Keeping health and healthy lifestyle branding and marketing simple

As health and healthy lifestyle brand owners, you should be doing what you can to reduce consumers' stress levels. In a marketplace filled with too much choice (both product and media), too much information (often conflicting) and too much similarity, simpler is smarter. Today, complexity requires simplicity.

From a consumer perspective, we tend to shut down when faced with too many choices. We say we want choice, but not too much. Dr. Susan Broniaczyk, from University of Texas states in her paper “the deleterious effects of living in consumer hyperchoice", when consumers face a large selection of items, they have to process a large amount of information, which can cause problems. People worry so much about buying the wrong item that they may opt out of the whole arduous decision-making process by not buying anything at all. Or, when they do buy something, foregone options linger in memory, causing post-purchase regret.

For brand owners, adapting a mantra of simplicity (of being all about your customers) translates to:

• Your brands ability to make people feel better and contribute to making their lives better. Which starts by making it simple for them to choose what they want (e.g. Amazon).

• A simple and delightful experience (in a world where many are not). Making airline reservations and trying to rent a car typically are not. Zappos and Pret A Manger are.

• The ability to put resources behind brands that will generate the strongest results. Which goes back to making it simpler for people to navigate your offerings. By paring back your portfolio to those brands that are most on trend and that represent the lions share of current and potential future revenues and reputation, you're not only taking costs out of the system, but you have more horsepower to put behind those brands.

Sustainability – through lunch box napkins

Actually one of a few different ideas I've seen recently related to lunch boxes - one citing the dangers of the boxes themselves, the other offering ideas for "sustainable" lunch sacks. Interesting idea, but what are the chances your kids will actually come home with the napking? ttp://springwise.com/eco_sustainability/reusable_lunch_box_napkins/

Dr. Dean Ornish: Healing and other natural wonders

Very interesting and engaging talk by Dean Ornish from TED conference http://www.ted.com (bringing together the world's most fascinating thinkers and doers) – about simple, low-tech and low-cost ways to take advantage of the body's natural desire to heal itself. Dean Ornish is a clinical professor at UCSF and founder of the Preventative Research Institute. He's a leading expernt on fighting illness – particularly heart disease with dietary and lifestyle changes.

Consumers, social media and health + wellness Brands

I recently returned from a client meeting where we had a great discussion about the future of health and wellness brands, changing consumer lifestyles and the increasing rise in the popularity of social media. Key discussion points included:

1. Health/wellness segments continue to merge – food and beverages, supplements, pharmaceutical, fitness, beauty care.

2. Healthier lifestyle practices and motivations are a key driver. And expectations are evolving to an "ultimate health" benefit beyond the physical to include emotional, spiritual and even environmental.

4. Layer on the ability of consumers to connect, share, and control where, when and how they consume their media – and it's clear that the rules of engagement/balance of power has changed.

5. Consider opportunities to deliver innovate and reciprocal benefits that demonstrate genuine interest in helping improve consumers lives, e.g. imparting knowledge and insight (http://www.johnsonbaby.com">, building community ("http://www.campaignforrealbeauty.com">, and self-expression (http://www.youbars.com/makeashake)

Net, the opportunities for leadership and for creating future business by utilizing the power of digital experiences and social media is limited only by our insights and imagination.

Brand experience lessons for healthcare learned from a sandwich shop

Pret A Manger is a sandwich shop in NY. I hadn't been to one since traveling with friends in London years ago. I was so impressed with the company, when I returned from that trip, I called the company to let them know.

Pret offers those who are on-the-go a comfortable, relaxing and kind of surprising experience. It's cozy, with a nice, simple assortment of self-select, fresh (pretty creative) sandwiches, wraps, soups, salads and desserts - all made with natural ingredients. And to top it all off, the people who work there are happy and personable.

I know Pret's only a sandwich shop, but I can't help but think that it often comes down to the basics, 

"warm environments, inviting presentation, friendly faces, the opportunity to engage." 

Whether a sandwich shop, a waiting room in the hospital or a retail shopping experience. Really not to much to ask.

How can health and wellness marketers make the best of the recesson

"When the going gets tough, the tough get going."

