When a new product comes along, it’s a perfect opportunity to create a buzz and get everyone excited. Hold an event in conjunction with the new launch. Fielding questions during a kickoff lunch, for instance, will build excitement around the product or service and its benefits. Attach a sales incentive to create even more excitement among your staff. Offering a block of seats for an upcoming sports event or concert, for instance, ensures marketing and sales people will be focused on making the new launch a success, and it gives your entire marketing and sales team a unified goal to shoot for together.
Want to brainstorm ways to motivate your marketing and sales team? Email info@boostyourbottomline.com to brainstorm or for feedback on big buzz ideas.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Thursday, October 30, 2008
Tuesday, October 28, 2008
Tune Up Your Team With Back-to-Basics Tactics
Is it time to tune-up your marketing team, reinforce their purpose, and remind them of your big marketing picture? Here are four ways to get everyone on track, and close more deals as a result:
1. Revisit your core beliefs and company objectives. Part of what fuels your new staff is all the great things they learn about your company’s mission during training. But over time that message fades, and objectives change. So meet with salespeople regularly to discuss your core beliefs and objectives and why they provide benefits to buyers.
2. Differentiation. The more competitive the industry, the less you want your marketing team to provide a boilerplate presentation. Bring your team together to brainstorm all the different points and angles that set your products and services apart from the competition. Encourage creative, out-of-the-box thinking and reiterate challenges that affect what prospects are up against now tied into how you’ll help them solve those challenges. Think benefits.
3. Profile ideal prospects. You don’t want your marketing staff to discount leads, but it’s helpful to know who is and isn’t a high-probability prospect. Once marketing and sales staff know the titles that buy each product, they’re in a much better position to cold call.
4. Reorganize key metrics. Sometimes all it takes to recharge a marketing and sales team is to have them focus all their efforts on one key metric, like prospecting or repeat business. They’ll see results and be reinvigorated.
Need help tuning up your marketing and sales team? Contact info@boostyourbottomline.com today and share your challenge.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
1. Revisit your core beliefs and company objectives. Part of what fuels your new staff is all the great things they learn about your company’s mission during training. But over time that message fades, and objectives change. So meet with salespeople regularly to discuss your core beliefs and objectives and why they provide benefits to buyers.
2. Differentiation. The more competitive the industry, the less you want your marketing team to provide a boilerplate presentation. Bring your team together to brainstorm all the different points and angles that set your products and services apart from the competition. Encourage creative, out-of-the-box thinking and reiterate challenges that affect what prospects are up against now tied into how you’ll help them solve those challenges. Think benefits.
3. Profile ideal prospects. You don’t want your marketing staff to discount leads, but it’s helpful to know who is and isn’t a high-probability prospect. Once marketing and sales staff know the titles that buy each product, they’re in a much better position to cold call.
4. Reorganize key metrics. Sometimes all it takes to recharge a marketing and sales team is to have them focus all their efforts on one key metric, like prospecting or repeat business. They’ll see results and be reinvigorated.
Need help tuning up your marketing and sales team? Contact info@boostyourbottomline.com today and share your challenge.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Thursday, October 23, 2008
3 Keys to Close the Sale
Great closers know that info is essential to getting a deal done. Do you know how to probe effectively to get to the bottom of what makes buyers tick? Just ask! Prospects will be flattered to be asked and most readily share insights on their buying process, budget, or the areas your company focuses on. Here are three ways to gain the answers you need to close the sale:
1. Positioning: If the question is asked in a way that the answers put you in a better position to serve prospects’ needs, it’s much easier for them to respond. Ask questions suchs as: “In order to make sure we’re providing exactly what you need, what are your biggest priorities right now when it comes to choosing a supplier?”
2. Order: A lot of delicate questions don’t need to be asked up front. Create a sequence that eases prospects in by asking general questions up front to build rapport and increase the level of trust.
3. Tone: Top closers are mindful to ask questions in a respectful but confident and assumptive manner to support the notion that the answers they’re seeking are necessary to provide the best service possible.
