by Kristen F. Elson

Ideally, plotting a path for a company's marketing activities would be like connecting the dots. The starting point? Choosing a reputable marketing agency to conduct market research and analyze competitors' brands, which would lead to developing targeted messaging platforms, which would then link to building a proper brand essence on which all creative from that day forward would be based … and so on.

Along the way, however, you may hit a few bumps or even have to take some detours to reach the given destination on the demanded date. Looking to refresh your brand but don't have time to go through all the proper processes and produce the first brochure for next month's tradeshow? On the verge of securing a joint venture, yet waiting for approval on marketing funds with only weeks to go before the big launch party?

Marketing agencies today are being forced to achieve these "quick wins" for their clients, yet remain true to best marketing practices. "We've come to a point where we have to step back for a minute and say 'what is possible here?'" says Stephanie West, president of West + Associates, a McLean, Virginia-based marketing and design agency.

"We need to use our creativity and experience to find a way to get the client's project done while satisfying their goals as quickly and as inexpensively as we can," West continues. "It truly means working as a team with the client, feeling their pain, living their issues and solving their problems."

A shortcut through the front-end steps of branding is not recommended. While many companies may see positioning and establishing a core identity as "extras," they should be considered "givens."

This is the phase in which agencies like West + Associates carefully must listen to the client's marketing needs and sales objectives. In fact, in the September/October 2003 issue of Marketing Management, an article titled "Understanding Tomorrow's Customers" addresses why many "sellers" of products and services that are scoring high in customer satisfaction are, ironically, not securing the next purchase from their buyers and, thus, not scoring high in sales. According to the article, "What matters to the seller must be whatever matters to the customer."

Many parallels can be made here. Marketing communications specialists must become even more diligent in listening to customers and more selective about what to listen for. Of note, it's key that communications agencies don't concentrate on how successful the last project was but what needs to be done to make the next sale. The article suggests asking questions such as: What does the customer need? How does the customer satisfy those needs now? How does the customer view alternative solutions?

In summary, the article introduces a new approach to listening to customers' needs, wants, problems, likes and dislikes and incorporating many of the basic strategy decisions common to all aspects of business — including targeting markets, positioning products and branding.

Without doing the upfront work in marketing communications, "you just end up with a pretty brochure that is not aligned with your goals," says Jennifer Grinnell, West + Associates' Marketing Strategist. "It doesn't have to be an especially long process, however. With an expert agency as your partner, at least you know you have a roadmap and a North Star."

Serving up a New Brand in Short Order
Last summer, AvCraft, an aviation services company that had just bought a bankrupt aircraft manufacturer, seemed as if it were shooting for the stars — aiming to vertically align all the companies under one brand, re-launch it and have all the new collateral ready in time for a tradeshow in the fall.

West + Associates hammered out a suitable schedule for AvCraft that factored in all the background research — including a working session with AvCraft in which they, among other things, determined the company's philosophies, established its features and benefits, and conducted a SWOT (strengths, weaknesses, opportunities, threats) analysis. Armed with this information, West developed a positioning statement and communications plan within two weeks and started on design immediately.

In this particular case, West + Associates started on some creative before the communications plan was completely ironed out, and AvCraft selected a logo before West + Associates could fully develop it as part of the visual identity. In fact, the visual identity evolved through the simultaneous production of several items, including stationery, a PowerPoint presentation template, a corporate overview brochure, a product brochure, tradeshow materials, a temporary Web site and an HTML mailer.

With proper research and strategy, West + Associates was able to develop materials that well extended the life of the tradeshow. In particular, Bartel credits the success of this project to constant communication among the design team members and between the agency and the client. "I think the key to having a core visual identity evolve under such time pressure is to have a great art director overseeing it all and being dedicated enough not to let anything pass without his or her approval," she says.

Map Modifications
In marketing, flexibility is key. "Most companies can't halt marketing and sales just so construction of the brand can take a linear development process," says Blair Wittmer, a former Westie who consults for West. Every company has a different set of circumstances that must be woven into the marketing pipeline. There is no set order.

Likewise, some companies make the mistake of trying to roll out a new brand all at once. "It's not like you can flip a switch and say that before a certain date, all old collateral will be used and, after that date, only the new brand materials will be used," Wittmer adds. "It's a complex process that should be developed using a stair-step approach."

If, during the new identity process, there is an immediate need for a required piece, such as a brochure for a tradeshow, Wittmer recommends creating "the best possible piece at the lowest possible cost," knowing that it will most likely be replaced when the new brand is introduced. And there are several ways to mitigate production costs. For print materials, keep quantities down and consider digital printing. For interactive media, skip the bells and whistles and focus on content. "While the pitfall is spending money on interim pieces," says Wittmer, "the benefits are generating awareness, staying in touch with customers and closing sales."

Now more than ever, there's a lot riding on the marketing dollar. With that, AvCraft's Bartel believes that companies are re-thinking how they invest their money. If at all possible, she says, "they do not want it wasted on temporary solutions. They are fiscally responsible and do not want to commit to expenditures before they are certain of their own ability to pay — and of the exact outcome."

The article in Marketing Management concurs. Customers aren't saying "We want more for less," it cites. Rather, they simply need confirmation that they're receiving top value for their money. In fact, the authors point out, proper marketing research can provide even more new business opportunities for companies — for which they are ready and willing to pay.

There's no doubt the demands are high. Ideally, clients want their marketing materials to generate immediate results and guarantee long-term success. It's not too much to ask, however. Just partner with an expert, resist the shortcut through the front-end strategy, and head for that North Star!