Archive for February, 2010

Dove thought leadership campaign values at odds with sister brand?

I have stated in my book and on this blog that I think Dove’s Campaign for Real Beauty is one of the quintessential examples of thought leadership.  But recently I have had two interesting comments on this blog asking how Unilever (owner of the Dove brand) can purport to be a thought leader in one brand if there is a clear clash of values between the Dove campaign and another Unilever product campaign, Axe deodorant.  

The Campaign for Real Beauty is all about finding a broader, healthier more democratic view of beauty while on the Axe campaign stereotypes women - it shows a man putting on the deodorant and then having to flee and fight off thousands of beautiful, scantily clad women.

I have to say that at face value the two campaigns are at the opposite end of the beauty value spectrum.

The first person to raise this issue on my blog was Kym Kettler.  Kym had this to say: “One of the challenges that Unilever faces in Europe about the authenticity of its Real Beauty campaign is its Axe Deodorant campaign. Can a thought leader be a thought leader when it projects conflicting personas to different audiences? Doesn’t this undermine the credibility and trust needed for true thought leadership?”

Another reader, Sughanda replied: “Kym is right. Unilever tells women “You are beautiful even if you are fat” on the one hand, and tells men “Use our products if you want to be surrounded by really beautiful, skinny, sexy babes.  Hypocritical, isn’t it?”

I think they both have a point but I would be interested in your views.

My view is that a true thought leadership position should be closely aligned with the values of company and if a brand’s values are at odds with the company’s values there is a value gap.

So what you might say.  Shouldn’t brands stand and live on their own?

This was certainly true over the past few decades but times have changed and more importantly consumers have changed.  Consumers these days are demanding more from their brands when it comes to things like corporate social responsibility, the environment and a brand’s contribution to society.

Given this change, I think Unilever may well have a problem.

If a multinational’s brands are going to be at odds with the values espoused by the overarching brand then it only makes sense that they will need to review their brand positioning and align it more closely with the mothership.

Is Axe at odds with the mothership?  I don’t know, you tell me.

Is the Axe campaign at odds with the thought leadership stance of the Dove Campaign for Real Beauty.  I think it is.

The question is what do you think?       

Bernard Salt’s tips on what it takes to become a thought leader

Bernard Salt is Australia’s pre-eminent thought leader on consumer and demographic trends and represents KPMG at conferences around the globe to share his insights.

Here he shares his views on what it takes to become a thought leader and some valuable tips on how to get there.  Even though I have researched thought leadership for years and have written a book on it, Brand Stand: seven steps to thought leadership, I found some of Bernard’s insights very illuminating and I hope you do too.

1.   Bernard, you have successfully positioned yourself as a thought leader on Australian consumer culture and demographic trends.  Given your experience, what tips can you give aspiring thought leaders in other industries? 

“You must believe in yourself when others don’t, when there is no reward, no recognition, when no-one wants to interview you or pay for your views.  And you must do it with good humour year after year.  And then, one day, you break through and all the dissenters and critics and naysayers just melt away.  It’s a test of endurance, of personal belief and of courage.  Some might say it’s also a test of foolishness.  There are no guarantees.  You might just be deluded into thinking that your views are worthy of a national audience.” 

2.    Please describe some of the personal and KPMG brand benefits you have accrued as a result of becoming a thought leader in your field?   

“I am in spaces and meetings that KPMG would not normally get into.  I can cut through into relationships where an auditor or tax expert cannot.  I offer a left field bridge to critical relationships.  And because I am in these meetings with business and political leaders at the highest level i am able to offer advice as to who to talk to about different issues.  I’m act like a traffic cop.” 

3.   In building your thought leadership position, what has been your key differentiating factor/s and has there been one stand out tactic that has helped you achieve this?   

“No point being a thought leader unless you can pitch your ideas.  That means you need the skill of presenting.  Not just a good presenter but an outstanding communicator. During the 1990s i wrote reports (like thousands of other consultants) but this is not what business wants.  What business wants is a compelling case pitched verbally with passion and with direction.  Hone your speaking and presentation skills.  And then hone again.  Watch good speakers and presenters.  Watch stand up comedians, they are brilliant at controlling an audience.   Get to the point, speak passionately, use words well (you must be articulate), and connect with your audience.  And when you think you are good enough in that skill area go out and learn some more because you are never good enough at speaking, pitching and presenting.  And don’t be precious about pitching saying oh but I haven’t prepared or I haven’t got my notes.  If you are so damned good you can pitch your ideas with 10 seconds notice. “

4.   Someone once said it takes 15 years to achieve overnight success – what has the journey been like from being one of a host of commentators battling to gain share of voice to someone who is sought after for his views in your space? 