Never thought I'd guote Billy Ocean, but his statement is true. The recession's impacted everyone. Both marketer and consumer are re-evaluating their priorities and their next moves. Both are under pressure to control costs, maintain liquidity and protect their bottom lines.

So how can health and wellness marketers make the best of a tough and lingering situation. How can you maintain or actually build momentum, when many others are hunkering down. In our work with clients, we're focusing on these issues:

1. Stay True To Your Story. Who you are, what you stand for, what you believe in and the benefits you provide are what won you their loyalty in the first place. Now, in the midst of all this turmoil, is not the right time to revise your script. Those who know you best will see through you, begin to doubt you and make others aware of same.

2. Tweak The Value Proposition. Value is certainly higher on the consumer's benefit ladder. Which can be defined as comfort, safety, security, etc. – those benefits that are already built into your value proposition. Consider creative ways to deliver more value at the same price (e.g. more utility, more relationship, more knowledge…). As long as you remain true to who you are, you have permission to evolve the proposition to fit with the times.

3. Keep Insiders Engaged And Positive . Your employees are feeling the strain and pain of the economic situation. Either internally or as consumers themselves, they're anxious. It's critical that you continue to work (and that they can continue to drive) your brand from the inside-out. If there's doubt in their minds about your future (their future), if they don't have a positive frame of mind, it will come through in their interactions and actions. Remember that employees are one of the most essential, and cost effective, components of marketing.

4. Sharpen The Experience. Walk the mall, and you can see who'se generating the traffic. And whose not. Particularly today, when dollars are tight, those brands that create an emotional connection – that make people feel good about themselves and their decisions – that make people feel more connected - in more control - smart or frugal - will win the day.

5. Open Up The Conversation. Enable and share in your customer conversations. Listen to what they are saying. Learn and build on the positives as well as the criticism. And don't ignore or cancel out the negatives when they arise. The more transparent you are, the more their trust and loyalty will come out on the other side.

6. Continue Brand-Building Activities. Study after study has demonstrated that companies that continue to spend through recessions come out stronger on the other side. It's actually a good time to build share of mind as others put on the brakes. And it's more efficient as media should be less expensive and opportunities exist to negotiate surrounding opportunities.

Starbucks "Project Red" Campaign

I just read in today's Ad Age online that Starbucks has entered into a holiday promotion with Project Red. Clearly, a worthwhile endeavor. And the Starbucks brand, along with the Starbucks consumer, certainly fits with Red. But the fact that they entered into this partnership "amid projections that it won't see improved same store sales until 2009" really rubs me the wrong way.

If Starbucks mission is to be a responsible company, why wait until now to sign up with Red. Why wait until after reporting really disappointing Q4 profit and same store sales results. Sort of rhetorical questions. And they acknowledge the effort is only a promotional program. Other Red partners like Gap, Converse, Apple and Hallmark (as reported in this article) have long ago built Red into their ongoing product programs.

Transparency is supposed to be a good thing. But in this case, it's just too easy to see through. While I can't argue with the cause, I think the impetus for the effort - particularly for Starbucks - is just wrong.

Promising Signs For The Relaunch Of A Global Healthcare Brand

We're relaunching a global cardiac safety brand in the next couple of months. To begin to educate and engage inside, we just had our first internal session yesterday with Brand Ambassadors (those people - who based on Senior Leadership input - represent each department within the organization and who will be the lead liaison between employees and their new brand).

It's one thing to get Board and Senior Leadership sign-off on brand direction. But you really find out if you nailed it when those on the front-lines feel like they are one with the new brand. When they can see themselves in the new brand idea. When they're inspired and motivated by it. When it's aspirational, but within their grasp.

To a person, our Brand Ambassadors left our session with a stronger connection to the organization and to each other. They're fully engaged and on board. And are excited that they get to carry the torch for new brand. Yesterday was a great day. And now the hard work starts.

What's happening to the Starbucks brand?

When times are tough, people hold on to those small vices that make them feel like things are still okay. Yet Starbuck's Q4 profits plummeted. Though restructuring charges and other costs associated with their turnaround plan are built into the numbers, this result causes one to consider what's really going on.

Are people trading off for Dunkin? Are they going through the McD's drive through on their way to work (and enjoying a much better McD's cup of coffee)? Has WaWa, or even the local deli, become a much more attractive and far less costly stop. Ultimately, the answer is yes. Because Starbuck's position as a "third-place" has lost some traction.

