filter by tag: branding

A recent Advertising Age article examined freakonomics – the law of unintended consequences – in marketing. The verdict: choice may not be all it’s cracked up to be. This isn’t a new claim but certainly one that’s worth re-examining, as today, consumers are faced with a host of products and services accompanied by varied promises. Logic suggests successful brands should focus on the promise that consumers expect from them – the promise that’s core to their business and that defines the product/service in the eyes of the target audiences – rather than get distracted by trying to be all things to all people. Innovation is crucial, of course, but the best innovation is often a natural extension of an organization’s “sweet spot.”

The value of focus – be it in product development or marketing strategy – is one that can easily be applied to PR campaigns. Something can’t mean everything to everybody at the risk of disengaging many. It’s important for PR professionals to work with clients to develop campaigns that resonate with a product/service’s target audience and avoid marketing to the masses. To ensure a campaign doesn’t evolve outside itself and stays on the straight and narrow, here’s some food for thought:

Josh Holloway (center) working with Cone client Nature Valley

Photo Credit: Getty Images

Stay true to the brand. For a consumer-facing launch, it’s crucial to identify a spokesperson who aligns with the brand DNA in order to provide natural and needed credibility. A strong example is a recent program we executed for our Nature Valley client with actor Josh Holloway. Known to the public as the rugged "Sawyer" from “Lost,” Holloway is an outdoor aficionado in his own right, which allowed him to share real-life stories with media and stress getting outside and visiting our national parks with our core audience – active consumers.

Less is more. When developing campaign messaging, it’s natural to want to fit in as many points as possible. But for an initiative to be effective, the true message points should be minimal. Three strong points for the overall program will provide clear and actionable messages that stick and provide just enough information to tell a story. Additionally, the more concentrated the core messages, the easier it is to ensure that copy is consistent across an integrated campaign that may involve POP, advertising, digital and social.

Concentrate on the core. Is your client marketing to a specific demographic? Make sure the media outlets you’re prioritizing align with the overarching marketing strategy. Coverage in the Wall Street Journal, for example, is great, but a post on a popular mom blog may be considered just as much of a “win” depending on the target audience and desired outcome. Sometimes, the best placement isn’t splashy but one that drives in-store results.

Engage strategically. Want to let Facebook fans in a specific geographic area know that a new product is hitting shelves? Leverage regionalized posts to target specific markets and track applicable consumer feedback in real time. Utilize Facebook Insights to see which PR efforts are driving social media traffic and engagement. When it comes to social media, every brand has a role to play, but it’s how it’s done that counts.

Communicate results. The benefit of a focused campaign? Tangible results that can be benchmarked en route to the finish. Select a few key media placements and ask your client to match up the dates with sales data. Many eCommerce companies use tracking tools like Google Analytics to directly correlate PR results and sales, and it’s time to bring more measurement into the CPG PR realm.

--Jessica Anselmi, Senior Account Executive

Just like people, the perception of a brand is everything. Brands can be warm, standoffish, happy, elitist and even confused. And thanks to social media, everyone has the power to influence and “humanize” brands – for better or for worse. 

One brand falling victim to such influence is Abercrombie & Fitch, who publicly declared its young adult brand would pay “Jersey Shore” cast member Mike “The Situation” Sorrentino not to wear its clothes. Not only did this stunt draw widespread media attention (social and otherwise) and stir quite a debate, it also provided a real glimpse into the brand’s personality. Loud and clear, Abercrombie & Fitch was letting it be known that it is a brand that wants to only associate itself with a certain group of “aspirational” young people. The whole situation (pun intended) seemed to be like high-school dynamics playing out on the public stage. Thanks to the influence of consumers using social media, it also affected business. After it asked The Situation to stop wearing its brand, its stock plummeted nine percent.

On the flip side, there are brands approaching middle age that seem to be a bit lonely and confused. Having lost its focus and market share, Burger King announced it is dropping its irreverent “The King” mascot in favor of a new campaign that would be focused on healthier product options. Whether you liked The King or not, the campaign penetrated pop culture for years and consumers identified Burger King with The King. To avoid confusion, it seems the brand quickly needs to find its personality footing since the drastic change conveys a schizophrenic message. If it doesn’t, it will become harder to emotionally connect with consumers and stand out from the more defined brand personalities of McDonald’s and even Wendy’s.

So what does brand humanization ultimately mean for today’s marketers? Figure out your brand DNA and personality quickly. If you don’t have a personality, get one and stick with it. Consumers are watching and waiting with their thoughts and opinions.

--Mark Malinowski, Senior Vice President

What is it that makes those Vuitton heels so much better than your average department store pair? The leather? Of course. Hand-stitched soles? Definitely. But there is something else about those heels that makes them rise above the mid-market brands – and that something is perception. Slip those suckers on, and instantly, I feel pretty. A pair of shoes just changed my state of mind.

