Too many times, marketers come to conclusions based on pure instincts and put them forward to their management team and the set of peers who might agree or disagree. The problem with instincts is that because it’s really just an opinion, with nothing to substantiate it. And even if you are right, you’ll have a hard time convincing others, so anyone with a counter view, retains their own opinion and the team remains divided. Even if they go along with it, they remain a quiet dissenter just waiting for it to fail and waiting to say “I told you so”.
When you don’t go deep on your thinking, I call it surface thinking. I equate “surface thinking” to “surface cleaning”. When your mother is coming over to visit in half an hour, you “surface clean” by quickly take everything and jam into the drawers or closets where she won’t be able to see. You never really clean up. The same thing holds with “surface thinking”. Yes, you think, but it stays at the opinion level. You don’t dig in to the data, you don’t listen to others or go do the necessary research to back up your opinion. You never really go deep enough to uncover the deep rich insightful conclusions. And everyone knows it.
Opinions are great. Every leader should have one and be able to articulate their views. But it’s best when you can layer it in fact. One good rule for communicating your opinion is something I learned in my first year Logic class: Premise, Premise, Conclusion. Try it out, next time you’re engaged in debate. Just make sure the premise is backed by fact.
The best way go deep on your analysis, ask “so what does that mean” at least five times and watch the information gets richer and deeper.
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Looking at the Gray’s Cookie example above, intuitively, it makes sense that going after Health Food Stores could be one option put on the table. But to say you need to be better, without digging in remains an unsubstantiated opinion. As you dig deeper, you see that going after Health Food stores, who are highly independent is labor intensive and the payback is just not there. Yes, you’re way under-developed. But it’s more expensive than other options. When you bring the option of going after mass into the mix, which is head office driven, you start to see a higher return on the investment. This is just a fictional example, but look how the thinking gets richer at each stage. Force yourself to keep asking “so what does this mean” or “why” pushing the analysis harder and harder.
The first analysis is “What do we know?” with 5 key questions to help you sort through your analysis:
It forces you to start grouping your learning, forces you to start drawing conclusions and it enables your reader to separate fact (the back ground information) from opinion (where you are trying to take them)
The second type of analysis is “Where are we?” with 5 key questions to help you sort through your analysis:
These questions help frame your thinking as you go into a Brand Plan. The first question helps the analysis, the second with the key issues, the third frames the vision and objectives, the fourth gets into strategy and tactics and the fifth gets into the execution. My challenge to you: update it every 3-6 months, or every time you do something major. You’ll be surprised that doing something can actually impact ”where are we?” on the analysis.
photo credit: marfis75 via photopin
Graham Robertson: I’m a marketer at heart, who loves everything about brands. I love great TV ads, I love going into grocery stores on holidays and I love seeing marketers do things I wish I came up with. I’m always eager to talk with marketers about what they want to do. I have walked a mile in your shoes. My background includes CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke. I’m now a marketing consultant helping brands find their love and find growth for their brands.
Website: www.beloved-brands.com | Twitter: @grayrobertson1