Oh, the wonder of beautifully crafted taglines. Those few strategically selected words that sum up everything your business stands for and what you want your target audience to know about you. They’ve made companies fortunes by telling people what makes them standout in the sea of sameness. Consider FedEx’s brilliant “When it absolutely, positively has to be there overnight.” Nine simple words that tell FedEx buyers precisely what they’re going to get, while simultaneously informing all of its employees what their mission is. What if FedEx’s slogan was “We ship things!”?  Would Nike be as successful if it allowed an executive committee to red-pencil “Just do it” into “When you need great shoes”? How would BMW’s vision change if “The Ultimate Driving Machine” became “Our cars are fun to drive!” My point is that these companies didn’t settle for weak platitudes or vague, generalized statements that could have applied to their competitors.  Nope, they decided that they weren’t going to settle. Instead standing out and differentiating themselves was business-critical. Can the same be said for your company and its marketing?  Do you have a themeline or slogan that makes you stand out?  Is it unique and memorable? Or is it mediocre because somewhere down the line, people settled?

Let’s face it, we have a tendency to settle. It’s almost human nature. We settle for something that’s not just quite right, an outfit that isn’t our best look, a job that doesn’t maximize our talents or an ad or website page that’s okay or just “good enough.” While the act of compromise in life, relationships and particularly conflict is an admirable trait, compromise or “settling for” in marketing is a death knell.

You see, the whole point of your marketing activities is to get noticed; get engaged with your audience; and have your work be acted upon to bring in the business.  Alternatively, anonymity, swimming in the center of a school of other fish, may be a good survival tactic if you are an anchovy, but it is not a good survival tactic for business.  So you have to wonder why so much marketing – and so many marketers – feel the need to play “follow the leader” with respect to marketing trends.

The logic is that if others have done something successfully, you just need to do the same thing. Well, maybe. And then again, maybe not.  As we all know, breakthrough products and breakthrough marketing campaigns are not achieved through conformity. Note the word “break” in breakthrough.  These are the products and campaigns that break the rules.  These are the products and campaigns that use insight, intuition, experience, sensitivity to the marketplace – and arguably the most important thing….courage – to do things differently. To break away from the status quo.

It is certainly true that most companies don’t have that innate insight and courage to be successfully different.  We can’t all be like Steve Jobs. But for those are willing to do things differently and well, for those who want their companies to stand out, then the only rule that matters is:  You cannot achieve exceptional success through conformity.

To that end, you can have your brand and product/service stand out if you’re willing to take a risk. For starters, ask yourself these three questions:

1. What’s can you say about your company that’s seen as a unique or fresh alternative to your competitors? This can range from the product or service you offer to the way you do business to that of sharing your wisdom. Think beyond the obvious. Dig deeper. Ask yourself a bunch of “So what does that mean?” and “Why would our customer care?” with each answer that’s given.

2. What medium makes the most sense for your brand?  The goal is to create a campaign that drives conversation and ultimately revenue. So what imaginative or different ways (to what you’ve been doing) should be explored and implemented. Doing the same thing from one campaign to another, especially given all of the new technological and interesting messaging channels out there, is not only boring but could be seen by management as, well, not a great reflection on yourself.

3. How will you execute your campaign?  Don’t risk looking amateurish or wasting time by trying to save money. Engage yourself with people that can help you get to the BIG idea and then help you implement it in a way that you and your executive management team are proud of.  You’ll always remember the big successes, while you’ll forget how much money you saved or spent.

Clearly, whether it is investing in advertising, developing a little more creativity, spending the time to follow-up or making the effort to engage with your customers, you can easily elevate your marketing to where it needs to be. Anyways, what progressive marketer wants to settle for second best, or worse, be recognized as mediocre?  That doesn’t play well either at the current company or when you need to show your portfolio of work if switching jobs. Instead, risk being brilliant instead.

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Rolf Gutknecht is vice president, director of account services for LA ads. To discuss your thoughts with Rolf on this blog or any marketing matters, email via this link, or visit www.LAadsMarketing.com.  You can also connect with Rolf on LinkedIn.

 “Vision without execution is hallucination” – Thomas Edison

We were having an internal strategy planning session for one of our newer clients, and things were going great, when one of our account executives said “All of this stuff is great but if the program doesn’t get implemented like it’s supposed to, it’s going to be considered a train wreck.”  How true, how true.

You see, developing “strategy” is fun on so many levels. It takes thought, understanding, sensitivity to the marketplace, and creativity to come up with a really good strategy.  It’s found everywhere and so everyone wants to get in on that fun. You have MBA courses that emphasize strategy. As marketers we’re concerned with social media strategies, mobile marketing strategies, customer experience strategies, advertising strategies, online strategies, acquisition and retention marketing strategies, sales strategies, and so on and so on.  In fact, any time two or more people in marketing get together, they discuss strategy. A well-crafted strategy is critically important to the success of any marketing initiative, right?

But the most vulnerable part of strategy is the implementation. To deliver results that we as marketers want, we have to find a way to give strategy a life beyond the paper on which it was written and without implementation, even the most dazzling strategy is just words on a page…a hope…an unproven idea. While we all know this to be the case, we don’t necessarily follow through on that knowledge.  You see, too many times, implementation is delegated to one of the junior member of the team or to “specialists” who might not appreciate where their role fits into the whole.

I think we all understand that someone has to do the hard work that puts a strategy into the marketplace. But by the same token, we can’t just assume that everyone who is working away in the trenches on their tactics is actually supporting the overall marketing and business strategy that was created.  We can’t just assume that implementing the various pieces of the program is the same as implementing it in the right way in order to achieve the company’s marketing and business objectives.

We’ve seen implementation snafus, some more legendary or awful than others. From companies running ads for their products that drew people into stores only to find that the product hadn’t arrived. Or a major bank announcing a new customer loyalty program but hadn’t explained the plan to its branch managers. Or, as happened with me this past year, a athletic shoe manufacturer sent me email after email telling me to stop by their upcoming trade show booth and by turning in a printed copy of the email, I would receive a certificate for significant savings off on their athletic shoes. Guess what happened when I showed up at the booth? Yup, no one, and I mean no one at the booth knew anything about the offer. “Don’t know what this is all about” or “No one told us about this” was said over and over again.  So in effect, all the strategy development to get my attention and have me purchase a pair of their shoes (admittedly, at a discount) came crashing to the ground with a large thud.

Poor coordination and communication, and a poorly implemented strategy has led to as many market failures as a poorly conceived strategy…maybe even more.  As well, too often, marketing is criticized for not having measurable indicators of effectiveness and success.  Too often, marketers have taken the easy road, measuring their likes, followers, or the number of comments they get on Facebook or other social media.  These metrics simply measure tactics. But the measure of a strategy’s success is, quite simply, in the revenues. And those revenues are directly affected by how the strategy is implemented.

Today’s marketing executives must manage the organization’s marketing operations and not just oversee them.  It’s where the fundamentals of how the various tactics work together (or don’t) that marketing success will be determined.  Simple implementation is not all that  difficult.  Implementing cohesively (getting everyone on the same page with the same level of commitment) is the hard part.

For those leading the marketing operations of their organizations, remember that it’s not just about the strategy. You can have the best strategy, you can even frame it and put it up on the wall, but if you’re not executing correctly…it’s just artwork.

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Rolf Gutknecht is vice president, director of account services for LA ads. To discuss your thoughts with Rolf on this blog or any marketing matters, email via this link, or visit www.LAadsMarketing.com.  You can also connect with Rolf on LinkedIn.