How is that possible? It’s possible because an emotional response like that is exactly what luxury brands want, and it’s how they differentiate, not just in that moment, but over the course of many years. Luxury brands sell us on that differentiation through a consistent, careful, unwavering commitment to brand messaging. And, it’s the emotional connection they create that positions luxury brands for less of a hit during economic frailty and a quick recovery thereafter.

With a debt crisis looming, gas prices rising and many companies still feeling a little shaky after the last two years, how do luxury brands cheerfully bounce back so quickly? Well, for one, they don’t change – at least not at the core of their brand identities.

Here are a few of the ways luxury brands ride out good times and bad, the grunge years (gross!) and the “austerity” measures of today:

• Simple messages: Four Seasons Hotels and Resorts ads exemplify the power of a simple message: “When Life Feels Perfect.” It taps into the emotional connection, sets the foundation for your own perfect experience and delivers the brand message of warm, intuitive service. Across the board, luxury brands keep it simple, personal and emotional.
• Know your audience: There’s only one audience for luxury marketers and that is the top percent of wealth – no matter that one-third of luxury goods are purchased by the aspirational shopper. It’s the wealthy who stabilize this industry during tough times and they must stay engaged in the brand equity.
• Consistency: The first objective of any new luxury marketing campaign is to reinforce the brand ethos. If the campaign doesn’t reflect the core brand, it’s not going to happen. Saying no to an exciting partnership or denying access to an interested publication is a tough, and awkward, call to make, but if it’s not on par with the brand, you risk derailing the message. Luxury marketers know this and they stay the course and agree to only the best opportunities and the right partners.
• Personalized service: Some may say brick-and-mortar stores are a thing of the past, but personal contact is not something a luxury brand takes lightly. Even when exploring digital marketing, the digital experience must relate back to the core brand. If that app doesn’t have the same “inside circle” feel of the store, it’s not worth the risk.

From ad campaigns, right down to the glossy, ribbon-handled shopping bags, the luxury brand is steadfast and focused on the customer experience and creating that emotional connection. Then, it’s up to its marketing, ad and public relations teams to tell that story. Strutting down the street in $900 heels, oozing glamour like the latest magazine ad and carrying a silky soft leather handbag, I feel pretty. Oh, so pretty! Can your brand do that?

--Regan Dillon, Senior Account Supervisor

Tiger Woods may have been the golfer to watch during last week’s Masters Tournament, but I was actually following newsmakers Ian Poulter and Graeme McDowell. They both made headlines recently for getting into “culture clashes” with the somewhat stodgy executives at Augusta National Club, which hosts the annual golf tournament. Despite the private, all male club’s efforts to reach a more youthful golf audience – creating a video game and even a new Masters app for the iPhone – it was not ready to accept the culture of its own youthful golfing generation.

Back in March when Poulter and McDowell tweeted pictures and video from the grounds during prep, they generated a response from Augusta National spokesperson Steve Ethun, asking players to refrain from using their cell phones on the property. With almost 90 percent of new media users interacting with companies or brands via new media sites and tools, there is no denying the power of social media – even during your golf game. And this begs the question, how do luxury brands, who have largely defined themselves through their “exclusivity,” attract and engage with new, social media-savvy consumers – who are increasingly demanding transparency and two-way conversation – while staying true to their brands’ values and loyal consumers?

Luxury fashion brand Gucci is one successful example. With more than 4 million Facebook fans and 62,000 Twitter followers, the brand uses social media to debut collections and engage with consumers around fashion trends all in the hopes of sparking a purchase. According to a 2010 study from market research firm Chadwick Martin Bailey and iModerate Research Technologies, Gucci is on the right track. Fifty-one percent of survey respondents said they were more likely to buy from a brand after following them on Facebook and an even greater 67 percent said they were more likely to buy after following on Twitter.

On the other hand, the consequences can be harsh for brands who fail to heed the tide of connected consumers. Well-known and respected luxury food brand Harry & David recently filed for Chapter 11 Bankruptcy and is only now attempting to play catch up with the social media crowd. Targeting eco-conscious supporters of local agriculture, the brand will soon launch a camera capturing the life of its staple pears as they ripen. But, only time will tell if Harry & David can work its way out of financial ruin by appealing to consumers via social media.

As for Augusta National and the Masters Tournament, with sub-par TV ratings this year, we’ll have to wait and see how the brands decide to engage with the young, trendy, social media-savvy consumer next spring. Maybe then they can strike the right balance between exclusivity and authentic consumer engagement.

