It made life easier and made sense of choice.But the marketplace was not nearly so crowded
in those days. If the creative team thought of the product in human terms (modern,
forward thinking, etc.), the advertising seemed more effective.Soon the market became more crowded as more
messages and choices vied for the consumer's mindset. In fact, I will feel incomplete without
it once I know it exists. Brand managers understood the need for consistency of look
and feel. In the face of a crowded marketplace, it pushes the competition under.REAL brand
BRANDS the customer, not the product. In this complicated and crowded world, where social and
cultural identifications have been dashed on the rocks, real brandface is recognizable and indisputable. Agencies
at the time discovered that if you created a brand image for products, sales increased.The
Crowded MarketEnter the creative revolution of the 60's -- a time when advertising for inanimate
objects started with an infusion of human attributes. And this brings me back to the
beginning.This is why Nike is still news. Does it work? Ask Nike.Tom Dougherty CEO, Senior
Strategist at Stealing Share, Inc. When David Ogilvy helped make Hathaway a respected brand, it
competed with a small group of other national brands, and an even smaller group of
generic no-name shirt manufacturers. It started as a means of product identity and requin tn differentiation. They
ARE emotional ones. Purchases are not intellectual activities. After his time overseas, Tom returned
to the US where he worked for brand agencies in New York, Philadelphia, and Washington,
DC. Few consumers walk the market aisles armed with the latest copy of Consumer Reports.
If the consumer had a good experience with a product or service, then he/she might
look for that same brand the next time he/she needed it. It did not take
a rocket scientist to understand the basics. Couple human attributes with the latest in product
benefit and branding, as we now know it, was launched.Brand worked but not because of
the human attributes called desired brand image. In the dog-eat-dog world of fast food, the
business community clamors to snatch small gems of marketing wisdom.How does this help us steal
share? Does it work? Has the game changed? Years ago, brand was loosely defined as
a "promise to the consumer of a perceived value." Corporations have spent billions of dollars
building brands, books have been written, and articles have been published. It is the antithesis
of brand objectives. Tom began his strategic marketing and branding career in Saudi
Arabia working for the internationally acclaimed Saatchi & Saatchi. It actively tells the customer
who they are when they use it. Is the Nike athletic Tn Requin shoe better than its
branded competitors? Is it worth four times the cost of its generic copycat? Does it
make you run faster, jump higher, and land a multi-million dollar place on a NBA
roster? I think we can all say that it is none of the above. Unique
Selling Proposition (USP) was incorporated into the mix. Nike is confident that they will do
the same for anything else they decide to brand.If you want to steal share, your
brand must recognize that every purchase a consumer makes, no matter how small, holds within
its nucleus the DNA of self-description. No one picks the products or services they consume
as a result of a "T" chart, neatly plotted with the pros and cons of
purchasing. Consumers pay a market multiple of FOUR to have the logo on their shoes.
It worked because we were able to tell a better story.Is USP the Answer?But is
USP a cornerstone for stealing share? I think not. Show me myself, not as I
am but as I wish to be and I will buy it every time. Imbue
an advertisement with human traits, and consumers are more apt to remember it. The advertising
was more effective simply because it was more memorable. You would also expect to see
robust margins in branded products and a distinct consumer preference for the promise of value
that the brand delivers. Marketing experts told us that brand was the most important discipline
in today's advertising arena. However, what we see is great similarity in products, and hardly
a national brand exists that is not competing in the arena of price.Consider the history
of the brand story. His brand manager at the time referred to Tom as a
?marketing genius,? and Tom demonstrated his talents to clients such as Ariel detergent, Pampers
and many other brands throughout the Middle East and Northern Africa. Yet customers have
spent years telling us that brand was not working.Traditional BrandingIf traditional branding worked in the
manner in which it was designed, you would expect that there would be a sizable
discrepancy in price between generic and branded products. He continued to prove himself as
a unique and strategic brand builder for global companies. In the media crazy world in
which we live, when Nike presents a new tag line, or Mr. Potato Head rises
from pop culture purgatory to represent a modern version of the Jolly Green Giant, advertising
becomes big news. Tom has led efforts for brands such as Procter & Gamble,
Kimberly Clark, Fairmont Hotels, Coldwell Banker, Homewood Suites (of Hilton), Tetley Tea, Lexus, Sovereign
Bank, and McCormick to name a few..
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