Things to Keep In Mind When Calling on Casino Customers

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As my life has morphed into that of an independent contractor, I’ve had a few former and not-so former vendors contact me for assistance in finding more success with casino operators. Interestingly, most of this success is less dependent on marketing tactics and much more dependent on understanding the nature of an operator’s day. In other words, Jules Rules #1: Know Your Audience.

After countless conversations with vendors discussing why (oh why?) their product isn’t cause to drop everything, I find I have discovered some common threads worth sharing.

Time

Think about everything a casino marketing director has on their plate. Typically, they are responsible for database marketing, the players club, host productivity, special events, promotions, entertainment and advertising. I once worked with a marketing director who was also in charge of valet! At the end of a long day (into night), one of the last things they probably want to do is return a cold call (or worse yet, get stuck on a 30-minute call because they absentmindedly answered the phone). Thirty minutes in your day may seem like nothing, but you could very possibly be the 12th person that day to ask for those 30 minutes.

Building customer personas are a good way of understanding your target audience (and a good way to discard those who are not viable targets). A well-developed persona can give you insight into they type of content your potential customer finds valuable and how they consume that information. In addition, personas will help you to identify the best channels for your messages to reach them. I love the folks at Hubspot because they may me smarter without asking me to buy anything from them. They have a great source for building buyer personas at http://offers.hubspot.com/free-template-creating-buyer-personas.

Expertise and insights

If you are truly selling something that can help, don’t be afraid to share your expertise and insight. If you really have a great product, chances are you’re not going to lose a customer because you shared a case study or whitepaper with the world. I’m a big…huge…fan of content marketing. I advocate it with almost everyone I work with. Competition is getting tougher and tougher every day, and any valuable information you can provide without the pressure of a sales call has more value to your target audience. Refer to your personas and you’ll start to identify the content that will prove valuable. Think about the goals that marketing director is trying to meet each day and the priority in which they need to be met. Use your knowledge to show them a path…to success and your product.

It should come as no surprise that a large majority of B2B buyers are acting like B2C buyers, research online, asking for recommendations and narrowing their list of possibilities on their own before they ever take or return calls from sales. Some have reported this number as high as 90%! In full disclosure, I not only advocate thought leadership, I develop this positioning for clients. Become a thought leader and share your information and knowledge generously. I said “generously” because some really smart people will only share their knowledge if you give them something in return, typically contact information they can use later. It’s acceptable to ask for the information especially if a quick search online would get them the same. I would advise that you not gate all of your knowledge and that you only ask for the basic information you need to follow-through. Also, remember you are the expert on your product or service not on their business. Respect them for what they bring to the table day in and day out. Take the time to get to understand them and their business so that you can be a better partner.

costs are costs

Yes, your product could very well possibly increase revenue, but for right now, we look at it as a cost rather than an investment. It’s just hard to overcome that mindset. History has told us that there are times when we have to trim costs…tighten our belts. History is what puts us in the cost vs. investment mindset. So, the best route is to be involved before and during the budget planning process. That way we can incorporate the costs and potential revenue growth. How do you become involved? Be the go-to expert.

Follow-through

Follow-through means asking about the knowledge you shared. Did it help? Can you provide more insights? It also means following up when you do get the elusive return call. A return call is reason for a small celebration, but not the big one. When a potential client asks for more. Follow up…as quickly as you were to make that initial call. Send them specifically what they requested. Don’t substitute it for what you think will sell your product faster and at a higher cost. That’s not what they are looking for. They told you what it was. When the time is right, you can add your own messages. This will be the stage where a potential customer subconsciously determines whether you will be a good partner, an ordinary vendor, or just a pain.

Most important of all: don’t assume you know more than the casino. You might, but it’s best to listen and understand first.

 

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Things to Keep In Mind When Calling on Casino Customers

Keeping Your Brand as Engaging As Possible

engagement_hand holdingDeveloping and breathing life into a brand requires passion. Keeping that brand alive requires love. Much like two people promise to love each other for a lifetime, you hope customers and guests will do the same with your brand.