--Kimberly Litchfield, Account Supervisor

In another sign of the digital times, a recent survey* finds Americans spend 14 percent of their total video-viewing time online – averaging 42 minutes per day. Although consumers may be embracing new entertainment channels, this shift in viewing habits turns out to be another thorn in advertisers’ sides. Thanks to Internet-connected televisions, tablet computers, smartphones and DVRs, it’s suddenly much easier to escape brand advertisements. As a result, companies are looking for new ways to reach today’s sophisticated and technologically savvy consumers with their messages.

With all of the media clutter out there, consumers want more control over what, where and when they are marketed to, which has paved a shiny, new path for branded entertainment – a fusion of advertising, entertainment and marketing. This marketing buzz word, which has become ever-so-popular on the web, is a cheaper and more diversified way of reaching consumers (some say, even more effective) than the traditional 30-second TV spot, and companies are racing to jump onboard.

The expense of TV broadcast, combined with consumers spending more and more time online, makes branded entertainment an attractive option for marketers. According to a report from PQ Media, branded entertainment marketing is quickly becoming a staple for marketers and is expected to be a $38 billion industry by 2014 – growing at 9.2 percent annually.

The web has emerged as the biggest platform for this type of content, which allows consumers to “opt in” to brand messaging and allows brands to extensively track and monitor engagement. Mattel’s successful series “Genuine Ken: The Search for the Great American Boyfriend” aired on Hulu, which reported each new episode was one of its highest rated videos.

Branded entertainment can come to life in many ways: as a vehicle to launch a new product like Ford’s Rally America, which helped showcase the automaker’s newest line of vehicles; as an opportunity to bring back relevance to a mature brand like Mattel’s iconic Barbie franchise; or as a way to reach new consumers, as with the case of Denny’s ”Always Open,”’ an effort to appeal to a younger group of consumers and to lose its “old fashioned” diner reputation.

As brands explore this new world of branded web entertainment, it’s important to keep a few things in mind:

• Be Authentic: Branded entertainment shouldn’t come off as product placement. Consumers will know the difference (think “American Idol” and Coca-Cola). Make sure the opportunity is authentic to the brand and that there is a high level of transparency with consumers. The best way to do this is by being part of the overall storyline and showcasing brands as they would appear in the real world.
• Go Social: Social media are an integral part of branded entertainment – not an afterthought. Branded entertainment is one of the best opportunities to really engage consumers and keep them coming back for more. Ask consumers to vote on a webisode finale, give them incentives for “checking in” to view content or offer exclusive content for paying attention. The options are endless.
• Inform/Educate: Use this as an opportunity to communicate something new about the brand that consumers didn’t already know or reinforce brand positioning. Remember your target consumer is choosing to engage with the brand, so make it memorable.
  

-- Jodi Housman, Account Supervisor, @JodiHousman

* Source: Forrester Research, Online Video On TV Leads To Cord-Cutting By 2012 (March 2011)

Ah, March. When I think March, I think basketball. And when I think basketball, my mind inevitably wanders to our hometown team, the Boston Celtics. Don’t get me wrong. I’m all about brackets and the Big Dance, but my TV-watching loyalties fall with Tommy Heinsohn and my boys the C’s, the Celts. And so in celebration of March and basketball, there’s been something I’ve wanted to discuss for a long while – Rajon Rondo and his headband.

For those of you not in the loop, Rondo is the Celtics’ All-Star point guard. And up until about four months ago, Rondo wore a headband bearing the NBA logo. But, he wore it upside down. Then, toward the end of October, the headband came off.

Why? The NBA instituted a rule banning players from wearing upside-down headbands.
Although others were talking about how petty or stupid the NBA was, as a brand marketing professional, I can appreciate the league’s response. An upside-down logo is not in line with the NBA brand. Sure, there was no distortion of the logo or its colors, but I’m willing to bet somewhere in a dark corner at NBA headquarters there’s an asset guide telling everyone willing to listen that the NBA logo should never be represented upside down.

As marketers, the words “asset guide,” “key messages” and even “pantone color” have significant meaning. We realize what may seem silly or petty to others is really what defines a brand, makes it stand out, makes it its own. And each day, we work as first defenders of these brands when speaking with the media, drafting Q&As, planning event décor or message training clients. We cringe when messages are misrepresented and cheer when a spokesperson nails it home (especially if he or she is wearing the logo or holding the product at the same time).

Yet, the age-old question still stands. Is there a line? Is it better for a player to wear a logo upside down, and get the logo out there, than not wear it at all? Is awareness enough? Does it always have to be perfect? The opposite schools of thought on this subject are – and will always be – at odds. It’s as divided as the fans at a Celtics vs. Lakers game.

In the court of public opinion, the jury is still out. But in the end, we do the best we can to ensure the brands we work with are represented in the best possible way and that the messages we take so much time to craft are executed flawlessly. We stand by those guidelines, even if we do miss Rondo’s signature headband.

