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What’s the Difference Between Brand Positioning and Brand Strategy? Does It Matter?

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By Nick Liddell

It’s one of the great ironies of branding that, while we tend to care passionately about the precision and quality of the words that brands use to communicate, the language we use ourselves is hopelessly vague. Often, we use identical terms to describe different ideas and concepts. At other times, we use different words to describe identical ideas and concepts.

One of the most glaring examples of this is the confusion that often exists between ‘brand positioning’ and ‘brand strategy’. Positioning is often described as “the space in people’s minds that a brand wants to occupy”. The term was popularized in the 1970s by advertising executives Al Ries and Jack Trout, who argued that brands wishing to cut through in a noisy, over-communicated society, needed to develop an oversimplified message capable of reaching an oversimplified mind:

Avis: we try harder.
Seven-Up: the uncola.

In the words of Ries and Trout:

“Along Madison Avenue, these are called positioning slogans. And the advertising people who write them spend their time and research money looking for positions, or holes, in the marketplace.”

And here’s where the confusion begins: Ries and Trout flip-flop between two different definitions of positioning:

1. Positioning a brand in a marketplace;
2. Positioning a brand in people’s minds.

These are related, but different activities. What happens in someone’s mind is not the same as what happens in a marketplace. ‘We try harder’ and ‘uncola’ are not parts of a market, they are ideas that brand owners want to establish in our heads.

Philip Kotler is pretty firm in his point of view on which of these two activities is best described as ‘brand positioning’. As he explains in his 2017 book, Marketing 4.0:

“Since the 1980s, brand positioning has been recognized as the battle for the customer’s mind… Brand positioning is essentially a compelling promise that marketers convey to win the customers’ minds and hearts.”

That’s good enough for me. There are as many definitions of positioning as there are brand consultancies, but I’m happy to go along with the intention expressed here. It’s about hearts as much as minds.

It’s about belief.

The precise form of this belief can vary significantly. Over twenty years ago, I was told that a brand positioning is best expressed as a vision, mission, and set of values. Years later, it became popular to distil these into an ‘essence’ or a ‘brand DNA’. Subsequently, ‘brand purpose’ reinterpreted brand positioning for a generation in search of a deeper form of meaning. In reality, these are all variations on the same theme.

They are all about establishing a belief about a brand in people’s minds.

None of these describes strategy, although I’ve noticed that ‘brand positioning’ and ‘brand strategy’ are frequently used interchangeably. I find it helpful to think of them as distinct.

Here’s why:

Strategy suggests an analytical, insight-rich, data-informed, logical process. In broad terms, it’s about deciding where to play and how to win. Brand strategy comes in many forms, but I’ve always found it helpful to think in terms of the 5Ws:

WHO: Which groups of people do we want to prioritize?
WHY: What are the most powerful motivations and attitudes we can appeal to?
WHERE: Where are the best places for us to reach them?
WHEN: What are the most important moments and occasions to focus on?
WHAT: What competing offers exist, and how can we improve upon them?

If you don’t have a clear idea of who you want your brand to resonate with, why they should care about it, where and when you need to be available to them, and what competing offers you’re up against, then you don’t have much of a strategy. When someone talks about ‘positioning a brand in a marketplace’, then I tend to think of brand strategy, not brand positioning. It’s the part of my work when I expect to be wading through data, facts, and insights. It’s when I expect to be spending my time scrolling through Excel spreadsheets. The result should be a laser-sharp definition of what a brand wants to achieve and how it intends to get there. This is the realm of KCQs, KPIs, and BHAGs.

Brand strategy is a dispassionate, rational process.
Brand positioning is the opposite.

A solid brand strategy is necessary, but not sufficient if you want to create a great brand.

It’s not enough simply to set out which parts of a market you want to compete in, or who you want to appeal to, or which of their unmet needs you intend to fulfill. This gets you to something like Marty Neumeier’s ‘onlyness’ statement for Harley-Davidson:

WHAT: motorcycle manufacturer;
HOW: that makes big, loud motorcycles;
WHO: for macho guys (and macho wannabes);
WHERE: mostly in the United States;
WHY: who want to join a gang of cowboys;
WHEN: in an era of decreasing personal freedom.

It doesn’t exactly grab you. When I look at it, I wonder, ‘what’s the point?’ This is more compellingly articulated in Harley-Davidson’s mission statement:

“More than building machines, we stand for the timeless pursuit of adventure. Freedom for the soul.”

That’s a statement of belief. Although the two are clearly related, it’s more than a simple summary of the brand strategy, because it involves a creative leap. Without this, it would be as dry and uninspiring as a brand onion.

Great brand positioning is an antidote to indifference.

In contrast to brand strategy, positioning a brand is a creative act. It’s based on imagination, not insight; inspiration, not analysis. This is the part of my job where I spend time listening to people: What motivates them? What makes them proud? What inspires them? What are their hopes for the future? What does sustainability mean to them? How do they define success in its broadest possible sense? This part of the job is about understanding the future people want to create and the role they would like their brand to play in creating that future.

Brand positioning and brand strategy play complementary roles. Without a brand strategy to back it up, brand positioning risks being a hollow statement of ambition. Without a brand positioning to make it sing, brand strategy can descend into dull, lifeless drudgery. I’ve seen examples of both. There are organizations that love the fun part of coming up with a beautiful, bold promise, but shy away from the dirty, difficult task of working out how exactly that’s going to be delivered, to whom, and how. There are also organizations that create intricate brand onions, wheels, bridges, or platforms, but are utterly bereft of a creative expression that people can actually care about and believe in.

Trying to pin precise definitions on vague marketing concepts is generally a fool’s errand, but I’ve found the distinction between brand strategy and positioning is a helpful way to make sure when I’m speaking to a client that I’m fixing the right problem. Sometimes the issue is a lack of creativity. Sometimes it’s a lack of rigor. Often, it’s both. I’ve also found the distinction is a helpful way to critique my own work: Is the positioning ‘idea’ compelling enough? Is the strategy sharp? Is there an appropriate balance of rigor and creativity?

One final thing worth mentioning is that the relationship between brand strategy and positioning is similar to the relationship between a chicken and an egg: It’s not obvious which comes first. I’ve noticed that B2B brands tend to lead with positioning, while B2C brands lead with strategy.

“Brand positioning and brand strategy play complementary roles. Without a brand strategy to back it up, brand positioning risks being a hollow statement of ambition.”

