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It is ironic that a short bit of writing used to concisely convey an idea is called different names. These communication devices go by slogan, catchphrase, motto or tagline. For the sake of this piece and my preference, I call them taglines. Slogans possess a cheap connotation, catchphrases seem vacuous bits of pop culture, and a motto is actually a hard rule more than an idea or aspiration. You can also throw jingles amongst them as a type of slogan set to music. So tagline it is.
Taglines are battle cries and statements of benefit and intent. They exist to offer information in a succinct, appealing and creative way. Ideally they deliver a message that shapes opinion and changes behavior. Taglines, when combined with action, have spurned whole movements.
These tools have been around for centuries and were refined during political campaigns in the 1800’s. In the latter half of that century they began to be employed to create awareness for products and services. Ivory Soap’s 99 and 44/100ths percent pure was a pledge of quality to consumers. It floats was added in 1891 because competitive soaps did not float. Heinz’s “57 Varieties” came along, as well as, Nabisco’s clever Uneeda Biscuit that was both tagline and name all in one.
Memorable taglines have stated clear positions. There is American by Birth. Rebel by Choice. for Harley-Davidson, A Diamond is Forever for De Beers, and AVIS’ We Try Harder. Some engage by asking questions including Capital One’s What’s In Your Wallet? And UPS’ What Can Brown Do For You?
These lines tend to offer clear benefits like M&Ms Melts In Your Mouth, Not In Your Hand or the United States Postal Service We Deliver for You. Others include the name of the product or company to firmly plant them in our conscious or subconscious. Examples include Virginia Is For Lovers for Virginia Tourism and Like A Good Neighbor, State Farm Is There. Some appear defensive like Live in your world. Play in ours. for PlayStation.
Taglines have been historically a pithy short sentence or combination of words meant to live for several years if not decades. They have been locked up with a brand name and logo. That choice of words, “locked up”, is deliberate. This use of taglines is incredibly confining and tethered to antiquated marketing thinking that has lost relevance.
They should not always be carved in stone. While the idea of finding some all-encompassing nirvana statement that nails it and resonates for years is appealing, I believe the tagline can be doing so much more for a brand. In fact, I view them as mini campaigns that deserve far more freedom.
This epiphany came to me through a series of client rebranding engagements. A new brand or rebrand all demand fresh communications. When launching a rebrand I was repeatedly recommending a launch tagline that would live for a few months or upwards of a year. Then at the appropriate time it would be swapped for an attempt at a more timeless rendition. This meant concocting a handful or more for the client to evaluate. In every case this bundle of taglines had one or two that did not create a spark but the others were always enjoyed. So why cast them all away?
I advocate the use of different taglines at different times for different audiences. Branding is much more flexible and tailored these days. The heavy and thick guideline books that once dominated the practice no longer exist for a reason. A single tagline has diminishing value given the fluid and variable applications we use today. I often think that brand guidelines were less about consistency and more about command and control from the brand owner. They limited creativity in a monolithic manner.
There was also the fear of the cost of changing anything “locked up” in the guidelines. This I can understand. No business can change where a key brand element lives with frequency. Now in this time of digital, brands can afford and need to tailor their communications and that includes taglines.
Arguably HSBC has been doing this for years. Granted they go by The World’s Local Bank but all of their communications leverage the notion of tailored taglines used in combination. They employ, We see no problem in different points of view. Only potential. Then there is, The more you look at the world, the more you recognize people’s different values. and The more you look at the world, the more you recognize what really matters to people.
So though A Diamond is Forever a tagline does not have to be. Taglines need to ‘try harder’. Rather than use a tagline as a static statement or one battle cry, set loose a manageable army of them. Lead them and make them work together but act fast because soon every brand will be doing the same.
The marketing of professional services firms is tough stuff. Whether it is accounting, advertising, architecture, or consulting firms, you name it, there is tons of competition and finding a unique position for the business is elusive. How about law firms? There are over 50,000 law firms in the United States with two or more lawyers, 173,000 solo practitioners, and 1,315,561 licensed attorneys. That is a big category folks.
A category that has historically and currently wrestles with the very idea of marketing. I am not talking about those tacky accident lawyer ads on TV or the calls for people to join class-action lawsuits that remind us of a John Grisham novel. Nor I am not talking about firms who think a logo and a website is all the marketing they need or those that buy ad space on a few city benches and wait for the phone to ring.
