The lifetime value of any satisfied customer can add up to a significant amount. And, in my case, because I have a substantial online presence and audience, this story could have a multiplier effect on lost revenues for them. It is a shame that 34 Heritage did not handle this differently. But these types of customer service experiences happen all too often with so many different brands. One failed touch point can have more of a negative effect than one might imagine. I personally believe that every brand's operating philosophy should be "the customer is always right." And customers and potential customers should always be treated with great respect. This helps build a strong brand franchise. Ultimately, the emotional connection to brands results from the quality of interaction at each point of customer contact with those brands. And when errors are made, quick and satisfying recoveries are essential. 

Other blog posts on customer service:

Thursday, March 5, 2026

Trade Show Marketing

 


Often, trade shows are one of the most effective ways for B2B brands to build brand awareness and market and sell their products and services. Quite often, trade shows are associated with a trade publication or professional association. Creating strong alliances with these publications and organizations can help you in trade show marketing. 

If you are a startup and have few financial resources to participate in a trade show, often just attending, networking, passing out your business cards and gathering contact information from potential customers is the least expensive option for connecting with and beginning conversations with potential customers. If you have enough financial resources, you should consider paying for a booth on the trade show floor. At a minimum, you will need a table and table skirt, a retractable trade show banner, simple fact sheets/brochures and business cards. These can be quite inexpensive, however you can pay for much more elaborate display components. 

The most important thing to do at a trade show is to have conversations with potential customers and collect their business cards. Now days, as a trade show exhibitor, you will either receive a list of trade show attendees and their contact information or you can scan that off of their trade show IDs. If you still need to collect their information, you can do that by collecting their business cards or entering their information on a laptop computer. You can also set up the laptop computer so that they can enter their own information. Often, an incentive for collecting contact information can be helpful. Incentives can range from food/snacks, photos with celebrities (expensive), branded promotional giveaway items or free product trials. Make sure you have thought through the best way to collect all relevant customer information at the show well before the show.

If you cannot afford a booth (or even if you can), another strategy is to sponsor a happy hour at a nearby bar, restaurant or hotel the evening before the trade show begins. You would invite potential customers to that happy hour. You could offer one drink for free, or depending on your budget, have an open bar. Make sure as many sales people from your company attend as possible so that they can "work the crowd." It is usually cheaper to hold the happy hour at a venue other than the trade show hotel or hotels as their charges will almost always be higher. 

If your company has significant marketing resources, it could hold the happy hour on a boat, on which the attendees are a captive audience for a couple of hours. Twilight or evening cruises tend to attract a larger number of people. 

Having a speaking spot at the trade show or conference can be very helpful. However, those spots almost always require an extra payment. It is best to have one of your very satisfied customers speak on your company's behalf. And it is always better if the talk is about a topic of general interest, such as a new industry development, how to best use AI in the industry or some similar topic. But the talk should also convey your company's unique value proposition.

Some conventions and trade shows offer cyber cafes for the convenience of the attendees. You company can sponsor the cyber cafe. 

Another strategy, if you really want to "own" the trade show is for your company to offer the organization producing the trade show a parallel users conference produced by your company with a number of workshops led by industry experts, thought leaders, consultants and influencers. Usually, these people will jump at a chance to have an audience with people at the trade show. 

To promote your company during the show, you can purchase outdoor advertising space during the period of the show near the hotels and convention center at which the trade show is being held and along the highways from the airport to the hotels and convention center. 

You can also purchase advertising on hotel room television sets at the trade show hotels and you can pay to have branded door hangers placed on hotel room doors. 

You trade show presence should achieve one or more of these goals: (1) build brand awareness, (2) identify potential customers, (3) begin to create a relationship with potential customers, (4) collect potential customer contact information and (5) sell products at the show. 

If your primary goal is to sell products at the show itself, you should offer a special trade show price discount to motivate immediate purchase. 

Before the show, you should identify your top prospects so that you can schedule meetings with them ahead of time, send them special invitations to your happy hour or booth or at least make sure you connect with them at the show. If they are your most important prospects, you might also invite them to dinner at an upscale restaurant before or after the show.