Need help closing the sale? Contact info@boostyourbottomline.com today and share your challenge.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
1. Positioning: If the question is asked in a way that the answers put you in a better position to serve prospects’ needs, it’s much easier for them to respond. Ask questions suchs as: “In order to make sure we’re providing exactly what you need, what are your biggest priorities right now when it comes to choosing a supplier?”
2. Order: A lot of delicate questions don’t need to be asked up front. Create a sequence that eases prospects in by asking general questions up front to build rapport and increase the level of trust.
3. Tone: Top closers are mindful to ask questions in a respectful but confident and assumptive manner to support the notion that the answers they’re seeking are necessary to provide the best service possible.
Need help closing the sale? Contact info@boostyourbottomline.com today and share your challenge.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Tuesday, October 21, 2008
A Guerrilla Search Idea for New Team Members
Looking for new employees? Not to pressure you, but choosing the right people for your business team is one of the most important decisions you'll ever make. If you rely on your inexperienced friends, you could be stuck in the garage forever. It's not easy figuring out who to hire or what to ask them. Sometimes even a person who recommends a potential candidate can be sending you down the wrong path. When it comes to hiring key players for your team, bring some guerrilla marketing into your search. Require candidates to send an introduction through You Tube. You’ll be able to experience the candidate’s passion, creativity and commitment to work as a strong member of your team.
Or hire virtual team members. We’ll show you how to tap into graphic designers who will knock your socks off, web designers who will work their magic for YOU, writers who will weave your story into words that sell, and virtual assistants who will keep all your details in play.
Email us today for details so that you can focus on what you do best and hire out the rest.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Or hire virtual team members. We’ll show you how to tap into graphic designers who will knock your socks off, web designers who will work their magic for YOU, writers who will weave your story into words that sell, and virtual assistants who will keep all your details in play.
Email us today for details so that you can focus on what you do best and hire out the rest.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Thursday, October 16, 2008
Learning from the Top Brands
Small businesses can learn plenty from Interbrand's 2008 Best Global Brands report. Today’s important lesson:
Technology Continues to Empower the Consumer
Jason Baer, Interbrand's Director of Verbal Identity in New York City, in "Six laws of collaborative branding," succinctly characterizes the current intersection of branding and technology: "One thing is certain: the days of complete and total jurisdiction over your brand are gone." Understandably, a brand's worst nightmare is of being hijacked by disgruntled customers with plenty of attitude, heaps of time, and a high-speed Internet connection. So if your primary consumers are 15-year-olds, be very afraid. They have plenty of each.
Brands, however, must respect social networking. Corporations spend millions of dollars on marketing research to understand what their customers, and potential customers, are thinking. With the Internet today, that information is everywhere. Brands must deal with positive feedback by being grateful, intelligent, and gracious, reaching out to loyal customers and building mutually beneficial relationships with prospective ones. Negative feedback should be treated deftly and honestly, and never create the impression of being defensive, paranoid, or dismissive. How a brand reacts to negative feedback and criticism speaks volumes about its values, ethics, and maturity. Above all, respect the power of pedestrians on the Web.
Baer writes, "Only brands that actively engage their audiences in a conversation will survive… If we don't ask them to participate, watch out, because they will happily take matters into their own hands. Just look at the hundreds of homemade Apple commercials (or the more antagonistic Microsoft Zune spoofs) on YouTube and you'll see that this can't be stopped. So don't fight this phenomenon. Embrace it."
After all, brands that don't value input from their customers don't have much value themselves. At least that is what online consumers are telling us.
Want to discover how to empower consumers? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Technology Continues to Empower the Consumer
Jason Baer, Interbrand's Director of Verbal Identity in New York City, in "Six laws of collaborative branding," succinctly characterizes the current intersection of branding and technology: "One thing is certain: the days of complete and total jurisdiction over your brand are gone." Understandably, a brand's worst nightmare is of being hijacked by disgruntled customers with plenty of attitude, heaps of time, and a high-speed Internet connection. So if your primary consumers are 15-year-olds, be very afraid. They have plenty of each.