This hopefully helpful bit of writing applies to firms of size who would much rather focus on the practice of law rather than the perceived hell and distraction of marketing. Having worked with over 12 law firms on branding and marketing, I have noted a handful of challenges that are universal.
Marketing is a Dirty Word
This is a profession that was once not allowed to market. It was, in a word, illegal. I always thought that was cool. An industry forced to function on referral only. The concept was … do great work and more will come. Legal services was the purist form of business natural selection ever. All law firms had to use was a three person name (Smith, Jones & Smith), state they had been around for decades (Since 1933), and support the local community (Member of the Chamber of Commerce and The Elks). And, for a time, it worked.
Of course, times changed. When marketing became fair game, law firms put a partner in charge of promoting the firm. This was a short-term experiment because the partner knew nothing about marketing. Around the turn of this century, firms hired professional marketers from consumer product companies. I loved witnessing this epic failure. Cola and soup marketing do not translate well to legal services.
The last ten years has seen law firms flirt with every manner of marketing. Some experiments have worked but the vast majority has not. Marketing is still being grafted on law firms and that is the problem. Grafting is not enough. Marketing must be a core skill.
Last November, Publicis Chairman and Chief Executive Maurice Lévy, announced a merger to create an “unmatched leader”. This combination of two agencies was orchestrated to “serve clients that are transforming into digitally-driven businesses in a marketplace that is undergoing a rapid pace of change”. Levy was heralding the union of SapientNitro and Razorfish.
Both are veterans of the digital wars. They have lived through the dotcom bust, the advent and expansion of social media, and were independently trying to define what digital means to business before being combined. Undeniably they had two of the coolest names in the business.
Lévy noted at the time of the merger, “When we formed Publicis.Sapient we integrated the strongest set of capabilities in digital, consulting and technology amongst any of our peer group. We are now taking this next, important step, to further integrate these formidable assets. SapientRazorfish is a powerful new entity in the marketplace uniquely combining customer experience strategy, omni channel commerce, and technology deployment to create a new breed of digital transformation partner pointed at today’s most critical client need – reshaping their businesses for the future.”
That is a lot of industry jargon but you get the gist. What I took away from it is Publicis had no real merger or integration plan. They just hoped the merged management groups would create some magic. Along the way I am sure they hoped for cost savings by paring down staff and real estate.
Fast-forward four months and Publicis reported it would write down its digital arm, Publicis.Sapient, that houses SapientNitro, by roughly $1.5 billion or almost half of its initial valuation. Analysts and media saw this happening for a few different reasons. Some pointed to spending too much on Sapient (Publicis paid $3.7 billion in 2014}. Others suggest it has become a drag on Publicis’ overall business. While still another contingent believe the merger with Razorfish is to blame.
Consulting firms have always sized-up the marketing space as a potential service offering. They have flirted with it for decades. Most large-scale forays have ended up in retreat after just a few years. Meanwhile, ad agencies have long-looked to shore up their dusty, old revenue models and expand by purportedly delivering more strategic offers. This too, has been largely episodic and unsuccessful.
Stick around and I will tell you why neither have historically worked but why they may work now. First off let’s substantiate that this mash-up is taking place:
- Eight of North America’s top 10 agencies are owned by consultancies. Accenture has acquired at least 40 of them. Deloitte, Accenture, KPMG, PwC, and McKinsey now have agency arms.
- Deloitte is out to create “the world’s first creative digital consultancy.” Meanwhile, IBM’s digital agency unit, iX, has over 10,000 employees and 1,000 designers in 25 offices worldwide.
- Del Monte Foods selected Epsilon as its U.S. creative agency of record reflecting a fresh focus on data-driven marketing and a move away from traditional advertising agencies.
- PwC made waves in 2016 when they appointed their first Chief Creative Officer. It should be noted that PwC also named a Chief Purpose Officer, which seems very much like an agency-thing-to-do.
- Omnicom created Hearts & Science, an integrated digital agency leveraging technology to scale customer relationships. It has attracted Proctor & Gamble and AT&T as clients.
- Razorfish, a division of Publicis Groupe, partnered with Adobe to build its own digital marketing platform.
- Starcom MediaVest Group launched marketing consulting brand Zero Dot and sibling Zenith soft-launched a media-focused consultancy called Apex.
- R/GA and GroupM now offer broad-based consulting services for the purposes of higher margins while securing traditional ad business. This is the strategy of O&M’s strategy consultancy, Ogilvy Red. Carla Hendra, global chairman of Ogilvy Red, is quoted as saying, “If we sell $1 of consulting work, down the road it can lead to $3 to $4 dollars of communications work.”