Whether you are a startup with few funds or a large corporation with a huge marketing budget, attending carefully selected trade shows and conferences should be a part of your marketing plans, especially if you are a B2B company. It has been my experience that having a significant presence at a large national show is better than participating in numerous local shows. I would concentrate my marketing funds on the large national show rather than diluting them across dozens of local shows.

As salespeople, you know that if you have made a potential customer contact at the show that you suggest a next step or call to action with each prospect that you meet.

A final thing about contacts made at trade shows is that they can be entered into your company's CRM system and tracked throughout the sales funnel process to determine trade show ROI, something that chief marketing officers are always interested in as they justify their marketing spend to CEO and CFOs.  It will also help determine which shows are most and least productive, leading to reallocation of marketing dollars across shows. 

I wish you great success with your trade show marketing.



Monday, February 16, 2026

Vehicle Wrapping and Road Signs

Vehicle wrapping results in constant advertising as the vehicle drives around town, on the highways and throughout the country. Wrap company-owned vehicles or pay to wrap busses. The wrap can include compelling visuals, the company's unique value proposition, URLs, telephone numbers and QR codes. You can wrap the sides and back of the vehicle and even the roof of the vehicle for views from the sky. All of these can increase brand awareness and product sales. 













Likewise, you can work with the federal, state or local highway departments to post road signs along busy roads and highways to increase brand awareness. Consider how often a commuter will be exposed to your brand as he or she passes it twice a day every workday.







These are just two of the innovative ways to keep your brand alive via roads and highways. I left out the more common way, via outdoor advertising, as most companies have likely considered this type of advertising as a part of their marketing mix.

I wish you added marketing success as you consider vehicle wrapping and road signs as a way to constantly make people aware of and remind them of your brand.



Thursday, February 5, 2026

Tuesday, January 6, 2026

What it takes to be a successful entrepreneur


As you may know, in addition to my brand management and marketing consulting practice, I have also been a coach to dozens of startups over the past five years. In working with business founders, I have determined that these are the most important contributors to success:

  • A great idea that adds value to a specific set of customers
  • A passion for transforming that idea into a successful business
  • Ample "customer discovery" to validate the viability of your idea
  • A belief that you can accomplish anything
  • A high tolerance for calculated risk - that does not mean that you are motivated by risk or seek it out, only that you are willing to work with risk in smart ways
  • The ability to repeatedly overcome adversity - resilience and perseverance (the ability to repeatedly "pivot")
  • Learning from failure
  • Adaptability
  • A strong work ethic
  • Decisiveness and a penchant for action
  • Ability to thrive in an unstructured environment - there are no directions, there are no hard and fast rules
  • Some level of smarts - you do not need to be a genius
  • Emotional intelligence
  • Salesmanship - the ability to tell a compelling story about your new product or service
  • A willingness to network with others - you will fail if you try to go it alone
  • No fear of asking for help
  • Along with this, an ability to seek out and gather the needed resources to succeed
  • Knowing when to switch from an emphasis on product/service development to an emphasis on business development, sales and marketing - this does not mean halting work on product/service development
  • Establishing a continuous loop of customer feedback and product/service enhancements
  • It is an added benefit if you have some financial management skills, the most important of which is cash flow management
  • It is also an added benefit, but not necessary for success (you can hire this expertise), to be a savvy marketer, understanding the target customer so well that you can think through the best messages and marketing strategies for them
  • Most successful entrepreneurs also have an ability to delay gratification - many are willing to work tirelessly with little or no pay for a period of time with the vision of one day cashing out for millions of dollars (or at least managing a very successful business well into the future)
The most important of all of these skills is a "can do" entrepreneurial mindset. As an investor in startups, I always focus on the entrepreneur and his or her mindset/skills over the idea. I would rather back an outstanding entrepreneur with a mediocre idea than a person with questionable entrepreneurial tendencies and an outstanding idea.

