MarketSense

How to Create Effective Content for Lead Gen Programs

You've been implementing lead generation programs for years -or- you are launching your first lead generation program. What do these two have in common?

The challenge: how to create the type of content that will most effectively generate new leads for your business.

To be clear, I am not talking about nurturing your existing leads into sales opportunities. I am talking about getting that first tug on your fishing line.

And to simplify our discussion today, I won't focus on placement of your lead generation components. However, placement does establish a context that you will want to consider when creating content.

So, what is the secret for creating effective lead generation content? One word.

Relevance.

Your lead generation activity will catch the prospect at a certain place in their buying process. Their position in the buying process will narrow down the information that will be most attractive to them.

John's Story

John is in stage 3 of his buying process. He has worked through the first two buying process stages:

1. Awareness of a need (Superbowl is coming up and wants to feel like he and his buddies are there)
2. Frame a need (wants to buy a big screen, LCD, high definition television)

He has entered the research stage and has just started learning about LCD televisions.

What information is going to catch John's eye?

1. Availability, delivery, installation, and promotion information that will ensure the television is operational in time for the Superbowl
2. Educational material about the features of LCD, big screen televisions
3. Viewing information about the best models and features to view sports programs
4. Sizing information about the best size television for his spatial situation
5. New information about plasma televisions that could reset his decision to purchase an LCD television

Because John needs to move fast to get an LCD television in place for the big game, he is going to compress the rest of the buying process. His focus will be on the critical information path that will quickly get him to his objective. He needs it short and to-the-point. Anything else will be ignored.

Marty's Story

Then there is Marty who just started his new television search. Marty's 10 year old television is dying a slow death. He is using his old VCR as a substitute tuner to buy him time. His budget is tight, and he wants to get the best value for his money.

Marty is at the very beginning of his buying process - the awareness stage. He hasn't been in the market for a while and doesn't know anything about the latest technologies.

What information is going to catch Marty's eye?

1. Getting started guide for replacing your old television
2. Information on selecting the right type of television for your situation
3. Educational content on what you need to know about today's television choices

Marty has been out of the television buying game for so long, he doesn't know the difference between plasma, LCD, HDTV and his traditional television. He needs basic information that will help him frame his need.

Focusing Your Content and Your Messages

As you can see, the combination of buyer profile and buying process stages can quickly help us focus on just the type of content that will engage our prospect.

Once you have the buyer profile, you can match that buyer with your lead generation placements. (Get the typical profiles of your lead generation placement vehicles from their source.)

Next, it is a matter of running a steady stream of content that speaks to each of the buying process stages. This allows you to capture your prospect's attention wherever he/she is in the buying process.

When Hit or Miss Doesn't Deliver the Results

Stop using the hit-or-miss approach. Take the time to develop buyer personas for each type of buyer. Then map these profiles against that buyer's buying process to develop a targetted set of messages that will attract your buyer's attention.

The Understanding the Buying Process eBook will help you develop the set of questions your buyer will be asking at each stage of his/her buying process.

Hard to Win, Easy to Lose - A Customer Loyalty Story

I had been a loyal Sony customer for 10 years. I always thought of Sony as the "Apple" of Windows PCs.

Cementing Loyalty

A few years ago, I fell in love with a lightweight Sony Vaio laptop. Because I bought it for business use, I purchased an extended warranty.

I wasn't used to its small size or minimal 2.5 pounds and found myself calling service when I inadvertently shattered the LCD screen.

The service experience was truly wonderful. Sony sent me a pre-paid shipping box, handled the repairs quickly, and had the laptop back to me quickly as promised.

Not only did I love their stylish products, I loved their responsive service.

Paid-for Loyalty isn't Real Loyalty

A couple of years ago, I bought a pricey Sony Alpha digital camera. Because I had my previous Minolta camera for 20 years without incident, I did not purchase an extended warranty. I wasn't expecting any problems.

I was pretty happy with the camera. It was fairly easy-to-use and took gorgeous photos. After a while, a few small problems started cropping up - mostly related to battery access. I recalled that on purchase of my camera, the Sony store updated the camera software. Perhaps a more recent software update would fix these problems.

The Sony web site gave instructions regarding the software update. However, the warnings were quite deterring. If you installed the software incorrectly, you could render the camera inoperable. So, I took the camera to the Sony store and had the Sony staff install the update.