Brands, however, must respect social networking. Corporations spend millions of dollars on marketing research to understand what their customers, and potential customers, are thinking. With the Internet today, that information is everywhere. Brands must deal with positive feedback by being grateful, intelligent, and gracious, reaching out to loyal customers and building mutually beneficial relationships with prospective ones. Negative feedback should be treated deftly and honestly, and never create the impression of being defensive, paranoid, or dismissive. How a brand reacts to negative feedback and criticism speaks volumes about its values, ethics, and maturity. Above all, respect the power of pedestrians on the Web.
Baer writes, "Only brands that actively engage their audiences in a conversation will survive… If we don't ask them to participate, watch out, because they will happily take matters into their own hands. Just look at the hundreds of homemade Apple commercials (or the more antagonistic Microsoft Zune spoofs) on YouTube and you'll see that this can't be stopped. So don't fight this phenomenon. Embrace it."
After all, brands that don't value input from their customers don't have much value themselves. At least that is what online consumers are telling us.
Want to discover how to empower consumers? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Tuesday, October 14, 2008
Learning from the Top Brands
Small businesses can learn plenty from Interbrand's 2008 Best Global Brands report. Today’s important lesson:
Brands are Defining Borders in the Global Economy
Dr. Jürgen Häusler, CEO of Interbrand Central & Eastern Europe, thinks the branding world has it backwards. He writes, "Brands create nations? Why do we furrow our brows when we read this sentence? Because we usually consider it a law of nature that the cause-and-effect relationship is the other way around: Nations create brands."
With the incredible expansion of international commerce and advances in transportation over the past 100 years, immigrants—both legal and illegal—have become the blood coursing through today's economic circulatory system. The phrase "Made in _____" should be expanded to say "Made in _____, by _____." For example, "Made in the U.S.A., by Mexicans." Or "Made in Italy, by Vietnamese." Or even "Made in France, by some Algerians, four Russians, a Brazilian, and nine Saudi Arabians."
Dr. Häusler explains that when consumers around the globe think of fine "Italian" menswear, they aren't thinking of Italy, the actual country, at all; they are, in fact, collectively thinking of Italian brands such as Armani, Brioni, and Ermenegildo Zegna. The same principle applies to cars, (renowned German car engineering is the genius of Audi, Mercedes, BMW, and Porsche), and booze (all of France doesn't make Champagne, Champagne makes Champagne). Though particular nations may benefit from the halo effect of these brands, which is certainly warranted, credit should be attributed to the brands for the quality of their products and their admirable unwillingness to compromise the brand values that consistently ensure quality.
Want to discover how to define borders in the global economy? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Brands are Defining Borders in the Global Economy
Dr. Jürgen Häusler, CEO of Interbrand Central & Eastern Europe, thinks the branding world has it backwards. He writes, "Brands create nations? Why do we furrow our brows when we read this sentence? Because we usually consider it a law of nature that the cause-and-effect relationship is the other way around: Nations create brands."
With the incredible expansion of international commerce and advances in transportation over the past 100 years, immigrants—both legal and illegal—have become the blood coursing through today's economic circulatory system. The phrase "Made in _____" should be expanded to say "Made in _____, by _____." For example, "Made in the U.S.A., by Mexicans." Or "Made in Italy, by Vietnamese." Or even "Made in France, by some Algerians, four Russians, a Brazilian, and nine Saudi Arabians."
Dr. Häusler explains that when consumers around the globe think of fine "Italian" menswear, they aren't thinking of Italy, the actual country, at all; they are, in fact, collectively thinking of Italian brands such as Armani, Brioni, and Ermenegildo Zegna. The same principle applies to cars, (renowned German car engineering is the genius of Audi, Mercedes, BMW, and Porsche), and booze (all of France doesn't make Champagne, Champagne makes Champagne). Though particular nations may benefit from the halo effect of these brands, which is certainly warranted, credit should be attributed to the brands for the quality of their products and their admirable unwillingness to compromise the brand values that consistently ensure quality.
