Promoting a Brand - Some thoughts from Richard Branson

I have recently discussed the product aspects of the Nike 10K Night Run. One of the issues that I raised was the value of a brand and how the race was designed to enhance and promote Nike as a sports brand. I also mentioned that Adidas managed to get in on the act by taking advertising space along the route.

I am reading “Screw it – Let's Do It” by Richard Branson the founder of the Virgin group. It is a fascinating book describing how he started out as a school boy entrepreneur and how he developed Virgin. The book itself will be the subject of a future blog.

However, in this blog I want to discuss Branson's insights into branding. The chapter is called Sex Appeal and true to the title he discusses how to make the brand irresistibly attractive. His concept of sex appeal is “A good brand has sex appeal .... the customer falls in love with it, desires it, wants it and buys into it. Sexy is youthful, fun, trendy, cool whatever your age.”

Now at the outset I will concede that I don't think that Branson is just a regular guy doing a regular marketing job – he is a real visionary (there are over 330 Virgin companies) and now that he has success he commands marketing budgets that are, well how shall we say it? – Enough to completely fund the development and launch of 5 or 10 of our best ideas, and a certain fame that brings attention (if not success) to almost whatever he attempts.

Branson also admits that he has enjoyed the stunts he has pulled – from record breaking hot air ballooning to being suspended above Time Square in nude bodysuits. He recounts how one of the pioneers of alternative air travel Sir Freddie Laker encouraged him to be the face of his product, and make the personal commitment.

So I accept that for all of these reasons Branson is not just a regular guy. He is frequently promoting consumer brands rather than the next new killer widget; and so there are many many differences between what he does and what many of us do day in and day out. None the less there are some clear lessons in his messages.

Branson says that he advises all entrepreneurs

“whatever your field, you must be passionate about it and create excitement in everything that you do. Beat your drum, and look beyond the obvious. .... I fully believe that the presentation and image of one's business should reflect the fun as well as all the hard work behind it. In my opinion there are no limitations on what is possible or what should be attempted.”

I think that in 2 or 3 sentences Branson has summarised what Nike were trying to achieve with the night race (notice the similarity between the Nike slogan and the title of Branson's book.)

Of course the brand has to act as a real differentiator the product has to be instantly recognisable - “I will stretch the parameters every time because there is so much competition, you have to stand out from the herd.” However, the promotion and branding must remain faithful to the product - “be true to the product. Don't make it something it's not. Take a good luck at the image you want to promote and go along with it”

Branson also discusses that the products must back up the brand. Having brand alone without the products to match will not work. He describes how he is constantly taking a personal interest in what both the customers and the staff think (“... it is real market research...”) and how the potential for damaging the brand is substantial with poor products. “At Virgin we want to create the most respected brand in the world... but a brand is only as good as your products.”

Part of his philosophy is accountability and engagement – he believes that people need to acknowledge their mistakes, but to engage in the debate and not be debated with no defence or leadership. He comments “it makes me angry to see organisations in crisis that with tens of thousands of employees hiding behind 'no comment.'”

So it is actually pretty clear what the race was all about. It was engaging the customers and making them part of the fun, passion and commitment that they are trying to achieve for their brand and for their image. It was a way of leading the debate, getting their customers involved and trying to stand out from the crowd (ironically, since with 15K runners there was a very strong herd effect!!!)

I think that here are some of the secrets of successful product development and especially product marketing – it needs to be fun, passionate and full of hard work and we need to break down the barriers – so that there are no limitations. Sure there are budget issues and product readiness status, but, we need to work to make sure there are no limits.

Our brand needs to be true to the product and the product needs to be true to the brand. Both the product and the brand need to stand out.

It is critical to listen to our customers to ensure that the brand and the product continually live up to their expectations. A race is one of the rare situations where you can get the customer to offer the commitment and passion in partnership with you, but, you must always get the customer involved.

As product managers and marketeers we must offer a personal commitment to our brand and product, our energy our commitment and our responsibility.