So what's happened? Seems that a third-place given these troubling times would be just what people are yearning for. A place of refuge - to get away from the maddening world. And a whole lot less expensive than cozying up to the bar. But now it's only come down to the coffee. What's led to the watering down of the Starbuck's experience?

Some question whether the Starbucks brand has lost its soul, its special place as a local neighborhood-feeling destination. I think the answer is yes. And I think the solution is going back to what made it so different and special in the first place – a warm and inviting experiential brand that just happens to serve coffee.

Lessons from Microsoft: When not to revitalize a brand

Saw the brilliant Apple tv spot (for the umpteenth time) in which "Bill" is apportioning dollars between funding Microsoft advertising and fixing Vista. Started to think about how Microsoft should respond to Apple's attack ads, separate from their multi-hundred million dollar "I'm A PC" campaign.

Vista-specific advertising isn't the answer, because the product is inferior. So why fuel the fire even further. In addition, why spend more money giving Apple any more air time. Also, what could Microsoft possibly say that doesn't make them look foolish – "we've finally fixed a product that we know really sucked; sorry to the millions of people who suffered through the Vista experience."

I think that Vista's reputation is so tarnished at this point that it doesn't pay to try to revitalize it. And how do you tell people, without acknowledging that you screwed up in the first place (along with consumers knowing full well that your apology isn't quite as sincere as when J&J masterfully handled their Tylenol scare).

How about evolving away from Vista. From a product with an awful reputation that's a drag on the corporate brand. Introduce (and fix) the next generation of operating system. It would certainly give Microsoft a cleaner slate. And a new platform to drive what can only be a more positive message. Give all those people who proudly stand up and say "I'm A PC" something to be proud of -- because they're most likely using PC's now only because they have to. Otherwise, why would they want to. Unless you're prone to lemming tendencies.

And when they do introduce the new operating system – look beyond advertising. Consider the strategic use of PR – to help impart a message that sounds strong enough to come from a leader but humble enough to acknowledge that you screwed up - and it won't happen again.

AIG: Brand trust, actions speak louder than words

Just don't get it. Don't understand what leadership could possibly be thinking. Because their actions are in such stark contrast with what you'd expect from an organization that should be doing all it can to win back our collective trust.

Maybe things like reputation and trust just don't matter to a leadership team who has already been bailed out once, and who've recently put in their second request for additional funds. Maybe it's easy to turn a blind eye when you know your back is covered, regardless of your actions.

Whatever the reasoning, why AIG would go off to Phoenix for a second boondoggle and spend another $340k (or thereabouts) is beyond my understanding. On top of this, to travel incognito and think that you wouldn't be exposed is just stupid. I called AIG, because I wanted some answers. I spoke with a senior member of their communications team. He told me that they traveled anonymously because AIG employees were being harassed as they entered their NYC headquarters. I was told that the majority of the trip was not actually paid for by AIG. But who cares? The reality of the situation is that we've bailed you out once, you're back again with your hand out, and you're at a resort in Phoenix.

I do feel for the vast majority of employees who had absolutely no knowledge of the incompetence and arrogance of their leadership. It's got to be very tough right now, and I'm sure, going to work each day really challenges their moral compass. In fact, the communications liaison I spoke with made a point of saying that he was not one of those fat cats. That he too is suffering through this.

At the end of the day, actions speak louder than words. Brand trust has eroded, and these actions just rip at brand reputation even further. From my vantage point, I see no signs that AIG is trying to endear itself to those of us (all of us) who bailed them out.

Promotional partners to help brand dollars go farther

Dollars are scarce. Value (added-value) is high on your customers list. Brand-enhancing promotional partners are one way to make marketing dollars work harder - helping you garner attention, boost image and and drive sales.