For example, when Google says it wants to ‘organize the world’s information and make it universally accessible and useful’, it’s not describing a strategy. It’s making a promise with the expectation that this statement will establish a firm belief in the minds of its employees, its investors, its customers, and the rest of the world. The role of brand strategy is to translate the positioning into a concrete activity that stretches the brand into specific areas and specific audiences: maps, news, academia, communication, hardware, and beyond.

On the other hand, when Guinness shifted its brand strategy to focus on occasional drinkers, the brand team realized that the positioning would also need to change: The brand’s emphasis on ‘waiting’ was seen as a barrier to consumption for this group. The result was a shift of positioning and comms that moved away from ‘good things come to those who wait’ and instead repositioned the brand to celebrate people with the character and confidence to stand out from the crowd.

Honestly, I don’t think it matters which comes first. What matters most is that a brand’s strategy and positioning are mutually supportive: A clear strategic direction, married with a compelling positioning that’s capable of inspiring strong creative execution. Great brand strategists seamlessly bring together the analytical and the imaginative. This is how they do it.

Feature Image Credit: cottonbro

By Nick Liddell

I’m a brand strategist with over 20 years of experience. I began my career at Interbrand, where I led their brand valuation offer, and have subsequently developed and spearheaded the consultancy teams at M&C Saatchi Clear, Dragon Rouge, and The Clearing. I’m a member of the Superbrands Council in the UK, as well as a regular conference speaker, contributor to marketing publications, and author of two books on business, branding, and sustainability.

Sourced from Brandingmag

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Relevance remains in retail as marketers juggle to balance physical and digital outlets

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By Olivia Atkins

The physical demise of high street clothing brand Topshop signalled the turn of the UK’s retail sector. As the flagship store closed in 2021, the physical became digital, and the brand was picked up by online retailer ASOS – a move demonstrating the appetite and continued willingness of UK consumers to shop virtually. As the rise of online shopping continues, how can marketers seize the digital opportunity? And is there a role for the physical store anymore?

In a panel discussion spearheading The Drum’s latest Deep Dive: The reinvention of retail and ecommerce, The Drum’s Olivia Atkins speaks with experts from VMLY&R COMMERCE and Heal’s on how to assess the changes in customer experiences; the technology pushing the sector forward; and how agencies and retailers can prepare for what lies ahead.

Brand purpose is here to stay

E-commerce in the UK grew by 46% last year as the pandemic forced stores to close, driving consumers online from the lockdown convenience of their homes.

“People who buy online now are used to buying online – they’ve adapted to the price and the convenience of it; and recognize the advantages of doing so,” said Debbie Ellison, global chief digital officer at VMLY&R COMMERCE, who believes these habits may be here to stay.

Online shopping saw many customers become more aware of their purchases and look into the purpose of the brands they’re buying from – a trend perpetuated by Gen Z.

Ellison recognizes the spending power of Gen Z and their influence in pushing retail trends forward. She suggests brands need to become more relevant to their audiences or risk seeming redundant.

She thinks, “retailers should respond to their shopper’s needs and communicate their brand purpose at shelf – whether that’s in a physical or digital space. In physical retail environments, marketers easily understand their local community and how to engage there. This same logic needs to be applied in the digital sphere.”

David Kohn, customer and e-commerce director at furniture retailer Heal’s, agrees: “Purpose is the single biggest social consumer trend that we’re seeing at the moment. In retail, that translates to being a brand that stands for something – whether that’s environmentalism, diversity or even quality design.”

Physical versus digital

Despite the surge in online shopping, retailers should work to embrace both virtual and physical spaces for their brand, as certain purchases may require prospective customers to shop in-person to get a sense of their desired products.

Ellison said: “Over the last year, there’s been a pent-up demand globally to get back in-store with consumers wanting to experience something special. Retailers will be listening to that and thinking how to differentiate their offerings across channels.”

The focus for retailers is to understand the role and purpose of every space they have. Ellison suggests that in-store offerings could feature more sensory experiences where the social aspect of shopping is considered along with how to improve the service and looking at how consumers interact. Technology also works to scale up connected experiences, by automating backend processes and improving the consumer’s experience.

Kohn adds: “Technology in-store can be useful for getting your consumers to imagine. At Heal’s, we try to bring them into our world and get them to visualize our products in their home.”

He’s excited about the prospect of incorporating new technology like virtual reality (VR) in stores, believing it will be a great device for reviving storytelling methods in retail.

Merging e-commerce with in-store

“We’ve all moved online; we’re all inspired and purchasing within milliseconds,” says Ellison. “But now that the gap between inspiration and purchase has converged, how is that going to translate into the physical retail space? How will creativity be brought through each touchpoint to deliver on both the emotional and functional aspects of buying?”

Despite this change in habitual consumer behaviour, Kohn suggests that retailers need to reassess how they use each space and set them up accordingly to ensure they cater to customer needs. He gives the example of Heals’ online in-store teams who work to connect customers online with relevant store team members.

“As a brand, you’ve got to think carefully about your customer’s purchase journey,” he says. “Try to understand where the customer fits in and what you can do to move them along that process. That’s where the fusion between in-store and online can come into being.”

It’s been a trying time for retailers but having a clear understanding of what consumers need and want from each space will only help brands to move more seamlessly between their online and physical offerings. Customers are already overwhelmed by the amount of choice available to them in the marketplace, so brands need to work hard to stand out.

“Selling products is not enough anymore,” said Kohn. “You’ve got to look at the wider needs of your customer and work towards fulfilling those.”

Ellison agrees and concludes: “Brands need to walk in their customers’ shoes and really look at how they will show up in a connected way across all their different channels.”

By Olivia Atkins

Sourced from The Drum

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Unlocking the virtual reality for the in-store shopping experience of the future

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By Stefano Hatfield

As brands and consumers seek a return to the physical retail space post Covid-19, the technology that has enabled ecommerce to fill the gap as stores were closed will play a vital role in the recovery of that same bricks-and-mortar retail. Shoppers, particularly in the UK, want a “connected shopping” experience.

The pandemic has obviously hit the UK high street, but shoppers are ready to return, particularly if the ease of online shopping is blended with the richness of the in-store experience. Some 40% of UK shoppers use their mobile in-store to look up more information on a product. And there is a huge increase (80%) among Gen X shoppers who say they will use augmented reality (AR) in shopping over the next five years.

