Category: Common sense marketing

“That is the creative challenge”

“That is the creative challenge”

If clients, planners, management folks and even creative directors make a habit of envisioning their idea before talking about it, we would be spared of a lot of bullshit.

So recently we presented an elegant campaign that was not ‘exciting enough’ to the client. They thrashed it mercilessly.

“Its a 20 seconder, we don’t have the time for a story.”
“Print needs to say ‘this’ and ‘that’ and ‘that’ and ‘this’. Make it all big. How will consumer know this. He needs to know that too……”

Essentially, they wanted to talk about five different things in an exciting manner in a twenty seconder ad that should also be clutter breaking since they had low budgets compared to competition.

I told them that the ad might work better if we concentrate on the most important thing – one thing to talk about. We might then have a chance of making memorable successful campaign. But nop. They wanted to say it all and apparently ‘that is the creative challenge‘.

‘That is the creative challenge‘ is a phrase I have heard often enough. Its the lazy way out of having to make decisions. It is the lazy way out having to work as a team to arrive at better ideas.

It is precisely at this moment that one knows – the campaign is going to be  a dud. At a strategic level, the client has already made a mess and does not want to own up to it, to make sense of it. And no amount of creativity now is going to salvage it. And even if by the stroke of dumb luck, creatives come up with something workable, the idea will get ‘dialed up, dialed down‘ as the client tries to retroactively make sense of his / her strategy.

The antidote – Make people think along

If by some means you could inculcate a habit, inculcate this. For every meeting – briefing, brainstorming, client presentation etc., – make it a habit of visualizing the idea being presented. What could the idea mean actually? What are the best/ worst ads you can think of in that direction?

So if the planner gives you shitty brief with big words – ask him to give him an example of a ‘bad ad’. Give it a go. The planner has not thought through his brief if he doesn’t already have a few ideas himself.

So if the servicing guy comes back with client feedback that seems to worsen the creative work – ask him/ her to think along – how do they visualise it? how has the client visualised it?

so if the client asks to ‘dial up/ dial down’ or add this/ that – ask them to think along. ask them,

“What should the ad say?”,
“What would the people remember from this ad?”

If no one has confident answers for these questions – there is no point in starting to work on a script/ idea. Get clarity about ‘what the ad needs to say/do’ first – not in abstract bullshit terms but words that anyone can visualise, actions that anyone can relate to.

What is “Positioning”? Separating faff from fact.

What is “Positioning”? Separating faff from fact.

<Cryptic high brow summation>
Knowing simply what something is,
is not enough.
One must know what is it for,
to know it well.
</Cryptic high brow summation>

1. Positioning as a consumer’s idea of your brand

Recently, I was left scratching my head after an hour of brainstorming session with my colleagues for re-positioning a brand that we work for. The reason for my confusion was the confidence with which people suggested ideas that were not useful – they were imaginative and quite amazing at times, but not useful for the purpose of brand positioning. I can’t share the ideas that we actually discussed, but here’s an exaggerated lists of ideas that I made up now for the sake of illustration –
‘purposeful hunger’, ‘pragmatic daredevil’, ‘Cocooning warmth’, ‘ethical driving’, ‘nature inspired’, ‘bath-living room’, ‘Live the dream’… and so on.

So here I am, clearing out the confusion and trying to make sense of what a ‘positioning’ is and what it is not.

What positioning is not

  1. It is not our literary aspirations
  2. It is not a category level benefit
  3. It is not a consumer definition
  4. It is not an ‘insight’
  5. It is not descriptor of the business model
  6. It isn’t just a descriptor of the brand

What positioning is.

Imagine a consumer who wants a brand of deo but has forgotten the brand name. Then,

Positioning is specifically what the consumer asks for at the shop (or the keywords he/she uses to search online) when she means to buy your brand, to the exclusion of any other brand, when she doesn’t recall the brand name to ask for.

So it is the adjective, verb or the idea that she uses to describe your brand uniquely.

That is my understanding of it anyways. So any articulation of positioning that is not likely to be uttered by a consumer is not a positioning, it is just an impression of their needs at best. (which is useful, but not the solution yet.)

So when we craft a positioning statement, or articulate it sharply, it must be articulated in the spirit of role playing, in a sense. It must be written from the consumer perspective. It is sort of an articulation of desire of the brand owners – what the brand should mean to a consumer in consumer’s voice.

So if a consumer who is standing at the counter of a retail shop asks, “Bhaiya, ek accha deodrant dena” (Brother, give me a good Deodrant), he is simply asking for ‘any’ deodrant. This guy doesn’t give a shit about brands. ‘good’ is not a positioning. But if he says, “Boss, woh bina gas waala deo do.” (Boss, Give me the deo that has no gas), he knows what he wants even if he doesn’t remember the brand name. In his head and under his armpits, now there is a space occupied by a brand for its unique proposition. That is a positioning. But that is not adequate, too. Competitors might soon come up with gas less deos. In this case if the consumers say “Bhai, woh original bina gas ka deo do’ (Give me the original gas-less deo.) then the brand is positioned as the original, the pioneer of the category. But even that is risky. How long will hipsters keep bankrolling authenticity if competitors bring new brands with better propositions? The penultimate desire is for the brand to own the category proposition, to rename the category proposition by the brand name. So the brand would be happy if the consumer says”Give me Fogg.” end of story.

