Upstream Marketing: Unlock Growth Using the Combined Principles of Insight, Identity, and Innovation

PREFACE

CONTENT MARKETING. INFLUENCER MARKETING. SEARCH marketing. Social media marketing. Inbound marketing. Outbound marketing. Re-marketing marketing.

These are all proven ways to promote your business, though they are downstream in nature. They’re mainly tactical tools, delivered digitally, and designed to sell products already developed. While downstream marketing is necessary, it’s not sufficient.

Winning marketers relentlessly focus on expanding their playing field using a strategic approach to identify and fulfill unmet customer needs. Creating and capturing new market spaces and building strong brands is the domain of upstream marketing, and the focus of this book.

We developed this book using upstream marketing and the three combined principles of insight, identity, and innovation.

We captured insight from hundreds of client executives and industry experts, including a deep dive on seven companies profiled in this book: Amazon, Apple, Google, Nike, Southwest, Starbucks, and The Walt Disney Company.

The book’s identity—the Upstream Marketing title and cover design—was created to appeal to a distinct target audience: you.

Innovation concepts, including a minimum viable product, were used to create the book you’re now holding in your hands or reading on a screen.

The same principles used to create this book are employed by EquiBrand Consulting every day to help grow strong brands and businesses for our clients.

EquiBrand, a strategic marketing consultancy, was founded over twenty years ago. The company name comes from two words—equity and brand. Equi ties to the economic and analytical side of marketing, making cash registers ring. Brand relates to identity and innovation, creating something out of nothing.

As classically trained marketers, we are functional specialists and work across a spectrum of companies—from global Fortune 500 companies to venture-backed startups, within business-to-business and business-to-consumer settings. Our client list reads like a who’s who of top global brands and businesses, and projects where we’ve played a major role have contributed over $1 billion dollars in sales to their businesses.

To support our client work, our team conducts extensive research to identify and further develop best management practices. It’s a continuous loop where we discover and apply these methods to client situations, then feed the learning back into our frameworks to transform businesses.

Everything we’ve learned about upstream marketing is summarized and explained here for the first time.

We hope Upstream Marketing provides you with the inspiration and tools to execute it within your organization.

As you read it, visit www.upstreammarketing.com to learn more and engage with us. Here, you’ll find additional content—templates, training videos, and implementation services.

We’re always interested in feedback that helps us review and refine our approach. So, as ideas come up, drop us a line, and let’s get started!

CHAPTER 1

UPSTREAM MARKETING—AN OVERVIEW

"It is well known that ‘problem avoidance’ is an important part of problem-solving. Instead of solving the problem, you go upstream and alter the system so that the problem does not occur in the first place."

—Edward De Bono, author, Serious Creativity

"Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business."

—Peter F. Drucker, author, The Practice of Management

"As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble."

—Harrington Emerson, management consultant and efficiency expert

THERE’S AN OLD STORY ABOUT a man searching at night on his hands and knees under a streetlight, looking through the grass. A passerby stops and asks what he’s looking for, and the man replies, The keys to my car. Being helpful, the passerby joins in the search. After some time, with no success, the passerby asks whether the man is certain he dropped the keys near the streetlight. No, he replies. I lost the keys somewhere across the street.

"Why look here then?" asks the surprised and slightly irritated helper.

The man responds, The light is much better here.

If one thing is clear from our years of management consulting, it is this: Most organizations search for growth in all the wrong places. They believe an ad campaign, refreshed website, digital marketing funnel, more content, social media, sales promotion, or similar effort is going to drive sustainable growth.

Many CEOs, business leaders, and marketing managers see their playing field as largely fixed and overemphasize downstream marketing, failing to embrace the power of upstream marketing to build strong brands and transform their business. In some cases, they’ve surrendered the foundational principles of marketing to the digital era, including an overreliance on marketing push tactics.

The purpose of Upstream Marketing is to change that perspective and provide the principles, tools, and techniques to redefine the playing field and unlock growth.