And personally, I don’t think that’s going to stop us from getting banner #18. Knock on wood.

--Jessica Hesselschwerdt, Account Supervisor

New year, new logo. That seems to be the thinking at Starbucks, as the coffee chain, this week, unveiled a more laconic logo. With the Gap debacle fresh in our minds, we asked our employees to voice their varied opinions on the new look.

“I thought they did a nice job letting their loyal customers/card holders get a sneak peak with an email that went out yesterday, including a message from Howard Schultz. There was a link to a website with a video and images of what the new logo would be.”

“I like the logo. It reminds me of what Target and Nike both did at some point in their brand evolution; they removed the brand name from the logo and just left the visual component.”

“I like the new logo – it shows its evolution, but maintains its roots/heritage, unlike what Gap attempted to do and ultimately failed at.”

“I get the need to move their logo beyond coffee, but I think the redesigned logo misses the mark and strays too far to retain its status as an iconic image.”

“All I can think of is how many millions of dollars it takes to remove the company name and the word ‘coffee’ from a logo and turn it Starbucks green? How many focus groups were there? How many hours did it take? There is really nothing new about it. Just another layer of deconstruction of something that already exists, which is basically the evolutionary path of almost every other major brand's logo from McDonald’s to Nike over the past century.”

“For me (focus group of one) it was not the [siren] that made the Starbucks logo recognizable - it was more the Starbucks typeface that I associated with. I don't think I am alone on that either. Thus, I think its decision to focus on the [siren] misses the mark of where its brand equity lies.”

“What about Seattle's Best's bold logo change in May 2010, which absolutely impacted Starbucks, and likely encouraged more brand change? I think Seattle's Best's logo was the bigger miss between the two companies – at least Starbucks' logo is still recognizable – while I appreciate the ‘fueling up’ humor to coffee and gasoline, I think its [Seattle’s Best] new logo teeters too much on the literal side.”

“I tend to think Starbucks should have considered the mantra, ‘If it ain't broke, don't fix it.’ Then again, the University of Oregon football team has essentially built its brand image on inconsistency, of all things. The Ducks are known for constantly changing uniforms, rarely sporting the same design/color on consecutive Saturdays - and, it seems to be working for this brand.”

“It's not a big enough change to turn me off, but it makes me scratch my head.”

“I find it ironic that Starbucks associates the new logo with extending a ‘siren's call,’ when the purpose of the sirens was to draw sailors to their doom!”

“I am not a big fan of changing logos for the sake of change. I think it is almost always a vain exercise of little importance. I never even noticed or thought about what was inside the circle, so to me Starbucks was a green and black circle. However, I don't hate this and I do see how the iconic image without words gives a brand much more flexibility and global play, so I can accept it.”


These previous comments reflect the opinions of individuals and are not necessarily representative of Cone’s point of view.

We’ve all seen what can happen when brands suddenly change their iconic identities. Gap recently succumbed to a not-so-surprising defeat after attempting an update to its 20-year-old logo. After unceremoniously returning to the original, President Marka Hansen is being called into question for allegedly giving the go-ahead for the launch of the new logo against the counsel of her marketing team. Internal strife and lack of respect for its consumers’ opinions have turned fans against Gap as it prepares for the holiday shopping season.

Despites Gap’s obvious missteps, we know the world will keep turning and brands will keep revamping themselves. So what can brands learn from the debacle? Don’t assume your fans are as ready for a change as you are. Consumers’ brand loyalty is often linked to nostalgia and sudden changes can lead to estrangement. In fact, people are so protective of their favorite brands that a recent survey found 52 percent of Americans expect prominent companies to ask for the public’s input before making major changes to their logos, packaging or products. So, forego the shock factor and ease your audience into major overhauls.

One brand taking heed as it prepares for some big changes is Mattel. It seems Ken – Barbie’s longtime love – is feeling dowdy lately and has decided to get a little work done ahead of his 50^th birthday. To celebrate the makeover, Mattel is launching an online reality series to find the one man in America who best demonstrates “Ken-ability.” The eight-episode “Genuine Ken: The Search for the Great American Boyfriend,” hosted by Whitney Port of MTV’s “The City,” will feature eight men competing in various elimination challenges to find America’s best Ken. Visitors to the site can nominate and vote for the eight contestants and even download a mobile app. The site also integrates with Ken’s Facebook and Twitter pages.

Mattel hopes the series and website will help position Ken to a newer, more mature audience, while turning his 50^th anniversary and makeover unveiling into a newsworthy event. Either way, fans have the opportunity to join the brand in celebrating its heritage and looking ahead to the future.

