This boot camp is for all managers and executives with marketing, PR, or communication responsibility–whether in technology, government, not-for-profit, or other industries. Basically, if you manage a brand and want to learn how to manage it for maximum connection and value (for your customers and for yourself) this boot camp is for you.
This seminar provides a great overview of three important topic areas for all Brand Managers:
What is a brand, and why is it important? You’re being branded one way or the other; we’ll help you take control.
The building blocks of brands. How to analyze, develop, and leverage the different facets of corporate strategy to ensure that your brands are making the right promises, and following through.
Brand management. How to use the brand elements and marketing tools at your disposal to manage your image in the minds of consumers. How to be a brand stickler without being seen as a “brand cop”. How to get your colleagues to live the brand.
Reason 2: afternoon workshop (only for full-day participants)
In this smaller-group setting, you’ll get a chance to apply the theory from the morning to your brand and get help from other participants and the workshop leaders. The workshop will allow you to do a point-by-point inspection all the aspects of your brand. But note that the afternoon is for active participants only; be ready to give and take constructive feedback.
Reason 3: Take-aways
All participants will receive 1) Beg to DIFFER Brand Strategy Workbook plus, full-day participants will also get 2)a personalized assesment of your brand strengths and challenges.
Reason 4: Beautiful setting
Nepean Sailing club is at 3259 Carling Avenue, just West of Andrew Haydon Park – only a short drive from downtown and Kanata. This venue offers stunning scenery and a relaxed atmosphere – we took the photo below from just outside the conference room. It’s the perfect place to spend a late August day gearing your brand up for the fall. Google Map here.
Reason 5: don’t take our word for it
“I thoroughly enjoyed the day and want to thank you and your colleagues for your efforts. I believe this seminar is a definite requirement in the Ottawa area and you have already put in place many of the cornerstones to build on to make this a truly awesome and interactive event for new and seasoned brand management professionals.”
Dan Chaput Director, Marketing Communications
This morning’s Twitter outage, symptoms is only one of the many problems facing brand Twittter. Back in June, order early in my Twitter career (yes, the Twitterverse is turning quickly my friends) I blogged about this – No Twitter Brand, what are YOU doing? But now that I’ve had time to think about this some more (thanks for the outage Twitter!), I’ve got some more thoughts – all of which require more than 140 characters.
Over the next week or two, I’ll deal with 3 major brand credibility problems Twitter is facing, followed by a set of solutions I’ll modestly put forward.
The Jumping the Failwhale series: Twitter’s biggest problems
Problem 1: Brand Promise: (in this post – see below) the free ride will have to end, and the real owners of the Twitter brand will not be pleased.
Problem 2: Brand Character:(coming soon) Twitter feels more “Social” and less like serious “Media”. Basically, the boss ain’t buying it, and unless something changes, he may be right.
Problem 3: Brand Personality:(coming soon)Despite the fresh, breezy cartoon-graphics, the kids aren’t twittering. Twitter is fast becoming an old people’s brand and the problem is hard-wired into the product.
Solutions:(coming soon) My 10 Recommendations to save Twitter.
Problem 1: Brand Promise. The free ride will end.
A Brand Promise is the implicit set of expectations a brand builds up in the mind of its customers over time. And just like a real-world promise, the owner of the promise (and indeed the brand itself) is the person to whom the promise is made: the customer.
The promise of Twitter
Twitter users have come to value, and expect, afree, open online community accessible to all with 1) an Internet connection and 2) enough time to cultivate a Twitter brand of your own.
The problem with this is that of course, the party can’t go on like this forever. There are real world implications to the scale of Twitter’s success. Yup, I mean big crashes like this morning. But more to the point: money / revenue / filthy lucre / a basic business model. This is of course a no-brainer, because it’s a problem with all Social Media. Facebook, MySpace, Twitter, YouTube, and a thousand other online communities and services have built their huge audiences fast on the same implicit promise.