Some considerations:

• start with your consumer - about how you can surprise and delight them
• the simpler the better - they should see it and get it immediately
• your partner should make sense - for your customer and for your brand
• your organization-fit needs to make sense – as you'll need to work closely together
• retailers need to think it makes sense - so get their buy-in before you're too far down the road
• what are measures of success - both image and impact, and agree up-front
• are there any other third-party participants/sponsors - that can provide additional spin

Rebranding Pitfalls to Avoid

Your brand isn't running on all cylinders. There are indicators that you're leaving reputation, relationships and business behind. So you've made the decision to re-brand. Some organizations have the skills, discipline and stamina to execute a strategically and tactically brilliant, organization-changing result. Others, while good intentioned, leave something [if not a lot] behind.

Here are common common pitfalls to aviod:

a. Ready, Fire, Aim. The significant time and expense of re-branding warrants tangible returns. Isolate and agree upfront to the most important business and brand issue(s) that you'll address through the effort.

b. Not Realizing What's On The Table. As your brand encompasses all the characteristics, both tangible and intangible, that surround your offerings, realize that everything your organization says and does makes up the brand experience. So everything, as it should be, is up for evaluation and refinement.

c. Going It Alone. Just as you wouldn't diagnose your own physical ailments, the objectivity and expertise of an external consultant is critical to evaluating, creating and credibly selling internally to your leadership and teams.

d. Not Having Key Influencers and Decision-Makers On Board. Do not undertake this effort until these important allies are on board. Understand their opinions and expectations. And keep them appraised along the way.

e. Lack of Demonstrated Senior Leadership Commitment. All the time and expense of this endeavor will never be taken seriously, and will certainly never stick, unless leadership has explicitly communicated [and is ready to demonstrate] their commitment.

f. Inward Perspective. Your external audiences are the arbiters of your success, so understand how they view the organization. Contrast and reconcile these perspectives against your own to determine the gaps that need to be filled to realize your objectives.

g. Disregarding Your Legacy. While you can't be led by the past, you don't cast aside those equities that you've worked so hard to create. Don't disregard what's working, because these are the building blocks for enhancing your relevancy.

h. Bypassing Insiders. Your employees will make or break the initiative. They need to understand and believe in the program and the desired outcome. And most important, they need to be emotionally engaged.

i. Branding As A One-Time Event. As James Gandolfini would say "fuggedaboudit." Because branding is akin to a marathon, not a sprint to the finish line. It will take longer, and cost more, than you imagined.

j. Neglecting To Patrol And Control The Airwaves. Monitor and share in the web-based conversations about your organization. Participate in the blogisphere. Help yourself control (at least as much as you can) your own destiny.

Branding Lessons From The Political Front

Today's the day. Finally. As of Wednesday, no campaign ads, emails, mobile texts.

So what are some lessons healthcare and healthy lifestyle brands can take away from the battle of the last two political brands standing?

Ride the wave. Obama was handed on a silver platter an obvious case for change. At the same time, many deemed the competitive Republican brand to be lagging behind the times. Obama's team did a tremendous job of staying on point and seizing the moment.

Own a word (as Al Reis pointed out years ago, it's a powerful strategy). Obama scripted "Change" into his vocabulary from day one. It was his brand theme. And it was ubiquitous. McCain began as the "Experience" candidate. He then co-opted "Change" and tried to make it his own. Before he became the "Maverick." Witness the results.

Keep it simple. Like "America is ready for Change." Doesn't get much better than this.

It's rarely about "functional" features and benefits. Evidence the talk about wardrobe spend, multiple (but too numerous to remember) homes, the demeanor of a presidential-looking candidate, and the demeanor of someone who is not. It's rarely about rational arguments, but rather how we make people feel while they're in our presence.

Execute Brilliantly. One candidate never waivered. Was consistent in his style and tone. Brilliant in his execution from start to finish. The other was not.

Relevance alone doesn't win the day. But "different" and relevant will. Both candidates were relevant. But one was also different. Only one provoked a response of "that's what I'm hungry for."

Build A Community of Evangelists. Witness the thousands of people attending Obama rally's. The thousands of first-time volunteers. The tremendous use of social media to generate conversations, collaboration and community. Beyond their war chest of funds, Obama's team was so much more in tune with their consumers motivations, expectations and practices.

Healthcare and Healthy Lifestyle Brands, Keep it Real. Simple. Branding

In a world filled with too much of everything (and just as much similarity), the ongoing process of building clear, valued and sustained differentiation through branding is a crucial step to forging relationships and growing business.