Shortly thereafter, I took the camera on a hike with me and ran into some very serious problems. Photos taken were saturated in magenta. The camera seemed to labor when auto-focusing. Sometimes, I couldn't get the camera to focus on a subject at all. Though the camera worked, something had gone seriously wrong. The only thing that had changed since it last worked was the software update. Reasonably, I attributed the new problems to the software update.

I called Sony service about the problem. I told them the whole story - about the recent software installation. A technician asked me a series of questions to try to diagnose the problems. Very quickly we got to the end of their questions with no resolution.

And here is where Sony lost my customer loyalty...

Because no one else had experienced the problems with the camera on software update that I had, Sony's presumption was that I had broken the camera. I spoke with a customer relationship manager who didn't seem to know that I was a long-time Sony customer. She wasn't willing to see the customer's side of the issue. As far as Sony was concerned, I didn't have an extended warranty. I was on my own.

As my displeasure escalated, Sony suggested that I send in the camera (at my expense) and they would run diagnostics to see if they could pinpoint the problem. For the type of problem I was experiencing, I could expect the repair to cost a whopping $458.

Its Not About Automation, Its About Attitude

With a very small alteration in their attitude, Sony could have further built my loyalty rather than destroy it. To achieve essentially the same results, they could have responded,

"Gee, we haven't had anyone experience that type of problem with this software update before. Why don't you send it in and we'll do a diagnosis for free. If the problem isn't caused by the software update, we'll give you an estimate for the repair work."

Sony lost my loyalty because of their arrogant, customer-is-at-fault attitude. I can't ever imagine experiencing that with Apple.

All that I wanted was openness by Sony to consider that they had a problem and to offer to take some ownership of helping get it fixed. Especially for such an expensive product, less than two years into its life.

In the days of the botched Toyota ghost acceleration recall, it seems that big business still has a lot to learn about customer loyalty.

How about your business?

Top 5 Product Marketing Activities for a Successful 2010

The new year gives each of us an opportunity to take a fresh look at our products. But a product marketer's job is multi-faceted. Our responsibilities can be overwhelming. And that is before we get mired in the flames of fire drills.

If you have only 5 key activities to focus on that will help you build your professional success this year, what would they be?

Here is my top five list.

1. Talk to your customers and prospects.

A lot has changed in the past year. The on-going economic downturn has altered business-as-usual. Chances are that you have already seen your own traditional assumptions ripped apart. Use the new year as an opportunity to find out what is going on in your customers' and prospects' world. Listen for new pains and new challenges that can open up new opportunities for your company.

2. Revise your buyer persona(s).

If you don't have buyer persona(s) that encapsulate your knowledge about your key buyers, create them. The challenges of the past year are sure to have changed your buyer's attitudes, motivations, behaviors, and size of their pocket book. Use your conversations with customers and prospects to glean this critical knowledge. You will be amazed how your efforts with buyer personas will stimulate internal conversation and open up new avenues for success.

3. Review your product's benefits, features and value.

Over the past year, the business environment has likely changed your prospects' and customers' needs and priorities. Now is the time to check to see whether what your products deliver align with those needs and priorities. If they don't, you will find it an uphill battle to sell this year.

Identify product changes that must be made. Investigate new product opportunities that are uncovered.

4. Identify and fill gaps between your prospect's buying process and your marketing and sales processes.

We forget that our prospects have options. Every time your marketing or sales activities don't meet the prospect where they are in their buying process, you create a gap. You may think that gaps are o.k. Your lead nurturing program or sales rep will step in and save the day. Think again. Gaps are open invitations for your prospect to get their needs met elsewhere -- talking with others, searching the Internet, and finding your competitors. Gaps sabotage your own marketing and sales efforts.

If you haven't mapped out your prospect's buying process, now is the time to do so. By doing so, you won't lack for new and innovative product marketing ideas for the year.

5. Embark on a mini web content overhaul.

If I could pick one product marketing activity that offers the biggest bang for the buck, it would be improving the web site content and flow. Your web site has the greatest opportunity for engaging your prospect and ushering them through the majority of their buying process. To do this, it must anticipate the prospect's questions, concerns, and objections. It must encourage exploration by different types of buyer modalities. It must speak to the interests, needs, and motivation of the prospect. And it must do so in the prospects' language.