Try it, use it forever, and pay nothing – with no ads – all of these are very attractive hooks to get people in. But having set those expectations in customers’ minds, no one should be surprised if they feel betrayed if you suddenly try to “monetize” their “eyeballs”. Oh, they’ll understand. But this isn’t about rational thought; it’s about a broken promise.
I can hear the objection: “but we never said it would be free forever”. Doesn’t matter. Your actions led them to expect it would be free forever, which in their mind is the same thing.
A summer-friendly analogy
Imagine that one day I mow my neighbour’s lawn, then laugh off any payment he might offer by saying “that’s what neighbours do”. Don’t you think it would make him happy and strengthen our neighbourly bond? Probably. As long as he didn’t suspect my motives.
Which leads me to the following week, when I tell him “I’ve decided that the price of gas being what it is, you either have to pay me a dollar to do it again, or listen to a 5 minute pitch for my business.”
He’ll understand. He might even recognize that it’s a really good deal I’m offering. But do you think he’d be happy about it?
An example from my practice
We dealt with this issue last year while I was acting Vice President of Marketing at CoursePark.com – an online learning management network. We played around with a number of options, from totally free access (like Facebook or Twitter), to pay-per-use, or just a low-cost subscription. Our solution in the end: give users a free-forever option, but a) be very clear what the limits were, b) set clear prices on the commercial e-learning content we sold through our library, c) give them an expanded range of capabilities for free in exchange for sharing their content with the rest of CoursePark, and d) make it easy and transparent to allow them to upgrade to the “enterprise” version for larger programs / more support / more member controls.
The bottom line
Be careful what you promise (even implicitly); your customers will hold you too it.
If you’re building a business, people are cool with that – if they know your motives in advance.
If you have built expectations that you can’t sustain, don’t assume that you can change the rules at will. You will pay for it.
This past weekend, on the way to the cottage, I reintroduced myself (and my very patient wife and kids) to one of my favourite campy-classic albums The Temptations 1970 Psychedelic Shack – hear it here / buy it here. Very funky, very funny, and obviously written under the influence of the hippy era (and probably a lot of other stuff too).
People let me tell you about a place I know
To get in it don’t take much dough
Where you can really do your thing, oh yeah
It’s got a neon sign outside that says
Come in and take a look at your mind
You’d be surprised what you might find, yeah
– The Temptations
Take a look at your mind indeed – and be surprised. Because, while this is very entertaining, catchy music, the first reaction of anyone I’ve played this for is: “What were they smoking? That’s not the Temptations!”
That’s because the Temptations are imprinted in the public’s mind as a sweet-singing, sharp-dressing, doo-wop group with such amazing mid-60’s hits as “My Girl” and “Get Ready“. The funkadelic hippy incarnation of the Temptations seems like a totally different band / brand – and an aberration in their development.
“But hey, that’s not fair!” you say. Shouldn’t an artist have the freedom to break out of the genre box and try something new? Why shouldn’t Billy Bob try to rebrand himself as a rockabilly musician as if his movie career never existed? Why shouldn’t a classic electronics retail brand try to reinvent itself in a cooler, funkier package?
Because life, and more to the point the life of a brand, isn’t fair.
The RadioShack of the mind
And speaking of funky little retro-branded shacks with neon signs outside, that brings us to “The Shack”. As a child of the 1970’s, here’s how RadioShack appears in my mind.
In my brain, RadioShack isn’t all positive: this brand could be a crass, hard-selling little shyster. But it was where the first computer I ever used came from (one of these – a TRS-80 as seen in this Smithsonian archive), where I bought my first AM radio and my first video game (this Pong / Skeet shooting hybrid) and it’s where I always went for batteries and obscure electronic components and cables throughout the 80’s and 90’s.
So while I’ll admit it’s a flawed and faded brand in my brain, RadioShack still there, and I still smile when I see that ad above. So why shouldn’t they do what the Temptations did and re-package themselves to keep up with the times?