Want to discover how to define borders in the global economy? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Thursday, October 09, 2008
Learn from the Top Brands
Small businesses can learn plenty from Interbrand's 2008 Best Global Brands report. Today’s important lesson:
Know Thyself and Build Trust in Others
Branding communicates a set of values and promises to customers. When a brand delivers on those promises, trust is created, and a relationship based on shared experience and loyalty ensues. That bond is vital to brands, particularly when the economic climate sours and consumers shift their spending habits.
As the 2008 Best Global Brands Executive Summary states, "The uncertainty of a downturn drives consumers to want more for their money and demand a more emotionally rewarding experience for their hard-earned and limited cash." In such times loyalty often competes with necessity. "It's no longer a choice between Nike or Adidas shoes. The question becomes, 'Do I buy shoes or an iPod?'" Not exactly Sophie's Choice, but a tough decision for any parent with kids in high school.
Brands that have and continue to consistently build trust with consumers are better off in tough times than brands that seek to capitalize on the latest trend or exploit the sincerity of the moment—for instance, going green. The article "Sustainability and its impact on brand value," by Paula Oliveira and Andrea Sullivan, concludes with the sentences, "A study published by TerraChoice, an environmental marketing firm, showed that 99% of the 1,018 consumer products surveyed were guilty of greenwashing. These companies risk not only their reputation, but also future earnings for the business." Why? Because consumers can see through the greenwashing malarkey. Consumers were raised by parents who called that sort of thing lying. Check out brandchannel's 2008 brandjunkie awards, where "None" was the number one answer to the question, "What brand do you think is truly (going) 'green'? Why?"
Brands who aren't true to who they say they are can be more susceptible to outside forces and peer pressure from changing markets and emerging trends. There is a difference between being thoughtful, engaged, and flexible, and simply being something you are not. Like trustworthy.
Want to discover how to build trust in others? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Know Thyself and Build Trust in Others
Branding communicates a set of values and promises to customers. When a brand delivers on those promises, trust is created, and a relationship based on shared experience and loyalty ensues. That bond is vital to brands, particularly when the economic climate sours and consumers shift their spending habits.
As the 2008 Best Global Brands Executive Summary states, "The uncertainty of a downturn drives consumers to want more for their money and demand a more emotionally rewarding experience for their hard-earned and limited cash." In such times loyalty often competes with necessity. "It's no longer a choice between Nike or Adidas shoes. The question becomes, 'Do I buy shoes or an iPod?'" Not exactly Sophie's Choice, but a tough decision for any parent with kids in high school.
Brands that have and continue to consistently build trust with consumers are better off in tough times than brands that seek to capitalize on the latest trend or exploit the sincerity of the moment—for instance, going green. The article "Sustainability and its impact on brand value," by Paula Oliveira and Andrea Sullivan, concludes with the sentences, "A study published by TerraChoice, an environmental marketing firm, showed that 99% of the 1,018 consumer products surveyed were guilty of greenwashing. These companies risk not only their reputation, but also future earnings for the business." Why? Because consumers can see through the greenwashing malarkey. Consumers were raised by parents who called that sort of thing lying. Check out brandchannel's 2008 brandjunkie awards, where "None" was the number one answer to the question, "What brand do you think is truly (going) 'green'? Why?"
Brands who aren't true to who they say they are can be more susceptible to outside forces and peer pressure from changing markets and emerging trends. There is a difference between being thoughtful, engaged, and flexible, and simply being something you are not. Like trustworthy.