A few weeks ago I had the opportunity to exchange some thoughts with some fellow casino industry folks about the trends in casino gaming and how marketing must adapt to compete. Today, I’m sharing the rest of the exchange with is about keeping your brand presence as engaging as possible. Much of what we see in the future of casino marketing revolves around capturing the seemingly elusive millennial and incorporating the technology to engage with customers on a real-time basis. Technology is changing. Our target demo and the composition of our database is evolving, but the principles of good brand marketing seem to stay true.

Understand Who And What You Are

Maryland Live! Casino’s Senior Vice President of Marketing Mario Measano advises,

“Know your brand and know your brand promise. (The) Key is knowing what it is not. Focus on incorporating your brand promise in every aspect of your business and guest experience.  More importantly, have the courage to say no to anything that does not meet that brand promise regardless of financial impact.”

Jim Gentleman is senior vice president of account management and strategy at SK+G and has been advisor to a number of casino brands.

“Stand for something, stake a position and relish not being for everybody. Too many casinos today take the safe ‘we have something for everybody approach.’ That’s not what people want. They want experiences that are distinct and unexpected. With the proliferation of casinos throughout the U.S. over the past 15 years, gaming is a commodity. Build, develop and promote something unlike anything you can find next door. Casino resort brands that have done this – Borgata, The Cosmopolitan of Las Vegas, and Bellagio for example – develop consumer preference and true brand loyalty that leads to long-term business success.”

Talk To Your Customers

I know the rush of creating something new that you think is the best thing ever to come to marketing, but through the years, my biggest lessons have been taught by customers. You need to touch customers to understand what they see in your brand and what might keep them playing longer or visiting more often. Talk to your customers and find out how they think about your brand.  Then decide how to message your brand to appeal to those thoughts. Make it simple, memorable and sustainable.

Stay In Your Lane

Stacy Spahle is vice president of marketing and PR for Chateau 20. She has built a career on creating brands and experiences. Her advice?

 “Resist the pressure to constantly reinvent the brand. Revisit the basics — review your brand positioning and make sure it is realistic, unique and defendable and test that it resonates with your target customers. Then make sure every aspect of your communication, advertising, and especially customer experience reinforce it. With turnover in management, competition and constant pressure to be fresh and creative, we as marketers are often diverted from the discipline it takes to continually reinforce the brand. The strongest brands have managed to stay the course and ensure their messaging and actions always reinforce their core principles.”

From Back of House to the Front Door, Be Consistent

Suzanne Trout, CMO of Rush Street Gaming says integration with all departments and all team members is the secret sauce to real brand engagement. “It’s not a marketing program but a property lifestyle that makes it real.”

Kim Ginn is Vice President of Marketing for L’Auberge Casino & Hotel Baton Rouge. She agrees and advises that in order to make your brand presence as engaging as possible you must do 2 items well and consistently:

  • Your brand must be consistent in every aspect and every channel. Some think of their brand as only advertising, but I believe the brand permeates everything we do from how our property looks, feel, smells (affects all the senses) to the team members attitudes and uniforms, to the giveaways we have and the special events we throw as well as our advertising.

  • As far as advertising, I feel it is important to have a cohesive look and message, look and feel in all channels as well as touch and use ALL channels. One cannot ignore traditional media and just use web and social or vice versa. They must all work together and they must all have messages that are appropriate for that medium.

Go All In

Jan Talamo is head creative strategist for the Media & Marketing Group. He has worked on behalf of over 100 gaming properties around the world including some of the most iconic brands in gaming. He has always said that marketing needs to be channel agnostic because you need to be where your customers are having their conversations. In order to do that, you have to think multi-channel. So before you start developing your message make sure you

Adhere to the principles of a fully integrated multi-channel marketing approach. The pathway to purchase has changed dramatically. And 5 years from now…will have changed even more. Plan for tomorrow TODAY!”

I was once taught to keep my points to five, but in this case I do have a sixth.

Keep it Simple and Memorable

Needs no explanation.