6 Reasons Radio Shack shouldn’t become “The Shack”
1) 88 Years of brand equity. Just as the Temptations couldn’t turn their brand on a dime, the Radio Shack brand comes with a lot of baggage – and value – in the form of customer expectations. Pop quiz: can you name another consumer electronics retailer that has a longer history? Trick question. There isn’t one. Founded in 1921, Radio Shack is pretty firmly established in the public’s mind by now. Yes “radio” is a quaint and old fashioned word, but in the hands of the right brand manager, that’s not necessarily a bad thing. And if you must change, handle the public’s expectations (and hang-ups) with care.
2) Radio Shack, the company, is in decline. As lampooned in this Onion article from 2007, it’s hard to imagine how RadioShack stays in business, and indeed, despite some recent cost-cutting that temporarily buoyed the numbers, analysts feel the same way. Rebranding is most successful when it is seen as part of a positive change in the history of the organization. Otherwise it just looks like “rearranging the deck chairs” at best, as a hoplessly desparate act at worst.
3) There are no shortcuts. As discussed last week (see the NOMO series), an abbreviation is seldom a strong brand. “FedEx” was able to pull it off when it shortened from “Federal Express” because the resulting word was an even stronger, more distinctive name. But just like “The Hut”, “The Shack” doesn’t contain enough a) information, or b) character to serve as a strong platform for a new brand. It seems like a step backwards.
4) It’s tough to use grammatically. think about the difference between “Team Radio Shack” and “Team The Shack”. If it’s difficult to use, people won’t use it. Don’t believe me? Look North. In Canada, where the Radio Shack chain was purchased by Circuit City, they rebranded as “The Source – by Circuit City”. The name doesn’t have the distinctiveness, penetration, or staying power of “Circuit City” so many people used that instead; I’ve heard it called “Circuit City Source”. Now they’ve dropped the “by Circuit City”, but it’s still awkward.
5) It’s not a Shack! Okay, this may strike readers as incredibly petty-minded, but it always bugs me when a retail company chooses a metaphor like “__Shack” “__Hut” “__House” or “___Chalet” and then doesn’/t reinforce the metaphor through the design of its outlets. Not cheesy or over the top of course, but just a distinctive roofline, a few subtle hints to give the store “placeness”.
6) It cheapens the brand. but the biggest problem in my opinion is that by using a name that is slang shorthand (and trendy), Radio Shack is cheapening its image and thus playing into the hands of one of its most damaging negative sterotypes: that it is a purveyor of cheap, outdated, breakable products. This is what is killing RadioShack, not the name. “The Shack” sounds even cheaper, and what’s worse, it makes an 88 year old company sound like a fly-by-night! Which may turn out to be a self-fulfilling prophecy.
How to do it right
If Radio Shack really wanted to refresh its image, my recommendation would have been in two steps:
a) Work to find your DIFFERs: a set of key differentiators, based on “real brand” attributes in the public mind – which you would then use as “themes” to guide an upgrade program for the whole organization: prove to people that you offer better products, better service, better experience. Then, only once this is well underway, and you can show tangible results, should you…
b) Re-launch your brand: using the themes established in #1 as pillars of your new positioning, name, design system, and promise to customers.
So you ask: “Mad at Switzerland? What could anyone possibly have against the Swiss” – those lovely Alp-ine purveyors of Rolex watches, visit this Nestle chocolate, and fastidiously discreet banking services? Sorry Switzerland. It’s not about you. It’s about you beating the pants off Canada in the global branding arena.
And to be fair, in the rant video attached you’ll note that I have equal opportunity anger issues against Sweden, Finland, and even my own ancestral homeland the Netherlands. And as you’ll see, it’s all because of their brands. Each of these countries punches far above their weight in the contest for the global brand belt. As you’ll see in the stats below, these countries even beat the heavyweight in the ring – the USA – when you take their population into account.
So why the anger?
Okay, I’m a Canadian. I’m not actually angry per se: just hurt, frustrated, envious, mildly apologetic, etc.
Actually, I want Canadian brand managers to stand up and take notice. We need to get more internationally respected / recognized brands. In this deck on SlideShare, you’ll find some supporting data (from Interbrand / Business Week) and my challenge to Canadian Brand Managers.