“From my first public quote (1989) to entree to the speaking circuit (2001) is 12 years.  I started my column in 2003.  There is no start point.  I have been gearing to what I do now for 35 years, I just didn’t know that’s where I was headed at 15.  And yet looking back it’s always where I was headed.  I get lots of people saying they want to do what I do.  And it’s admirable that they have the sense to ask straight up how to get there and how to do it.  Saves a lot of stuffing about.  But I can tell from a 2 minute phone call they haven’t got it.  Other people, I think they could do it if they wanted to but many don’t want it.  You have to want it.  You have to take hits.  You have to be the last person standing when all other pretenders have melted away. “

5.       You deliver a lot of interesting and informative content on your site http://www.bernardsalt.com.au/  and you have written numerous books covering a range of topics.  What are the benefits of providing so much content and what’s your advice, in particular to companies who seem to think that giving away too much content will reveal too much to the competition? 

“This is a good question.  There are a lot of people who I am aware copy my material, style and approach (without attribution–there is no protection against intellectual theft).  But the way i figure it is that it’s my job to remain intellectually creative to such a degree that pretenders are continually left with the option but to copy.  The only people who are paranoid about giving away material are people who do not have faith that they are creatively superior to those who would copy them.  Copy away.  I’ll just think up other stuff.  It keeps me sharp.”

6.   What, do you believe, are some of the barriers that hold corporations back from becoming thought leaders and what would your advice be to them to overcome these? 

“Corporations need to be patient with thought leaders.  And commercial organisations are notoriously impatient.  I was able to deliver commercial value as well as evolve into thought leadership.  Not an easy balance.  Partly the reason is that thought leaders get to a point where they believe they can act more freely and successfully without the organisation.  I always thought I could go further with a global commercial partner than without.  And I was right.  I speak across the globe today courtesy of KPMG International.  I couldn’t have done that by myself. “

70 reasons to be a thought leader

When I speak to people about thought leadership for the first time, one of the first questions they ask is: “What can it deliver to my business?”

It’s a great question and one that has had me thinking for a while.  The more I think about it the more complex and multi-faceted I realise the answer is which is why I have developed a listof 70 thought leadership outcomes/benefits in a table.

But to all those thought leaders and writers on thought leadership out there, I need your help please.  While I may already have 70 benefits, I’m sure there are many more.  I would really welcome any further inputs either via e mail to cbadings@cannings.net.au or in the comments section at the end of this blog:

…and more definitions of thought leadership

I have had some great responses to the post on the two definitions of  thought leadership from Eric Gruber and Dana vandenHeuvel.  While these appear in the comments section I thought they warranted a listing in a post.

The first is from Meg Wildrick from Bliss PR:

“ From a tactical standpoint, the term “thought leadership marketing” means different things to different people. As in traditional marketing, there are endless possibilities for inputs (e.g., statistics, stories, analysis, opinions), spokespeople (institution or individual),outputs (e.g.,books, videos, podcasts, documentaries,articles) and objectives (e.g., credibility, awareness, loyalty, positioning). But what’s unique about real thought leadership, to me, is that it’s edu-marketing. It’s one part promotion/persuasion, one part teaching/giving. True thought leadership helps audiences make sense of things — e.g., the world, a sector, an experience, the future. It’s marketing, of course, because it drives revenue by (1)boosting credibilty; (2) engaging customers; (3) creating differentiation and (4) triggering the reciprocity reflex. But it also inspires.”

The second is from Jim Pennypacker from Dance Communications:

“Thought leadership marketing is the active positioning of your company (or you ) as an authority, resource, and trusted advisor on issues of importance to potential customers. This positioning is accomplished using a variety of media, including books, newsletters, blogs, e-mail, events, etc. It allows you to earn trust and build credibility and recognition, differentiating yourself as one who clearly understands the business and needs of your audience. It’s a means of nurturing leads, improving customer retention, and expanding your market.”

Any other suggestions out there?  If so I’d love to hear them.

Two more definitions of thought leadership

I am constantly reading what others have to say about thought leadership and am always interested in how other people define thought leadership.  I would like to put up two definitions that I have recently come across.

The first is from Dana vandenHeuvel, from Marketing Savant:

“Thought leadership marketing capitalizes on your intellectual capital and unique point of view to actively position you or your organisation as an authority, a resource and a trusted advisor on industry issues.  Thought leadership marketing allows you to earn trust and build credibility and recognition differentiating yourself as one who clearly understands the business needs of your audience.  And most importantly, it mobilizes your audience to think and act - engaging with you over the long term.”

The second is from Eric Gruber:

“Thought leaders are experts who are recognized among their peers as an authority on innovative ideas within a particular industry. Thought leaders confidently promote their ideas. Most importantly, thought leaders have earned respect from the outside world for their deep understanding of their business, the needs of their clients and the broader marketplace in which they operate.”

There are three key words that stand out in both definitions:

• respect
• trust
• authority

To me these are the key ingredients of your positioning as a thought leader.  In particular, gaining the trust of your target audience is the nirvana of any brand positioning.  And therein lies the power of true thought leadership .

If you have your own definition please send it through, I’d love to hear from you.