Keeping Your Brand as Engaging As Possible

2015 Trends in Casino Marketing

This originally appeared as a LinkedIn post.

source: pixabay.com
source: pixabay.com

From increased competition coming from new jurisdictions and doing more with less resources, casino marketers will continue to face challenges to continue beating year over year revenues and experience growth. There’s a definite shift in the industry as we’ve moved from buzzwords to reality. It used to be that you could count on a car and cash giveaway to give you the pop you needed at the end of the month. The marketing recipe was pretty straight forward: direct mail, advertising, promotions and events. Mix together and wait for it to bake. Additional channels of communication that are now controlled by the customer have become more important. In addition, the competition for the entertainment dollar has become even tougher. Direct mail continues to be a prominent driver, but as more marketers are starting to understand the profitability of those programs, it seems we need to look to the horizon to see what’s coming towards us: real guest satisfaction, real-time rewards and real conversations. How will these concepts manifest themselves, and what new forces will shape marketing this year? I spoke to some of the brightest minds in casino marketing and they shared their thoughts on the biggest changes they see.

THE NEW GENERATION(S)

Mario Maesano is senior vice president of marketing at the hugely successful Maryland Live! Casino and is looking to the future to adapt his marketing programs.

One of the biggest transitions we are seeing at Maryland Live! Casino is the movement of the Generation X player into the prime earning demographic sweet spot for regional casino markets.  The gaming experience they demand differs greatly from the Boomer Generation that preceded it.  These customers are seeking a more sophisticated gaming product that has more decision points and bonus options. We are seeing a need to enhance our promotional and event experience to truly exceed their expectations each and every visit. In addition, it’s become increasingly important to truly differentiate our brand from our competition in order to provide a unique entertainment experience.

BIG DATA – NOT JUST THE LATEST BUZZ Words

Stacy Spahle is vice president of marketing and PR for Chateau 20. She has built a career on creating brands and experiences. You might be surprised to know she’s really focused on data these days and believes that integration of this knowledge into an integrated marketing strategy is the key to success.

He who has the most data wins! — But only if he can use it. While the subject of “Big Data” has been thrown around the casino resorts for years, nobody has been able to fully realize the potential by making it seamless across all customer touchpoints and accessible to the marketing team. A few of the large casino players are on the verge. The company that implements Big Data with a fully integrated marketing strategy will truly revolutionize how casinos are marketed.

One of the more experienced casino marketers I know is now at the helm of a native operation and is in complete agreement that data is a big part of future success.

The biggest challenge I see if the amount of data we will have to cull through to make educated decisions about current and future marketing programs.  As we all know, data is power, but having too much information can stifle creativity and progress.  On the flip side, those operators that struggle with getting valid data on a timely basis will struggle as well, because as we all know a bad decision can cost millions of dollars and have a negative ripple effect for many years to come.

 DIFFERENTIATION AND EXPERIENCE

Rush Street Gaming CMO Suzanne Trout agrees that differentiation and experience will be keys to success.

With increasingly crowded markets for both gaming and entertainment dollars, a serious challenge is to be distinctive from your competitive set and in the customer experience.  This is a tough challenge in the best of markets. Elements that may bring your brand to life are often the most at risk during competitive times with cost containment.  Properties who keep the customer experience top of mind in all decisions – capital, operating and marketing – will fare best. 

MULTI-CHANNEL CONVERSATIONS

Jan Talamo is lead creative strategist for the Media & Marketing Group. He has worked on behalf of over 100 gaming properties around the world including some of the most iconic brands in gaming. He has always said that marketing needs to be channel agnostic because you need to be where your customers are having their conversations. In order to do that, you have to think multi-channel.

How we measure and monetize brand engagement via a multi-channel strategy. We are now, and will more aggressively in the future, have meaningful and measurable conversation with customers. Conversation will be REAL CURRENCY five years from now.  While mail certainly is the Holy Grail today…you will see more and more migration from the printed core and supplementals to something that will mirror what other major brands are doing. While we can’t not send the monthly mail…we can certainly encourage migration. We are 10 years away from forgetting the mailbox by the curb. Regardless what some companies are telling you.