Everybody needs a little makeover now and then, but however good the intention, sometimes things just don’t work out for the better. This week, after more than 20 years of standing behind an iconic, all-caps standard, Gap Inc. launched a new Helvetica logo that has drawn the ire of many, especially those with easy access to social media. Blogs and twitter feeds lit up with caustic reactions and relatively little support.

The minimalist redesign, which prompted a letter from Gap President Marka Hansen defending the change, was explained away as a natural evolution for the brand. She even encouraged additional feedback and logo suggestions via Gap's Facebook page – which, incidentally, has not been updated with the new logo – leading many to wonder if this wasn’t part of a larger marketing ploy. Perhaps Gap is stirring up controversy to create buzz for a future crowd-sourcing contest? Hansen won’t confirm or deny.

Marketing machinations or not, Gap seemingly failed to get the big “ah-hah.” The logo isn’t just about Gap. It’s also about all of Gap’s loyal consumers who now can’t even recognize a once-familiar face. Logos are a visual representation of a consumers’ relationship to a brand and advocates eagerly wear logo-emblazoned clothing like they would a merit badge, hoping some of the brand’s ethos will rub off on them. A drastic change is certain to evoke an outcry. Consider Tropicana. Only weeks after the launch of redesigned packaging, the brand cried mea culpa and returned to the old carton. Consumers were so turned off by the unremarkable design – many couldn’t even locate it on the shelf – OJ sales dropped 20 percent. Et tu, Gap?

Gap migh have done well to follow Pepsi’s example. Before launching its new smiley-face logo, Pepsi reached out to online influencers who were given a chance to review the product updates before they went live. This led to positive online conversations that helped shape the public reaction. And if unwilling to share the new logo in advance, Gap could have enlisted its PR execs to set the stage for the change. Clorox, who announced its first new logo in half a century, tied the unveiling to its greater emphasis on sustainability, providing a context for consumers to rally around. Despite what they think of Clorox's logo, consumers can’t fault the brand for improving its business practices.

Whatever the reasons for the change, or eventual outcomes, it seems Gap underestimated the power of its own brand and has taken a very public beating. With store sales already going south, the new logo has not turned out to be the panacea the retail chain was hoping for, but greater attention to consumers’ needs and wants in the future might be just what it needs to right the ship.

How can a brand stay alive, remain relevant and engage with its consumers? Those are the key questions for any mature brand. Not to be a “Debbie downer,” but 24/7 Wall St. regularly compiles a report of brands that are likely to disappear in the near future. The most recent list includes:

• Blockbuster
• BP
• Dollar Thrifty
• Kia Motors Corp.
• Merrill Lynch
• Moody’s
• RadioShack
• Reader’s Digest

Blockbuster is a perfect example of a company that is taking a hard look at its business model and trying to find ways to adapt. Gone are the days when friends or families made a trip to the movie store to walk through the aisles and pick out what they were going to watch. With the influx of services from On Demand, Netflix and Redbox, movies and entertainment are more readily available to consumers in extremely convenient places, and they are often much less expensive.

Another brand attempting to resurrect itself is Gourmet. After shuttering the print version in the fall of 2009, Condé Nast just announced the former magazine will rebrand itself as an iPad application called Gourmet Live. The free app is set to launch in the fourth quarter and will include new content along with some archival content from the magazine.

Executives clearly found value in the Gourmet brand and wanted to try and capitalize on it using a new medium. It is unfortunate, in my humble opinion, the rebranding was not announced in conjunction with the end of the print publication. It would have helped bring some positive news to the end of an era. Condé Nast’s hope is to create a new way to engage with consumers and not rehash the magazine online.

Making it onto the infamous you-will-disappear list is not always a brand’s fault. Some things are unavoidable and unexpected – like a down economy. However, the unpredictable nature of market conditions does reinforce the importance of being able to adapt and change with the times and the consumer. It’s not good enough to rest on your laurels and assume you will make it out on top. Brands needs to continue to communicate with consumers and innovate.

-- Jessica Lappen, Account Supervisor

Where would Susan G. Komen For the Cure be without the month of October or a pink ribbon? Where would Livestrong be without Lance Armstrong and a yellow bracelet? When it comes to branding, it turns out nonprofits and for-profits aren’t so different – at least in the eyes of the consumer. Whether the dollar goes to the beneficiary or the bottom line, a recognizable brand image is a powerful tool in a marketer’s tool kit.

Our 2009 Cone Nonprofit Power Brand 100 demonstrated that nonprofits who take a for-profit approach to brand management can reap the benefits of additional awareness and increased revenue. So, it shouldn’t surprise you that six of the top 10 nonprofit brands were also top 10 revenue earners. And, our latest research proves nonprofits can use the same principles of branding their own organizations to brand their causes, too. According to our recently released 2010 Cone Nonprofit Marketing Trend Tracker, traditional marketing elements, such as an association with a special event or time period, a memorable color, logo or icon or the involvement of a celebrity or other notable spokesperson, help nonprofit causes stand out in the minds of American consumers.