Need some help getting started? Check out my eBooks:

Killer Messaging - 9 Mistakes that Kill your Marketing Messages
The Customer Value Proposition
Understanding the Buying Process

To Create or not to Create a Whole Product Bundle

We've been talking about whole product bundling. Today, we will focus on how to decide whether to create a whole product bundle.

When investigating any product formation, a product marketer usually researches questions like:

• Are buyers likely to have any of the whole product components at hand?
• What affect does adding these components have on the cost of the product?
• Does the addition of these components increase or decrease the longevity of the product?
• What are the manufacturing implications of the whole product bundle?
• What are the service implications of the whole product bundle?
• What affect does adding these component do to the buyer's perceived value of the product?
• How does the product price need to change to cover the costs of these additional components?
• How does the whole product affect the financials for the product, product line, and brand?
• How do these components change the way our product is compared with the competition?

The answers to each of these questions warrants detailed investigation and analysis. However, the answers can still create conflicting trade-offs. So, how does one decide?

I suggest that the decision point be around one question.

Can you sell the whole product value to the buyer at a viable price?

At first this one question may seem simplistic. What about supply? What about demand? Not to diminish them, but to me, these are implementation issues.

The critical point is that to achieve whole product success, you must be able to persuade many buyers that your differentiation is worth the delta in price. That means two things.

1. The differentiation must be important and attractive to the buyer.
2. The price differentiation must be commeasurate with the perceived value.

The value-price question is fundamental for any product, whole product or not. However, it is easy to use implementation challenges as an easy excuse not to deliver a whole product. With the global resources we have available today, implementation hurdles shouldn't be show stoppers. They should be challenges that spur the creativity of the entire enterprise.

Product Bundling and Whole Products

Today we'll take a look at how a product bundling strategy relates to whole products.

In prior posts How to Damage your Product Line by Using Bundling as a Product Strategy, Unexpected Results from a Product Bundling Strategy and The Dos and Don'ts of Product Bundling, we've seen the dangers in product bundling. This is particularly the case when the impetus for the bundle isn't customer-based.

The most compelling reason for bundling products together is to deliver a whole product.

What is a whole product?

A whole product is a product that is completely operational or able to be used as intended without requiring any additional purchase.

The Christmas season always reminds me of the classic example that demonstrates the value of whole products. I remember a time when battery-operated toys were packaged with batteries. This whole product "bundle" (toy and batteries) ensured that there would be happiness when the toy was unwrapped on Christmas day.

Sometime when I was growing-up, manufacturers stopped bundling batteries with battery-operated toys. If you didn't happen to have on hand a stock of the appropriate A, AA, AAA, or other battery type, you weren't going to be able to enjoy the toy. (Don't try this on a 5 year old.)

If the number and type of battery needed was prominently displayed on the toy box, a forethinking parent could pick up batteries at the time of the toy purchase. This was actually impossible in the "old days" when toy stores did not carry batteries. Now that the practice of battery non-inclusion is rampant in toyland, toy retailers have had to take on the role of whole product enabler. Most now carry batteries.

Sellers seem embarassed to acknowledge that they are offering products that don't work without additional "parts". When was the last time that you saw a seller prominently mention that additional "parts" were needed?

For the buyer, by not receiving a whole product, the issues are those of cost and inconvenience.

• The product is not operational out-of-the-box
• Additional "parts" must be located and purchased for operation
• The customer assumes the responsibility to make the product operational (purchasing the appropriate parts and installing them correctly)
• The product purchase price is not the true cost of the product

We can see the issue from the manufacturer's point of view. Batteries are a problem.

1. They become an additional part to source
2. They become an additional part to assure (as in quality testing)
3. They become an additional cost to bear in the cost of goods
4. Their effectiveness is not infinite. They expire. The limited shelf-life adds complexity to stock management.

Whole product bundles create lots of conflicting trade-offs. How does the marketer decide when to take on whole product bundles?

I'll explore that question in an upcoming post.

Guidelines for Creating Product Line Extensions

If the examples of Boots and Crest aren't sufficient, the grocery store aisle is proof positive of how product line extensions can run amuck. The short term benefits of line extensions are so attractive to marketers. The long term pitfalls hard to recognize.

What guidelines can marketers use to better assess the wisdom of a line extension?