MARKETING on the go

James Poole has built a career in the European markets and has seen a transition across the pond of the need for customers to take their rewards and status with them on the go and agrees with Jan Talamo that direct mail, as we know it today, is on the way out. As director of gaming products at Joingo his view of the future is, in one word, mobile.

Convergence and a move away from direct mail.  With the major operators having a significant investments and success with mobile and online, in both the real money and casual I can see more and more integration between these areas. Players will take progress, customization and reward status with them. This will allow for a cohesive marketing strategy using apps and mobile messaging rather than direct mail. 

One CMO in the Northeast believes “the biggest change over the next five years will be an increase in personalization and immediacy of marketing.  This will be enabled by real time communication methods as well as improvements in gaming technology that allows for better in-session knowledge of a gamer’s play.  I think you’ll see less direct marketing as trip incentive and more to prolong the visit during the visit.”

Jim Gentleman is senior vice president of account management and strategy at SK+G and has been advisor to a number of casino brands. He sees the challenge for all marketers, not just casino marketers.

The biggest challenge for casino marketers – and quite honestly all marketers in general – is figuring out how to market in a mobile-first, digitally-dominant world in a personalized, yet non-intrusive way. Considering most consumers, and millennials especially, try to avoid advertising, marketers need to create content that is equal parts entertaining, informative and authentic.

Joingo CEO Steve Boyle is admittedly biased but, he too, believes the horizon is as close as the palm of your hand.

Mobile Engagement.  Yes, we are in the Mobile biz which makes us a bit biased.  This said, there is nothing else on the horizon that will have the impact of the smartphone and associated BYOD (bring your own device) tectonic shift.  Marketeers want more and more data.  Mobile creates a continuous, rich, and possibly unmanageable stream of new and real-time information that marketeers only dream about today.  It also provides the mechanism to act on “data” in real time.  This is both an exciting and scarey proposition for most casino marketeers.  Specifically those who feel they have perfected the art of direct mail.

CUSTOMER CENTRICITY

There are many that have always espoused that what we do has to be with the guest in mind. These trends strengthen that position and make it even truer today than ever. More importantly these trends give us direction for the future.

John Acres, founder of many of the most influential advances in casino gaming and CEO of Acres 4.0 believes the future is the customer.

Reinvention of the player experience. Loyalty points based solely upon spend and snail-mailed offers of free play and discounts are insufficient. Costs must be controlled and marketing must create new players.

This requires a deeply personal offer to each and every player based upon potential worth, psychographic and demographic profiles and comparative alternatives. Customer communication must channel through text, email and school media, as well as traditional mailing channels.

Above all, the emotional experience of gambling must be emphasized. It’s not enough to describe jackpots that can be won. Most players know they won’t win them most of the time. The opportunity is to help players feel important, respected and valued. New achievements must be defined—be the first to win 5 $100 jackpots in a month—and celebrations must be more numerous.

Service must improve and the player tracking interface now limited to gaming machines, kiosks and club booths must extend to the player’s phone and social environments

I consider myself very lucky to have gotten a look into the future from some of the brightest minds I know, but I know more and more marketers are thinking along these lines and already making changes. I’d love to hear from you.

These very generous marketing folks have also given me some insights to how to keep your brand as engaging as possible. I’ll share those thoughts with you in the coming weeks.

2015 Trends in Casino Marketing

Quantifying Casino Advertising Spend

“Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”

—John Wanamaker

This post originally appeared in the September 2014 issue of Casino Journal.

As advertisers you’ve likely seen this famous quote more times than you can count, and as such, it probably makes you cringe. It should, because like all marketing efforts, if you don’t know what you’re measuring, you can never defend the use of resources. Yet, as more and more channels of communication become digital and measurable, the pressure is on to determine how effective your advertising spend is.

Historically, we have relied on our media buyers to guide us in ratings, frequency, reach and GRPs. These are all great measurements of efficiency, but what good is an efficient buy if it’s not effective? In today’s challenging gaming markets, it’s more important than ever to use all your resources to positively impact your business goals: revenue, visits, new card sign-ups, etc.