These are the headline findings of a new report, ‘Future of Shopping’, based on a global survey of 20,000 shoppers by trends agency Foresight Factory, for Snap Inc. Technology, rather than sounding the death knell for bricks-and-mortar retail, has led to an irreversible shift to omnichannel that genuinely benefits both shoppers and retailers.

As we have seen over the past 18 months, when new technologies are built primarily around human behaviour, rather than imposed because of internal business needs, their impact can be positive. Yes, online shopping has disrupted bricks-and-mortar retail over the past two decades. However, technology has also helped retailers navigate the increasing overlap between online and physical environments, now a part of our lived experience.

The report reveals that consumers worldwide feel their shopping experience has been greatly enhanced by camera technology and accompanying digital innovations. It is clear that shoppers are keen to get back into stores, but they also want to keep all the advantages of technology when they return; for example, instant access to stock information or home delivery service.

Britons seem more wedded to online shopping, particularly for clothes, than others. Some 44% plan to do the majority of clothes shopping online, above the global average of 38%. Only 34% of Brits said buying in-store was their favoured method of shopping – compared with 43% globally. But nearly half (49%) of Brits missed the social aspect of shopping and more than half (51%) found the inability to try on products frustrating.

This desire to blend online and in-store highlights how vital the mobile phone has become across the shopper journey and explains why the new consumer habits forged in the pandemic are here to stay. However, consumers have missed the social component of physical shopping, so e-commerce advertisers need to greater humanize their brands online.

The report identified several other key takeaways:

Growth in e-commerce during Covid-19 will be sustained

81% of UK shoppers are expecting to do the same amount or more online shopping in the next 12 months compared to last year, with only 19% indicating they plan to do less.

A post-lockdown return to physical retail

Shoppers returning to store post-lockdown will seek the social and tactile experiences they have missed in the last year, albeit combined with the convenience and safety of shopping online. But bricks and mortar stores must act fast to ensure they do not lag behind shopper expectations.

Technology will drive shoppers into stores

Some 35% of global consumers would visit a store specifically if it had interactive virtual services such as a smart mirror that allowed them to try on clothes or makeup.

Mobile will connect brands and consumers across the shopper journey

One in three global consumers choose the mobile phone as their preferred shopping channel, and 50% of Generation Z and millennials say they never go shopping without using one. These trends will only continue, not least in the area of price comparison.

Virtual testing could accelerate e-commerce further

Some four in 10 consumers globally state that not being able to see, touch, and try out products puts them off online shopping. Retailers will therefore need to invest heavily in try-before-you-buy technology to help encourage purchase and reduce the potential need for returns, by enabling consumers to more tangibly engage with products.

Shoppers will demand widespread AR

Within five years we will see a 57% increase in Gen Z shoppers who use AR before buying. Significantly, 56% of consumers who have used AR when shopping claim it encouraged them to make a purchase. The mobile phone will be the core tool.

New technology could reduce the number of online items that are returned annually by up to 42%. The study estimates that the cost of online returns now amounts to around $7.5 billion each year – and £377m in the UK alone.

Resale platforms cement their position as a credible alternative

Four in 10 consumers globally have bought and sold something via resale platforms, which attract shoppers searching for cheaper prices and unique products. Second-hand goods no longer come with stigma, but are a more desirable, sustainable alternative. Retailers like Levi’s, Ikea and H&M are moving into the branded resale space.

The key trends identified above talk to the blurring of consumer needs and expectations across physical and digital shopping channels. They reflect shoppers’ primary demands (beyond pricing): convenience, social interaction and product testing.

Ed Couchman, general manager, UK, Nordics and DACH, at Snap Inc. says: “People thought the internet and technology was a threat to physical retail but this report clearly shows that those who harness the benefits of tech are best placed to thrive post pandemic. Shoppers want to read reviews, compare prices and try on items using AR – but they also enjoy the experience of going into a shop, speaking to staff, and looking at items. They want the best of both worlds.”

The ‘Future of Shopping: Global Report 2021’ from Snap is available here

By Stefano Hatfield

Sourced from The Drum

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Netflix readies video games push with hire of Oculus exec

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By Jennifer Faull

Netflix is expanding into gaming opportunities

Netflix is set to bring video games to its platform next year having made its first key hire to lead the push.

Mike Verdu was previously head of virtual and augmented reality at Facebook, where he worked with developers to bring games and other content to Oculus.

Prior to that, he spent his career leading the gaming efforts at companies including EA, Zynga and Kabam.

He will now lead Netflix’s push into creating content beyond TV shows and films. Netflix hasn’t been shy in talking up its ambition to be a major player in the $90bn video games industry.

It’s likely that some games will be tied to its most popular shows, such as Stranger Things. On its most recent earnings call, chief operating officer Greg Peters – who Verdu will report to – said its users “want to immerse themselves more deeply and get to know the characters better and their back stories and all that stuff”.

He said: “Really we’re trying to figure out what are all these different ways that we can increase those points of connection, we can deepen that fandom. And certainly, games is a really interesting component of that.

“And there’s no doubt that games are going to be an important form of entertainment and an important sort of modality to deepen that fan experience. So we’re going to keep going, and we’ll continue to learn and figure it out as we go.”

According to Bloomberg, which first reported Verdu’s hire, the first games are slated to appear on the platform within the next year. Rather than sitting on a separate site, they will appear alongside current content as a new programming genre. It is not expected that users will be charged extra to access games.

The move into gaming comes as Netflix continued to battle it out against Amazon Prime and Disney+ for new users in the competitive streaming market.

Netflix reported a dramatic slowdown in subscribers for the first three months of 2021.

As a result of the pandemic, it added 36 million subscribers in 2020 to pass 200 million subscribers worldwide. It predicted the surge would continue this year and said it expected to add six million users to the platform in the first quarter of the year. However, it only managed to add four million and now expects to add about one million subscribers in the current quarter, which would be its slowest growth on record.

By Jennifer Faull

Sourced from The Drum

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How To Double Down on Personal Branding in 2021

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By Julian Paul

A proven 3-step approach to personal branding

Recently I took the Marketing New Realities and the Personal Brand class by the great

as part of my MSc High Tech Entrepreneurship at

. There were many brilliant concepts covered. But the core centered around how the world increasingly emphasizes this fact: A brand’s credibility and existence now rely on what customers say and do rather than what the brand wants them to do.