Clearly, traditional lines are crossing and blurring but why?
Talk about a crowded category. It is tough to chew through all the options. How do you choose a gum brand? It is a rare product where price is not really a consideration. Let’s face it. Gum is a commodity. I would rather be a bottled water brand manager. When I walk up to the “wall of gum” in a convenience store I just grab what is convenient. Brand name, type of packaging, colours, logos, flavour, brand owner…none of it matters. But I do have a differentiating idea. Look for it after I prove my point of commoditization with these photos…
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I was born in 1965 in Winnipeg, Manitoba. That sentence reads like a dual confession and I have one more to share before this is over but we will get to that shortly. Any how, from the 1960’s to 1990’s, wine took a backseat to beer and spirits in Canada. In Manitoba, Old Vienna beer and any rye brand dominated for decades. When wine did grace the table or flowed at a party, invariably it was Black Tower, Blue Nun, or Baby Duck.
Black Tower suggested Teutonic dominance with its once clay bottles. Blue Nun had a pleasing name and label that implied organized religion had blessed your choice. Baby Duck was hugely successful. It sold 8 million bottles in 1973 alone. The name prompted many imitators. In the 1970’s, you could buy Canada Duck, Love-A-Duck, Kool Duck, Daddy Duck, and Fuddle Duck (say this last one three times fast). One brand even tried a poorly thought-out deviation and went by the name of Cold Turkey.
With all due deference to Black Tower, Blue Nun, and Baby Duck, they were outclassed by a fourth powerhouse. Do me a favour. Close your eyes. Now picture a wine bottle unlike the standard. In this one, the 750ml of wine was contained in a squat teardrop shape. Remember it? I am speaking of Mateus. Following consumption that bottle often housed a succession of candles in its tapered neck. Waxes of different colours would run together in pleasing collages. In Manitoba, drinking Mateus and displaying the empty bottle as part of your household decorating suggested European refinement at its best (I am not joking).
Now take a break and allow yourself an eye-roll or laugh. Everyone pokes fun at Mateus. They attack the quality of the wine and claim in a self-deprecating way just how silly they were to ever drink it in the first place. Still, this indicates a fond nostalgia that the brand has never capitalized on. In its heyday, Mateus sold 4 million cases annually in the United States alone. The wine’s owner, Sogrape, now makes less than 2 million cases a year in total. This, to me, is a huge opportunity.
How do you differentiate a law firm?
What makes an ad agency relevant?
How can you tell one accounting firm from another?
Can brand-building really help a consulting firm win more business?
The business of professional services is to take away problems and to capture benefits. This is why they exist. This applies law firms, consultancies, advertising agencies, architects, wealth management or private banking services, creative agencies, and accounting firms. If they do it right they are rewarded with long-term, mutually beneficial relationships.
Professional services are fascinating and offer amazing lessons in strategy and management for businesses in any industry. In fact, Tom Peters, management consultant and author, has said, “The professional service firm – with its obsession with clients and projects – must be the new organization model.”
Professional services are tough businesses and tough to brand. They offer intangibles that hopefully lead to tangibles and, in my professional experience, need help in branding, marketing and business development.
Professional Service Essence
Whether it be a consulting, accounting, law, advertising or architecture firm, common characteristics apply. Each involves a specialty that demands highly talented people (who can be highly demanding). Most firms also share the pursuit of a new and big idea that can be repeatable and trainable to efficiently and effectively grow revenue. And though their services are offered to a broad spectrum of clients, they must be delivered in a customized manner through high levels of face-to-face interaction.
The essence of professional services is that they prepare clients for the future, preempt the undesirable, control what can be controlled, and identify new opportunities.
Based on these commonalities, firms tend to share the same business model. They often rely on the notion of leverage in organizational design for profitability, structure and process, and career path strategies. They quickly develop the posture of being either a hunter or farmer. Then they endlessly debate how best to go to market and usually arrive at an unnecessarily complex matrix involving some combination of service, geography, industry, and/or client segmentation. This means they end up boring the market because they are talking to themselves.
The vast majority of firms are challenged to define their own strategy. Firms are dominated by those who react to any opportunity and any expression of interest from a prospective client, making them quite willing to deviate from “strategy.” Or they chase management and service fads. Or they bluntly apply defined service offerings to a broad range of client business problems, epitomizing the maxim, “If you only have a hammer, everything looks like a nail.”