If you asked your general manager to rank all of the marketing activities from best to worst, database marketing would probably be at the top and advertising at the bottom for no reason other than a profitability report (PR). Database marketing has historically been the beneficiary of great PR. Whether PR stands for public relations or profitability report, the result is the same. We can crank out profitability reports at the speed of a button push. If your general manager decided to cut advertising (and trust me when I tell you this happens more times than you would think), how would you defend it? Here are some steps you can take to make sure you’re never in this situation:

Use data to drive media buy.

No matter what size operator you are, no one can deny that the casino industry has a great deal of aptitude when it comes to database marketing. A customer puts their card into the slot machine, and we get an almost instant personalized view into their behavior. We know what they like to play, for how long and at what pace. All of this data gives us the ability to try a variety of means to get guests to stay a little longer and maybe even visit a couple of more times. With each passing mailer, we get smarter and smarter until we know exactly what we need to do to get someone in the door and how much we need to invest in that visit to remain profitable. Talk to any casino marketer and they’ll tell you something very similar to this.

And while database marketing and reinvestment accounts for the largest portion of our marketing budget, there is often still a portion allocated to the magic of advertising…and magic it is because up until now, we really couldn’t say that advertising was actually working for us. Deep down we knew it did, but there was no data to prove it.

In today’s age of “big data” there doesn’t seem to be a reason for casino marketers (or any marketers) to think that way again. It’s by using the skills we’ve developed in database marketing that we can further refine our knowledge of our customers and use media to tightly target the delivery of messages and content.

Know your audience.

Ever wondered if all of the stories of print coming to an end are true? Ask your customers. Is your budget limited to the point that you can only pick and choose broadcast programming? How do you know where to reach your customers? Ask them.

There are a number of easy to use do-it-yourself survey tools that can help you gather some insights quickly. Casino customers love to tell us any number of things. They will happily share their media habits. You can even segment your survey results dividing up the responses according to whether a guest is high- or low-worth, high- or low-frequency, practically anything you have as a segment. The survey itself can be as detailed as you want, but keep in mind good survey practices so you get as many complete responses as possible. Once you have this information, your media buys can be much more targeted and much more effective.

This graphic originally appeared in the September 2014 issue of Casino Journal.
This graphic originally appeared in the September 2014 issue of Casino Journal.

Look for pockets of opportunity.

Talking to existing customers is great and fine-tuning your media buy based on your insights is even better, but we know we can’t grow and succeed unless we continuously improve on past performance. New members, new revenue, additional visits are just some ways we can do that. This is another way to look to your database to drive some of your media dollars. If you have identified targeted growth segments or zip codes, your media buyer can help you determine where you might be able to find some quick success. Most media buyers will have access to Nielsen and Scarborough products that can further give you insights into zip codes, media usage and lifestyle.

If you use that data on top of your existing zip code data, you can determine test areas for growth. In addition, digital products such as Google Adwords and various online ad networks can narrowly target segments for messages.

Once you’ve identified these target areas you can easily see a before and after view via your canned database reports.

Make sure to set goals.

These goals can involve measurable results such as new members, visits, revenue or theo. That which doesn’t get measured does not get rewarded. Word of mouth and intent to visit are great outcomes from your advertising, but you can’t deposit that in the bank.

There are also social media apps that can integrate into your CRM to layer social media information on top of casino play and you’ll soon figure out how you can become more profitable with those retail offers.

Partnering with your media buyers and database marketers can make you a highly effective advertiser.

Quantifying Casino Advertising Spend

The Data Fact Gap

I’ve been working with a client for a few months now. They work in a field that is a little off my usual path: predictive analytics. It’s been a great experience as I’ve gotten the opportunity to strengthen my database marketing muscle. Like most muscles in your body, you never know how much they can bear if you don’t use them.

The following is a recent blog post for their website.

As professionals, we all know that technology has changed the way we do business. Whether you find the increased dependence on new technology as good or bad often depends on how effectively the tools are used. Over the years, this problem has been illustrated in many ways by Stics and a variety of other experts.

