Kentucky Fried Chicken is celebrating its 70th anniversary with a promotional discount offer. A literally-oriented marketer (if they’re at least somewhat strategic), would be thinking about, “What can we do with 70 in a promotion?” 70 pieces of chicken? 70% discount? 70 cents off? None of those really work.
Another number important to KFC is eleven – the number of herbs and spices in its original recipe. Less literal than 70 in the context of this offer, it’s still a strategically and creatively important number for the brand. A literal marketer might get to 11 pieces for $11 because it’s direct and straight-forward. Yet, that’s not the ultimate offer. Instead, it’s 11 pieces of chicken for $11.99. Sure 99 might not be connected to the KFC brand. A strategic, non-literal marketer, however, wouldn’t be stopped by that because adding the 99 cents to the price increases revenue per item by 9%
by Mike Brown
Building on a recent post on branding warning signals, in the Brainzooming world view, creativity and creative exploration are integral to developing successful strategy. Yet in the last few years, I’ve run across many marketers gravitating toward incredibly literal – not lateral – thinking. This may reflect a crappy economy and job market where people want to follow exactly what they’re told or pick the safest path to minimize the perceived risk of being fired for pushing beyond the status quo or implementing a strategy with some room for maneuver (and potential risk) in it.
The real downsides to literal thinking arise in ho-hum strategies and uninspired customers. It’s my firm belief literal thinking also results in inferior financial performance. Outside of direct marketing strategies, however, it can be tough to demonstrate the financial downside of play-it-safe marketing. Leer más “11 Herbs and Creative Strategic Thinking”
Telling employee to not think but just act
A disdain for thinking certainly runs through the other items on the list. When senior executives are telling people to not over-think and just get on with stuff, it’s a clear warning sign. Maybe it is a slow-moving organization stalling innovation efforts which are ready to be implemented. But a “don’t think, do” motto is used frequently as an excuse to not consider an appropriate variety of fact-based strategic options or to avoid exposing flawed strategies when they should be modified or shot down. This warning sign is a harbinger of hearing the age old cop-out, “I was just following orders.”
Using policy in place of good decision making
Making decisions in a challenging business situation is hard, especially for a big corporation. It means having to think through the ripple effects of decisions or adapting decision making principles to many situations based on specific issues at hand. An alternative, which can be overused, is to take the easy way out and enforce strict policy to displace strategic decision making. For example, telling every department to cut its budget 25% when the smarter strategic approach is really understanding critical business areas and making strategic decisions to fit each situation. Leading with policy over decision making is fast, but it’s sloppy and potentially crippling when used too frequently.
by Mike Brown
Several years ago I started doing a presentation on lessons in turnaround brand building. The presentation features strategic lessons in raising a brand from the brink of collapse to tremendous success. The lessons are applicable to not only brands, but also to departments in companies, projects, and even personal life.
With the subsequent dramatic economic meltdown, many once-stellar brands have disappeared for various reasons and a new niche has developed in predicting which brands will vanish in the near-term.
In these cases, any type of attempted strategic brand turnaround has obviously failed. In my own corporate experience, I witnessed a significant unraveling of the incredible turnaround and brand building work that had been done. As an early step in refreshing and re-orienting the turnaround branding content, here are five observations about what happens to strategic thinking when a brand is in distress. Consider these early warning signs for a potential brand collapse:
Detaching from the brand’s strategic foundation
When the economy is in crisis, it seems almost fashionable to abandon strategic efforts. That’s a dangerous strategy (or absence of one). I met with a CEO last year who said outright his business wouldn’t be doing ANYTHING strategic for at least six months. What a complete misunderstanding of the concept! The company was engaged in all kinds of financial maneuvers (which were strategic, albeit near-term) to survive while ignoring the very strategic upside opportunities it couldn’t afford to put off if it were going to turn around its fortunes. Leer más “5 Signs Your Brand is in Trouble”