What else can nonprofits do to ensure their causes break through? Check out our sister blog, “What Do You Stand For?” for more insights. In the meantime, we want to hear from you. What are your favorite examples of a nonprofit that has done a good job branding its cause? What were the marketing factors that left an impression?

Customer service is more than just a 1-800 line or salesperson who helps you. As a marketer, I believe it is really about external brand communications and ultimately enhancing brand equity. Now more than ever, a small, isolated customer service incident can become a national PR disaster. For those companies who don’t make customer service a priority or handle situations the right way, it can cost them dearly.

It’s simple – failure to meet consumers’ expectations can damage brands. According to a recent study from Genesys, with research firm Greenfield Online and Datamonitor/Ovum analysts, U.S. companies lose an estimated $83 billion each year due to lost purchases and customers as a direct result of a poor experience. In fact, 71 percent of consumers have ended a relationship because of a poor customer service experience.

Consumers don’t want to feel like they are not being heard. These days, with the help of social media and other channels, consumers have a much bigger voice. This is something we saw with film director Kevin Smith and his recent Southwest Airlines flight experience. While Kevin has a slightly larger platform than most, he was still able to catapult his unpleasant flight experience to national news.

It is important for brands to set up the proper infrastructure to ensure communication is being trickled all the way down and to the right people. There is nothing worse than consumer-facing employees not being educated about programs or products that are heavily promoted through other disciplines (e.g., ads, POP, email newsletters). Some things to consider when developing a customer service strategy are:

• Ease of implementation
• Employee communications
• Pertinent information distribution across all appropriate channels
• Program-specific reactive responses
• Online conversation monitoring
• Direct-to-consumer communications, if appropriate

Brands should be willing to adapt to the times and be open to change. A plan that was well received for the last 25 years might still be outdated. At the end of the day, the ball is in the brands’ courts. If they choose to put emphasis on evaluating their customer service efforts, it may save them big in the end and win the hearts of consumers across the country.

-- Jessica Lappen, Account Supervisor

Few stories over the past months have gotten as much attention as the Tiger Woods saga. And as marketing and public relations professionals, it is worth taking a look at the way this story has spiraled from a one-car fender bender to worldwide scandal that will be measured in the hundreds of millions of dollars.

This story, more than most in recent memory, has precipitated a flurry of opinions and advice from public relations professionals on how things “should” have been done as the scandal began to take shape. Some say it would have been best for him to speak publicly and put the rumors to rest – the David Letterman approach. Others argue his silence has been valuable. Still, some say the media are infringing on a hurting family’s privacy and should only be interested in Tiger Woods as a golfer, not as a family man. But for those of us whose business isn’t what is happening in Tiger’s personal life, it is worthwhile to look at the impact this scandal has on Tiger Woods the brand.

Image Credit: Examiner

Tiger Woods isn’t “just a golfer.” For many, he’s essentially the public face of golf. And he certainly is the public face of many companies who have paid millions to see Tiger don their watches, consume their products or speak to the superiority of a company, with the expectation that both deliver high standards and superior performance. His sponsorships may be based on his athleticism, but they go beyond that. And at this point, his personal brand has been turned upside down, and ultimately, the financial impact of this scandal is a real one. Some say what he does on his own time is his own business, but it is a hard argument to make when his actions could do financial harm to those that have invested hundreds of millions in his image.

As sponsors continue to “evaluate” their sponsorship deals, it will be interesting to watch how much of an impact the personal side of an athlete who was celebrated for his sports’ achievements and not for his personal life will have. Recently, AT&T announced it, too, would drop Tiger Woods as a sponsor, following in the footsteps of Accenture, Tag Heuer and Gillette, who have ended or scaled back relations with Tiger.

In today’s content-obsessed media environment few things are secret – or sacred – and it is extremely difficult for a brand (whether a person or company) to control its reputation. Reputation and credibility can be stripped away in a matter of minutes not only because of a scandal, but also because of poor communication and management during the crisis. And many would argue this Tiger Woods story is a classic way not to handle a crisis.

The following originally appeared in Cone’s inConetext quarterly newsletter. To read current or past issues, visit our Web site.

It’s the age-old question for retailers: "How can we break through the clutter and get noticed in a positive way during the busy holiday season?" That was the challenge presented to us more than two years ago by Game Crazy, a national specialty games retailer. To differentiate the brand from other video game retailers and expand its reach beyond "hard-core" gamers, we developed a video game-themed holiday survey that played off a major gift-giver concern – purchasing gifts kids won’t enjoy. We leveraged the increasing interest in video games among "casual gamers" to create a campaign that educated consumers and set up Game Crazy as the brand that would help make them gift-giving heroes during the holidays.