Having said all of this, these are some of the common problems that entrepreneurs encounter:
  • Not offering the right “value proposition,” that is, something people really want
  • Not doing enough “customer discovery,” that is, understanding customer needs and desires
  • Founder is too focused on product development vs. business development, especially when it is time to switch primary focus from the former to the latter
  • Lots of uncertainty and risk and need to change course or “pivot”
  • Access to funding/$
  • Hiring the right employees and not being afraid of firing those who don’t work out
  • “Scaling”/growing the business - investment in inventories (and marketing efforts) before sales occur is a particularly common problem in cash flow management
  • Knowing when you need to hire a professional CEO who can take the company to the next level – knowing when the leadership role has exceeded your talents and abilities.
The good news is that entrepreneurship adds value to the world in these ways. It is often enough motivation for an entrepreneur to "push through" when the times get rough.

  • Introduces new products and services
  • Creates jobs and economic growth
  • Empowers entrepreneurs to pursue their passions
  • Creates wealth for the entrepreneur and his or her investors and employees
  • Can address social issues
  • Can advance technology, which can be used in other ways

If you have thought about becoming an entrepreneur, I hope this blog post has helped you think though what it takes to be a successful entrepreneur.
 

Thursday, December 4, 2025

My Thoughts on Marketing After 40 Years of Working with Over 250 Brands

I have had a long career as a marketer. I have worked with Fortune 100 companies, pre-seed startups and everything in between across almost every product and service category, B2B and B2C. This is what I have learned over the years.

  • Marketing always starts with customer insight gathered through qualitative and quantitative customer research.
  • This implies that you have identified the optimal customer market segment for your product or service.
  • Your product or service must meet an important customer need.
  • Ideally, your product or service is superior to or different from existing products or services.
  • A product or service that connects with people emotionally or experientially will fare much better than those that do not.
  • If your product or service signals something positive about its intended customer, all the better. This is referred to "brand as a badge" or a "self-expressive brand."
  • Related to this, if your brand shares important values with its intended customers, all the better.
  • The decades old advertising formula of problem/solution still works very well.
  • People tend to manage against these two scarce commodities - time and money. If your brand can save people time or money, it has an edge up on competitive brands.
  • An exception to saving customers time, is to create a purchase experience that is so entertaining, interesting or engaging that they lose all track of time. Then the purchase experience itself becomes a part of the brand's unique value proposition.
  • A brand that is available 24/7 and that ships quickly if ordered online has an advantage in the marketplace.
  • Related to this, a brand that accepts every payment method - cash, personal checks, all credit cards, Venmo, PayPal, Apple Pay, Google Pay, etc. has a distinct advantage.
  • Make shopping quick and easy. Don't ask for the same information more than once. If the customer has bought with you before, allow for autofilling the customer's information.
  • Follow up with customers who have started but not completed the online purchase process. Most online store platforms include this feature. 
  • Brands must tell a story. It could be a story about the product or service solving a specific problem or it could be a brand origin story.
  • Awareness is the cornerstone of any strong brand. If there is no awareness, the brand might as well not exist at all. The first thing a marketer must do for any brand is build awareness. 
  • Widespread distribution leads to greater awareness and greater accessibility, two key components in building customer brand insistence, loyalty and advocacy. The one exception to this is a luxury brand whose demand is based on limited access at only the most exclusive establishments. 
  • Humor often increases the effectiveness of marketing communications, but only for brands for which humor is appropriate. 
  • Every brand should now have some (or many) digital components. These include a website, Facebook page, social media presence, email marketing automation, SEO, blogs, podcasts, YouTube videos, etc.
  • Ideally, you are able to own the URL that is your brand's name followed by ".com."
  • Proactive publicity, especially what might be labeled outrageous "publicity stunts," can provide some of the best media coverage at a very low cost. 
  • Carefully crafted taglines can immediately communicate what the brand stands for and why people should be interested in the brand. The taglines should be short, pithy, memorable and carefully crafted to communicate the brand's primary "unique value proposition."
  • Trade shows and trade magazines are often the best ways to introduce and market new and existing B2B brands. There are many ways to maximize the impact of participating in a trade show. Unfortunately, that is a topic for another blog post. 
  • Whenever you can, collect a person's name and email address for future communication. This is especially true for trade show interactions with customers and potential customers. 
  • Each brand should develop and carefully manage its brand's identity system. This typically includes a name, logo or symbol, type fonts, colors and a tagline. But it can also include a scent, sound, or even a texture. 
  • Product development is a never ending task. One must always keep ahead of the competition. Product enhancements should be the result of ongoing customer discovery and feedback. 
  • The same goes for marketing strategies, tactics and campaigns. They need to evolve based on effectiveness feedback including A/B testing on different campaign concepts, subject lines, marketing copy and images. 
  • Going back to my first bullet, anyone who does not start with customer discovery and insight is not a real marketer - period!
I hope this helps in reminding you about what is important in developing good marketing. 