1. Identify the unique strategic importance of the new product
Why do you want to add the product to the existing line? Is this a customer-driven or a business-driven decision? What are the short-term objectives and what are the long term costs? The key here is uniqueness. You must have a viable, unique reason for disturbing the current product mix with a new offering.
2. Determine the customer fit for the new product
How does this product better fit the customer's needs? Here the focus is on the benefit, value and fit of the new product to the prospective customer. The benefit, value and fit must be significantly positive enough to persuade the target customer to change their purchase behavior. Obviously, you want that purchase behavior to change in your favor.
3. Examine the impact on channel behavior
How will the channel respond to the new product? Your channel could be a direct sales force, a third party (retailer, value-added reseller, etc.), an on-line store or some other means of reaching your customer. As an intermediary, the channel's response to your new product will directly affect the customer's perception of the product. Will the channel learn it? Will they stock it? Will they promote it? Will it affect the learning, stocking, promotion of other products in the line? Will it steal attention from a top seller?
4. Evaluate the impact on customer behavior
What happens when the customer is faced with this new purchase decision? How will they make the purchase decision - among other products in the line, between your offerings and your competitors'? You need to evaluate the behavior of existing customers, old customers lost to competitors, and brand new customers. To evaluate their behavior, you must have already developed a very clear understanding of why different customer segments purchase your product.
5. Compare the expected results from a product line extension with those from other marketing options
Will another product or marketing strategy achieve the same strategic goals? Is it better to replace an existing product in the line with an improved version? Can we achieve the same short-term results with a sales promotion? Do we need to retire an existing product to make conceptual room for the new product? Is the value inherent in this new product deserving of its own brand or product line?

Of course, there are a host of operational considerations as well. Modeling the true cost of the new product in the line across branding, marketing, manufacturing, and sales is equally important.

But maybe the very first test for a product line extension should be the viability of the proposed product name as compared with the rest of the products in the brand.

Wouldn't something like Crest Tartar Control Whitening Plus Scope Toothpaste or Boot's No. 7 Protect and Renew Intense Beauty Serum be enough indication that you have gone too far?

Extending the Product Line Too Far

My family grew up using the Crest toothpaste. I am not sure why my parents chose this brand over the others. Perhaps it was because of the cavity prevention qualities of fluoride.

Without giving it much thought, I still reach for Crest when I go to the market. That was until my last purchase.

Two purchases ago, I tried out the whitening line of Crest toothpaste. I think I bought the gel form. I liked it, so I planned on repurchasing it. However, when I went to make the repeat purchase, I couldn't figure out which Crest product I had. (This is to show you that Boots isn't the only brand with product naming and differentiation problems).

The trouble with toothpaste is that they keep on improving it. I have no problem with product improvements. But, in this day and age, a product improvement often turns into a product line extension.

So, we start with Crest with fluoride.

It morphs to Advanced Formula Crest.
A few name changes and some massive subdivision and we now have:
Crest Cavity Protection
Crest Tartar Protection Toothpaste
Crest Baking Soda and Peroxide Whitening with Tartar Protection
Crest Extra Whitening with Tartar Protection
Crest Extra White Plus Scope Outlast Toothpast
Crest Plus Scope and Extra Whitening Toothpaste
Crest Pro-Health Enamel Shield Toothpaste
Crest Pro-Health Toothpaste
Crest Sensitivity Extra Whitening Toothpaste
Crest Tartar Control Whitening Plus Scope Toothpaste
Crest Vivid White Striped Toothpaste
Crest Whitening Expressions Toothpaste

What I don't get is how does one choose amongst the different products? On the Crest web site, they try to help you by allowing you to narrow down products by benefit. Here is Crest's benefit list:

• Classic Crest toothpastes
• Dentist-inspired toothpastes
• Sensitivity toothpastes
• Whitening toothpastes
• Flavor experience toothpastes
• Fresh breath toothpastes
• Kids toothpastes

Can you see the problem? Crest's marketers don't seem to understand what are the product's benefits. Nowhere do I see cavity prevention or dental health - the classic benefits of toothpaste. I do see some other differentiation, though. Sensitivity. Whitening. Fresh breath.

Let's take a look at the full range of benefits: Cavity prevention, tartar buildup prevention, decreased sensitivity, whiter teeth, breath freshening. What I can't understand is why each one has to be a distinct toothpaste? Why did these benefits have to explode into a matrix of individual products and lines?

