That Vision Thing

The need for a clearly defined vision

It is all too easy to dismiss corporate mission and vision statements as buzzwords or fluffy proclamations unconnected to running the business. The fact is the internal view of corporate vision, especially among senior leadership has never been more critical, and more telling on the ability to compete.

Vision statements became popular in the ‘90s as corporations had to directly address a changing marketplace, technologies and business model. But successful companies have been applying the principles all along, whatever they have called it.

A basic definition of corporate vision is an articulation of where you intend to lead an organization and the communication to the staff. Workers expect that leaders have a sense of direction that you believe in and are committed to. Consistent and frequent reinforcement helps maintain alignment and buy-in to a shared goal.

Without a corporate vision, companies often wobble from one event or activity to another, creating a reactive and short term perspective. Lack of a clear vision also enable external forces to impact their ability to achieve goals and ultimately succeed. Ultimately, visionless companies put their destiny in the hands of others, as they relinquish control and direction.

As we emerge from the economic downturn, vision and focus will be key attributes to help organizations emerge and reestablish forward momentum. Organizations are reeling from the shock of the past 2 years, as hard choices were made in tightening the belt, product line and staff. Employee morale and collegiality is at an all time low and trust is short.

Companies that fail to be clear and precise with their vision for the future run several risks. First, this will not be a time that treats the timid well. Businesses slow to adjust to the new normal and seize the opportunity may never recover. Second staff, uncertain for the future and beaten down by necessary sacrifices may seek a more assured future elsewhere. Customers, channel partners and investors will be keenly interested in where you are headed and will not stay on board if it is not clear that the future is bright and there is a plan to get there.

The power of corporate vision can be seen through NASA in the ‘60s. President John F. Kennedy’s goal of putting a man on the moon before the decade ended helped galvanize the organization and captured the public imagination; providing much needed support and encouragement. Think about NASA over the past 3 decades, no clear vision and as a result lukewarm public interest and Congressional support.

Corporate vision is an essential ingredient for businesses intending to succeed over the long term. Substance counts over style, aim for brevity and focus. Try to hit the following points:

• It must clearly define an important future goal, or at least a major direction for the company
• It must be exciting or inspiring enough to provide the motivation for people to follow
• It must be articulated with clarity and commitment to provide guidance and coordination for disparate groups
• It must outline a general strategy for achieving the goal

Once a corporate vision is established, the critical and hardest part starts – evangelizing and reinforcing. All senior staff must communicate their understanding and organizational connection to the vision. Every member of the team must absolutely understand how they and their work are directly connected to the vision.

Too many organizations spend too much time on creating the vision and far too little on the communication. Get it roughly right and then share with the team. Let the feedback help you refine and hone it. But make every effort to communicate it, to the point of over–communication.

The benefits of a focused and aligned team are profound. A corporate vision, well crafted and better understood are invaluable tools for leaders.

Good luck.

Why So Much Buzz...........About Buzz Marketing?

Lately the marketing world is obsessed with “buzz” marketing. Ironically, buzz has become a ‘buzzword’! Obviously, there is some substance to this and brands would be foolish to ignore the potential and value.

Wholly new brands have been created and launched on the back of buzz marketing (think: Susan Boyle). Traditional brands have been chastised for missing the opportunity, or worse punished for blunders in the space. (think: J&J’s blog response to the ‘Motrin Motherhood’ web ads).

But is “buzz” really new? The modern marketing era has included one constant; the power of personal experience as a motivating force for others. Now, the approach and its application have evolved and changed as technology has done likewise. These changes have increased the access, velocity, reach and ease of launching buzz. At the same time, brands have less control over the message than ever. So you have to be sure it is right before you unleash it.

As the technology has shaped this evolution, each generation of marketer embraces it as it if it were a new creation. But while, the language and terminology may be different, we are looking at a continuum. One that has grown and stretched as media has allowed. Is the publicity stunt of years ago that vastly different from a web based video or guerrilla marketing campaign?

Yes, the internet and electronic press releases has changed PR from relationship management just to get a press mention. With the web came email and with it another tool – viral marketing. “Going viral” was another major buzzword early this decade, which tapped into the notion of having customers pass on your message, somehow – usually through engaging and amusing content.

The over use of the term "Buzz" has obscured the practical and valuable role it fills. The underlying approach taps into the great power of ‘word of mouth’ endorsement. Positive WOM is the Holy Grail for marketers, customers who are so committed and engaged with your brand that they actually advocate for you. We know this is a two step process, where thought leaders or other influentials form opinions and then lead the actions of others. Athletes, celebrities or experts have typically filled this role in media advertising. Lately, we this has expanded broadly as the definition of ‘celebrity’ has changed to include celebrity chefs, reality TV personalities, bloggers, etc. The growth of blogs, social media (FaceBook,Twitter, YouTube et. al.) the increased role of smartphones and mobile media has made it so easy for buzz to occur.