Thursday, August 28, 2025

Marketing Always Starts with the Customer


Over the past twenty-seven years I have helped more than 250 organizations with their marketing efforts, from Fortune 10 companies to pre-seed startups in almost every product and service category. Over those years, I have discovered one critical error that some organizations make. They start with the product or service, not with the customer and his or her needs.

Whether it is a variation on an existing product in the marketplace or an entirely new product or even a new product in a new category, one must always identify the target customer and usually also the most promising market segment within the broader customer group. Then, one must conduct customer research to better understand the customer's functional, emotional, experiential and self-expressive needs and desires as they relate to the intended new product or service. This includes understanding what product/service functions and features or brand positioning can create a unique enough value proposition so that some customers will choose the intended product or service over current offerings in the category. Further, the marketer needs to discover how much value the new function, feature or brand positioning adds to the product or service in question.  Is the enhancement compelling enough to cause product or brand switching? Is it compelling enough to charge a price that will result in an acceptable profit?

While most organizations do this required upfront research, some rely on enhancements identified by product designers or engineers. And this is often informed by personal preferences or intuition. Sometimes a person's intuition can be spot-on, but at other times, the market segment that would appreciate the new product or product enhancement is just not big enough. At other times, it is valued but not enough to result in product or brand switching or not enough to cover the additional cost associated with the new product or product enhancement. 

Further, assuming the new product or product enhancement is sufficiently valued by the target customers, then one must determine the pricing, distribution, communication and other marketing strategies that will give the new product or product enhancement the best chance of success. This too requires market research.

In summary, marketing must always start with the customer. Companies that start with the product are quite likely to underperform those that start with the customer. Having said that, some of the more successful companies can ideate product functions and features that the customer could not imagine or articulate. Smart phone features are a good example of that. However, even Apple and Samsung conduct rigorous customer research, even if just to confirm customer acceptance and adoption of those new functions and features and certainly to test and optimize user interfaces.

A boss of mine at Hallmark (sales VP) used to say this to all of his direct reports: "You only have a job and are receiving a paycheck because of our customers. Without them, Hallmark would not exist. Never forget that." 

Thursday, June 19, 2025

Marketing Strategy vs. Tactics

 

I often hear talk about the pros and cons of different graphic design or marketing automation software. Marketers also talk a lot about the mechanics of Meta ads and the pros and cons of using Instagram, TikTok and YouTube. Then there are the decisions about images, colors, subject lines and copy. While all of this is important and can make a significant difference in the effectiveness of a marketing campaign, fewer marketers first step back to thoughtfully develop the marketing objectives and strategies that these tactics will support. Here are some of the things that must be considered first:

  • Who are our primary and secondary target customers? Do we understand their motivations and behaviors well enough?
  • What is the unique value proposition that we communicating to them?
  • Is our product or brand differentiated enough from competitive offerings?
  • What is the target customer's awareness of our product or brand?
  • Is our brand even in the target customer's consideration set?
  • Are our customers emotionally attached to our brand? Are they loyal to our brand?
  • What media do these customers most rely upon?
  • Are our product, pricing, packaging and distribution strategies optimized and aligned with our brand's positioning?
  • How convenient is it for customers to find and purchase our products?
  • Does our product or brand deliver a good or outstanding value to the target customer?
  • How are we selling our products? What is our sales process? Is it working?
  • What sales barriers do we have to overcome? What concerns do we need to address?
  • How many leads are we generating?
  • How successful are we at converting those leads into sales?
  • What seems to be working?
  • What is not working as well?
  • What is the broadest marketing "toolkit" that we could potentially apply to promoting our brand and its products? Which of these tools have the potential to deliver the highest ROI?
This is just a small list of strategic considerations upon which the marketer should build a marketing plan. Some have said that a poorly defined strategy executed well will achieve better results than a well defined strategy executed poorly. Clearly the goal is to have both - a well defined strategy supported by outstanding execution. I would admonish you to complete both the strategic work and the tactical work when developing marketing plans and campaigns. 