Before going into my three main takeaways, let me share two case studies I felt were quite impactful to myself and the broader class.

The North Face — Question Madness

The North Face video ad campaign with extreme athletes as the stars. YouTube

What an ad! This campaign portrays the uncomfortable and scary truths. Something not often seen from big brands… pain and broken bones are ugly, but they define the daily lives of extreme athletes. The North Face knows this and shows the entire world they understand exactly who their customers are.

Further, The North Face decided to take a user-generated content (UGC) route with a strong focus on empathy which translates directly into a sense of belonging with their core audience. Because of this, they literally did not need to put any product front and centre. Rather, their brand and product is the athlete — no matter where they are. As a result, their entire brand now resembles the safety and support system that allows athletes to survive extreme conditions — which translates into their secret sauce:

  1. The customer is the hero.
  2. The customer is the marketer.
  3. They helped people belong.

Heineken — Worlds Apart

A short video on Heineken’s “Open Your World” Campaign. YouTube

Phew! What a shocking video and context. Mark posed some great questions to this case study. Who is the target audience? Why would this sell more beer? Let’s get into what I think about it…

The target audience is those who think our differences are greater than our potential to connect. It’s a beautiful analogy to the way the world is seemingly trying to divide us among our identities. And it offers the antidote: Heineken Beer. Heineken is treading a thin line between encouraging alcoholism and highlighting the culture it enables.

I personally believe it is clearly the latter. As a beer consumer myself I can relate to the environment filled with deep conversations that occur in a typical pub, bar, or even at home… I think you know what I am talking about. So the answer to the second question is also very clear to me: this campaign would definitely sell more beer. Its message is inclusivity from all political or ideological ends.

My 3 Main Takeaways

Building on these two case studies, I collected three main takeaways that resonated most with me. Now, if you know me, then you understand how much I love mental models and processes. So, my takeaways are designed for a personal branding beginner (like myself). And personal branding begins with producing inhuman amounts of content… the following points relate to a process I have identified from this class and am applying to myself. They are meant to be applied top to bottom. Let’s get into it.

1. Apply AIR with your initial content

I know it’s cliché, but content is king! Simple, right? Not really. Creating content that actually connects with people is difficult. AIR makes this easy:

  1. Authentic = Are you real? Is what you’re sharing honest?
  2. Interesting = What value does it add? Is it tangible?
  3. Relatable = Does it connect to your target audience?

People believe and trust in what they see and experience. AIR relies on consistency and trust. The key to AIR is community-driven.

Be of the community, not just in the community.

Once you nail AIR, you create acts of advocacy that will move customers to connect and communicate with other customers. This only comes from creating and sharing content, increasing buying decisions as a result.

Mark says this best:

“Know who your super sharers are and tailor your content angle towards them.”

I say in addition, you need advocates, not followers.

2. Define your customer island

Personal branding is the marketing of today. And marketing is about all things human. It’s about emotions. So you should aim to create the marketing of no marketing: enable your customers to create and share your/their stories. Do this by understanding what they are into. And once you define that, you can group them into customer islands (imagine a Maldivian atoll as a reference), where the name of the game is word of mouth (WOM) marketing.

This might seem very difficult, but there is a simple solution: Think about creating talkable stories and approach the following types of influencers: celebrities, creators, and advocates. Each has its unique use case and its effectiveness will depend on your application.

Once you understand your customer islands and which influencer type you need to gain access to each, you will receive feedback from a whole range of customer segments that were totally agnostic to your personal brand. Beautiful, right? So analyze carefully and choose wisely.

If you create your personal brand, you create your island. And those who identify with it, will come to you.

Mark categorizes customer islands under human-centered marketing, which he built a beautiful manifesto for. Check it out here.

3. Leverage RITES to scale your content

Expanding on the ideas of customer islands and creating your first consistent content series with AIR, I loved this model as a way to scale bigger and broader as a creator. Once you’ve ticked all of the five RITES boxes, you will be able to connect with your island like never before:

  1. Stay Relevant
  2. Be Interesting
  3. Be Timely
  4. Be Entertaining
  5. Become Superior

Mark goes on to state that your personal brand is a business. So, as with any business, you should know that the customers are in control. Even more so in the age of personal branding. Be wise and make your personal branding efforts less about ego and more about the people on your island. RITES allows you to discover and frame the type of content you need to grow your personal brand to new heights.

The internet is all about giving away value and enabling others

Coming Full Circle

I hope you enjoyed this article as much as I did writing it. Needless to say, the ideas put forth are interpretations and learnings I took away from Mark’s class. However, the approach and condensation of them are my own. My hope is that you receive the same amount of value as I did. Thanks so much for all of these concepts

. It’s been a pleasure!

More insights from Mark’s class

My final realization

Personal branding is here to stay. So why not master it and create the island thousands of people are waiting to join?

Feature Image Credit: Austin Distel on Unsplash

By Julian Paul

Sourced from BetterMarketing

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5 reasons to include Clubhouse in your brand strategy — before the hype dies

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By Mary Glazkova

Is Clubhouse all you hear about recently? The pandemic gave us a new way to communicate, and everybody seems to be crazy into it. To me, Clubhouse feels like LinkedIn mixed with Facebook and Skype without those irritating algorithms.

But why did it get so hot so fast? Insider’s Shona Ghosh says “It’s insider-y vibe fuels desperation rather than cool,” and I second it. Its core strength is the need not to miss out on great opportunities.

You can chat with great minds on Clubhouse, like a16z partners, or CEO of Figma, or even Elon Musk, and it feels like you accidentally dialled into a secret meeting. You can hear the latest trends and opinions and even share yours — if a moderator lets you.

In a time when we’re forced to find new ways to communicate and promote ourselves — Clubhouse has real potential, although it could end up being short-lived.

[Read: Oh no… ‘Senior Clubhouse Executive’ is now a thing]

But we have to make the most out of the moment. Currently, Clubhouse is undeniably fresh as it gives that feeling of being a part of an inner circle. The community also seems like a great place to introduce brands and new ventures. From Mark Zukerberg to local VCs and start-up founders, everyone is already there.

And after participating in numerous rooms, I’m convinced Clubhouse is the perfect platform for an industry expert, a start-up CEO, or even an entire brand to get noticed.

So while it might feel tiring to establish a dynamic profile on yet another platform — I say you bag yourself an invite, fill in your bio, and check out these five reasons to use Clubhouse for your corporate comms.