Want to discover how to build trust in others? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Tuesday, October 07, 2008
Learning from the Top Brands
Small businesses can learn plenty from Interbrand's 2008 Best Global Brands report. Today’s important lesson:
Luxury Brands Adjust to the Tides of the Global Economy
In several hundred years, after the human race has drowned in what used to be the polar ice caps, the world will be a giant blue ocean spangled with bobbing Louis Vuitton handbags and glimmering bottles of Chanel perfume: one huge soup of luxury brands. They are the perfect storm survivors. Luxury brands benefit from a consumer-driven psychological buoyancy that allows them to paddle the currents that stir the global economy.
Manfredi Ricca, managing director of Interbrand's Milan office, explains, "In times of economic expansion, luxury brands will see new segments of consumers who can afford access to luxury brands, but they can always count on a stable core of adepts." In this case, "adepts" means wealthy people and their offspring. Paris Hilton. Putin's nephews.
People like nice things. Unfortunately, most of us can't afford the highest in quality, the finest in elegance, and the sleekest in design. The vast majority of the human race cannot afford a Rolex watch. However, as many economies around the world thrived during the past year, increasing numbers of people came within financial reach of luxury brands. On instinct, understandably, many of these nouveau rich rushed into the nearest Cartier store, purchased the gaudiest bling available, and flaunted their new social status to people who don't even know their name.
Yet, as these demographics become accustomed to nice things, something compelling happens. Ricca explains, "In a mature economy, a consumer's self-confidence derives from being discerning rather than merely rich. Subtle details, which add depth to the product experience, are not within reach of the wealthy, but the wealthy cognoscenti." Indeed, being able to afford Iranian caviar, and being able to deconstruct Iranian caviar, represent two different levels of experience with the luxury-brand lifestyle.
Want to discover how to adjust ot the tides of the global economy? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Luxury Brands Adjust to the Tides of the Global Economy
In several hundred years, after the human race has drowned in what used to be the polar ice caps, the world will be a giant blue ocean spangled with bobbing Louis Vuitton handbags and glimmering bottles of Chanel perfume: one huge soup of luxury brands. They are the perfect storm survivors. Luxury brands benefit from a consumer-driven psychological buoyancy that allows them to paddle the currents that stir the global economy.
Manfredi Ricca, managing director of Interbrand's Milan office, explains, "In times of economic expansion, luxury brands will see new segments of consumers who can afford access to luxury brands, but they can always count on a stable core of adepts." In this case, "adepts" means wealthy people and their offspring. Paris Hilton. Putin's nephews.
People like nice things. Unfortunately, most of us can't afford the highest in quality, the finest in elegance, and the sleekest in design. The vast majority of the human race cannot afford a Rolex watch. However, as many economies around the world thrived during the past year, increasing numbers of people came within financial reach of luxury brands. On instinct, understandably, many of these nouveau rich rushed into the nearest Cartier store, purchased the gaudiest bling available, and flaunted their new social status to people who don't even know their name.
Yet, as these demographics become accustomed to nice things, something compelling happens. Ricca explains, "In a mature economy, a consumer's self-confidence derives from being discerning rather than merely rich. Subtle details, which add depth to the product experience, are not within reach of the wealthy, but the wealthy cognoscenti." Indeed, being able to afford Iranian caviar, and being able to deconstruct Iranian caviar, represent two different levels of experience with the luxury-brand lifestyle.
Want to discover how to adjust ot the tides of the global economy? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Thursday, October 02, 2008
Top Brands Pave the Way for Small Business
With the U.S. economy slowing since 2001, one would think that international brands would sneak to the top. However, do you realize that 16 of the top 25 global brands are U.S. brands? And eight of these brands occupy spots in the top ten. Other countries enjoying top billing are Finland, Japan (Toyota, Honda and Sony) and Germany (Mercedes Benz and BMW).
Sixteen U.S. brands in the current top 25 is only a slight drop from 18 in 2001. Coke, IBM, Microsoft, GE and Nokia still rank at the top — no surprise. These top 5 stats are holding steady, but the next players are interesting.