This book introduces the concept of upstream marketing, defines it, and establishes a new framework to drive growth, drawing on core principles of insight, identity, and innovation. These principles, when combined with six upstream marketing best practices and four business framing questions, facilitate a strategic approach to fulfilling customer needs and creating new market spaces.

The principles and practices are universal and apply to any organization, regardless of industry, company size, or geography. So, whether you are an executive in an established company, a small business owner, on the board of a nonprofit organization, a student of marketing, or just interested in understanding the concept of upstream marketing, you can benefit from this discussion.

BEST PRACTICES IN CORPORATE GROWTH

What’s the headline?

That’s the question the lead partner asked our consulting team during an internal strategy session. It was the summer of 1997, and Tim was working for another consulting firm, before EquiBrand.

Our team was assisting a global apparel manufacturer develop a process to stay at the leading edge of innovation. The client wanted to define a standard approach to growth and innovation, then implement it across the half dozen or so business units within the company.

The project had two broad parts—a design phase and an implementation phase. The design phase kicked off with an internal assessment to get up to speed on our client’s business and establish initial hypotheses. How were leading companies able to consistently grow their business more, and faster, while others in the same industry lagged? What were the major steps, activities, outputs, and requirements to achieve above-market growth?

Our job was to define best practices that distinguish good companies from great companies, then use that information to design the process. (If this good to great approach sounds familiar, that is because it’s a fairly common way to benchmark best management practices.)

We selected six companies across a spectrum of industries based on financial performance and company access: First Union (now part of Wells Fargo), Gillette (now part of P&G), IBM, Nike, Gap, and The Walt Disney Company. In exchange for participation, the companies received a copy of the study findings.

With the list solidified, we divvied up the companies across the team and set out to gain best practice insight. The first profile company our sub-team visited was Nike. At the time, Michael Jordan and the Chicago Bulls were in the middle of their second three-peat world championship performance after their first three-peat win a couple of years earlier.

With Jordan back in the game and at peak performance, Nike’s Air Jordan was generating huge revenues for the company. Nike had a significant athletic footwear business, though not much else. It may be hard to imagine now, but in 1997, there was no Nike Golf, no Nike Soccer, and no Nike Tennis.

Through research before the visit, we learned that one year earlier, in 1996, Nike had signed a then little-known, twenty-one-year-old Tiger Woods to a $40 million, five-year contract, despite Nike’s limited presence in the golf category.

Also in 1996, Nike made clear its commitment to the world’s most popular sport, soccer, by signing the CBF—the Brazilian Football Confederation, making good on CEO Phil Knight’s belief that, We will only truly understand football when we see the game through the eyes of Brazilians.¹

Looking at the business through the eyes of the consumer was a recurring theme in assessing Nike. It became even more apparent during our visit to Portland, Oregon.

When our team pulled the rental car into Nike’s headquarters, we thought we had made a wrong turn. We were expecting a collection of corporate office buildings. The Nike grounds, though, looked more like a college campus or sports complex. Soccer fields. Volleyball nets. Running tracks. It was early morning but felt like lunchtime or a Saturday afternoon. Employees were out on the fields, playing, working, and experiencing the category and brand.

Nike’s culture, deeply associated with athletes, sports, and design, was vividly on display that day. Phil Knight’s mantra was evident. His team looks at the business through the consumers’ eyes. In fact, the Nike team became the consumer, gaining more in-depth insight while having fun!

We didn’t get to meet Phil Knight that day, but did spend time with his lieutenants to understand Nike’s approach to marketing and innovation. The interviews helped define how Nike successfully innovates product after product, time after time.

Weeks later, the full consulting team met to compare notes and debrief research findings across best practice companies. We had hoped to uncover a standard innovation process to replicate with our client team. That didn’t happen. The companies were too different, and no single process emerged.

Instead we found a common set of principles across all best practice companies, which was far more impactful. We used case evidence and systematic review to structure the unstructured in preparing findings. Our team then presented initial recommendations on innovation best practices and obtained approval from the client to employ them in the pilot phase.