Why wouldn't the buyer want all of these benefits? Why isn't there just one type of toothpaste that does all of this? Then all I would have to choose from is gel/paste and flavor? Isn't simplicity better?

Now, I can hear some marketer arguing that not everyone can afford all of the benefits. The price for the product would be too high for some. Price differentiation is why there needs to be so many different products.

I wonder if there isn't a way to bring down the costs of such a high-value, all benefits included product. What would Crest save on...

• Streamlined, simplified manufacturing
• Simplified raw materials purchasing
• Singular product design
• Reduced packaging design
• Reduced marketing staff
• Reduced marketing costs
• Logistics, stocking and tracking costs

Maybe enough for one simple product to be affordable for all?

When the Product Name isn't the Only Problem

We've been walking through a case study on product naming in the last few blog posts: What's in a name and Uncovering Product Naming Problems. In particular, we've examined the problems with the brand, product line and product names used by Boots in its beauty care products.

Today, we will discuss the related issue of product differentiation.

Every marketer knows that one of the most critical elements in product success is meaningful differentiation. In order to stand out, a product must offer at least one value that is significantly different from its competition.

In the case of Boots No. 7 Protect and Perfect Intense Beauty Serum, its competition isn't just other consumer beauty brands. Its competition is its own products. Consider the questions that came to my mind when trying to find the right product.

• How are the Protect and Perfect products different from the Advanced Hydration products and the Time Resisting products?
• What is the difference between a serum, a balm, and a moisturizer?
• What is the difference between the intense beauty serum and the beauty serum?

Unfortunately, you are not going to determine the answers to any of these questions from the Boots retail display, from the product packaging, or from the Boots web site. The product descriptions are virtually the same.

"Rewind time and reveal younger looking skin with this velvety soft day cream. Created to fight the first signs of aging for skin with fine lines and wrinkles. In just 2 weeks the anti-oxidant complex and vitamin A reduce the appearance of fine lines and wrinkles. Lost moisture is replenished to leave your skin soft, radiant and younger looking. Sunscreen SPF12 helps protect your skin against the aging effects of the sun."

"Reveal younger looking, beautifully refined skin with this powerful blend of caring and skin restoring ingredients. Light and non-greasy, it glides on instantly softening and smoothing your skin. Then, with regular use, it works to renew your complexion, restoring radiance and helping to reduce the appearance of pores, fine lines and wrinkles in just 4 weeks. With concentrated levels of our unique antioxidant complex and skin-firming pro-retinol complex to boost and maintain skin's elasticity."

"A rich moisturizer that helps fight the signs of aging, smoothes & softens fine dehydration lines. It delivers prolonged moisturization and helps to improve the texture of the skin for a radiant complexion. Contains some of the same key ingredients found in Protect & Perfect (Restore & Renew) Beauty Serum, coupled with fantastic moisturizers to leave skin softer, smoother & younger looking."

"Soften, smooth and protect extra dry skin from the elements with this rich and intensive moisture cream. The ceramide complex helps to strengthen skin and combat dryness making your skin feel soft and supple. Pro-vitamin B5 works to hydrate your skin while sunscreen SPF12 protects your skin against the harmful effects of the sun. Shea butter works to replenish your skin's natural moisture content 24 hours a day, to leave your skin looking healthy and radiant."

If it is this difficult to tell its own products apart, imagine what happens when you put these products in an ever-proliferating world of beauty offerings. How can these products stand apart and be memorable? It certainly is difficult, but not impossible. Here are some of the areas where Boots No. 7 failed.

1. Don't try to make every product appeal to every buyer. This is the antithesis of differentiation.
2. Don't let differentiations between product lines merge. Neither product line will stand apart to the buyer.
3. Use the name to highlight the differentiation when it makes sense to do so. This can immediately focus the buyer on the product they are looking for.
4. Ensure the packaging clearly establishes the unique differentiation. If it doesn't, the buyer won't be able to tell the difference.
5. Choose your descriptive words carefully. When introducing uncommon words, you must define them for the audience.
6. Be ready to educate the buyer with display, collateral, and other materials. Don't rely on others to do this for you.

Uncovering Product Naming Problems

In my post What's in a name, I told the story of how I read an article in a magazine (not an advertisement) and became interested in buying the product. The product was called Boots No. 7 Protect and Perfect Intense Beauty Serum. However, between the decision to buy the product and the trip to purchase, I had forgotten the product name.