Buzz may not be new, but it is a reality. In the 1990s traditional brands may have turned to buzz marketing as way to make them ‘cool’, but it has grown beyond that limited role to become a core vehicle. Do not mistake the hype as noise. Buzz – or whatever we call it – is a real and powerful element of the mix.

As always, integration of message and content is key, but is essential that brand communications plans and media approach be broad and clear.

Way Beyond Green Marketing

‘Going Green’…a day doesn’t go by without a brand or corporation announcing that it is implementing some form of the cause. Sadly, many (most?) are only implementing green as a new or seasonal marketing and promotional tactic.

Why is this unfortunate? Becoming a green business is a far more intensive, committed and important strategic issue to be used merely as PR fodder. To me, adopting sustainable business practices is a core strategic move, and should be seen as part of the brand values, personality and image. Every expression of brand essence -- internally and externally -- should support, reinforce and communicate the commitment made.

Green is not merely a marketing or PR issue limited to customer communications. Consumers are too smart to not see through it eventually. Plus, sustainable operations make sense because they are the right thing to do. More importantly, there is a growing understanding that these practices can create strategic advantage and source of powerful differentiation across a globe of interconnected markets with fleeting brand loyalty and changing regulatory methods.

Companies are finding a clear link between profits and sustainability. Gone are the days when a business leader’s feeble off handed defense was a charge of ‘higher costs’ or cries of ‘Western European’ utopian idealism.

“There is 100% overlap between our business drivers and social and environmental interests,” says Dow CEO Andrew N. Liveris


We have witnessed the pattern of publication of corporate policies (generally voluminous and generic) on websites and increased green marketing exploitation. Recently wholly new sustainable brands and products have emerged, from the ground up – e.g. Green Works by Clorox, that have succeeded and spawned other activity.
However, corporations have yet to reorient themselves – philosophically and operationally – to internalize sustainability. No doubt this is a challenging task, as there are no business functions that would not benefit from this approach: R&D; Procurement/Supply Chain; Manufacturing; Packaging; Distribution & Logistics; Marketing & Sales; and more.

Besides the high initial investment costs, there is a lack of consistent metrics and investor expectations of returns all hinder wider and faster adoption. The risks are clear, as the brand impact for Nike and Wal-Mart from their global sourcing scandals has shown, and as environmental disasters had on BP, Exxon and Union Carbide.
The good news is that the heightened awareness among the public has raised expectations and created pressure on corporations to move in meaningful ways. If consumers are truly willing to vote with their dollars and pay higher costs in the short term for ‘sustainable’ products, brands will have little choice but to act.

Thankfully, sustainability is “right at the top of the agendas” of more US CEOs, especially young ones, according to the McKinsey Global Institute.

How prepared is your brand? Are you vulnerable to competitors faster, first moves? If not, it just may be a shot you don’t recover from.

Integrated Marketing – Who Takes the Lead?

There seems to be universal agreement among marketers that integrated programs have greater impact, higher efficiency and are where their organizations are headed. (See June 2, 2009 blog entry)

How they achieve the benefits of integration is vastly different. Semantics and understanding may play a part, as well as the organizational structure and reporting relationships. Agency relationships and assignments also play a keen role in how and where integration occurs. There a good number of internal roadblocks that slow or stop the process, including:

• silo mentality/turf protection – brand; marketing services, etc.
• agency loyalties
• traditional mar-com models – e.g. General agency is the big dog
• reporting relationships - is corporate communications part of marketing?
• Short CMO Tenure – many won’t take this on, not wanting to waste time on ‘internal’ issues

So WHO should be responsible for the integration process? Integration is not merely an exercise to reallocate, reduce or optimize the media buy. It is not a budgeting exercise or agency reward for past good work. Rather it is a critical reassessment of the Go to Market communications, their role, interplay and importance to the customer.

The customer. Hmmmm, that seems like a good place to start. Isn’t the role of marketing to understand and nurture the needs, wants and desires of customers? Also, marketing is intended to be the customer advocate back to the business – the product managers and researchers who should be creating products that fulfill customer utile needs.

