Katy asked this innocent question as she tugged at my sleeve and stretched her little eight year-old, bubbly self to show me the pretty rainbow outside the plane’s window.
Her mother hovered in the seat behind. I offered to change places but no, she said it was good that Katy (with a ‘y’) could spend some time with strangers.
OK I guess. But this stranger was hard at work drafting a three-year brand strategy for a client – the result of a two-day work session.
Katy persisted and for a lovable time this little person and I tried to work out what sound does orange make? Is blue a bubbling water sound or the gurgle when Katy finishes that last gulp of lemonade, (which is yellow of course) and what sound does red make … no clue! And what sound does the whole rainbow make?
She finally fell asleep and I went back to banging away on my laptop.
But an idea popped into my head. Little Katy, that sweet little mind, may well have just nailed why some growth strategies succeed and others fail.
Most companies build long-term growth strategies at one time or another. So why do some get traction and drive the company and others just sit on a shelf collecting dust?
We know that without properly defining the future growth goal, it is unlikely that there will be a powerful focus to the plan. At best it will be uninspiring and at worst miss a huge opportunity to set the company up with a lucrative competitive advantage for years to come.
But is this enough?
Katy would have us do one more thing. Have the courage to ask big, simple maybe even nonsensical questions.
Too often we get trapped into asking the same questions of a brand or a category, and yes, we end up with the same answers.
I remember being in a Coca Cola meeting where a research firm was presenting their annual report on drinking behavior. They were highlighting the remarkable growth in water consumption in the US population. The senior Coke representative scoffed at the idea of ever selling water in a can (They were predominantly a can company at that time). So the trend was disregarded. Katy might have asked. Why does it have to be in a can? It took Coke almost a decade after that to sell water in a bottle and, during that time, losing a huge chunk of business to others.
I also remember Bob Shapiro the head of The NutraSweet Company after reviewing proposed brand campaigns he commented on how small they seemed. Being a revolutionary new sweetener was fine but really so what? Yes the campaign would work for the packet sweetener business under the Equal brand, but what about the ingredient business with the NutraSweet brand? Do all the beverage brands that can use aspartame want to promote a new sweetener? Packets are a profitable $200 million+ business but the ingredient business that could be featured in the launch of the new diet soft drink category (Diet Coke, Diet Pepsi etc.) would be in the billions. A simple question that led to the idea of not introducing NutraSweet as a new sweetener but as new taste. Simple question that lead to a positioning campaign of ‘why some things taste better than others’ and a relevant message and logo for Coke and Pepsi, and some 3,000 other food and beverage brands throughout the world, to promote on their front labels.
So if you planning the next three to five years of solid growth don’t be afraid to sit back and ask the big, possibly silly, ‘Katy’ questions. And of course sometimes its good to have an outsider like us facilitate that. We are Rocket Branding and as always, honored to help. www.rocketbranding.com
