Brandmaster’s Weblog

Thoughts and ideas on branding and brand development in a digital world.

Wally Olins, the man who rebranded Briti

Wally Olins, the man who rebranded British Telecom as BT, dies aged 83 | Media | theguardian.com http://ow.ly/vQoJk

Brands Need to Stop Trying to Play Hero

Brands Need to Stop Trying to Play Hero | Adweek http://ow.ly/vQoxV

Brands must have walls, windows and doors

Walls, Windows andLet’s think of a brand as a fine building with walls, windows and doors.  These are the essential and useful features of any building. Properly constructed and used a building is sound, welcoming and vibrant, but care must be taken in the use of those same features to ensure that it doesn’t become a fortress, or worse, a prison.

WALLS

A brand’s walls define what it is, its scope and boundaries. Walls people understand a brand in terms of what it does and what it doesn’t do. This clarity is as important for those working on the brand  as it is for the public outside. As well as separating the brand, walls also connect – they are the touch points where the public contact the brand.

The danger is that walls can become fortifications. The brand can feel too safe and secure behind them and avoid contact with the challenging world outside. The walls can grow too high and the brand can no longer see out and understand what is happening outside.

WINDOWS

Fortunately brands also have windows. Through the windows the public can see into the brand and understand it. These are the communications conduits – advertising, press and public relations, digital and social media windows. It’s through these windows that the brand can speak, shout, wave and smile.

Windows work both ways – not only should the world be able to look in on the brand, but the brand can observe, understand and take note of the world it inhabits. These are the windows of customer service, and research – where the brand watches and listens.

Brands can choose how big to make their windows and how many. Plenty of big windows shed a lot of light into the brand and not all brand stewards like this. When problems occur its all to easy to start drawing the curtains.

But windows are useful for communication – you can see, show and demonstrate, but there is always that pane of glass between the brand and the public. To genuinely engage we need doors.

DOORS

Doors are where people actively connect with the brand. They are the points where the public purchases products and services, where the become emotionally involved. These are the gateways where the brand comes forth and meets its people – but more importantly, where it allows the world in – not just to observe but to connect. Doorways are where we place our welcome mats.

All three elements are equally important for a sound and effective brand:

Walls define the purpose, borders and remit of the brand, showing both public and staff where the brand stands.

Windows are vital for communications – transparency is the key.

Doors are where the public and the brand meet – not where people are locked out.

Why Brands Need to Shut Their Mouths and

Why Brands Need to Shut Their Mouths and Open Their Ears | Entrepreneur.com http://ow.ly/uYXPS

Subliminal branding back in the spotlight?

SUBLIMINAL BRANDINGCan recent studies with subliminal branding be of practical use for today’s brands? I would suggest a very cautious, ‘yes’. Not that we should all rush out and start hiding messages in our communications collateral, just that we should better understand the things most of us do naturally.

Some of you may remember Vance Packard’s ‘The Hidden Persuaders‘ published back in 1957. It caused quite a stir then, though many of its findings have since been questioned and a few discredited. However, recent experiments have suggested that brands can influence customers at an unconscious level. Roger Dooley has an interesting overview of some of the studies on Forbes.

Despite the popular ballyhoo, the underlying concept is not surprising. Some studies with patients suffering from prosopagnosia (an inability to recognise faces) suggested that even when they could not recognise a familiar face, there was low-level brain activity, but insufficient to trigger the neural transmitters to send a signal of recognition.

For years, brand communicators have known that it is important to keep your message and brand imagery in the public’s eye as much as possible, and across as many channels and modalities as you can. These recent findings simply underline the fact that this time-proven strategy works at both conscious and subconscious level.

Microsoft takes baby steps toward cleari

Microsoft takes baby steps toward clearing up its branding mess | Microsoft windows – InfoWorld http://ow.ly/tSZg9

The Olympic Brand vs. Putin’s Agenda htt

The Olympic Brand vs. Putin’s Agenda http://ow.ly/tsgB8

Can Brands Buy Real Influence? – Busines

Can Brands Buy Real Influence? – Business 2 Community http://ow.ly/say0z

BlackBerry’s Branding Case Study – Busi

BlackBerry’s Branding Case Study – Business 2 Community http://ow.ly/rNwgT

Will the co-op’s problems lead to long term brand damage?

Co-op bank sign

Sadly, we have seen it all before, commercial blunders and personal… well, shall we say, misjudgments. Usually brands are stronger than people imagine and can come out of such mire with little more than a few bruises to the ego and a little embarrassment. The public understand that the brand is not embodied in an individual – in most cases.

tripodalcultureSometimes however, the damage can go much deeper. The danger is when the brand’s core values are threatened.

A brand’s culture is very much like any other culture, it is tripodal – at its heart are its core values and beliefs, around that are its actions, how it interacts with the world, and finally its products, the physical manifestations of the brand in terms of tangible artefacts and goods. Any one of these elements may be vulnerable to damage through the actions of individuals or groups. We have seen some spectacular examples over recent years. But usually the brand may survive so long as the core – the beliefs and values are not damaged.

The question for the poor old co-op bank is, are its values at risk?

I think it is a close call. One differentiator that separated the brand from other banks, and helped see it through the stormy waters of the banking crisis, was its ethical dimension. Although it may have been viewed as staid and perhaps parochial, it relied upon the heritage of the co-operative movement, distanced from the pure profit motive. It often took ethical stances in terms of investments structured its accounts and products accordingly. This a distinction which must have appealed to many customers whose values it reflected.

Are business ethics distinct from personal ethics? Does business probity stand separately from moral laxity in the bank’s officers?

I’m sure the brand has not suffered terminal damage, but it has been hit in a very sensitive spot, its valuable point of differentiation will take a good deal of reclamation.

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