1. New connections always have value

There’s plenty of places to make ‘connections’ but I’d like to argue that Clubhouse is like LinkedIn — just more friendly.

You can easily find a group related to your industry, blend in quickly, and then expand your horizons by following key individuals in your niche.

For instance, now in the tech category, there are interesting and diverse communities of Ukrainian entrepreneurs, European start-ups, VCs, AI specialists, and many more. I personally follow the Communications & PR group, Good Time (this is where you can meet tech giants), Tech Talks, Talk Nerdy to Me, and some more VC, tech, and PR-related.

Also, I follow the most prominent tech reporters, so I get notifications if one of them is talking in a room.

2. More authentic way to boost your brand

I find jumping into Clubhouse rooms is like joining a meetup… without the awkward intros.

You can comfortably ‘sit silently in the corner’ until you get used to a room, and once you’re ready to speak, just raise your hand and jump in at the right time. What I do suggest though, is that you use that inactive time in the beginning to make sure you are well prepared. Know what you want to talk about and have a clear idea about what your goal is for the conversation.

Journalists are starting to host weekly rooms discussing tech trends, M&As, and a myriad of other topics. VCs also have rooms to talk about strategies, deals, and multiplicators. These rooms present a good opportunity for you to share your knowledge and your brand’s latest news, celebrate recent achievements — yours or from the industry — and gain new connections.

If you contribute to chats in an interesting way, you’ll be noticed and possibly followed by key players, which ultimately helps establish good relationships in a more authentic way. Clubhouse rooms go far beyond the capabilities of cold emails and have a way bigger reach than in-person networking (back when that was allowed).

And this is already proven to be working. If you have a good pitch, you could end up immediately raise money, just as Kimi Weinttrraub did in the Shark Tank room.

3. Have more control over your message

Joining a good Clubhouse room feels like speaking at a conference. But instead of the hassle that comes with that, you get more control.

Like Mike Butcher puts it: “Why would anyone go to a conference (real or virtual) any more when they can start or join a Clubhouse room with other people in their field to find out what they need to know?”

Once you have earned attention and followers by participating in various rooms,  it’s time to start your own Clubhouse room and invite people to talk. Now you’re putting yourself at the centre of the community, which gives you more control over messaging.

My advice is to schedule your room in advance and avoid busy hours. Now you can either make it completely open for everyone to join in, or just ‘social’ so that only your followers can join. Neither is better than the other, it just depends on what’s the goal of your room.

But what should you do in your room? Well, you can launch or promote a product, like Kuki AI did when its chatbot was interviewed live by futurist and Forbes contributor Cathy Hackl on Clubhouse. Or you can go a more open and simple route of sharing the latest milestones or discuss recent figures.

And why would you do this? I think it really helps using the popularity the platform is currently experiencing to catch people’s attention. Journalists, VCs, and other high-profile people seem to be keen to talk on Clubhouse, perhaps its novelty makes it more appealing than yet another Zoom call.

You have to keep in mind though that this novelty could end fast — so get in there before it’s over.

4. Get ideas for content marketing while working on promotion

One of the best ways to describe Clubhouse is that it’s like listening to a podcast in real-time with an opportunity to participate. And what does that mean for you? It means there’s a flood of fresh ideas to be grabbed — but only for those who are tuned in.

Clubhouse doesn’t have a recording option (yet), so everything discussed will sink into oblivion the second the room is over. Unless you do something about it, that is.

Use the ideas you hear to write a feature or op-ed and pitch it to media outlets — or at least a post on your brand’s blog or Medium. Some content can also be used for social media, analytical material, and researches.

So while you’re hanging out on Clubhouse to find promotional opportunities within the platform, pay attention to the ton of information now available there on a range of topics — like how to launch in a new market or how to improve SF. CEOs, VC, and opinion leaders are spending half an hour per day on Clubhouse on average, so don’t miss out on their insights.

5. Stay on message

Now, this last one is more of a warning than a reason, but still important to include.

A lot of us are still in lockdown and almost none of us are able to attend an offline event. So we go on Twitter and rant about how we are tired and bored and that we’ve binged all worthwhile series already. But don’t do that on Clubhouse.

Starting a room just to discuss what you’re doing on a rainy winter day isn’t the best idea in my opinion. I’ve actually received a notification for a room with that name — and of course, there are book communities, groups to discuss movies, and weather — but don’t mix up your presences on Clubhouse as you would maybe do on other platforms.

Don’t scare away valuable followers you gained with an impulse act of starting a random room. Your followers will likely receive a push notification and may unfollow you if you veer into other fields.

This whole Clubhouse hype could end up being short-lived, so stay laser-focused during its peak and get the most out of it for your brand.

By Mary Glazkova

PR Partner, the Untitled Ventures — Technology-focused comms specialist, GWPR member, WomenTech Network ambassador. Twitter: maryglazkova

Sourced from TNW

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Why And How To Jumpstart Your Brand Strategy With The Power Of PR

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By Lydia Vargo

“What is the difference between branding, marketing and PR, anyway?” People regularly ask me this question, and although the lines have been blurred in recent years, there is an easy way to differentiate between the three:

Branding: Who am I?

Marketing: What am I telling my customers about myself? (This could be through ads, bulletin boards and marketing materials.)

PR: What are other trusted sources saying about me?

Although all elements are key to securing brand success, I’ve found that the one that speaks the loudest to those looking to invest in your brand (like a customer, retailer or investor) is a third-party endorsement. That includes awards, testimonies, a genuine social community and press. In other words: PR.

Although branding is the foundation of any company, people confuse marketing and PR the most and frequently question their purpose.

Large enterprises are often guilty of siloing PR and marketing teams, which makes it more difficult to unify the brand’s real message. That is why PR and marketing have to work together using a holistic approach that keeps both teams on the same page. When done right, the synergy between PR and marketing can give your brand a lot of horsepower.

The digital world makes the differences between PR and marketing less clear; however, there are two sides to every coin, and they need to coexist in order to build a balanced and longstanding business.

The Differences Between PR And Marketing

So, how is PR different from marketing? It comes down to three major points.

1. Press Versus Consumer Relationships

Traditionally, PR was about forming relationships with journalists and media outlets. Marketing, on the other hand, focused more on product promotion, ads and a brand’s relationship with shoppers.

