How has The White Company turned its brand into one that customers love, trust, and respect? This was the question I asked myself as I was buying a number of their products over the weekend. The secret is brand admiration when “brand admirers” become loyal customers and brand advocates.
If you think about the qualities that are foundational to every successful relationship, there are three: trust, love and respect.
Over the past few months, I’ve been watching the Heads Together campaign with great interest as the Duke and Duchess of Cambridge and Prince Harry aim to end the stigma surrounding mental health. Partly because I used to work in the mental health field myself. And partly because there are so many marketing communications lessons to learn from the inspirational Heads Together campaign.
In this article, I explore how you can run a marketing campaign like William, Kate and Harry, by using the DRIP model.
Launched in April 2016, the Heads Together team used the platform of the 2017 Virgin Money London Marathon Charity of the Year as a catalyst to change the conversation about mental health. When the Royal trio get together, they are an almighty media magnet. However there’s still a huge stigma around mental health so the Royals’ mental health message could have blown up in their faces. But it struck a chord with the British public who remember two sombre young boys walking in their mother’s funeral procession.
When we think about our favourite brands, we see their success. We forget that many entrepreneurs started their business from the kitchen table, and worked their way up from there. This is exactly how Chrissie Rucker, founder of one of my favourite brands, The White Company, started out: running her business from home until it became full to overflowing with boxes.
It was five years after officially launching The Everygirl, one of my favourite lifestyle blogs, that the team moved into their first office space. The team had always worked remotely from home with staff in both Boston and Alabama, but after they hired two full-time employees from Chicago, the timing was right for a centralised workspace in Chicago’s West Loop.
Iconic brands really can be launched from the kitchen table. But with so many distractions, running your business from home can be a challenge. Follow these top tips to get the most from your day and set yourself up for business success.
No New Blog Posts Over Easter
I’m not posting a blog post today (Good Friday) or on Easter Monday. I hope you enjoy time with family and friends this Easter weekend. I look forward to connecting with you next week when I’ll be writing about the 4 essential habits you need to run your business successfully from home.
Last week, I shared my process for quarterly reviews. The reason? Quarterly reviews are a habit I started as a CEO, and have continued over the past 14 years. This process of reviewing and planning is indispensable, providing a regular shape and rhythm to the way I run my business. But if you want consistent business results, reviewing and planning are not enough. For a business to evolve into a brand, your plan has to be implemented consistently on a daily, weekly and monthly basis.
The truth is that regardless of your business experience and skills, given enough time, you can succeed at almost anything if you are consistent in your business habits and routines. The number one reason why incredibly talented and highly motivated people don’t succeed in business is inconsistency. They start out all guns blazing, but their efforts fizzle and peter out long before they’ve built up any momentum.
Is it me or is the prevailing ‘hustle economy’ bleeding us dry? it’s all too easy to think, “If I just work harder, I’ll be successful.” But if we’re not careful, in our fast-paced culture, we can easily lose sight of what’s important to us and omit to give ourselves the time and space to pursue our priorities on our terms. Paradoxically this can mean our business doesn’t spring forward.
In my March Business Review, I took you behind the scenes of my business and talked about my move to the Sussex coast. Stepping off the London property market was a big decision as it’s hard to get back on again. And I thought London was ‘where it’s at.’ For years, I’d been telling myself that I had to live in London in order to be successful. But slowly I came to realise that this perception was in fact just a myth. Don’t get me wrong, I love London. But it’s a tough, relentless place to live, work and build a business. If anywhere epitomises hustle, after New York, it’s got to be London.
How quickly is this year flying by?! We’re at the end of Q1 already and I’m in the middle of completing my own quarterly business review. A little later than usual because I took the last week of March off to get organised after moving house.
Quarterly business reviews are one of my favourite activities as they’re an opportunity to go back to my business plan, and focus in detail on one particular aspect of it. Business plans are not static documents, contrary to common belief. They should be a living document that changes and improves as we evolve our business.
Excellent firms don’t believe in excellence – only in constant improvement and constant change.” – Tom Peters
No New Blog Posts This Week
On Friday, I moved house – from London to a small fishing town, Shoreham By Sea, on the Sussex coast. I’m taking a week off to get settled and organised. I’ll be back next Monday with my March business review, giving you a sneak peek behind the scenes of my own business.
Today is moving day. I’m relocating from London, where I’ve lived for the past 32 years, to the Sussex south coast. Now let’s be clear. I’m not writing this article as the removal team pack up around me! I wrote it a few days ago and scheduled it in advance, ready to publish today. This article is about how to respond to unexpected setbacks after all.
If you’ve ever bought and sold a property in the UK, you’ll know it’s not the most straightforward process. All the logistics happen once you’ve had your offer accepted, found your dream home and instructed solicitors to act for you. This means there is plenty of opportunity for the unexpected to happen, and things to go wrong. Last week was a case in point.
Most of us experience ‘gut feelings’ we can’t explain, like making snap judgements about people we’ve only just met, or falling in love with a property when we’re house hunting. I had an intuition recently about a decision I’d made, and wasn’t sure whether or not I should trust it.
I’m in the process of moving to the Sussex coast and want to build a new network of business associates in the area. I’ve been researching different networking groups in an around the Brighton area and decided to join one. A few weeks later I wasn’t sure about my decision. I had that nagging feeling, or intuition, that this decision wasn’t right. But I couldn’t put my finger on why I felt this way.
On the face of it, I had no rational evidence to explain my intuition. So I hesitated about whether to listen to it or not. But at the back of my mind were reminders of the times I didn’t trust my intuition – only to regret this later on. Sound familiar?