Clicky

Deeper Weekend 2014

Posts Categorized:

Marketing and Branding

Choose your favorite writer

  • Adrian Simmons
    Adrian Simmons
  • Bryan Coleman
    Bryan Coleman
  • Greg Kyte
    Greg Kyte
  • guestblogger
  • Jason Blumer
    Jason Blumer
  • Jennifer Blumer
    Jennifer Blumer
  • Scott Kregel
    Scott Kregel

REFM -  Adrian Photo Square - CATOBOver the years, I’ve developed a skepticism of brands, a healthy one I hope. And I would venture to say you have too. One ad after another, all making claims to be the best thing ever. Common sense tells us it can’t actually be — we all want to believe that particular cologne/perfume is going to make us instantly magnetic, but we know better. And then there’s one purchase after another; many don’t live up to the hype, some do, some do to begin with, but don’t last. Each of these experiences eats away at our ability to believe, to trust.

Brands can be so impersonal — marketing messages connect us to the brand, and humans become merely the means to get to the brand. Ads create a desire for Cheerios, and supermarkets and checkout registers are just a delivery mechanism to acquire Cheerios for ourselves. The quicker and easier, the better. Products, not humans, are the end. (Or perhaps more accurately, the emotional state promised by the products.)

But brands are real, right? I mean, after all, there’s Coca-Cola, Apple, Southwest, and Rolls Royce. They must truly exist. Or do they? Maybe they’re just made up. Maybe they only exist simply because we all agree they exist. Sorta like language — we all agree this scrawled shape on a piece of paper constitutes a letter, “d” we’ll call it. And we agree that it makes a particular, recognizable sound formed by our mouths and tongues. And when combined with the two other scrawled shapes “o” and “g,” signifies those panting, four-legged furry creatures in our homes.

Ahh. So maybe brands are really a conversation, and potentially, an agreement. One side makes a claim, and then the other side decides whether or not it’s true. But that means, then, you really can’t own a brand — it exists independently in the mind of each person who comes into contact with it, containing their particular judgements, their particular experiences. Perhaps the brand is really just a symbol, like that letter “d.” Brands are like a language that’s continuously being negotiated in the marketplace. The brand isn’t real. It’s just a proxy, a symbolic reduction of what’s actually real: the people on either side of the conversation, and their thoughts, experiences, aspirations, desires, and beliefs.

So what might any of this mean for how we could act in business? Some thoughts:

  1. View branding as an invitation to have a conversation, not as a message to beat into prospects’ psyche. And don’t forget that who we think we are can be different than what others see — listening is more important than talking.
  2. Care about the people, not the brand. Brands are just symbols, conversation starters if you will. It’s the people on either side of the table that are actually important.
  3. Think about what you really believe, and let that be communicated in your brand. Be it choice of logo, colors, words, marketing channels your message travels in, people, culture, operating hours, product mix, innovations, etc.
  4. Only promise what you can truly deliver. Emotions are powerful, and can be subconsciously tapped into. But they can be equally subconsciously damaged when promises never materialize.

 

This short video came out three years ago — see what you think about it in light of the above ideas.

 

Screen Shot 2015-03-02 at 11.43.45 AM

 

 

Adrian G. Simmons is a CPA innovating ways to put money in its place. After working as an auditor out of college for KPMG, he joined his father in public practice in 2002, and now acts as the Chief Creative Designer there. With the team, he looks for ways to help their customers become financially strong, so that they can focus on what truly matters in life. Adrian likes tech, uses a fountain pen, successfully attempted a half-marathon (and may try another), and prefers dark over milk chocolate.

Category:
Marketing and Branding
Comments:
4
Greg Kyte 2I suck at cars.

 

When I was a sophomore in college, I surprised myself by changing my own brakes on my 1991 Ford F150. My mechanic quoted $300. I spent $100 on a Chilton’s Manual and parts, changed the brakes, then drove from Seattle to Provo the very next day and didn’t die. I had so little confidence in my brake repair abilities that my brake pedal appeared to be working my sphincter muscle.