But we have to keep in mind that PR has evolved quite a lot over time. It’s not uncommon for a PR team to oversee influencer marketing, social media and customer-facing content. This is where PR and branding teams tend to overlap and need to collaborate.

2. Reach

Marketing is the art of creating an identity: It’s your logo and colors, as well as the mood and feeling behind your brand. Good branding, however, can’t bring in customers by itself.

PR is where brands actually increase their reach by putting the product or service in the hands of their consumers with well-placed messaging. In an ideal world, branding and the way you market yourself attracts customers to you. PR, on the other hand, entices them to stay.

3. Identity Versus Perception

Marketing creates your business’s identity, but PR shapes public perception of that identity. When you need to create, maintain and protect your perception in the public eye, it’s PR you need.

Three Ways PR And Marketing Should Work Together

PR and marketing are separate disciplines that often bleed together. But good PR can give a big boost to marketing, remove obstacles and solidify your presence in the market.

Even if you’re a small business, you can create a strong, unique brand with a little help from PR. Score more coverage, amplify your efforts and spend very little money doing it with these three brand-boosting PR strategies.

1. Audience Amplification

Who are you speaking to? Audience is everything when you’re trying to make a name for yourself, and who you’re engaging with matters. Your audience should dictate everything from your content format to your language choices.

Your marketing is your message; PR gives your story a stage, a microphone and “puts butts in the seats.”

Your PR strategy should ensure your brand stands out to the right people in the right place. It is the foundation that the brand is built on and the reputation that makes you proud and trusted.

2. Perception And Image

You’ve created a brand, but how do your customers really feel about your brand identity? After all, there’s a reason why some shoppers adore brands like Trader Joe’s and feel lukewarm about big box stores.

Your PR should tell the right story — the one that showcases your values and sets the right tone with shoppers. Instead of crossing your fingers and hoping your audience loves your brand, create a PR strategy that gives you more influence over your place in the market with powerful storytelling.

3. Brand Authority

Authority is hard to measure, but it’s still incredibly important. Make sure your PR strategy boosts the authority behind your brand. It should establish you as a thought leader and trusted investment.

Marketing alone isn’t necessarily strategic and thoughtful. PR, however, is all about strategy and creating a communication plan and playbook to grow your influence methodically. Brand authority will not only net you more press and boost trust with shoppers, but it can also prevent image issues before they happen.

The Bottom Line

PR and marketing make it possible for businesses of all sizes to compete in a dog-eat-dog world. While marketing makes your identity and values clear, you still need a solid PR strategy behind it to boost your influence. Understand the three ways branding and PR should work together so you can forge a positive image in the public’s mind from the start.

Feature Image Credit: Getty

By Lydia Vargo

Lydia is a key contributor to brands’ ongoing success as VP of Global Strategic Accounts at ChicExecs. Read Lydia Vargo’s full executive profile here.

Sourced from Forbes

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15 Factors Startups Shouldn’t Forget When Developing A Brand Strategy From Scratch

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Sourced from Forbes Billionaire

There are numerous roadmaps for effective branding. What works for one brand may not work for another. In the case of a startup, the number of branding challenges to overcome may be quite diverse, and having a well-thought-out plan in place ahead of time may help to mitigate some of the more common issues startups usually face.

When drawing up a plan, startup leaders have a big advantage in that they get to start completely from scratch. This means there’s the potential for fewer mistakes down the road—but also big mistakes if leaders don’t know what to include. To help with this, 15 members of Forbes Coaches Council discuss the vital factors no startup should forget when planning their branding strategy, and why they’re so important.

1. A Brand That’s Purposefully Driven

Identify your purpose—and it is not about the products or services you sell. It has to do with why you exist. Once you have identified a purpose, it will give your brand an enduring quality and constant clarity over and above the business objectives you set out. Once you have named what the “purpose” is, then you can identify the mechanisms on how you bring it alive. – Mirella De Civita, Ph.D., PCC, MCEC, Papillon MDC Inc.

2. Authenticity

Today it’s not about being perfect. In fact, you’ll never build a tribe of excited fans that way. Brands win when they aren’t afraid to express their true selves—quirky, funky, funny, endearing, polarizing, passionate or even vulnerable. There’s nothing more important to success than identifying the ideal client you are excited to serve and showing up in an authentic way that speaks to them. – Laura DeCarlo, Career Directors International

3. Your ‘Who’ And ‘Why’

Who you are and why you are doing what you are doing will always be the two most important questions to lead the way. When working with companies on finding their purpose, this is the conversation we have. Knowing who you are as a company, what purpose you serve and why will lay the foundation for all you do. And when things get hard, as they will at times, it gives you a true north to come back to. – Jen Croneberger, JLynne Consulting Group

4. Your Ideal Customer

If you’re trying to sell to everyone, you’ll end up selling to no one as your brand messaging will not resonate. Be as specific as possible when identifying your ideal customer—this will help your audience feel like you are speaking directly to them and that you truly understand them. And it’s totally OK to repel others (that’s a good thing!)—in a world of billions of people you’ll be fine! – Holly Knoll, Holly Knoll Coaching and Consulting

5. Unique Business Value

Many companies are so focused on articulating how good or great their offering is that they neglect to articulate how they are uniquely valuable. In order to enhance your brand, show your prospect why your uniqueness matters to them. – Donald Hatter, Donald Hatter Inc.

6. An Understanding Of How People Feel About You

Too many times startups get excited about picking a name and a logo based on the wrong metrics. Your brand is how people perceive you wherever they interact with your business. Ask yourself, what sentiment will your name, logo, website, taglines and content elicit from your targeted customers? Does the feeling trigger positive feelings? Or translate into active engagement with your brand? – Tracy Levine, Advantage Talent, Inc.

