It’s still astonishing that many brands are overlooking their channel-branding efforts.
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Despite the explosion of content distribution, the emergence of revenue marketing, or even the shift to IRM - individual relationship management - it's still astonishing that many brands are overlooking their channel-branding efforts.
Why is this? Channel branding and marketing have become increasingly complex with multiple players that come in many different shapes and sizes. One brand may employ a direct sales force methodology while another relies totally on independent agents.
A third may cast their lot with distribution partners. The common link among them — the need to have a cohesive marketing and branding strategy that helps them sell and move product.
Often, channel-based communications programs are relegated to being an afterthought or a necessary evil. The same old tired playbook of sales collateral, premiums, spiff programs and sales contests get trotted out time and time again. There is little to no breakthrough thinking or creativity applied to channel communications. It's merely an extension of the overarching brand program. The result is branding programs becoming door stops at distribution houses.
Despite the conversational buzz about consumers “owning” brands based on the connection and engagement they have with them, the channel is still a considerable force.
Many brands understand this paradigm and deliver on it. Consider Stihl power equipment. They treat their independent power dealers like gold by going out of the way to exclusively protect the Stihl franchise. They even poke fun at the big-box home centers with thought-provoking headlines that tout that you won't find the leading chainsaw in a “box.”
Stihl waters run deep with their distributors because they know the brand has their back. Stihl owns the channel and chooses to partner with independents. All of Stihl's consumer outreach is geared toward driving consumers to the local Stihl distributor. Stihl gets channel marketing in a big way.
Brands such as John Deere and Weber are able to seamlessly work with both the big boxes and the independent dealers. This is accomplished by having marketing and communications programs that work for both. Yes, having a strong brand helps smooth the way.
In the case of John Deere, their channel partners are protected for all the aftermarket repair work. Plus, not all Deere product models are available at the big stores.
Weber zealously protects their brand at all costs. One key element is their tight-fisted control over pricing. They have an iron grip on what retailers can charge for their products.
Many brands need to ask themselves how engaged they are with their channel partners. The best actively listen and seek out all their external selling resources and outlets. Their input is valued, appreciated and acted upon. Distribution channel/sales advisory boards are a must. They invite the channel to be part of the process in the development of communications. After all, they're tasked with the ultimate channel requirement — selling the product. They are the closest link to the voice of the customer.
It is especially critical where brands are fighting for selling share of mind. Nowhere is this more apparent than with independent insurance and financial services advisors. They control the brand in many instances. It's up to them which brand they choose to serve up. If your brand hasn't engaged with them, it's likely to never be taken off the shelf.
Selling influences need to be viewed as a key audience with brand programs. They need to believe in the brand. This is accomplished through channel-based communications programs.
Channel communications programs are difficult. Salespeople are tough and often tell it like it is. They're often skeptical of communications people.
The best approach is to live in their world. Shadow them on sales calls, watch and work the aisles at major big-box retailers or hang around a distributor counter to see how professionals interact with counter or inside salespeople. You'll find out what works and, more importantly, what doesn't work in the real world.
Bill Field is the founder of FieldActivate, a Connecticut-based marketing firm.