So how can your healthcare or healthy lifestyle brand stand out and stand apart? By aligning your organization/services or product around the promise of your brand. Ensuring that all you do from selling your brand's story inside, to building your product, service, market, channel, pricing, customer service and communications strategies reinforce why you're the best choice for consumers. And this is about REAL. SIMPLE. BRANDING:

REAL.
I remember calling AOL. I was told via IVR that "we've doubled our number of customer service representatives to deliver a higher standard of customer service. Please hold and the next representative will be with you shortly. Your waiting time is approximately nine minutes." That's not real.

SIMPLE.
Stand for something. One thing. Be the best at safety, performance, whitening, speed, durability, magic, luxury. Put a stake in the ground and declare your one thing to the world. Remember Billy Crystal's line in City Slickers. He tells his riding mates that life's about one thing. Well, the same holds true for branding.

BRANDING.
Like any verb, connotes action. Practicing the REAL and SIMPLE of above. Managing the multiple (off line and on line) interactions that people have with your brand each day; and that either enhance or detract from your desired perceptions. Remember that whether you're driving or not, your indelible mark is being stamped into consumers minds! It's an imprint that's hard to erase, so create it on your terms.

Imagine what good health+ healthy lifestyle brand marketers could do with $300MM

Microsoft just broke their new three hundred million ad campaign -- designed (I presume at some point) to sell more PC's by creating a more favorable impression of Microsoft's Windows operating system. Well, I don't get it. The spots are humorous. It's fun to see Jerry and Bill side by side. But they're actually kind of boring (reinforcing the image Microsoft is trying to dispel). And don't get how it's going to move the sales needle when Microsoft equals Vista – the enemy of all who work on the PC.

Imagine what  good health+ healthy lifestyle brand marketers could do with $300MM. 

Imagine you did. What BHAG's (big hairy audacious goals) would you set out to achieve. Now open your eyes, but don't let reality set in. How could you achieve these same goals with available resources. How can you be more insightful about your audiences (and your audience segmentation), more creative about what you provide that others don't, and more imaginative about your tactics? Just a thought.

Healthcare system branding - some rules of the road

While brand-building fundamentals tend to be the same across many industries, Health Care Systems, with their many facets and multiple audiences, possess a unique set of challenges and requirements. Based on our work within this industry, here are some "Rules of the Road" starting points:

Leadership must take the lead
Mounting skepticism, increased information, transparency and choice demands that CEO's and their leadership embrace branding as a strategic tool to proactively build and nurture relationships.

Start with your strategic plan direction
Any "system level" brand work needs to be grounded in reality. And this grounding starts with strategic plan direction. Business initiatives such as expanding into new geography, introducing new service lines and merging with another entity will impact your brands value proposition.

Consider the importance of your external and internal audiences
Externally, there are local communities and patients, the media and politicians. Internally, there are doctors, nurses, staffs and volunteers, boards and foundations - who will make or break you brand-building effort. Ultimately, they both need to understand and connect with what your system brand stands for and how it relates.

Analyze where system-audience relationships exist, today and into the future
Have you historically focused on building relationships with the system brand or the individual hospitals and facilities that provide care? Consider these answers in the context of your strategic plan and annual business goals, e.g. creating a seamlessly integrated " continuum of care" or an affiliation of specialists. Analyze the pros and cons of each possible branding system scenario.

Formalize your brand agenda
All system staffers, physicians and associates should have a clear and consistent understanding of what makes your brand unique and special. Commit your intended brand purpose, promises, personality, positioning and unifying brand idea to paper for all to help shape and embrace – and then use this as a guidepost for all brand actions and communications.

Audit, monitor and refine the myriad ways you express your brand
Consider all the ways your brand speaks to its audiences. All impart messages about your brand. To ensure that your brand consistently shines through, you need to audit all of these different touch points to gauge their effectiveness at conveying an " on-brand" message.

Brand from the inside-out
Branding is all about building relationships to fuel business growth. And these relationships start inside your system. You must be aligned to deliver your brand promise day in and day out through the actions and interactions of your staffers and physicians. Every single touch point through which your local communities and patients experience your health care system brand should reinforce its vision.