Sunday, February 16, 2025

The Demise of the Tesla Brand

 


I had always admired Elon Musk and what he had accomplished. And I always wanted to own a Tesla car. I decided that the Model S was out of my price range, so I waited for the Model 3. I was one of the first ones to purchase a Model 3 seven years ago. And I am considering getting my next Tesla Model 3 soon. 

Having said all of this, I want to speak to the demise of the Tesla brand. Since Elon Musk funded a significant portion (at least $277 million according to one source) of Donald Trump's US presidential campaign and is now a "special government employee" leading the Department of Government Efficiency (DOGE) under Donald Trump, the Tesla brand has been under attack. 

Why? Tesla's early adopters wanted to support Tesla's EVs at least partially to combat climate change. They viewed climate change as an existential threat and purchasing a Tesla vehicle as something they could do to reduce that threat in some small way. When Elon Musk supported Donald Trump, who has denied climate change, is hostile toward Electric Vehicles (EVs) and has been quoted as saying "Drill, baby drill," Tesla's founder and his motivations became suspect and out of sync with Tesla's unique value proposition,

People then began to conjecture that Elon Musk's end game in the EV market wasn't as altruistic as it first appeared but rather a brilliant ploy to "own" the fuel supply of the growing EV market through Tesla's Supercharger network, which has now been opened up to most other EV brands. That may also be the reason he shared his EV technology with other automotive manufacturers, so that they would be able to use the same charging technology. 

Then one realizes that the Harris administration was very likely to have continued to pursue the Biden administration's investigations of and legal matters against Elon Musk's business interests, something the Trump administration would not likely do. Plus, there are numerous opportunities for increased government contracts for Elon Musk's businesses under the Trump administration.

On top of that is the impact of DOGE's draconian cost reduction measures that have shown a total disregard for functional consequence or human suffering.

Tesla stock hit a new high by the end of 2024 but has declined by 31% since then and some analysts are predicting that it could plunge another 50% over the next year or so. European sales of Tesla's are plunging from 2024 to 2025, because Europeans are tiring of Elon Musk's far right diatribes among other reasons.



California is the biggest market for Teslas in the US accounting for 35% of all Teslas sales, however Tesla's share of EVs in California dropped from 60% to 52% from 2023 to 2024. This corresponds with a double digit decrease in Tesla vehicle sales from one year to the next. And this is despite a growing EV market in California. 

Since Elon Musk's Roman salute, anti-Nazi activists have begun calling Teslas "Swasticars" and people driving Teslas have been warned that anti-Nazi activists have begun vandalizing Teslas for this reason.


Several of my friends own Teslas. Some of them are so fed up with Elon Musk that they intend to sell their Teslas and purchase other vehicle brands even though they all admit that they have been very pleased with their Teslas. Country music star Sheryl Crow announced on Instagram that she had sold her Tesla to protest Elon Musk's involvement in President Donald Trump's administration, and donated the earnings to NPR.

All of this speaks to the cognitive dissonance that occurs when a company's founder tarnishes the image of the brand he or she created due to behavior that goes against the brand's raison d'être and unique value proposition. Elon Musk's more recent behavior and rhetoric have worked against what Tesla's admirers thought the Tesla brand was all about. 

Now, back to my next car purchase, if it is a Tesla, I will likely get it at a great deal given the state of the Tesla brand, especially if I purchase a used Tesla. (The used EV market tends to be soft anyway given the concern about battery life and cost of replacement.)

This is a cautionary brand story that may go down in the history books and marketing students may be reading about this for years to come.