Now in its third year, campaign results continue to grow. USA Today has written about the program three years in a row, and each year dozens of local-market TV segments feature store and district managers talking about the survey and offering purchasing tips for holiday shoppers. The campaign is also covered by video game and retail writers from major-market dailies and blogs. Game Crazy has several large competitors with deep pockets, but the seasonal campaign ensures Game Crazy’s voice is heard during the holidays thanks to proprietary, branded information and practical advice that appeals to media and consumers.”

-- Marc Berliner, Director

With a predicted decrease in holiday spending this season, brands are reaching into their marketing coffers and pulling out social media strategies to help boost sales and maybe even beat the grim prognostications. It might just pay off, too. According to our client Deloitte's 24^th Annual Holiday Survey, nearly 20 percent of respondents plan to use social media sites to aid in their holiday shopping, largely to find sales, discounts and coupons or to research gift ideas.

But, what’s good for the goose may not be so great for the gander, or in this case, the über-luxury brands. The lifestyles of the rich and famous leave plenty of room for new media – our research shows new media users with the highest HHI are 10 percent more likely than the average population to use these sites and tools – but it's not necessarily in luxury brands’ best interests to develop social media strategies that overemphasize traditional sites, such as Facebook, MySpace or Twitter. The popularity of new media stems from its democratic, community-building traits that bring once-exclusive content to the masses. Something luxury brands, counseled to return to their elitist, indulgent roots, don’t want to see happen to their products.

Brands would do well to remember that when marketing the most luxurious of products and services, the same rules apply whether using on- or offline channels. Remain high-touch, and remain exclusive. Affluent new media users are 20 percent less likely to expect retail brands to use new media to solicit product or service feedback. They want to keep those relationships high-touch and interpersonal. Whereas the average user finds new media an ideal platform to voice opinions once difficult to express in a meaningful way, affluent consumerslikely expect a more direct, face-to-face, line of communication with their favorite brands. Also, whatever experiences luxury brands do create online, they should stillfoster a senseof indulgent exclusivity. Reserve them for only the most preferred customers to enjoy, and make sure they can share the content, but only among peers.

Although popular social media sites may not be the best channels for affluents, it doesn’t mean they still can’t be effective branding tools for luxury goods – among a different audience. Luxury brands need to maintain a certain cachet to hold on to their brand status, and a large Facebook or Twitter following from aspirational fans, perhaps future consumers, can bolster their posh positioning. But keep in mind, affluents and aspirationals are two very different audiences. Learn to play to the strengths of both, and social media have the potential to be very generous this holiday season.

My father is a food broker and represents a new product called Bagel O’s. As brunch items, Bagel O’s are bite-sized, premium, kosher bagels filled with cream cheese. But if you were doing your weekly shopping and saw Bagel-O’s in the freezer section would you buy them? Maybe. Or, maybe not.

In a world where budgets are tight, people want proof before purchasing a new product – especially a new one that promises improvements on an old favorite, like Bagel O’s. Each time you purchase something new you risk hating it and therefore wasting your hard-earned money. Advertising helps and coupons are great, but they aren’t always enough to convince consumers. Sampling, on the other hand, takes the risk out of the equation. Like me, consumers will essentially try anything if it’s free!

But does sampling lead to sales? Is sampling a viable promotion tactic? Research and practical success stories say yes. A study by the Product Sampling Council of the Promotion Marketing Association found nine out of 10 consumers say they would purchase a good or service if they experienced it and were satisfied. And, for Bagel O’s, purchases have tripled during weeks with a four-hour sample campaign and increased sales have continued thereafter. This success isn’t exclusive to Bagel O’s, either. According to the “Report on In-store Sampling Effectiveness,” sampling programs drove a 475 percent sales lift the day of the event, and consumers who sampled an item were 11 percent more likely to purchase it again and six percent more likely to buy another item from the brand franchise.

This kind of sales and brand lift might be just what the doctor ordered as we head toward the holidays. A recent Wall Street Journal article on back-to-school sales indicates consumer confidence is low and individuals remain highly focused on necessities. As the holiday season nears, and consumers dig deep to give their families that little something extra, consider investing in sampling or experiential promotions to make consumers aware of new or re-launched products. Sometimes you really do have to give a little to get a lot.

-- Jillian Wilson Martin, Senior Account Executive

1. Fierce competition: Rivals square off
2. All aTwitter: Brands find clever ways to use Twitter
3. Everywhere you want to be: Marketers going mobile
4. "Video killed the radio star": Marketers are turning to Web video
5. I hardly recognized myself: Brand revitalizations

Unless you’ve been living under a rock for the past few days, you’re well aware of the death of pop icon Michael Jackson. Regardless of your opinion of the embattled singer, one thing is for certain: his death has sparked renewed interest and demand in all things MJ.