My Brand, My Way – Providing Personalized Health and Wellness Brand Experiences

Who'd have thought that Burger King could see into the future of brand marketing. Remember their "have it your way" campaign? Were they really ahead of the curve in customizing brands to meet our individual needs – to providing truly personalized experiences. From custom protein shakes, to skin care products, beverages and even senior-focused retailers such as HOJO in Lyon, France (http://www.hojo-generationseniors.fr/) – providing "just-for-me" experiences is the most effective way possible to ensure brand relevance and connection. One interesting impact of this, however, is how companies individualize the associated customer service experience to align with brand delivery.

Brand differentiation for health and healthy lifestyle brands

Differentiation is the ability of your healthcare or healthy lifestyle brand to stand apart from others in your market, in ways that are important to your audiences and supported by your organizational strengths. It reflects not only how you're going to play the game, but how you're going to play it differently by creating meaningful, genuine and lasting points of difference. 

But most brands are failing. A 2006 study by Copernicus Greenfield showed that brands in 48 out of 51 product/service categories were perceived to be undifferentiated by consumers. And 80%+ of products still continue to fail, according to Ernst & Young, because of lack of differentiation.

Yet the benefits of differentiation as shown below (in terms of profit margins, operating earnings, market cap growth) are tremendous, as demonstrated by Y&R's Brand Asset Valuator.



So why are most brands failing. Because differentiation actually requires you to think different and do different, starting with your strategy. Which requires original thinking - which is sorely lacking today. But there are some brands that are truly differentiated, and that transcend their categories.

These brands:

• are aligned - with the culture of the organization behind them (e.g. Nike, Southwest Airlines)
• are relevant and deliver on their promises - what people want and performing the way they want them to (e.g. Ikea, Nordstrom)
• are surprising - raising the bar relative to expectations (e.g. Virgin, Jones Soda, Cirque De Soleil)
• tap emotions - as product benefits have become table stakes (e.g. Harley-Davidson, Tiffany)
• execute brilliantly - through their actions and interactions (e.g. Ralph Lauren, Zappos)

The Power of Brand Story

Was at dinner with a client the other night, and we ventured into a conversation about our agency's ultimate value. We were considering that it might be our ability to craft and tell their brand stories – in authentic, simple and remarkable ways.

A well-crafted story

• raises awareness
• changes perceptions
• reinforces existing relationships
• creates new ones
• generates sales

…and (should) inspire and connect all employees whose consistent delivery of the story is critical to ultimate business success.

Marketing That Matters

There was a recent article in Ad Age about an agency committed to Marketing That Matters. Their point-of-view is that the new marketing demands more than telling and selling to consumers who are tired of being bombarded with one-way messages. Based on the changing priorities of the consumer, driven in part by events taking place around the globe – they believe that cause needs to be baked-in to all marketing programs.

I'd suggest that "marketing that matters" first begins with a more expansive brand framework and appreciation of your potential to engage, inspire and guide. That to unleash the full potential of your brand, you must have a wider view of your prospective place in your consumers world. Given the myriad ways that brands can touch consumers, and the myriad ways that consumers proactively interact and can steer the fate of brands, we must do more to ensure our brands' relevancy.

Beyond products and services, brands should impart knowledge and insight. That knowledge is out there anyway in the vastness of the web, but why not take the leadership role among your peers to organize and be the "beacon" that consumers turn to for their guidance. Consider what Dove has accomplished:

• As an adjunct to its selling efforts, the brand has become an authoritative expert on beauty - facilitated by a site that has become a destination for product and category information.

• It has become a brand that fulfills relationships; creating communities of "like" consumers who aspire to connect with others like them. Through Their Campaign For Real Beauty, it's united millions of women from around the globe.

Never has there been more opportunity for brands to step up, reach out and engage on all three levels. Particularly for health + healthy lifestyle brands whose very existence is inherently more important to consumers.

A Look Back: Ten brands to watch in 2001

Found a very old issue of Brand Marketing, and thought it would be fun to report on their "top ten brands to watch in 2001."

1. Amazon
2. America Online
3. AT&T
4. Hillary Clinton
5. Firestone
6. Napster
7. Nokia
8. Onstar
9. Revlon
10. xfl (upstart that challenged the NFL, with a bunch of players who almost made the NFL)

As the magazine reported, the list includes some that are in the ascendant, others that are definitely teetering and still others that will simply demand attention no matter which way they break.

