In 2013, Triumph Bancorp finalized its acquisition of THE National Bank, a retail bank with 18 locations in Iowa, Illinois and Wisconsin. The company’s ability to engage with employees around the name and brand change was the single most important initiative the company undertook during the transition. Not only did the bank need employees and staff to know about the changes but it also needed them to deliver a brand experience that instilled confidence in customers.
Business owners often hear different promotional buzzwords — marketing, advertising, public relations and branding — passed around when it comes to selling a service or product. Each of these facets has its own unique identity and will produce different results.
Depending on what is being sold, the business may only need one of these strategies to target the right audience, but more often than not, it’s an integrated approach that leads to the best results.
The action of promoting or selling products or services. This involves market research. Marketing involves anything from choosing the right location of the business, to knowing how much it costs to produce each product/service, deciding where to advertise and deciding who to advertise to. This also includes all marketing material, or “owned media,” such as brochures, websites and pamphlets. Think of someone named Brandon telling you, “I’m a wonderful fisherman.”
To read more, click here.
Change has been the only constant for M/C/C and one of its longest-standing clients, a leader in the satellite communications industry. In 1990 the Houston-based company was a small privately-held company that transitioned into a large publicly-traded company, back to privately-held and acquired for $550 million in 2010.
Originally a regional satellite communications service provider focused on the oil and gas industry in the Gulf of Mexico, the company matured into an international service provider with customers in multiple industries. M/C/C expanded the communications program to help drive and support the company’s dramatic growth through international expansion, acquisitions and new vertical market applications.
When it comes to how human’s make decisions, modern science has it all wrong. Textbooks will have you believe that decision-making happens in a small part of the brain known as the lateral habenula, which they claim performs a cost-benefit analysis on all of life’s everyday events. In fact, we at M/C/C have learned that decisions are made in an entirely different part of the human anatomy. This organ is called the breart.
The breart is one-half heart and one-half brain, fused together as one. At M/C/C, our specialists in human decision-making identified the breart a few years ago in a study to determine the best way to market our clients’ products to their customers. Essentially, what we’ve learned is that the breart is best affected by a combination of rational, thoughtful information and entertaining, compelling stories. Since discovering this organ and its role in consumer behavior, we’ve influenced the brearts of our audiences like never before, using informative content to stimulate the brain and creative stories to move the heart.
Because the physiological workings of the breart can be dry and complex and entirely fictional to some people, we’ve produced a simple video to help introduce this new scientific principle. We’re confident that, once you open your mind to the breart, you’ll discover entirely new ways to influence your customers, too.
Loosen that necktie, Mr. CEO. Let your hair down, chief marketing officer. April Fools’ Day is upon us, and your target audience just got extra casual. How casual? Mentally, they’re flip-flopped on a Mexican beach while James William Buffett serenades them about frozen beverages. Consumers have trained their minds not to believe anything you say this day. Does that mean you should go all scorched earth on your industry peers? Not quite, but you can have a little bit of fun.
April 1 is the day you can do something different. [Unless you’re Geico, then it’s just another day.] Over those 24 hours, feel free to cut the brand that binds and surprise your audience with something refreshing. Something amusing. Something foolish. Something…well, surprise me.
“Good morning, Mr./Ms. Marketer. This is your wake-up call. While you were sleeping, the marketing world moved on without you and your company’s brand. We hope you enjoy your stay at Ye Olde Fashioned Advertising Inn. Goodbye.”
Modern marketing rarely gives you such clear notice. That’s why this blog is here. Gone are the days when your company only needed to run clever ads in the paper or on TV, telling customers why they should spend their hard-earned money on your product. Instead, technology has opened up new channels of two-way communication, and a growing number of techno-friendly customers expect your company to use these channels to engage with them on a deeper, richer basis than ever before.