 

Since I was a poor college student, I was stoked that I saved $200, but my limbic brain didn’t get a rush from fixing the brakes. Auto repair doesn’t fit with my “why,” so I prefer to have somebody else take care of it. As a result, I haven’t developed my mechanical skills, and I’m automotively illiterate. (Another result is that I don’t have hardly any tools. Feel free to attack my masculinity in order to augment your own.¹)

 

As a CPA, I’m grateful that lots of people’s limbic brain doesn’t get a rush from doing accounting and that they need to pay somebody else to do it. ‘Cause that’s how I gets my skrilla² to afford my dope ride. Currently my dope ride is a 2007 Honda Civic. Why a 2007 Honda Civic? Because at 40 mpg, my limbic brain gets a huge rush when I calculate my mileage deduction.

 

My 2007 Honda Civic is fully loaded. Oh yeah. It’s got seat belts, a dash board, and brake squealer tabs. Just looked that last one up on Google. Pretty high tech car crap. Brake squealer tabs make a bad sound when it’s time to get your brakes changed. Very helpful if you suck at cars.

 

Not too long ago, my squealers were squealing, so I called my usual mechanic. It went to voice mail. I didn’t leave a message.

 

Lesson #1: Answer your damn phone.

 

I’ve never been too excited about my usual mechanic. He’s the uncle of a close family friend, but for some reason I always felt like I was getting screwed. Maybe because I suck at cars.

 

Lesson #2: Your clients might worry that they’re getting screwed because they suck at accounting. A fixed price agreement plus a scope document goes a long way.

 

I work with a guy who’s a great resource when it comes to everything I suck at. He’s a total car guy, motorcycle guy, tool guy, fix it guy. If I need something done, he always has a good recommendation. So I asked him where to take my 2007 Honda Civic. He recommended Mike & The Mechanics.³ Didn’t hesitate. Said that was the place to go.

 

Lesson #3: Read The Tipping Point,  then make sure that you’ve got customers who are mavens. Mavens are “people we rely upon to connect us to new information.” If someone asks a maven to recommend a CPA firm, two things need to be in place: you have to be a great CPA firm, and the maven has to know about you.

 

I took my Civic into Mike’s. He did the work. I picked up the car. The price was reasonable. He told me that my rear tires were balder than Patrick Stewart, James Carville, and Joey Brannon combined. He recommended that I get them replaced ASAFP.

 

As I was driving away, I thought I heard my car making a noise, but it was so faint I figured I was just imagining things. Over the course of the morning, that faint sound turned into a disturbing grinding noise which turned into a horrible clanking. I pulled over multiple times to try to see what was wrong, as if I had the kind of skills where I could pull over and just see what was wrong.

 

I hate being the guy to complain, but my car sounded like the bastard child of a rock polisher and a roto hammer4. When I got there I explained to Mike the various noises that my car had made. He suggested we take a quick ride together so he could hear what I was talking about. We got in the car, and the damn thing didn’t make the noise! Nothing! The car sounded perfect. It was making the noise when I pulled up right in front of the door to the office of the shop. Now nothing! My 2007 Honda Civic was making the sounds of silence like Simon and Carfunkle which pissed me off and made me feel stupid5.

 

After explaining that I’m not a liar and that just moments earlier the car sounded like someone shoved an unopened can of tomato paste into a garbage disposal, Mike said, “I believe you. You wouldn’t have come down here if you weren’t hearing something weird. Let me clear a bay, take it back, and see what’s going on.”

 

Lesson #4: When a customer complains, he already feels stupid. Give him the benefit of the doubt that – at bare minimum – his expectations were not met. Maybe you made a mistake, or maybe his expectations were wrong – either way your job is to get expectations to match the deliverable. Regardless, Mike earned big points by simply saying, “I believe you.”

 

It took him just a few minutes to clear a bay and get my car back there.

 

Lesson #5: Start fixing the problem immediately.

 

Just a few more minutes passed when Mike came back in and told me that something was indeed wrong. A bolt was missing from the brake apparatus, and he was mortified. He took me back to the shop to show me. It was cute that he thought I would know what he was pointing at.