7. Remarkability

Remarkability lies on the edges. Be bold in your brand promise and claim your edge in the market. Give a good reason to your audience for why they should want to buy from you. Let you be the biggest, smallest, fastest or the slowest. What is most important to your client? For example, Southwest Airlines is not only known for cheap flights, but also the friendliest crew who enjoys their job. Your edge speaks value. – Whitney Mullings, Whitney Mullings

8. Overarching Goals

The first responsibility of a startup in building a brand strategy is to stay true to the goals of the brand. Every good strategy begins with goals and core values. The brand builder must remember why they started the brand, as well as the overarching goals for the brand. Maintaining goal awareness allows one to gauge whether the brand delivers on its promise and aligns with initial goals. – Lori A. Manns, Quality Media Consultant Group LLC

9. A National Look And Feel

Many startups focus only on their local market. In doing so, they limit themselves and their future. It is better for a startup to think nationally from the beginning and therefore create a brand presence that can compete with other national or international brands. A national brand speaks of excellence and the seriousness of products and mission. Build your brand with the future in mind. – Ken Gosnell, CEO Experience

10. Consistency

When building a brand, be consistent in your look and feel and messaging. People will remember something only when they see and hear it repeatedly. If you keep changing your core messaging, taglines, colors, graphics and other elements, it is harder to establish brand recall. That doesn’t mean you can’t evolve and freshen your look and messages, but too many ideas at first can create confusion. – Jennifer Wilson, ConvergenceCoaching, LLC

11. A Budget

Startups need to keep an eye on finances when building their branding strategy. Your brand will develop as your service and/or product develops. Too much spent on branding can drain you of resources you need to deliver your brand promise. Keep the marketing budget small and the product development budget paramount until you’ve made enough progress to secure more funding. Underpromise, overdeliver. – Christine Rose, Christine Rose Coaching & Consulting

12. A Vision Statement

Startups often are so busy trying to get off the ground that they tend to set goals and a strategy, but not a vision. A vision statement reminds you and your customer “why” you are doing what you are doing. It answers the question, “What’s in it for them?” When our branding includes our vision, we create an emotional connection that inspires a movement or decision to buy our product or service. – Susan K. Wehrley, BIZremedies

13. Daily Strategy Checks

When a startup is building a strategy, it’s generally taking the past data and forecasting the future scenarios that decide one’s course of action. The risk here is that, in today’s world, the entire company can go out of business in a day because of something happening in the outside world. Hence, daily evaluating of the strategy with respect to the market reality and making course corrections is very important. – Avinash Anand Singh, Blue Dot Transform Consulting Pvt LTD

14. Social Media Strategy

While mission, vision, logo, etc. are key considerations startups focus on when it comes to building a brand strategy from scratch, don’t forget to add creating an intentional social media brand strategy to the list. A social media brand strategy should contain guidelines about your business voice, tone, attitude and cohesiveness across channels—it’s not just a content calendar! – Julie Fisher, Your Digital Guardian

15. Community Involvement

Many startups believe that they can only give back to their communities once they are on their feet. As a brand strategy, this is counterproductive because your communities are essential to long-term growth and sustainability. Begin as you mean to go on and have a viable plan to give back to the community as a brand from your first day of operation. – Kathi Laughman, The Mackenzie Circle LLC

Sourced from Forbes Billionaire

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Marketers Must Reshape How They Build Trust And Loyalty For Their Brands

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By Benjamin Herrmann

Customer trust and brand loyalty are inextricably linked, essential to long-term business success, and tougher than ever to gain and retain. With all the breaches, hacks, and misuses of customer data in recent years, customer trust is low. And with the proliferation of digital channels making upstart competitors a mere millisecond-click away, loyalty is precarious, as well.

This reality, along with digital channels becoming the norm in buying from and interacting with both B2C and B2B customers, means that it’s mission critical to reshape the way you’re building customer trust. In the digital landscape, brands need to focus on tapping into the right customer data in a way that is mindful and doesn’t cross boundaries of privacy, while also prioritizing transparency and individualized support tailored to each customer.

Here are three best practices you can use in your marketing strategies to build customer trust and lasting loyalty in the digital age.

1. Respect privacy and avoid “creepiness” when personalizing experiences

“Customers are done with creepy; don’t be creepy,” Alex Atzberger, president of SAP customer experience, said at the 2018 SAPPHIRE NOW conference. “Without consent, don’t personalize.” He couldn’t have been more right.

Personalization plays a major role in thoughtfully engaging customers, but when it isn’t handled with care, brands can lose favor with customers who suspect their privacy isn’t being prioritized. New laws around data governance, such as GDPR and the California Consumer Privacy Act, help give customers an extra layer of security, but the responsibility still lies with brands to create personalized experiences without being creepy or crossing any lines with the consumer.

The challenge is that we have access to more data than ever, especially customer data around specific behaviors and preferences. It’s natural as a brand to want to make use of any and all data you can access to create a better user experience, but respecting customer privacy must be the top priority. Plus, the better results will come from identifying and acting on the right data, rather than trying to make everything you can get your hands on into something actionable.

Mastering personalization is about showing each individual customer that you’re committed to and respect the relationship they have with your brand.

2. Maintain transparency and keep it consistent across your organization

Transparency should span across every aspect of business, but when it comes to building digital trust with your customers, price transparency is always an important practice. It supports a connected customer experience, adding long-term value by giving your customers the ability to explore pricing options before making purchasing decisions. Be upfront about costs throughout the buyer journey (e.g., taxes, service fees), so customers aren’t seeing them only at the end when it’s time to make a purchase. This way your customers can understand exactly what they’ll be buying and for how much before heading into the final transaction.

Giving your customers trial periods with products also plays an important role in transparency. Many consumer products are set up in this way, from cars to clothing to even food – these items are set out in a way that lets customers view them and try them before they buy. Apply the same principle to B2B products, such as software.

When implementing digital purchasing options into your customer journey, always include trial options. Your customers can use this opportunity to properly evaluate whether or not a product meets the challenges or needs they are seeking to address without needing to make a purchase first. They can then make better, more confident purchasing decisions, which also supports long-lasting trust in your brand.

3. Be helpful along the entire customer journey

Support – especially with digital sales that lacks face-to-face interaction with a sales or service representative – should always be ready and available before, during, and after purchases are made. Customer service takes many shapes: sometimes it’s in-person, other times it’s over the phone or via online chat, and sometimes it’s simply in the background, providing support without the customer realizing it’s there.

B2C companies already focus on support as part of the entire customer journey and experience, infusing the same customer support systems they have in person into their digital platforms. This is a model that B2B companies can use for digital sales and e-commerce, as well. In fact, B2B brands should be held to a higher standard in supplying customer support from a digital perspective, as these customers are used to the high-touch services of a vendor’s field sales team.

Even though your customers want quicker, more seamless online options, you shouldn’t let service levels drop because the customer is no longer working with someone directly. Your customers will still expect your guidance and support throughout their digital journey, through the transaction process and beyond. It’s important to show your customers your commitment to their experience along this path, allowing trust to take shape as you do this.