Of course, there’s social media – that’s a no-brainer. Any brand worth its social salt should actively engage its audience with content they’ll find interesting and useful, not just sales messages. In fact, some of the most effective brands go further, using social media as a customer service resource, responding to customers individually in real-time whenever they report an issue via Facebook or Twitter. But social media is just one channel. The real opportunity awaits the brands that go beyond social media – to use every medium at their disposal not to talk AT their customers but to drive conversations WITH them. You can see what I mean by revisiting a legendary marketing campaign from the past.
If you were at least 10 years old in the 1980s, you might remember when Chrysler nearly went bankrupt the first time. To help turn its financial tide, the company revamped its product line and hired a new CEO. Little known to the average American when he took over Chrysler, Lee Iacocca became a household name as the star of the automaker’s TV campaign. In his commercials, he was frank and likeable and tough, and he had a patriotic swagger that America yearned for in the middle of a difficult recession.
The campaign was wildly successful, and Chrysler rebounded. But from a marketing perspective, Chrysler and Iacocca could’ve connected with America even more effectively using today’s technology.
In the last couple of years, there have been several marketing trends that I’ve been excited about such as the development and expansion of blogger relations, the rise and use of user-generated content and the continued growth of social media marketing for brands. But this year, the one trend I cannot wait to see grow is the use of the second screen!
Also known as the “companion device,” a second screen is an additional electronic device that allows a consumer to interact with the content they are consuming such as TV shows, movies, music or video games. According to a Nielsen study in 2011, 40 percent of U.S. tablet and smartphone owners used their device daily while watching TV, with more than 40 percent checking a social networking site during either a TV show or commercial break. Additionally, Forrester found that 63 percent of Generation Xers and 74 percent of millenials use a second screen device more than half the time they watch TV.
But what does this mean for marketers, and how are brands capitalizing on this? Marketers are using these interactive opportunities to not only engage with brand fans but build sentiment and loyalty for the brand. Three of my favorite ways they are achieving this are:
About three weeks ago, I was asked to blog about fonts and the impact they can make on your company’s brand communications. If you’re looking for valuable branding advice that will help you improve your company’s look and feel, I suggest you look elsewhere. Maybe here. Or put your brain on hold and watch this instead.
The fact is, if you’re not one of our clients, I’m simply not familiar enough with your brand to give you good counsel about fonts. And I certainly can’t tell you in a blog which font will help you improve your marketing. Speaking in generalities, the only thing I can say for sure is that fonts matter. They make impressions on your audience, which is why serious documents like the IRS 1040 will never appear in Curlz, and the Holy Bible should never be printed in Comic Sans.
Mergers and acquisitions always seem to be in vogue. If the economy is strong, companies are buying healthy “up-and-comers” who can add to their portfolio; and in bad times companies are looking to pick up good value from other companies who are struggling financially. For marketers, a merger or acquisition brings branding issues to the forefront like little else. Each one is unique and different, but there are some commonalities in how to approach and develop a brand strategy to take full advantage of the business decisions during the transition.
When mergers and acquisitions are discussed, there’s a lot of talk about executives, lawyers and accountants performing due diligence to understand the value of the decision. This review and discovery should extend beyond the financials, products and business strategies to examine branding and marketing of the acquired or merged company. Reviewing marketing research, perception studies, existing marketing materials and campaigns along with a competitive evaluation can inform marketing leadership on how to approach branding of the new organization.
One of the key challenges following any acquisition or merger is bringing the new organization together with a clear and common brand and purpose. Internal groups will likely have differing views of the organization and potentially different agendas on how it should be branded. Instead of taking those views and agendas as the primary input to brand strategy, companies should focus and rally around the most important audience – the buyer.
Understand the buyer
Brands are shaped by customers and their experiences. Conduct research with existing and prospective buyers to understand their evaluation and purchase criteria, perceptions of the brands involved in the merger/acquisition and how they believe they will be affected by the change. What are the positive perceptions that can be leveraged, and how can branding, messaging and marketing address the negative issues? A deep dive into the mindset of the market will pay off in spades when developing a brand strategy for the new organization.