What can you do to make the most of your advertising endeavors, imprint your company name in the mind of the consumer and captivate a couple of new markets — all at the same time?
If you’re bold, brave and convincing enough, you can do what Matt Rechin did.
As national marketing manager for The Flood Co. in Hudson, Rechin convinced Peter Flood — president of the deck sealants and wood care products manufacturer — to approve a $7 million marketing crusade that puts the focus on the Flood name, rather than on specific products.
In the past, Flood’s policy was to promote a slew of products by continually developing specific ad campaigns for each. When Rechin came on board in 1997 and saw the firm’s ongoing growth spurt, he knew that approach would soon drain his advertising budget.
“We need to keep introducing new products if we’re to keep growing. And we have to be demonstrably different than everyone else,” says Rechin. “To do that, we have to make every dollar we spend work like 10, and the only way to do that is by focusing on one thing.”
Rechin says Flood products were already well known and respected by contractors and retailers. But the do-it-yourself customer, female consumers and other professionals are not as aware of the Flood brand name, says Rechin.
Rechin, who left a marketing position at Sherwin-Williams Co. to unite with Flood, is determined to make the Flood brand as much a household word as “do-it-yourself.” He decided to that by targeting the do-it-yourselfers with a somewhat irreverent, in-your-face marketing slant.
“I think the brand that’s willing to be a little different and stand out from the clutter will find a lot of low-hanging fruit,” Rechin says.
Rechin says he wants to make an impression on a much-ignored market — female consumers.
“I feel very strongly about making sure we communicate to women, because they’re a critical part of the decision process, and in many cases, the only part of the decision making process,” he says.
Flood is targeting other professionals as well by investing heavily in Internet marketing and direct mail ventures.
“It costs money to reach people, and for the anticipated growth we’re forecasting, I need to make as many people as possible aware of the Flood brand. But I can’t do that just by running television commercials. There’s got to be more to the formula,” says Rechin.
By launching a national brand marketing campaign on television, radio, billboards, and in print media — including targeted publications such as Betters Homes & Gardens and Sports Illustrated — Rechin says multitudes of do-it-yourselfers have converted to the Flood brand.
“Our distribution is in Home Depot, Lowe’s, Menard and others. They’re all over the country, so we have to be all over the country,” he says. “We’ve also identified high-potential markets where we know people have a greater propensity to buy the kinds of products we sell. So we’re going to run additional spots in other markets to support our retailers all over the country.”
Since the strategy was launched last spring, brand awareness is way up, as are revenues, Rechin says. Although he won’t disclose the increased sales figures (Flood is a privately held family company), Rechin does say that if the charge weren’t as dramatically successful as it has been, Flood would have already retreated.
“Not only are we not pulling the plug, we’re investing even more. But it’s investment spending,” he says. “Marketing is nothing if it’s not financially accountable, so without question, we had to make cuts in other areas so we could allocate the marketing funds. It’s not like we just said, ‘OK, let’s just blow the budget this year.’”
Rechin confirms that the effort will remain constant, with Flood’s commitment to an increased marketing budget for future endeavors. The firm already earmarks about 10 percent of its annual revenues for marketing.
Before Rechin joined Flood, the company designated less than $3 million annually for marketing, with about 65 percent of its advertising budget aimed at contractors. Two years ago, the company had less than 1 percent brand awareness. Today, it’s closer to 10 percent, making the firm one to be reckoned with by its competitors.
“With everything we do now, it’s got to be remarkably different and better than what our competitors have done. If we’re just spending money against their money, we’ll get crushed,” Rechin says. “So the campaign will be constant and we’ll continue to broaden it, to reinforce everything we’ve done. I anticipate an even more significant increase in our market share at the expense of our larger competitors.”
The times, they are a changing. But not the Flood logo, which Rechin says has been around forever and will continue to be a focal point.
“We want people to associate certain perceptions about anything they see that bears the Flood logo,” he says.
Rechin credits The Wolf Group in Cleveland for mentoring him in his marketing objectives.
“They really pushed me in the right direction, and when they did, it was like the gates opened and you could hear a choir of angels singing,” he laughs.
But to be pragmatic, Rechin says the plan he put in place is flexible enough to allow for adjustments the moment the cost-per-gallon starts to increase with no real return on the marketing investment.
“There’s a benchmark I have to hit, and if I don’t, we’re in big trouble,” he confides. “So I can pull spots out of a certain market if we’re not getting a return.”
Rechin says he’s received tremendous support from Flood, which is surprising, considering his youth and short tenure with the company.
“I don’t know if they just trust me, or if they just haven’t figured me out yet,” he jokes. “They really believe in what I’m trying to do. So far, I’ve delivered.”
How to reach: The Flood Company, (330) 650-4070