Not long after news broke of Jackson’s death, both Amazon.com and Barnes & Noble sold out of his CDs. Demand for any and all Jackson merchandise soared. At press time, his songs dominated seven of the top 10 single downloads on iTunes.

But now that Michael Jackson the man is gone, what happens to Michael Jackson the brand?

In recent days, many have compared Jackson’s fate to that of another cultural icon, Elvis. But like Jackson, Elvis’ music is only part of the story. The incredible marketing of the Elvis brand for more than three decades has decidedly fixed the King into American culture. Many would argue Elvis became bigger in death than in life. And many are banking on Michael Jackson to do the same.

Yesterday, tour operator AEG announced it would give refunds for Jackson’s “This is it” tour. But it's also offering would-be concertgoers a chance to opt instead for the actual ticket, with Jackson-designed graphics, as a little piece of history. There are tribute concerts in the works, memorabilia for auction and, as with many legends, a layer of mystery surrounding Jackson’s life and death.

It’s too soon to speculate on the longevity of the Michael Jackson brand. But I think we can all agree on one thing: the King of Pop hasn’t quite left the building.

--Jennifer George, Account Supervisor

Looking for a fun weekend activity?

Join the Lemelson-MIT Program for its third annual EurekaFest, and help celebrate the inventive spirit! A few weeks ago, Chrissy Redmond discussed how the Lemelson-MIT Program was re-branding science, transforming it into a cool experience for the world’s future technological innovators. Now, you have a chance to see that in action.

EurekaFest is a multi-day celebration designed to empower a legacy of inventors through activities that inspire youth, honor role models and encourage creativity and problem solving. Today, at MIT’s Stata Center, you can observe a nationwide high school invention showcase and see renowned inventors present on the MIT campus.

Saturday, I'll be at Boston's Museum of Science to cheer on more than 200 high school students in an all-day wind-powered design challenge; their families will also have the opportunity to participate in hands-on learning activities.

All events are free and open to the public, so come join me!

It’s been said that in a down economy, the need to innovate is more important than ever. But, how do we engage the next generation of innovators and empower them to follow their passion in science and technology? How do we “re-brand” and transform education into a “cool” experience – particularly in science, math and technology, the foundation of innovation and invention?

Science education is evolving from science fairs and test tubes bubbling with chemicals to real-world problem solving with a greater purpose. Teens are increasingly inspired by the sentiment of improving society through invention and discovery.

There are a number of organizations dedicated to supporting this new outlook and re-branding science through engagement with teens. One such organization is the Lemelson-MIT Program, focused on changing the perception of science and invention and the old stereotypes of the mad scientist, encouraging kids to explore their interests in these areas and make science fun.

Through Cone’s work with the Lemelson-MIT Program, we’re witnessing a promising perception shift first-hand. This year’s annual Invention Index survey found that only five percent of teens described scientists as “nerdy.” More than half described men and women in the sciences as “intelligent.” Further, we found that teens are driven by altruism and a desire to improve society and our environment. Yet, they still need the encouragement of mentors and role models in related fields to further instill change—that’s where the Lemelson-MIT Program strives to make a difference.

As Laura Vanderkam of Scientific American explains, "If people don’t think of scientists as working alone, locked in their tower, but as eco-heroes saving the planet, that’s a lot more exciting."

-- Chrissy Redmond, Account Supervisor

Witness the inspiring next generation of innovators in action next month at Eureka Fest.

“We grow potatoes in Florida, and Lays makes potato chips in Florida…It’s a pretty good fit,” says Hastings, FL farmer Steve Singleton in a new Frito-Lay ad heralding Lay’s potato chips as a “local food.” Although a seemingly sound argument, long-time followers of the local food movement, “locavores,” fear the claim will dilute what it means to truly be a local food—which “is about an ethic of food that values reviving small scale, ecological, place-based, and relationship-based food systems.”

With increased consumer demand for environmentally friendly products—our own research shows that 35 percent of consumers have higher expectations of companies to make and sell environmentally responsible products during economic downturns—it’s no wonder Lay’s is joining the local food movement, even if it isn’t a perfect fit. The association, however, may seem disingenuous to some. Especially for a mass-market product that gets shipped all over the country, not just Hastings, FL.

We can’t fault Frito-Lay for wanting to reach new audiences, and the company's committment to envrionmental responsibility appears authentic, but this latest product claim risks alienating more people than it attracts. It’s important for CPGs to understand that they can’t be all things to all people. Riding the coattails of a fast-growing movement when it doesn’t suit your product not only damages the credibility of the movement and invites unwanted criticism from true-believers, but could ultimately leave consumers scratching their heads.