In consumer marketing, this is called a disaster.

There were two reasons why I couldn't remember the product name. The first reason had to do with the name. That is what we will discuss in this post.

Let's count the words in the full product name - a whopping 9 words. Now, no marketer I know ever sets out to create a product with a name longer than that of the Prince of Wales (which is 6 words). Shorter is better.

So, how did this name get so long? Probably a combination of corporate policy, competitive overload, and lack of standards. Let's see what insight we can get from dissecting it.

Boots = the name of the company
No. 7 = the brand name

Already there is a problem here. The "No. 7" brand name simply cannot stand on its own - at least not in a global marketplace. You know you are in trouble when you have to buy placement space on Google to get higher ranking for your brand name. And even then it isn't listed first there today.

Perhaps this brand is well known in its birth place (United Kingdom), but it is going to have a hard time elsewhere. "No. 7" cannot stand without "Boots". In other words, the brand really is "Boots No. 7". 3 words. Too long.

Protect and Perfect = product line name

When I do a search, I can find a number of other products that fall under this umbrella. For that reason I think "Protect and Perfect" is meant to be a product line. When you look at the number of products under the brand name (the Boots web site shows 50 skin care products and 100 many makeup products for the brand), you can see why Boots turned to product lines. Product lines are a monetarily cheap way to make a brand go further.

But product line layers muddle the brand and perplex the customer.

On top of that, a 3 word product line name is truly ugly. Especially when you tack it on to a 3 word brand name. And we haven't even come to the name of the product yet.

Intense Beauty Serum = product name

The product name looks o.k. on its own. But there are problems lurking. Look at the other products in the line:

• Protect and Perfect Moisturizing Body Serum
• Protect and Perfect Intense Beauty Serum
• Protect and Perfect Beauty Serum
• Protect and Perfect Eye Cream
• Protect and Perfect Hand Cream SPF 15
• Protect and Perfect Day Cream SPF 15
• Protect and Perfect Night Cream
• Protect and Perfect Lip Care

Two other products use the word "Serum". One other product uses the phrase "Beauty Serum". Having so many product names in the line that look alike is very confusing.

It could be so simple. This product name could be 2 words long.

Brand + Product Name

To summarize, Boots' product naming problems are threefold:

1. Lack of brevity in all naming (brand, product line, product name)
2. Product line complexity instead of new brand development
3. Poorly selected names

Product Naming Worst Practices

In the post What's in a name, I shared my experience of trying to remember a product name long enough to get to the store to buy it. Before I delve into a case study about product naming, I think it is important to share my own hard-won lessons.

I've spent most of my career working for large technology companies. Based on my experience as a product marketer, I've recognized that product naming has become an extended family affair.

First, there is the branding department. The branding department is the group that identifies, names, creates and polices the corporate brands. In most companies, significant monetary investment is made into the corporate brands.

How are brands different from product names?

Brands are meant to be highly identifiable, emotionally engaging images. They are meant to trigger recognition and stimulate preference. Often they are associated with multiple products.

Product names are meant to differentiate individual products. Most often they are descriptive of product value or function.

Separate from the branding department is the product marketing department. Product marketers that oversee related products are often organized together. Product marketers are often responsible for identifying names for their product. However, they never do that naming in a vacuum. They may engage a creative agency to assist with the naming. They must include branding, product and marketing management and other product marketing managers in the decision process. Thus product naming is truly a family affair.

Product naming is a very emotional process. Everyone has an opinion. In the organization, those with more political capital hold more weight. They ultimately determine the final name.

In my experience, rarely is the customer's opinion or potential reaction to the name considered in the naming process.

Perhaps because of the emotional nature of name selection, product naming is rife with worst practices. Here are some that I have experienced.

• Long, wordy names - born out of the need to fully describe the product with the name
• Brand multiplication - stringing multiple brands together in the name to achieve greater recognition
Acronyms as names - born out of the need to make it easier to use long names
• Product line names - a way of grouping related products together
• Product line extensions - highlighting unique values or features in specialized products
• Frequent name changes - new management needs to make their mark on the product

The results of bad naming are always the same - customer confusion.

1. Inability for the customer to understand what the product is
2. Inability for the customer to remember product
3. Inability for the customer to differentiate product

Good product names enable recognition, response and preference. Everything in the product naming process should align to meet those goals. How well do your product names stack up?