What's Wrong with Prego?

It is hard to understand how large advertisers can sometimes produce really bad ads, then spend huge amounts of money to put them on the air. I'm not talking about mediocre work, which is everywhere today, but work that just does not pass the laugh test. I wonder how it happens. I can't believe it's an "Emperor's Cloths" thing. I would assume the client and agency have seasoned marketing and advertising professionals with the horsepower to see the obvious and the balls to effect some kind of correction. But not in Prego's case.

Prego has come out with a new campaign that strategically positions their sauce against "Jars," yet is also packaged in a jar. I'd love to talk the to the Account Planner at Y&R / New York that presented that brand strategy. Anyway, take a look at this ad (one of several they produced delivering the same "jar" message.) Am I missing something?

Thoughts On Brand Strategy & Sample Creative Portfolio

These are a few slides I've used at Fried/Drake/Green to discuss with Clients the essential viewpoints I believe they should have toward branding. They work as a starting point to demonstrate the importance of addressing how brands can be defined and applied for market share growth and customer loyalty. Included are some print pieces we have done in the past as nifty examples.
- Jeff Drake

Brand Strategy Overview for Nbbn

Publish at Scribd or explore others: Academic Work marketing strategy

Best Brands Appeal to Our Ambitions.

Richard Bach wrote in 'Jonathan Livingston Seagull' that we all have a bit of 'Jonathan' in us - that the greatness of our potential can be achieved, if only we view ourselves and the world around us with a passion for greater understanding.

We all have Jonathan within us - but it takes great courage and great compassion to tap into it. I've never met someone who has been able to. Those who are able to achieve being 'Jonathan' become inspiration for us all: people like John Lennon, Oprah Winfrey, David Ogilvy, Mahatma Gandhi. So we all are really just seagulls, doing what we can to survive, following others in search of survival and acceptance. But I think the beautiful thing is not that people can be a 'Jonathan', or that there even are 'Jonathans' among us, but importantly - that we all believe we can be one. Richard Bach missed the big point. It is this belief we all have - whether we succeed or not - that fuels our societies, that motivates our lives.

It is in our recognition of our sameness that drives our individual longings. And it is the value of people's sameness along with their longing to be a "Jonathan" that fuels brand associations.

I saw an ad for Microsoft yesterday that had some brand manager from Coke assert "that brands are owned by the people who love them... and if they don't understand this, they won't find their way..." (http://www.youtube.com/watch?v=MFrVtOG7JYY) I don't think it is that simple. Brands need to understand that people long to be 'Jonathan Livingtson Seagull' ... but never will be. It is understanding this that allows great brands to be relevant - and compelling. That's the starting point, I believe - but of course, there is so much more.

- Jeff Drake

Considerations on Bank Marketing

People are constantly moving through turning points in their lives.
We evolve willingly from one place to another, from newlyweds with hopes and fears, to retired grandparents with hopes and fears, and several stages in between. Each point is very different, yet each is equally meaningful and important to us. Ideally, I believe a bank’s products and services should be positioned and bundled within the context of these key turning points.

Products can be better, cheaper, newer, faster, and smarter - but if they are not relevant, they are not compelling. I believe in marketing to ‘point-of-views.’ It’s good to understand demos, HHI’s, balances, assets, share-of-wallets, etc., but they just don’t drive a person’s choices.

Intercepting and acknowledging and conveying a customer’s point of reference brings meaning and relevance to the products you provide.

Banking is always local.
Even with the on-line services, bank branches still draw their customers from within a three mile radius. Bank marketing efforts need to seize those opportunities that build local marketing presence, and drive local market response. Every program, every strategy can be developed in a way that it can be extended and executed at the local, branch level—inside and out.

In the old days, changing banks was a major deal for people. Customer 'inertia' was our best friend, but also our most challenging foe. Today, people will switch with less incentive than ever before. Because of this, customer service, and authentic, positive human interaction is paramount. Internal programs to build and energize a service culture is a must for churn management, and sales.

- Jeffrey Drake

Branding In a Troubled Economy

This is a great Presentation on branding in today's economic times I found on Slideshare. Worth a look... some good thoughts and approaches to pursuasion on the issues. - Jeffrey Drake

Branding In a Troubled Economy

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