Fact Gap Graph


This particular Fact Gap illustration was first attributed to the Gartner Group. It will help us describe how data technologies are, on the one hand, progressing and on the other, creating new data analysis problems.

The “Data Fact Gap” was created by the explosion of available digital information accumulated in recent years. With technology system advances, increased data storage capacity and Internet usage it is now easy to collect mountains of data. While the volume of retained data has grown exponentially and spread across all industries, so have the data management challenges it created and the even greater marketing opportunities that mostly lie dormant.

This abundance of data creates new problems that force database marketers to devote a lot of time and resources to filtering information into data segments so decision makers can frame a concept, problem or question.  While this approach is intuitive to the human brain, it does limit our ability to make a fully informed decision from all available data.

Why You Need Good Data

Intuitively we often think we already know what our customers want. However, that is not always the case.  When we make business decisions by filtering our data down to a few variables we miss the more accurate and complete view of the data.  Without hard data, there’s no way to be sure truly objective decisions are being made. Worse, because we think we’re making objective decisions, we often don’t seek an outside perspective.

What we really need is an objective analysis, wielding as many customer factors and data points as possible. This approach helps us see the potential hidden below the common database marketing analysis.

Statistical Predictive Analytics Solves the Problem

One way to harness the data explosion and make better marketing and business decisions is to use predictive analytics. Predictive analytics uses the science of statistics and is capable of considering unlimited facets of a situation. Predictive analytics for marketing can increase a marketing campaign’s return on investment by 10 times compared to a typical SQL analysis that might only evaluate (about) five variables. It takes the data that you already have and gives you information you can use in your marketing campaigns, such as:

  • Identifying customers you are currently marketing to who are unprofitable or about to reach the end of their customer lifetime value
  • Identify high value customers hiding in your database or prospects you are not marketing to
  • Suggest more profitable marketing programs
  • Identify the lifetime value of various members in your customer base

Statistical modeling with predictive analytics is proven to help make more informed decisions and increase profit margins.

The Data Fact Gap

Casino Branding 101

This originally appeared in the May 2014 issue of Global Gaming Business. I’m reposting it here with a couple of new elements.

For years, I’ve been polishing old brands and creating some new brands. I have found that, no matter what the project, market or budget, the steps are the same. They are what one of my former agencies likes to call “The Jules Rules.” I like to refer to them as the five pillars of brand marketing.

Know Your Target/Market

Formal research unearths a great deal of insight. I always recommend it, but I also highly recommend spending time on the floor. When was the last time you worked your player’s club—answering questions about the latest promotion, redeeming offers, issuing comps based on the actual play in your CMS?

If you can’t recall, it’s time to hit the floor. Not only do you get to meet and learn more about your guests, you get to understand what your front-line employees have to face when trying to deliver on your brand promise. I’d also invite my advertising agency folks to meet some guests face to face. It’s amazing what everyone will learn and how that will affect the next steps.

Brands are Built from the Bottom Up

brand iceberg
Great brands are built from the bottom up. Source: StarGroup

I have used the old iceberg image as a longstanding example of what makes a good brand because it’s the best way to show your operations team how what they do is the most important part of the brand. All the things that happen below the surface are what makes your brand true (or not) to your guests and to your employees. The next time you embark on a brand project, look at all of those elements first before giving your agency or graphic artist directions on a name or logo. Download the PDF and put it up in your marketing department.

Operationalize Your Brand

When you can’t see a difference between what you say you do (marketing) and what you actually do (operations), that’s when you know you have a truly great brand.

First, you have to build the internal culture. Then, you have to make sure the tools you provide your employees to deliver on the brand are consistent with your vision. If you’re going to be the value leader in slots, you have to be the value leader throughout your property.

That doesn’t mean cheap. Value isn’t a price point (but that’s a discussion for another column). You can still offer a fine-dining experience. Just make sure that experience is better than anything your guests could have imagined. If you’re going to be the leader in service, guests can’t be waiting for what seems a lifetime for their cars to return from valet or to get to a guest services rep or cage cashier.