 

Mike assured me that they would get it fixed as quickly as possible at no charge to me. Unfortunately it would take about an hour because they had to get a new bolt from Honda. I didn’t have an hour; I had to get back to work. So Mike insisted that I take his Jeep for the rest of the work day – not a car that belonged to the shop, but his personal vehicle. He insisted.

 

Lesson #6: If at all possible, when a customer complains, do something that will blow his damn mind. Mike letting me drive his personal car was an unexpected, over-the-top demonstration of customer service.

 

So I took his Jeep, he fixed my Honda, and I won’t ever go back to my old mechanic.

 

Lesson #7: Customer complaints are an opportunity to create incredibly loyal customers.

 

Studies show that customers who complain – and whose complaints are dealt with to their satisfaction in a timely manner – are more loyal than customers who never complain.

 

I never complained to my old mechanic; I never wrote a blog post about him, either.

 

¹Attack it, you wussie! I knew you didn’t have it in you.
²Skrilla is slang for “money, esp. paper currency.” Use it with your clients.
³Not the real name of the shop, but an amazing idea for the name of a real shop.
4Like I know what a roto hammer is.
5Stupider.

 

Greg was born in Akron, Ohio, in the shadow of the Firestone tire factory. He began to swim competitively when he was eight, swimming for the Mountlake Terrace Lemmings. He graduated in 1995 from the University of Washington with a math degree. He chose math for the ladies. After serving ten-years as an 8th grade math teacher, he decided it was time for a career change, mainly because he “couldn’t stand those little bastards.” He began his accounting career with a local CPA firm in Orem, Utah, where he consistently failed the QuickBooks ProAdvisor advanced certification exam. Greg currently works as the Controller for the Utah Valley Physicians Plaza. He lives in Provo, Utah, with his wife and two kids. He enjoys eating maple bars, drinking Diet Pepsi, and swearing.

Jason BlumerMaybe you don’t personally know Dolly Parton, but you do know of her, right?  I believe almost everyone in the world does.  She is a living definition of a brand.  Seth Godin defined a brand, and I believe Dolly Parton fits his definition exactly.  He said:

-a brand involves a set of expectations, memories and stories.  There are definitely certain things you expect when you are talking about Dolly Parton (some I would blush to mention in this blog post), as well as the memories of her songs and the stories you’ve heard about her.
-you will pay a premium for the brand.  You will pay a premium to see and hear Dolly’s music live.
-you will choose a brand over something else.  Obviously, Dolly Parton is not for everyone, but you have to admit that she has a cult following.

Read more

Category:
Marketing and Branding
Comments:
2

Jennifer BlumerThe idea of serving a niche is so counterintuitive. By choosing to focus on one segment of a market, you are saying no to others. This idea came up a few years ago in a conversation between Jason and me. (I remember where I was standing.) It scared me. Money was tight, and he was suggesting we focus ONLY on serving people in creative professions (web design and development mostly). At that point, we had only a handful of customers in that field, but they were Jason’s favorites and he wanted to serve more of them. But what about the construction companies, lawyers, dentists, veterinarians, and manufacturing customers we had at the time?

Read more

Category:
Marketing and Branding
Comments:
9

700_0661Good customers demonstrate certain behaviors as they work with your company. I’ll list some of the behaviors of our great customers. I call them Investment Behaviors because they demonstrate behaviors from customers who are invested in your firm.

1. Invested customers tell you how you can improve, with a caveat that they still love you. This is common. We ask our customers to pay us to deliver super value to them. I think we pull that off… most of the time. And when we don’t, our customers typically let us know: “Hey, you guys know I love you and that you are awesome, but you need to step it up here.” We improve because they tell us specifically how to improve.

Read more

Category:
CPA firm, Marketing and Branding
Comments:
3

You may have noticed that Thriveal has started to use a new logo in some places. Normally, we would have waited to show everyone the logo when the new website launches, but when our community gathered last month for Deeper Weekend, we just couldn’t wait. What you may not know from looking at the logo though, is that there is quite a lot of symbolism happening in the design.

Read more

Category:
Marketing and Branding
Comments:
0