But like it happened with Maggi (“Bhaiyya, woh Ramdev walla maggi do”), even this positioning is not fool proof. Even worse, if you are disingenuous dipshit of a brand, you could end up as doubtful and harmful brand. (“Bhaiyya, woh Maggi waala maggi nahi dena. usme zeher hai.”) (Don’t give me that Maggi maggi. It has poison.)

The ultimate desire of a brand is to become the arbiter of identity through class and lifestyles. So when a desperate human in need of identity says that he is an ‘iphone guy’ or a ‘Bullet guy‘, the brands have done fucking swimmingly well for themselves. But there can only be so many brands that could become identity markers. Don’t try to do it if you are not prepared for it. Especially if you are ‘impressed identity’ brand. More about that later.

 2. Taglines and positioning

From my perspective, taglines are best leveraged when they articulate the positioning well. They sort of serve the function of encouraging a nod from the consumer, “yes this is what I want/feel”. They reinforce the brand’s role in the user’s life. So I get confused with brands that, in an effort to become lifestyle identity markers, use flowery meaningless english words as taglines.

Sample these actual tag lines at random –

‘We touch lives’
‘Innovation that excites’
‘Way of life!’ (with a fucking exclamation mark no less)

What positioning can you divine from these words? What possible purpose do they serve?  The first possibly is a gambit at retaining employees (“We really do matter, don’t leave”). The second is trying too hard to look exciting and innovative. The third is complete faff. The brand is a leader. It can live very well without those three words hanging below the giant brand name.
None of them ‘position’ the brand in any useful manner – the need being met is not communicated, the unique quality of the brand is not articulated.

Instead a more honest reflection could have resulted in better taglines. I will make an attempt for it now. I am not working on any of these three brands now, so I might not get the strategic thought right, but anyways…

  1. HCL is a conglomerate with varied interests – Computing hardware, BPOs, healthcare, etc. Their only differentiator is their origin – Indian. (But nationalism will matter little to their global clients) Their services and products are at parity if at slightly better value.(assumption) The leaders in their category typically  are more innovative, are bigger or are well established. The company has global aspirations.
    So essentially, An Indian David versus global Goliaths fighting with gumption. Why not have a positioning similar to what Avis did. Who doesn’t like underdogs? Perhaps the suits in the corner offices don’t, who often are their primary consumers. But the company has made a choice to target employees and prospective employees for brand communications.So proposition has to talk to both suits and employees about hardware, service and healthcare too! Too tall an order. Perhaps the brand architecture needs a bit of pruning. But for the sake of this exercise… Suits do like aggressive go-getters who get the job done and employees like to work at a place that is driven and patients like commited staff to take care of them. So how about, “Committed.” Which will need specific acts and rituals to be instituted by the brand for it to reflect reality.
    Hmm… not as good, but I guess I will leave it at that for now.
  2. Nissan has sexy cars! India can do with some sexy cars. Why can’t it’s tag line simply be, ‘We make sexy cars’. Well, I checked and they haven’t brought their sexy cars to India. shame. Well, I don’t really know what they bring to the table apart from another ‘option’ for Indian consumers. There can’t be a positioning in a vacuum. So it will automatically be positioned as simply another option. Certainly not innovative or exciting. Where’s the ‘reason to believe’. Assuming they are at parity, i will take up one of the product qualities that no other brand owns and that appeals to their TG – maybe the ride experience. And suggest the brand to build their value proposition around this promise. perhaps, ‘Have a good ride‘.
  3. Maruti Suzuki is a juggernaut. It put Indians in four wheels. It continues to grow beyond the wildest dreams of its competitors. Why not simply ‘India’s pride’. Well its workers might not agree to that – more like India’s shame. However it does have a strong legacy and a role for making Indians mobile. But must say so without making it look like a mass brand, at the cost of losing out in premium categories. So perhaps,
    “Dream cars for all Indians”

Essentially, what I have tried to do is prune the faff out of positioning and arrive at positioning that articulate what the brand might want the consumers to think of them, in words that consumers might understand and use themselves.

3. Positioning is relative

The ‘Position’ of a brand is relative – to competitors, to the society, to other categories. And as these variables change with time, so should the positioning.

There’s no strategic advantage in being the 37th health insurer who ‘really cares for you’. #CynicismForTheWin
There might be a strategic advantage in being the 1st health insurer to insure against all eventuality (fat chance) or redressal/ disbursement in ’30 minutes or less’ (fat chance)
There’s no strategic advantage in being the best messaging app on Blackberry in the age of Android and iPhones. There might be a strategic advantage in being the most secure messaging app in the world.
In the age of crooked car companies who fool regulators (Volkswagen), there is a strategic advantage in being the honest car maker who recalls cars for the slightest glitches.