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In this issue:
Marketing Article: Humor in Advertising
Marketing Article: Brand Strategy: Disciplined Process or PR Makeover?

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Many of the most memorable ad campaigns around tend to be funny. Advertisers use this strategy to attract customers to their product. Audiences like to be entertained, but not pitched. People will pay more attention to a humorous commercial than a factual or serious one, opening themselves up to be influenced. The key to funny advertising is assuring the humor is appropriate to both product and customer. The balance between funny and obnoxious can often be delicate; and a marketer must be certain the positive effects outweigh the negative before an advertisement can be introduced.

The best products to sell using humor tend to be those that consumers have to think the least about. Products that are relatively inexpensive, and often consumable, can be represented without providing a lot of facts, and that’s where there’s room for humor. Candy, food, alcohol, tobacco and toys/entertainment related products have proven to benefit the most from humor in their campaigns. One of the most important things to keep in mind is relevance to the product. An example of an extremely successful humorous campaign is the series of “Yo Quiero Taco Bell” commercials. The star, a tiny talking Chihuahua who is passionate about his Taco Bell got people repeating the company’s name across the country. The repetition of the company name and the actual content of the commercial reinforce the message in a relevant manner. Taco Bell saw a substantial rise in sales and their own mascot became a pop icon.

Another point to consider when using humor in advertising is that different things are funny to different people. A commercial that may leave one person gripping their sides from laughter may leave a bad taste in another’s mouth. The target market must always be considered. What’s funny in a client presentation may not be funny on an airplane, at a country club or in a hospital. An example of a recent humorous product introduction is Mike’s Hard Lemonade. These commercials feature over exaggerated and comical violence with the underlining message that no one's day is hard enough to pass up a Mike's. It failed, ranking as one of the year’s most hated campaigns by both men and woman according to 2002’s Ad Track, a consumer survey. The series of commercials are aimed at 21-29 year old males and the repetition of comical violence (such as a construction worker being impaled on the job and a lumberjack cutting off his own foot) gets less and less funny every time it’s viewed. Eventually the joke just wore out and the commercial became annoying and offensive.

Humor in advertising tends to improve brand recognition, but does not improve product recall, message credibility, or buying intentions. In other words, consumers may be familiar with and have good feelings towards the product, but their purchasing decisions will probably not be affected. One of the major keys to a successful humorous campaign is variety, once a commercial starts to wear out there’s no saving it without some variation on the concept. Humorous campaigns are often expensive because they have to be constantly changed. Advertisers must remember that while making the customer laugh, they have to keep things interesting, because old jokes die along with their products.

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Mark Levit is managing partner of Partners & Levit Advertising and a professor of marketing at New York University. Partners & Levit's clients include Procter & Gamble, UnitedHealth Group, and GE Commercial Finance. For more information call 212-696-1200 or visit http://www.partnerslevit.com.

What constitutes a brand strategy? I’ve often seen organizations undertake a “branding” process yet the net outcome closely resembles a public relations face-lift. Why does this occur? One possibility might be the framework that guides your process. Another may simply be the viewpoint of the agency or consultant you employ. In any case, valuable dollars are spent each year on brand strategy endeavors and frequently the outcome does not yield the tangible results organizations are seeking.

What is a Brand Strategy?
Let’s begin our discovery process by seeking an understanding and interpretation from experts in the field of branding. David Aaker implies the “objective of a brand strategy …is to create a business that resonates with customers…” Aaker also suggests this process must involve an analysis from three perspectives: customer, competitor, and self analysis (Building Strong Brands, Aaker). Another expert suggests a “Brand strategy is the process whereby the offer is positioned in the customer’s mind to produce a perception of advantage (David Arnold, 1992).”

By its very essence, a strategy implies the execution of the organization’s vision, mission, and overarching objectives. The same should hold true for a brand strategy: a series of steps or methodologies, which explains the brand development and execution. In my experience, some organizations bypass this critical juncture intentionally or unknowingly.

Now that we have defined what constitutes a brand strategy, let’s understand how your organization develops a strategy. Does it follow a methodology that demands self-reflection of your process or an artistic rendition that capitalizes on imagery verses business acumen? If the latter sentence strikes a cord with you, whether positively or otherwise, then the following information just may inspire you to delve deeper into your brand strategy.

Evaluation:
When an organization seeks guidance from a “branding” firm, the strategic intent may be well defined. Usually a consulting firm absorbs all facets of the marketing problem and later returns with a plan to solve a particular situation. The question remains – what process did the consultant utilize to derive their proposed solution? Since we have a natural tendency to rely on the expertise of industry leaders, we tend to forgo the analysis and process that supports the underpinning logic. How many times have we visited the family physician and taken their recommendations with absolute trust? In the same manner, our faith in marketing consultants has risen to new heights. Although the advice we have received may indeed be sound, the application of a method to test this process would be a worthy investment.

Methodology:
For over fifteen years, I’ve invested in books and business trade journals that were authored by both academia and industry leaders in an effort to stay current on the topic of branding. The litmus test to the many theories I’ve read about resides in how applicable and relevant they are to real world situations. In some cases, these concepts reinforced the fundamentals that were simply forgotten along the way. Still others explore new dimensions that are groundbreaking and worthy of debate. The challenge remains for your organization – should you invest in your own understanding to better manage the results of a quality brand strategy?

Reference Materials:
If you are a “new-comer” to branding or simply need to brush-up on the topic, understanding the basics will enhance your interaction with the marketing consultant. I would recommend a book by Scott Bedbury called “A New Brand World.” Bedbury talks about branding fundamentals and applies his branding experience at Starbucks and Nike to demonstrate salience in real world applications. Once the basics are covered, you’ll need a method by which to manage and control the process. The temptation to relinquish control of your brand might evolve as your relationship with your consultant deepens. The application of a branding process provides a check list for developing and sustaining your brand. Another excellent reference for your professional library should include “The Brand Mindset” by Duane Knapp. Knapp instills a methodology that is both intelligent in design and practical in implementation. This circular process demands the active reflection and nurturing your brand. This template can be applied whether you are employing the services of a branding firm or simply undertaking this effort on your own. Either way, it’s a fine roadmap!

If you are a brand aficionado, you may desire to sharpen your skills by reading “Brand Asset Management” by Scott Davis. Davis presents branding as a valuable asset that can be managed through a disciplined process. His approach begins with a brand vision, constructs a strategy, and concludes by measuring the return on brand investment (ROBI). If every facet of your organization applies metrics to evaluate performance, why not apply the same process to a method that governs your most valuable asset?

Analysis:
We would all agree the business world moves at breakneck speeds and our ability to harness tools to make successful decisions are scarce. Unless we continually invest in our professional marketing discipline, the ability to discern what process we should follow and expected ROI will flounder.

Conclusion:
In his recent book “Seeing What’s Next” Dr. Christensen noted that companies are valued by three rigors: Resources, Process, and Values. Since most organizations can acquire resources, it’s the application of your process (how you solve problems) and values (past investments) that determine success. If this concept rings true to you, then the methodology you employ in branding (process) and your values (investments) will ultimately determine your future success!

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Bill Nissim consults with nonprofit organizations on brand management issues. His website www.ibranz.com contains reference materials, links, and helpful articles on the many facets of branding.