As Macintosh worshippers, a warm “welcome” to Apple Computers for their debut this year at #24. Also new to the list since 2001: Google (up from #20 to #10 in just one year); Louis Vuitton (France’s Top 25 debut brand since 2005); H&M Apparel of Sweden. And a wave goodbye to Ford, AT&T and Merrill Lynch.
So, what can Interbrand's 2008 Best Global Brands report teach us about the world's top brands in this growing global economy? Plenty. And what can you, the small business owner, learn from these lessons? Even more.
Lesson #1: Brand Engagement is Crucial
Here is how Merrill Lynch positions its brand online:
Merrill Lynch demonstrates its commitments to clients and shareholders through the firm's emphasis on excellence, integrity and ethical behavior…
If the employees of Merrill Lynch truly believed in and behaved according to the brand attributes promoted on the company's website, they would never have lent large amounts of money to entities who were not qualified to borrow a lawnmower. Though individual citizens share much of the responsibility, financial services touting a devotion to fiscal responsibility and economic viability failed to maintain brand engagement among their ranks, and the result has been a devastating collapse of trust and shivers of recession that are reverberating across the globe.
Investing in the proper training of employees so they embrace and live corporate brand attributes is a key component of branding, so it is not surprising that myopic financial service brands such as AIG, UBS, and Morgan Stanley have all dropped in Interbrand's 2008 Best Global Brands rankings. As the report states, "But while no brand has come away completely unscathed on account of the interdependent nature of the industry, some have weathered the storm significantly better than others." Long-respected stalwarts HSBC and Goldman Sachs, for example, have not only survived but are managing to capitalize on the decline of their competitors.
Want to create a brand that engages your core target audience? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, WEB SITE or BLOG? You can, as long as you include this complete blurb with it: Certified Marketing Spitfires™ Holly George and Leslie Hamp are creators of the Business Boost In A Box. To learn more about the step-by-step program, and to sign up for their *FREE* Marketing Mastery Success Kit, visit www.boostyourbottomline.com
Sixteen U.S. brands in the current top 25 is only a slight drop from 18 in 2001. Coke, IBM, Microsoft, GE and Nokia still rank at the top — no surprise. These top 5 stats are holding steady, but the next players are interesting.
As Macintosh worshippers, a warm “welcome” to Apple Computers for their debut this year at #24. Also new to the list since 2001: Google (up from #20 to #10 in just one year); Louis Vuitton (France’s Top 25 debut brand since 2005); H&M Apparel of Sweden. And a wave goodbye to Ford, AT&T and Merrill Lynch.
So, what can Interbrand's 2008 Best Global Brands report teach us about the world's top brands in this growing global economy? Plenty. And what can you, the small business owner, learn from these lessons? Even more.
Lesson #1: Brand Engagement is Crucial
Here is how Merrill Lynch positions its brand online:
Merrill Lynch demonstrates its commitments to clients and shareholders through the firm's emphasis on excellence, integrity and ethical behavior…
If the employees of Merrill Lynch truly believed in and behaved according to the brand attributes promoted on the company's website, they would never have lent large amounts of money to entities who were not qualified to borrow a lawnmower. Though individual citizens share much of the responsibility, financial services touting a devotion to fiscal responsibility and economic viability failed to maintain brand engagement among their ranks, and the result has been a devastating collapse of trust and shivers of recession that are reverberating across the globe.
Investing in the proper training of employees so they embrace and live corporate brand attributes is a key component of branding, so it is not surprising that myopic financial service brands such as AIG, UBS, and Morgan Stanley have all dropped in Interbrand's 2008 Best Global Brands rankings. As the report states, "But while no brand has come away completely unscathed on account of the interdependent nature of the industry, some have weathered the storm significantly better than others." Long-respected stalwarts HSBC and Goldman Sachs, for example, have not only survived but are managing to capitalize on the decline of their competitors.
Want to create a brand that engages your core target audience? Sign up today at www.boostyourbottomline.com/freebie for your free Jumpstart Coaching call.
© 2008 BoostYourBottomLine.com
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