The Brands Called Obama and Clinton

No doubt about it, we have two strong brands squaring off here. Both have strong points-of-view, personalities, agendas [at least we hope] and own strong associations. Both have strong voices. And they both have tremendous stamina.

But which one of these brands is more relevant given the state of the country and the world today – culturally, socially, politically, economically. Which one has the ability to serve as beacon to inspire and guide. Which one do you want to be part of your life for the next four years [at least].

More than any time in our recent history, probably due to the non-stop exposure and transparency that our media channels provide – there's just so much conversation everywhere about these two candidates. About these two brands. And oh yea, about McCain.

Are All Brands Created Equal?

I'm readying a speech for a client's national convention, and am thinking that an interesting topic might be are all brands created [born] equal? Do they have equal chance of growing up to be all that they can be? Of being nurtured to reach their full potential? To make the most of their talents and ambitions.

But nurture plays a huge role in helping a brand be all that it can be. Because implicit in nurture is being nurtured. Nourished with a compelling and differentiating big idea. Nourished with parents who watch over it to insure that it keeps its promises. Nourished to insure that it's not extended beyond its natural born talents. And that it's mature enough to participate in conversations with those who might invite it into their lives, as opposed to simply talking at them.

The Self-Congratulatory Brand Called CNN

Don't know about you, but I'm tired of being told every ten minutes by Wolf Blitzer (underscored by the CNN ticker) that here's the story by the best political team in the business. Can't think of any other brand that continually boasts to its consumers that we are the best in the business . We all grew up being taught that actions speak louder than words. Think it might have been in second grade. Guess the staff at CNN, or maybe just Wolff, skipped a grade.

Brand Appeal: Consumer Needs Versus Wants

Had a conversation with one of our clients the other day about needs vs. wants as a driver for product development. He's facing resistance from folks within the organization still focused on satisfying "functional" product/service needs. But fulfilling needs is not the end game.

"Needs" is a category-based concept. People need detergent, need new sneakers, need a new car. But they buy brands based on wants. Based on how these brands make them feel, and reflect positively upon them in your presence. It's why they choose Tide because they want to feel like they're doing the best for their kids, buy Nike because they want to be like Mike, buy a Mini because they want the status and prestige of affordable cool.

But to identity wants, you need to be rooted in your consumers world. To understand their motivations and desires. Beyond their stated needs, which won't move you beyond the status quo. And then you need to align this understanding with what makes your brand different and special.

Cater to needs, and you'll quickly be displaced. Appeal to wants and desires, and be the only one to be able to deliver your unique bundle of benefits, and you'll insure your relevance, differentiation and connection.

A great brand starts with passion

We had internal Discovery Sessions with a client this week – from senior leadership, to team leaders across Marketing, Sales, Finance, Product Development and IT, to employees who have worked in the organization for twenty years and those who've yet to celebrate their first anniversary. Across the board, they're passionate about what they do and the contributions they make to the world.

This organization, as successful as they already are (though still facing big challenges), will continue to be leaders in their space. Because they're relentless in their pursuit to be more than they are today – genuinely committed to raising their game. They also display other wonderful traits – they have open minds, they don't pretend to have all the answers, they are genuinely desiring of our insights and ideas, they want to be pushed. But no one will push them harder than they do themselves.

Think of your consumer as another healthcare channel

No longer do you sell your healthcare services through the traditional channels. Your consumers have not only begun to direct marketing messages, they are also delivering those messages. Which means they have become a part of the Channel. 

So healthcare marketers need to learn how to utilize this new channel opportunity. The tactics are going to be different than for traditional channels, but the potential benefits are tremendous in terms of:

• spreading the word 

• relevance of the messenger

• credibility of another consumer 

• believability

Getting a handle on a changing world

Like a 40 mile an hour wind at our backs, the world is constantly changing. How can you get a handle on all these changes, and how do you discern which ones are important and which are just passing fads. Consider an in-house futurist.