Customer trust is gained – and kept – by aligning goals. Your customer’s goal is to solve a problem, improve a process, transform their business, etc., and your top goal should always be to support customers along their path to achieving their goals. There isn’t a one-size-fits-all solution to building trust, especially in digital interactions, but incorporating these best practices into your overall marketing strategy is a great starting point.

By Benjamin Herrmann

Connect with Benjamin Herrmann at @bherrmann81 and on LinkedIn.

As head of digital commerce for SAP, Benjamin Herrmann is responsible for developing the digital direct sales channel at SAP across products, professional services, and education. Dedicated to helping customers become best-run businesses, Herrmann has established himself as a leader in B2B digital business models. Prior to his current role, Herrmann was senior director of strategy for SAP Portfolio & Pricing, where he ran board-level change programs. He also worked as an enterprise business architect and lead business architect in the Business Transformation Office for PricewaterhouseCoopers, and served as a lecturer on Information Systems at the Frankfurt School of Finance and Management.

Sourced from D!gitalist

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Up Your Social Media Game By Answering These 8 Branding Questions

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Don’t put the social media cart before the brand strategy horse.

To excel at social media, you must be a social media expert, right? While this is true in some respects, having narrow social media knowledge can also be limiting. A social media-only focus can actually hold back your social media strategy from reaching its full potential. You are building more than a social media presence — you are building a brand. Social media is not an end unto itself. Vanity metrics — followers and likes — may be early indicators of good content, but the true test of social media is business impact. Management will eventually stop paying for social media activity that doesn’t lead to bottom line action.

Despite the hype, spending on social media has failed to live up to expectations. In 2017, actual social media spending was nearly half of predicted levels. This stems from a continued struggle to show the real impact of social media and to integrate social media with wider marketing strategy. CMO Survey results indicate marketers still rank social media low in its contribution to company performance (46 percent) and low in how well it is integrated with the wider marketing strategy (59 percent). Social media actions, and even plans can exist on their own, but without having an understanding of the larger marketing and business strategy behind them, they could be acting in vain. Are you putting the social media cart before the brand strategy horse?

To help understand how social media fits into the bigger picture of marketing and business, consider the following key questions to help develop a basic brand understanding of your business or organization. The questions emphasize the consumer perspective which is especially important in social media. Answering these questions can help create a broader understanding of a business, its marketing and how social media contributes. They can help you gain more of a branding perspective, speak the language of business and move towards integration and improving ROI.

1. Why does the business exist?

Vision and mission matter to today’s consumers. To make money is not a sustainable answer for customers or employees. What does the company behind the product or service stand for, and where is it headed? This could be a focus on solving a greater problem or spreading a bigger message. Maybe the business supports a cause, community or the environment. Perhaps the mission is simply being the absolute best at something specific.

2. How did the business get started?

A brand’s backstory is important. People buy for rational and emotional reasons that can come from an organization’s origin story. Show the human side of the business starting in a garage, the founders investing their last five dollars or making a childhood dream come true. Perhaps an event put the cause on their heart, or something they couldn’t get as a customer motivated the creation of the company. Even large corporations can benefit by showcasing their humble roots.

3. How does the business measure success?

Business objectives are where the rubber meets the road. All marketing action, including social media, must help support business needs such as sales, average spend, market share, leads, contracts, awareness, customer satisfaction, retention, referrals, volunteer, or donations. To do this, brand building must start with specific objectives clearly defined. Make sure they are SMART:

  • Specific (quantified such as XX percent or $XX)
  • Measurable (data you can access)
  • Achievable (not too high)
  • Relevant (support vision/mission)
  • Timely (deadline like X months or X years)

4. What does the business sell?

Don’t take knowledge of the brand’s products and services for granted. Start by literally listing every product and service offering, lines and versions. But then go further to describe each from the consumer’s perspective. What is the real value to the customer? Turn product and service features into consumer benefits. Then look for gaps in product lines and offerings from the company, but also its competitors. This can uncover key messages to emphasize and may uncover key opportunities for growth.

5. What is happening in the industry?

An industry overview provides valuable context. Is the industry and category growing or declining? What innovations and trends are important? Are there gaps in offerings? What do consumers care about most? What are their pain points, threats and opportunities? What are the consumer’s unmet needs? Once identified, clearly communicate how the brand meets these needs.

6. Who is the business trying to reach?

Be clear on the overall market and ensure you have the right target market. Don’t merely identify everyone who could possibly use the product or service. Focus limited resources on the segment with greatest possibility of return. Narrowly define the group most likely to have the unmet needs the business provides. Be specific with demographic (gender, age, income, education), psychographic (attitudes, values, lifestyle) and behavioral (products used, brand loyalty, usage) bases. Who needs the solutions the brand offers the most?

7. Who else targets this market?

Brands are evaluated by consumers against key competitors. Identify several top competitors by market share and sales in same industry and/or by replacement products and services outside the category. What do you offer that is different? Why should they pick you? With this understanding summarize the main distinctions of the brand.

8. How can you sum up your branding strategy?

Understanding your main message focuses effort, ensures consistency and improves integration. Summarize all the answers above into a positioning statement written to the target market. Boil it all down to a main overall message. What is the essence of what the brand means to the target audience?

Now that you have a larger brand understanding, take that knowledge and apply it to current social media presence and actions. Where is the target market active in social media? Look at social networks, messaging apps, blogs/forums, ratings/reviews and podcasts. Look for ways to leverage geosocial, crowdsourcing, influencer marketing, social care, user generated content and paid social media. Identify the top social platforms for the target and then compare to the current business social media accounts. Do you need to make some adjustments based on the target market?

What about messages and content? Are you talking about the right things based on your products and services, industry and competitors? Look at business objectives. Are you driving to the right places and actions that matter? Are you telling the complete brand story? Don’t miss out on parts of the mission, vision and backstory that could drive consumer action. Finally, ensure that all social media is integrated in message, tone and look with other forms of digital and traditional marketing communication to optimize efforts. It could be a good time to perform a social media audit.

Being a better social media professional can start with improving your business intelligence and gaining a better understanding of overall branding. Having a strong foundation in branding will lead your social media activities in the right business building direction. The latest CMO Survey results indicate that the top use of social media by companies is for brand awareness and brand building. Answering these questions will increase your brand knowledge and help improve your social media strategy.

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Sourced from Entrepreneur Europe

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