Learn the proven, practical approach for building and marketing products that sell.
The old adage that good marketing can’t sell a bad product is true. I’ve seen brands…
The old adage that good marketing can’t sell a bad product is true. I’ve seen brands throw millions of marketing dollars at products that ultimately flopped.
As product professionals, we internalize this lesson and combat its occurrence by taking an outside-in approach when it comes to product development. But what about the inverse of that adage? Have you ever considered that good products can’t sell themselves? And that bad marketing or branding could sabotage the success of your products?
Product/market fit defines the degree to which your product could be successful. Marc Andreessen famously claimed, “The only thing that matters is getting to product/market fit.” Those of us who have read The Lean Startup by Eric Ries or gone through Pragmatic Marketing certifications know that fully understanding your customers and solving their needs is paramount to product success.
But after you’ve done that and reached product/market fit, what do you do next? Getting to product/market fit is only half the battle. Breakdowns occur when little thought is given to customer/message fit and how to talk about that product and its brand.
Here’s the deal: Almost everyone has no idea they want your product. Aside from the customers you interviewed to discover market problems and develop product requirements, the rest of the world has never heard about your product. It could be code complete, launched and available, but it needs a soul to come to life. It needs a distinguishing brand of its own and alignment with your company’s brand.
This branding dictates perception and crafts a buyer’s emotional experience with your product. Branding is what claims real estate in the buyer’s mind. Without branding to evoke that emotion, the buyer would have no desire to actually try your product, let alone purchase it. Ultimately, buying decisions boil down to emotion, and branding is one of the few tools that can influence the emotions of a buyer on first contact with your company and its products.
While products fulfill a customer’s needs, brands fulfill a customer’s wants. A product’s ingredients are functionalities and features that satisfy needs. A brand’s ingredients are promises and emotions that satisfy wants. Your customers may need a product or a solution, but they want and are drawn to the brand providing that product.
For example, I may need an airplane ticket to visit family, but I want a no-hassle experience. For this reason, I may be drawn to purchase from Southwest Airlines, a brand known for charging no fees for checked bags, itinerary changes, etc. The product is similar to that of other airlines: a plane, seats, overhead bins. But the no-hassle brand enveloping the product is what differentiates it from other similar products and attracts buyers based on their emotional response (in this case, perhaps their hatred for being nickel-and-dimed by other airlines).
Customers initially buy into a brand and its promise, not a product. No customer looks at lines of code and says, “Yes, this is what I need.” They interact with a brand that humanizes and personifies that code through value-based messaging that resonates.
Bridging the gap or playing translator between brand and product is the specialty of product marketing. While it’s important to build useful products that satisfy customers’ needs, equally critical is to understand what customers want and translate the value of our products into their language. If the product team ignores the brand promises while building the product, or marketing ignores the product’s abilities while making brand promises, you are destined to fail. Brand and product are sisters, not enemies.
Companies with strong brands and products that deliver on that brand enjoy better sales-funnel metrics, higher revenues and a deeper connection with customers yielding stronger engagement and advocacy. So, the million-dollar question is, “How do I succeed in achieving customer/message fit and uniting my product with my brand?”
Branding isn’t about slapping logos all over everything anymore. It’s about considering all customer touchpoints. At every point of interaction with your company and its product, customers must receive a congruent brand experience. Many companies fail to realize that details matter here.
For instance, Starbucks’ brand is about community and bringing people together in a neighborhood café, not coffee. If you’re trying to deliver on the Starbucks brand promise, coffee is only one piece of the puzzle, and focusing only on it would be shortsighted. What about the customers’ experience when they visit the physical location to get their coffee? Does the space feel like home, with artwork and comfy furniture, or like the department of motor vehicles? Are the baristas friendly? Did they write a favorite drink on the chalkboard to foster a sense of connection?
As a product organization, are you paying attention to all parts? Do all areas of your product experience, beyond the code, support your company’s brand? Customer experience must be congruent with brand promise; any breaks in these areas will erode the perception of your brand. And when that happens, customers leave.
The best brands are based on values, benefits or the innovation you’re producing. But it’s a complicated, noisy world. To brand products properly, brand builders, technologists and designers need to partner in innovation.
An example of success is the brand Apple created for their mid-2000s Macs through the “I’m a Mac/I’m a PC” campaign. From a branding standpoint, what did they do differently than their competitors? They didn’t center their brand on the product, they centered it on the customer experience. Their brand wasn’t “here’s our awesome computer with this long list of technical specs that you don’t understand,” it was “here’s the delightful experience you will enjoy if you own a Mac, compared to the one you will hate if you own a PC.”
They brought to life their product’s brand promise of delight and simplicity with humorous videos. Actors played the parts of a Mac and PC and acted out the contrasting experiences. The actual product only appeared in the video for a few seconds at the end. Apple realized they weren’t selling a computer, they were selling a user experience—a way of life that came with owning a Mac. Not only was this a better and easier thing to sell, it was a brand that people could immediately relate to.
Justin Topliff is director of product marketing at VTS.com and the founder of ProductMarketingSummit.com. He lives in New York and joined VTS to scale the product marketing function after growth investments from OpenView Partners and Insight Venture Partners. Contact Justin via justintopliff.com or firstname.lastname@example.org.