SO here is my list of steps in lining up resources to create an integrated marketing approach:
• Align around the customer. They are in ultimately in charge of your fate, so why not respond to them? They will tell you that integrated communication IS how they want to receive information
• A client representative, with appropriate and direct authority, should lead the integration across all disciplines
• Integration must include all audiences and constituencies served. Best to start with Thought Leaders and work your way down.
• Remain open for innovative approaches, even when they are not required.
• Measure everything and share results, metrics and accountability

Okay, so you are organized and ready to go! There are some other consideration and landmines to be aware of:

- Agency Compensation - There are bound to be agency concerns over fee dollars, especially as they link output (ads, brochures, etc.) with success and $. - You must fix the agreements to fairly compensate each agency for its contribution and ideas before you get too far.
- Decoupling of media from creative has forced us further away from the customer. Seek to bring them together, especially early in the process.
- Customers have seemingly limitless ways to obtain content, information and marketing messages. As marketers, it is our responsibility to communicate in the way and format that suits the customer best.
- Keep ALL in the Know – it is imperative that the client includes ALL agencies in information sharing and status.

The first campaign will be by far the hardest. But if you are inclusive, firm in your direction and share information openly, success will break silos and agency roles. You must be prepared for some old fashioned hard work to achieve your goals, overcome the reluctance and internal politics.

When the customer responds, your success will be clear!

Good Luck!

Marketing Leverage LLC has developed and executed a number of integrated marketing programs involving product launch, strategic alliances and sponsorships in the B2B & B2C markets.

Content Can Be King in Sponsorships

Changes in the media landscape and consumption habits of customers have increased the significance and value of content generated from sponsorship deals, often becoming a central reason.

Think about the content distribution we see via broadband, cable, mobile, satellite radio, video on demand, etc. All operators need access to quality content to differentiate themselves and quantity to fill the 24/7 demands of their audience.

We are living through three major trends involving sponsorship media content:

1. Mobile phone operators looking to deliver real-time content and video- at&t – access to NBC Universal Olympic coverage, Sprint – NFL Combine; Verizon – broadcasts of selected concerts on V-Cast, etc.

2. Premium Outlets – Satellite Radio and Cable creating exclusive access for music and sporting events. Live broadcast, on-site interviews, unique formats and exposure.

3. Vertical Networks – Sports properties are gaining greater control of brand, customers and content 24/7 & 365 days by establishing their own networks – MLB, NBA, NFL, NHL, Universal Sports, USOC.

Beyond traditional and digital media content, sponsors have access to a volume of other ‘content’ that can further leverage the relationship; draw customers back to them and further link the mutual values of the brand with the property.

By their very nature, sponsorship properties generate interest, awareness and passion. That’s why so many marketers turn to them. Rather than interrupting customer lives, sponsorship allows a brand to insert itself IN the customer’s life story, because it is something they personally care about. That doesn’t mean you merely slap logos all over your mar-com materials, website etc. Rather, it affords you an opportunity to creating a meaningful connection between the property and your brand, and ultimately to the customer.

One ripe and underused asset is the opportunity to use the normal flow of information, images and news. But the real gem is the potential to create exclusive content, access, information, or other benefits. This provides a treasure trove of assets that can be leveraged in advertising, direct marketing, retail promotion, channel marketing, PR, web content and more. Sponsorship also provides a natural and appropriate centralized thematic for all marketing and sales efforts, which allows the business to have a cohesive message and look in the marketplace.

When the sponsorship includes a role as a supplier of your product, the stories you can tell are so much more valuable. Through authentic and genuine stories, you can personalize the brand with fans. For B2B sponsors, the opportunity goes further, affording the use of the event as a large showcasing tool. It also provides rich and valuable content for technical marketing (case studies, testimonials, and white-papers) and provides fodder for a stream of communication over an extended marketing calendar.

As always with sponsorship, the key to achieving the full potential is not stopping at the easy, obvious activities. To truly differentiate yourself requires some added digging and creativity. It may not be rocket science, but it ‘ain’t’ easy or everyone would be doing it.


Marketing Leverage LLC has experience in utilization of sponsorship content across properties such as – F1 racing, FIFA World Cup, MLB teams, NBA, NHL teams, USOC, US Soccer among others for B2B and B2C brands.

Sponsorship Assets – Package Deals

Sponsorship is among the least well utilized arrow in the marketing quiver. Not because it doesn’t work – we know how effective and beneficial it can be when done right - but because marketers don’t go the extra mile to extract the full value and potential.

Too often we see relationships established for a single, short term marketing purpose – awareness, sampling, hospitality, etc. – while the rest of the benefits are tossed to the side or used without thoughtful consideration. Even with the current depressed prices of these deals, they are far too expensive to be managed in such a foolhardy manner.

Sponsorship can be a powerful catalyst that serves as a key integrating theme or ingredient; enabling all of your other media and activities to work harder and together. You need not invest incremental programs or funds to “support” sponsorship. Rather, it is the other way around, with brands and communications linking the emotional value and image of the sponsorship to your audiences and customers. Unlocking that value and generating returns to the business requires exploitation of all assets available as sponsors. This may involve looking beyond the immediate marketing organization or objectives.

