NY Business Strategies Examiner.com: Interview with Don Mathis, CEO of Epic Advertising

I recently had the opportunity to interview Don Mathis, CEO of Epic Advertising. Don's varied and accomplished career is a great example for all of us who have many professional interests that we'd like to pursue. He's someone who has never been put into any one box. Don's career took many twists and turns from the military to media to management consulting and now into advertising.

For the full interview, please visit: http://www.examiner.com/examiner/x-2901-NY-Business-Strategies-Examiner~y2009m7d7-Interview-with-Don-Mathis-CEO-of-Epic-Advertising

My Year of Hopefulness - Small Audience

Seth Godin wrote a terrific post today relating the contrast between concert opening acts and rock stars to the different grades of marketers. He has some very good advice for all of us: Seek out a small audience who thinks you're a rock star and then grow that audience. Don't go out into the market as an opening act and have the market shape your work based upon something else they love (the rock star). You want to stand on your own two feet and have customers who love you and will back you exactly the way you are.

Many companies are so hungry for growth, so hungry for fast, quick wins, that they do whatever they have to do to their products and services to make them appeal to everyone. Of course some other companies focus so closely on one tiny piece of the market that they exclude others who might also benefit from their products with just a few weeks. So what's a company to do?

A few ideas:
1.) The "Me-conomy" seems endless. The personalization trend can be seen everywhere in the market. Is it possible for a customer to customize some piece or your product or service to make it suit them perfectly? This allows you to serve a number of different groups with just a few minor changes to your product. Think about what adding colors and engraving to the ipod did for that product!

2.) There are a lot of ways to slice and dice a market into segments. Is there a segment that you can serve that's small enough to provide something special to them while also having a wide enough appeal to enough people to meet your costs and profit goals?

3.) Look for holes in the market. Many companies are set on being fast followers. They don't want to get out there, innovate, and build something new. Fear holds them back. They'd prefer to watch others, copy, and paste. The saddest part about this kind of ambition is that it never allows you to be the first in the market to fill an unmet need that makes consumers grateful and loyal to your brand. You're just an opening act in that scenario. You want to be the first association a customer makes with a new product or service. You don't want people to say, "Oh yeah, there's that option, too" about your brand. So get out there, talk to people, and find a way to provide a service or product that makes their lives easier.

While it's fun to play in the market, it's more fun to build a market and delight customers with a product or service they never even thought was possible. Your following will be filled with early adopters at first so learn from them, get their input, improve your offering, and other people outside of that early adopter segment will catch on. Be a rock star.

NY Business Strategies Examiner.com: Lessons in branding from Payless Shoes, Dunkin' Donuts, and HP

As I was walking through the city with my sister, Weez, and niece, Lorelei, yesterday, we noticed something interesting about a few brands widely advertised in New York. While many have recently experienced a fall from grace, some staged their brand image's turnaround just-in-time. Three examples floated to the top that are interesting case studies.

To read the full article, visit: http://www.examiner.com/x-2901-NY-Business-Strategies-Examiner~y2009m3d8-What-brand-turnarounds-can-teach-us

The Game Agency on Examiner.com

This week I interviewed Steve Baer, Co-founder of The Game Agency. The Game Agency (TGA) creates games to integrate into corporate marketing programs to enhance brand value, increase customer loyalty, and drive innovation.

To read the full article on TGA, click here.

Waking the Dead - Reviving "Has-Been" Brands

In college, I had a boyfriend who loved Herbal Essence Shampoo. He wasn't part of the target demographic, but he loved one of the scents so much that he just couldn't imagine his morning shower without it. Despite this kind of following, every brand eventually grows old and stale if left untended. A.G. Lafley, CEO of P&G, says there are three routes for a dying brand: Abandon, Divest, or Re-invent. In the case of Herbal Essence, he chose the third option. I'm sure my former boyfriend is thrilled!

The P&G team didn't perform any miraculous feats - they tightened up the demographic, modernized the packaging to stand out on the shelf and encourage the dual-purchase of shampoo and conditioner, and re-vamped the language with more current vocabulary and inuendos. This easy-to-understand process is allowing the fledgling brand to gain sales growth in the high single digits. Not bad, and certainly something not common in the current economy.

Process aside, I think A.G. Lafley is saying something much richer about product re-invention. It's easy for product developers to fall in love with their product as is, for marketers to admire their own catchy phrasing and campaign themes so much that they can't imagine anything more brilliant coming down the pike. For example, let's consider the highly creative and relevant campaign by the Dove Brand - Campaign for Real Beauty. The simplicity and power of that statement resonated with a wide audience. That campaign has been around for a while, so much so that it's beginning to become old news, especially in the wake of the touch-up work done on some of the campaign photographs. Those marketers need to be thinking about a re-invention now!

This is the trouble with brilliance that explains why we have so many one-hit wonders in this world. You have to let go of past successes as much as you have to let go of past failures in order to move forward. Product re-invention requires a constant, fervent belief that our best work is yet to be created. It requires that we push the envelope and challenge ourselves continuously. To take away that challenge and rest on our past success is to go the way of Sharper Image, Brim, and Tab.

For a look at the interactive case study on Herbal Essence's re-invention, visit http://www.businessweek.com/managing/content/jun2008/ca20080617_465490.htm

The goal of all designers: create conversations

Tim Lebrecht at frogDesign wrote a post earlier this week about the earliest stage of ideation. In this age of user-generated design, he questions whether designers are really going about their work in the correct way. He challenges designers of all levels to consider that whatever the end product of their design, they should seek to create conversation.

I was a bit confused by this for a time until I considered an art exhibit I saw a few years ago at the Phillips Collection in DC. The exhibit featured works by Joan Miro and Alexander Calder. The created their art as a conversation; this is largely because they did not have a common fluent language. Miro would create a piece; Calder would answer it, and then add another idea for Miro to comment on. And so it went, for many, many years. Across decades, across oceans. They transcended language with design.

So what if companies like Coca Cola or Target took the design POV that they were creating conversations with their customers, rather than creating products? How much richer and more relevant could their designs be? How much loyalty to their brands could they generate?

Pictured above is Joan Miro's "Garden"