This second project phase was where the study differed from typical good to great comparisons. After the design phase, we worked directly with the client to pilot a new approach to innovation real-time with a couple of their divisions before refining and rolling it out across the organization.

In the end, we significantly improved our client’s business condition by using a principles-based approach to growth, adaptable across individual business units. We obtained deep consumer insight and developed and launched numerous new products, with results far exceeding the cost of the study. It was a very favorable return on investment.

GROWTH STRATEGY EVOLUTION

Over twenty years have passed since that initial best practices study. Revisiting our findings today suggests it was a good start. We identified and cataloged many classic tenets of corporate growth—the importance of customer insight, a strong brand, and an innovation mindset. These growth-drivers are foundational to marketing, as important today as they were then.

Still, our initial study had its shortcomings. That work occurred before the emergence of the digital economy, which, of course, is now just the economy.

Today, business change occurs much faster than it did when leading companies like Apple, Amazon, and Google were in their early stages. Many of the management principles that drive these companies today, including their approaches to product development, organization design, and culture, weren’t well understood then.

Certain processes and principles, like rigid, top-down strategy development and a multistage-gate approach to innovation, have largely been replaced. Now, practices like agile planning, design thinking, and minimum viable products (MVP) are proving more effective.

Twenty years ago, customer input came at later and more discrete stages in the product development cycle. Today, it occurs much sooner and in an ongoing fashion. Rigid strategy development that occurred periodically has been replaced with continual listening, learning, and adjusting.

Innovation used to emphasize new products and services. Now, it involves creating new business models and customer experiences, often through digital transformation. Technological innovation, new forms of interactive marketing, and digital disruption are common. Design sprints, rapid prototyping, and digital diaries lead to better, faster, and cheaper innovations.

The way companies and consumers interact has also changed. Historically, marketing communication was mostly one way, from companies to consumers. Now, it’s interactive—real-time marketing, including multiple streams of ideas, with continuous strategic strikes.

Brand storytelling and immersive customer experiences have proven more effective than broadcast media in driving sales. Interactive content, personalization, and social and data analytics enable deeper brand-customer relationships.

Increasingly, companies are turning to direct-to-consumer (DTC) marketing as they seek to bypass retailers, wholesalers, and other distributors to serve end customers. Companies that traditionally relied on intermediaries to market and sell their products—including many in the business-to-business space—are now taking the reins in marketing directly to end purchasers.

Marketing, as a concept, has also changed. At one time, marketing was viewed in organizational terms, often as a functional silo. Today, it’s seen holistically, from a process perspective, intertwined throughout the organization.

Finally, our initial effort resulted in a listing of growth-focused principles, but it didn’t integrate them into a single theme or idea. Although a list of principles is nice, it’s still just a list unless the ideas are incorporated into a framework or model.

NEW INSIGHT, NEW PRINCIPLES

Since that time, EquiBrand has worked with scores of client companies across business-to-consumer and business-to-business categories. We’ve uncovered customer insights, built strong brands, and developed new business models to fuel growth.

In addition to real-world consulting, we continually update our best practice work by adding new companies, challenging assumptions, and pushing, pulling, and refining our thinking, in moving from the whats to the so whats.

In writing Upstream Marketing, we’ve done a systematic review of seven companies—Amazon, Apple, Google, Nike, Southwest, Starbucks, and The Walt Disney Company—to uncover and illustrate critical upstream concepts.

We’ve included these seven, collectively referred to as the profile companies, based on a variety of factors, including financial performance and access to corporate information through primary and secondary research.

One requirement in selecting our profile companies was growth consistency over time. Many of our Silicon Valley startup neighbors, including some we’ve worked with, show great initial promise only to stumble and fall within a year or two. Our focus is on time-tested, enduring principles.