In one sentence - the secret of branding is to offer a personal commitment and work hard to develop and promote a great product that breaks barriers, engages and excites the customers and have a great time in the process.

Finally in Branson & Sir Freddie Laker's words - “If you are starting your own company, a good lesson would be to think very hard about your image and how to brand it. ... get out there and use yourself.”

Screw It – Let's Do It Expanded – Lessons in Life and Business – By Richard Branson 2007 – published by Virgin Books.

The analysis and opinions are mine and do not necessarily reflect those of Branson or of Virgin Books.

Be A Better Speaker - Tips from Steve Jobs

As PMM we are all often called upon to make presentations or to speak. We need to enthrall our customers, motivate our team and convince our management (or sometimes we need to enthrall management, convince the team and motivate the customer.) Effective communication is part of our day to day activity.

So we prepare a few slides, work through our basic arguments and stand up. I once went to a customer meeting and whilst we were waiting in the lobby my colleague was still busy making changes to the presentation - let's just say that overall that meeting was not our finest hour!

We have discussed some of the common mistakes that happen; even at a relatively senior level, and I also shared a neat time limited presentation style. In this post I want to share a few insights from one of the world's communication masters - Steve Jobs. Most of the key information can be found at this link from Business Week - watch the video and the slide show - well worth the time.

So a few thoughts from the master -

• Jobs prepares his story thoroughly and apparently unlike most of us a long time before he opens Powerpoint
• He focuses on the benefits and engages the audience by showing them why they should care
• Jobs is brief and succinct and also he breaks his pitch into 10 minute sections to stop boredom
• His slides are elegant and often devoid of all words - he captures you with his visual images
• He sells dreams not products

Some of these concepts are hard to implement in a mundane meeting discussing the finer points of our design which seem far removed from a vision, but with some effort they can make all the difference.

It has just been announced that Steve Jobs has had to take a second period of medical leave. JET wishes him a speedy return to health.

The Role of Product Management Leadership in a Crisis - Are we the Problem or the Solution?

I recall reading a description of a cabinet minister who was radically different - different because whereas most ministers brought problems to cabinet meetings this particular minister brought solutions. This candid view of ministerial capability and crisis management is interesting and very revealing - perhaps even a little worrying! There are some key lessons for product management.

Although I can't find the exact source now* it has always stuck in my mind as being one of the key differences between a real Product Manager and a wannabe.

Product management and marketing is has its share of problems and when we don't spot them in advance then we have to manage the crisis. It is too easy to get tied down in the problem when we should always be thinking about being the solution and finding the solution.

We have to be very focused and believe that we and our team are the solution and that we have the capability to find and implement the solution. Our product, our company, our team and our customers are all depending on us to do so. We must believe and act as success driven professionals.

For sure we need to understand the problem in order to solve it, but, there is a difference between being the solution or wallowing in the problem and undertaking blame-storming and inactivity. I am not advocating a superficial approach to the analysis, nor in using artificial time pressure to force our team towards poor solutions - we need to work professionally; but we need to focus on delivering and on our product.

Finding the solution may be far from trivial and we may need to call upon all our professional, communication and inter-personal skills to find and implement it on time. We may have to make critical product decisions in a very hostile environment. - However, we can substantially increase our chances of success just by staying focused on solutions - this critical winner mindset makes all the difference and is one of the key elements in the Craft of PMM.

Equally, when we build our team we need to find others who like us believe in solutions not in celebrating the problem. Developing and nurturing a team that can operate under pressure, remain focused and deliver solutions is a key contribution to the organisation.

Effective crisis management is one of the hallmarks of a true professional PMM Leader. We are leaders and we need to lead.

========
* I believe that the quote can be attributed to Mrs Thatcher although I have been unable to find it deffinitively. In any case the issue here is not of political endorsement but rather as an interesting attitude to the role of leadership and crisis management.

I think that we have much to learn from political leaders - a topic that we shall return to in future posts.