Fallacy of Small Brands

 

 

How many times have you thought or heard, “we can’t do that because our brand is too small?”

 

The “that” could be:

• a new merchandising concept - as in, “the trade won’t do that, the brand is too small”
• advertising campaign – “the media budget is too low for this small brand to make a dent in the clutter”
• new product – “the brand is too small to support another sku”
• etc.

 

 

Are there barriers to brand growth? Sure, and these are usually very significant time, dollar and perhaps market constraints. But, with “it’s too small” as the in-going mindset, how does your brand ever get big?

 

Suppose your new merchandising concept were applied to an alternate, perhaps more accepting, channel? Or, some of the media dollars were allocated beyond broadcast TV and print to engaging consumers via social media tools? Or, you creatively launched that new, meaningfully differentiated product among key influencers to build a following?

 

Clearly, every brand may not be a candidate for “bigness” – because the exclusivity is what drives consumer appeal, the addressable market is inherently limited, or other brands in the company portfolio offer greater opportunity.

 

However, if you’ve strategically designated a brand for growth, “it’s too small” needs to be banished from the conversation.

Ideation…Untethered

We’ve all been there. At some point (or many) in a businessperson’s year we’ve participated in ideation sessions to develop the next, new, great thing. After all, brands depend on new ideas to remain relevant and keep their promises.

 

There’s a conference room or a Museum space, filled with a group of smart people (a multi-disciplinary team of course) pulled away from the office routine, seated in comfy chairs, with readily available snacks, flipcharts, a skilled facilitator, and toys…we can’t forget the cool toys.

 

Most of all, there’s a mandate to CREATE something. A new product, a new package, a new way to get products from Point A to Point B…a new anything. In the next 6 – 8 hours.

 

While these “tethered ideation” sessions are terrific for team building and “buy-in” (full disclosure: I facilitate them quite often), there are many additional and perhaps better ways to create the next, new, great thing. Here are two:

 

Open Up the Process – Think of how many times an idea strikes you while you’re washing your face, taking a walk, pumping gas, browsing in a store, or wherever…alone. 

 

Before your next ideation session, suppose the project manager in charge of creating the next, new, great thing issued a very specific challenge to everyone in your company10 days prior to the session? Tap those random ideas people have on a daily basis and give them a voice. Give them a technology platform for idea “deposits,” an incentive to contribute and a promise to communicate the session outcome. It helps if there’s a format for contributors to follow when they submit an idea (e.g., what it is, who it’s for, key benefits, how it’s different) but being too restrictive will defeat the purpose.

 

Then bring together a small project team to build and refine the ideas into viable concepts for testing among target consumers or customers. You’ll have the best of both worlds – the freedom for people to create on their own and the team building required to refine and make the idea happen.

 

Let it Go…at least initially – If we’re honest, we know our strengths. Some of us are better with a blank page, others shine when they can build on an idea, and others are best at evaluating and refining.

 

Why not turn the initial idea generation over to people who live and breathe just to create? The natural creators – chefs, architects, artists, musicians, fiction writers, tinkerers – who aren’t bound by all the “can’ts and won’ts.” Issue the problem to solve, let them go, and collect their wisdom.

 

Then your project team, ideally composed of people with different strengths, along with your most effusive natural creators, can meet to add/subtract/sift/sort/refine/develop the initial ideas. The team will still have the opportunity to create and have the chance to experience the spark brought by outsiders. Everyone gets to do what they naturally do best.

 

“Untether” for a while and see what happens.

 

Just Ask, They’ll Tell You

Consumers are not very good creators. They’re great at sorting and evaluating, just not creating.

 

So, why do most new product efforts begin with asking consumers what they need or want?

 

Can you imagine consumers telling car manufacturers years ago that what they really wanted was an automatic transmission? More likely, they were able to articulate their dislike of shifting gears/clutch pedal/two-handed driving.

 

How about starting by asking consumers what they don’t like about: sweeping floors, washing their kids’ hands, downloading music, using the internet, or fill in the ________.  They’ll tell you.

 

Then go back, turn it around/inside out, upside-down, whatever it takes, and return to consumers with product concepts for their evaluation. Now you can ask them what they like about your concept, what they don’t…and how much of a stretch it may be for your brand to promise delivery of all aspects of the idea.

 

It’ll probably take several rounds, especially to get to what consumers really want vs. what they say they need.

 

Just ask the right questions, then show ‘em stuff, then ask again… they’ll tell you.