Throughout the case studies, you’ll see surprising consistency in the marketing and innovation principles these profile companies share. Some of the examples may be familiar, especially if you’re a student of management thinking. What should be new is perspective across these seven organizations, including the standard set of best practices used from their formation as small startups, until now.

For comparison purposes and as a reality check, we also draw on real-world case examples from EquiBrand clients. In some instances, our client cases exemplify best practices. In other cases, we use them to show what not to do.

Let’s go deeper on upstream marketing, show how it’s different from downstream marketing, and introduce the upstream marketing framework, which serves to structure this book.

UPSTREAM MARKETING VS. DOWNSTREAM MARKETING

The idea of going upstream to unlock growth is a proven concept, though it lacks familiarity, understanding, structure, and practical instruction. Dr. Ram Charan, a top management consultant, broadly defined the term in his book Profitable Growth Is Everyone’s Business. There, he talks about the need to beef up upstream marketing and describes how downstream differs from upstream this way:

Downstream marketing is what most people visualize as marketing and involves advertising, promotion, brand building, and communicating with customers through public relations, trade shows, and in-store displays. While these activities are extremely important, they tend to enhance the acceptance of a product or service that already exists. Further, companies spend an inordinate amount of money on downstream marketing activities and ignore critical upstream marketing activities.

Upstream marketing, by comparison, refers to the strategic process of identifying and fulfilling customer needs. Upstream marketing takes place at a much earlier stage by developing a clear market segmentation map and then identifying and precisely defining which customer segments to focus on. It analyzes how the end user uses the product or service and what competitive advantage will be required to win the customer and at what price point. This is done very early in the product or service development cycle and is one of the missing links for generating revenue growth at many companies.²

Figure 1.1 compares the two stream parts, drawing on EquiBrand’s real-world experience to expand on Charan’s definition and highlight key differences:

Figure 1.1

In considering upstream and downstream marketing, it’s crucial to ensure both are fully aligned and seamlessly integrated. After all, upstream and downstream marketing are different parts of the same stream.

While figure 1.1 shows downstream and upstream side by side, upstream marketing should actually occur first, flowing directly into downstream marketing. Extending the stream analogy, a better visual representation has upstream at the top, splitting into several downstream channels, as in figure 1.2:

Figure 1.2

Upstream marketing promotes economic leverage: A variety of downstream opportunities emerge from a singular focus on upstream principles. When you start with upstream, downstream flows more smoothly, uncovering multiple opportunities with fewer impediments.

Upstream Marketing Analogy

Here’s another way to look at upstream marketing: Ever gone fishing? Think of upstream marketing as everything that happens before the hook is in the water. The best anglers reflect and act on several factors before they cast the line. First, they’ll consider the kind of fish, the method (fly fishing or bait casting), and the tools needed—the type of rod, reel, fishing line, and so on.

After answering a few other questions—Where exactly will they go to fish, which lake or river? Where within that lake or river? At what time? What’s the best bait?—they then bait the hook and cast it into the water.

In doing all this, good anglers observe the essential principles of upstream marketing, thinking through the five W’s—who, what, where, when, and why—before integrating with downstream implementation (sometimes literally) in landing the target.

THE ELUSIVE HEADLINE EMERGES

Amazon, Apple, Google, Nike, Southwest Airlines, Starbucks, and The Walt Disney Company: How have these companies and companies like them been able to consistently grow their business compared with others in their respective industries?

The Strongest Brands and Businesses Are Built Upstream Through the Combined Principles of Insight, Identity, and Innovation.

As different as these companies are in terms of the products and services they offer and markets they serve, their approach and adherence to upstream marketing are remarkably similar. Common to all is emphasis on:

•Insight: gaining internal clarity and deep customer understanding as the basis for transformative growth

•Identity: building strong value propositions and brands that deliver on customer needs and align with company operations

•Innovation: ensuring a continual stream of creative solutions to meet evolving customer needs and expand the business

Leading upstream marketers infuse these principles into everything they do and obtain synergies along the way. If there is a formula for success, it’s:

Insight + Identity + Innovation