As the New York Times recently advertised on their website for a Futurist for its R&D group, the ideal candidate:

• is highly imaginative and well informed about the social and technology trends affecting creation, distribution and consumption of all forms of media now and in the future

• has an innate curiosity and a passion for ideas; with a facility for market research data and who can use it to vividly paint a picture of how the world around us is evolving

Every day, we get sucked into busy-ness - putting out fires, creating reports, attending meetings, answering emails. Which doesn't leave much time for thinking about what really matters - navigating the future. Someone needs to be able to look hard into the distance while others are watching for what's coming around the next corner.

Beyond the traits mentioned by the NY Times, your futurist:

• should voraciously read not just industry and trade pubs, but also general business news - because big insights and ideas typically come from outside your industry

• must listen for "the buzz", and keep abreast of influential thinkers, bloggers and publications

• must understand and empathize with end-users - their feelings, concerns, motivations and practices

• should be empowered to serve as company protagonist - challenging conventional wisdom and practices, pushing you to think beyond the usual to reach for the extraordinary. 

Last but not least, your futurist will help you provide a critical and differentiating "right-brain" perspective in a left-brain dominant world.

Health care marketers shouldn't bypass search

With all the focus on health care marketers crafting social media strategies, it's important not to forget about (the less topical but still effective) search ads. Because the search volume on leading engines Google, Yahoo, MSN and Ask is still tremendous.

Some 66% of respondents to an iCrossing study in December 2007 said that they used one of those engines to find health info in the past year, compared to the 46% who navigated to health portals like WebMD.

Is your brand strong enough

Do you ever take time during the day to ask yourself a very simple question: is our brand strong enough to be the one that customers will want to do business with next year? Or 2-3 years down the road? 

Why do customers seek out your brand? What do they expect to see from you; to gain from you? And where do they think/do you think you really shine? There are many other questions like these, and they're important to answer. Because as easy or hard as it is for you to answer them, so too is it for your customers. 

Here are a few ideas for you to ponder as your brand grows and matures. 

• explore your strengths: what do you do best, what do you have the ability to do that you're currently not doing, what should you be doing to build your strengths for the future

• express your strengths: are they "brandable" as unique processes or services; which others can be used to build your image with current and prospective customers

• extend your strengths: how can you leverage your strengths in specific areas where you have little or no experience - through new products and services, with new partners, through new channels.

So, are you strong enough?

The proactive health and healthy lifestyles brand

Healthy brands are proactive. They are enablers. They allow us to be more and to achieve more, than would otherwise be the case. 

Here's a list of the differences between proactive and reactive (soon to become irrelevant) brands. Proactive brands:

- lead with actions versus words

- are coherent rather than consistent

- engage rather than lecture

- transform rather than preserve

- encourage relationships versus individuality   

- are bottom up versus top down

- let us inside versus hiding behind the curtain

- extend beyond their category

- liberate customers versus control them

Learning to pull versus push

To push is to press against something or somebody in order to move that object or person. Today, if we push, we will move audiences away from our products and services. On the other hand, if we pull, we are more likely to draw a willing crowd. 

The mass audiences we once advertised to are now splintered into thousands of niche groups demanding personalized marketing (if they agree to receive it at all). Pull, the ability to attract desired audiences, has become a critical method to grow and deepen customer relationships. 

Facilitating the freedom of consumers to engage when and how they want to (to pull them in), will mean the difference between winning and losing in this new environment. Pull tactics include:

• blogging

• podcasting

• webinars

• white papers

• newsletters/e-zines

• on-site content

• experiential events

• mobile

• social networks

• viral video

• games

By surrounding products and services with the communication, community and collaboration opportunities that new technologies provide, brands become more attractive - engaging - and become destinations that consumers value and want on their own terms. 

Failing to adapt to these new realities will mean that you eventually go the way of the dinosaur.   

The value to clients of RSS

Do you RSS? It stands for Rich Site Summary, but is more widely known as "really simple syndication." It was developed to help websites push and pull news headlines across many sites. Essentially, it is a wire service for the masses. 

Clients should use RSS as a search optimization tool. These text-based feeds are extremely search-friendly, and constitute popular links wherever bloggers and other individuals pull the feeds into their sites. They can also offer these feeds to industry trade websites, media contacts and key industry bloggers. Like blogs, RSS feeds are most effective as promotional tools or engagement vehicles if they are frequently updated with new and relevant content.