True Brand Programs Share DNA

Employees and customers reward brands that are true and consistent. It’s easy to be tempted by the trend, but if it doesn’t fit your brand, the guest experience will feel disjointed and your employees will not have the ability to deliver on the brand promise. The offerings you feature have to feel like they are coming from the same source. You’re not a shopping center offering every option. You have to be selective and only offer the things that make sense to your brand. To paraphrase Steve Jobs, sometimes what you say “no” to is as important as what you say “yes” to.

Make Your Brand Iconic

You would think that after working at one of the premier destinations in Las Vegas, my work for a smaller regional gaming company would have been less than thrilling. I’m here to tell you that is not true. The day the Isle of Capri Casinos management took the Lady Luck trademark out of the legal file cabinet and into the light was one of the most exciting days in my career. The Isle management team realized we couldn’t just ignore one of the most iconic brands in casino history. “The Lady” excited us and, more importantly, our customers.

Those are my five pillars, but to be truly successful, you also need to get help. Brand development is not a DIY project. It takes resources—brainstorming, creative, execution, and sometimes legal. This can be as cost-effective or expensive as you let it become. Don’t skimp because of costs, but do find the collaborators that absolutely love your business to help you. Nothing else should do.

Casino Branding 101

The Cobbler’s Children Have No Shoes

I’ve been lucky enough to work in the casino industry for a good number of years now, and I’m proud to say that I’ve worked my way through the marketing ranks to a recent corporate Vice President position. It’s been a great experience and I hope that it will continue for a few more years. But as many of us know, sometimes there are periods of time when the ride stops and we have to wait for it to start again. I have found myself in such a period. I guess it’s time to polish up those marketing materials.  Only this time, they’re mine. Yikes!

For years I have revitalize and created brands, but (truly) understanding my personal brand has been quite a new experience. Darn you Dan Shawbel! I’ve found myself at a loss for a positioning statement, a brand promise…all of the things that I’ve created for others for so long. Until I realized, I needed to look to the pillars of brand marketing (or as Mr. Talamo calls them: The Jules Rules). I needed to go through the same steps that I’ve taken when developing relevant casino brands that create great customer connections.

Know Your Target/Market

Just like you can’t be everything to all customers, you can’t say “I’ll take whatever I can get”. You have to understand your strengths and weaknesses and the best target for those strengths. A good recruiter not only builds relationships with their clients, they should know where your skills will play the best.

Brands are Built from the Bottom Up

Your experience and the relationships you build will be what supports that great resume. Even if you’re not on a job hunt, you should understand that the wealth of your experiences will come to play in one way or another.

Operationalize Your Brand

Social Media has become so important in the employment arena. What you put out into the world can deeply impact your options. I’ve always been careful about what I say and post in social media. If I’m not comfortable with something I want to say living on forever, I just don’t say it. But more than anything else, I realized that a focus on the content I am curating is really important. What do I want people to think I can add to their enterprise when they read my tweets or articles I share?

True Brand Programs Share DNA

This is going to take some of you back. For some, this may be new. Remember when Tony Bennett did his VH1 Unplugged gig? It was the perfect program for him because it brought him back to his roots as the consummate crooner. Tony Bennett had always been “unplugged”. So, this wasn’t new for him, but it allowed him to stand before a new audience and propel is latest album to platinum status and to win two Grammy Awards. Standing out through a distinct, discernible difference is crucial. You can’t be everything to everyone. So find your focus.  If you’re not honest to your DNA, your brand may get tested in the short-term, but not bought in the long. Tony Bennett showed us how long that run could be if you’re honest to your DNA.

Make Your Brand Iconic

Find something that is “your thing”: A visual hook, a saying, an interesting piece of technology or anything that makes somebody remember an encounter with you. Think about your background…your story, and always attempt to attach your POV to life experiences. What is your Absolut bottle?

Get help

Brand development is not a DIY project and neither should your job hunt. I finally did get expert, trained help. I was stunned at what they saw in me that I couldn’t put on paper. I guess it’s true that the cobbler’s children have no shoes.

The Cobbler’s Children Have No Shoes