Ideally, brands enter into the sponsorship consideration process with the perspective of seeking a marketing ‘tool’ with legs and breadth; a multi-purpose, flexible and adaptable resource. Below are some of the areas that should be evaluated in selection and activation phases:

+ Brand match – How well does the property brand help reach your audience? Is there a positive fit at the intersection point of the brands?

+ Campaign Potential / Scalability – How well does the sponsorship allow you to leverage assets in retail, advertising, direct marketing, web or employee programs?

+ Direct Revenue – Are there opportunities to sell to the property or partner peers? Does the property take an active role in networking and introducing potential customers? Do you have access to the customer base?

+ Hosting and Showcasing (Indirect Revenue) – How will this sponsorship enable you to reach new or higher profile customer contacts? Can you use them to demonstrate your products in use?

+ Proprietary Value – Is there potential to create truly unique, exclusive and ‘ownable’ content or experiences with the property?

+ Employee Engagement – Do appropriate and reasonable opportunities exist to allow employees to participate in some way? Are there benefits that can be extended to employees?

The list is not exhaustive, but shows some of the ways that a sponsorship can benefit across the business. The critical factor is challenging the organization into looking beyond the ‘easy’ answer to other ways that the sponsorship can provide benefits.

Marketing Leverage LLC has extensive experience deriving value out of sponsorship assets large and small; local and global - Boston Red Sox, NJ Nets, FIFA World Cup, IOC among others in B2B & B2C markets. If you would like to evaluate existing relationships, consider new ones or simply scan the field, please contact me at marketingleveragellc@gmail.com or +1 908 268.8964

After the Creative Pitch Ends…

Providing Feedback – Hallway Consensus Building and Other Pitfalls

During my career in client side advertising, marketing management and sponsorship agency work, nothing is harder to master than evaluating creative work and providing meaningful feedback. Sure it is fun and exciting to work with the creative guys in developing ideas that bring your brand to life. Unfortunately, most brand marketers are better trained in developing customer understanding, developing strategies and executing plans than evaluating creative.

Is this familiar? The room is full of marketing folks, anticipating to be wowed by ideas. The agency account team sets the stage – strategy, plan and timetable. Next the creative team launches into an animated, energetic review of three ideas. Suddenly they stop talking and turn to you, expectantly wanting affirmation, agreement, smiles, applause, something, anything.

If it is your task, don’t make it harder on yourself (and others around you) by falling into a few common traps. Below are some ground rules for effective creative review sessions that should be followed, if you value your agency relationship and want good work:

- Make certain the ultimate decision maker is in the room. Don’t waste the agency and your time.
- Don’t be ‘inclusive’ when inviting people to the review. It may add confusion on roles and everyone feels compelled to add comments.
- Make sure you or the agency or you revisit the brief for the room. Make certain everybody involved understands and agrees to the strategy, audience, objectives, etc.
- Prior to the meeting, clearly define who will run the meeting on the client side, especially when time comes to provide comments and reactions. The awkward silence and eye averting behavior is unnerving and not needed. If you run the meeting, DO NOT pick the most junior person in the room to go first. Either the brand manager or their boss should kick off.
- Give feedback IN the meeting. It is unfair to expect them present work and wait for several days for input.
- Always start with a positive acknowledgment, regardless of what you think. Creative teams work hard and passionately on your business. Clients have to keep them motivated to get good work.
- Be honest, but ease into problem areas. Start with your initial, emotional gut reaction. That gives them something to work with and provides a bridge to problem solving.
- Stay big picture and away from tactical or technical nits. Is it on strategy? Does it fit the brand? Is it campaign-able? Does it work across media?
- Don’t play “Gar-animals” – picking pieces of multiple ideas and creating a new ad or campaign. You pay the agency to this, let the pros handle it. There are plenty of opportunities to art direct and copy write,later that are more acceptable.
- Don’t use the ‘Hallway Test’! Consensus building does generate good creative work. It puts people on the spot and generates safe, middle of the road ads. It also undermines your stature and authority, diminishing your esteem with the agency.
- Trust. 1. Your agency. They have more experience creating customer motivating communications. 2. Your gut. That initial reaction is HUGE. Take some time to think about it and the implications.

For some folks the creative review process occurs infrequently, so it is challenging to develop that skill. It is also a potentially stressful situation when it is your turn to speak. Where do you start, how do you organize your thoughts, how do you look smart in front of your boss?

To be effective I suggest that you prepare well in advance of the meeting, how you will handle that moment. It can be a critical moment. Don’t make it tragic.




PS - For the new advertising or brand manager, I highly recommend the Association of National Advertisers (ANA) Course – Creative Advertising. It takes one through the entire ad development process, including agency feedback and direction.