Brand values and more importantly, brand values, are not always the same throughout the marketing chain.
Some years ago I was pitching for a project for a major retail brand, when I realised how crucial our own brand reputation was. We had clearly demonstrated we could deliver the ideal solution; our product knowledge, understanding and research was spot on; timescales were realistic and prices very competitive. However, we lost the business to a competitor with a stronger brand who we were sure had far less product knowledge, fewer in-house specialists and would certainly be much more expensive.
What we had failed to grasp was that the brand benefits of a supplier are specific to the customer you are dealing with. We were negotiating with a middle range line manager. Of course he shared the corporate ambitions, but also had a personal agenda that meant he needed to be sure he would look good in front of his boss and not suffer too badly if the supplier did not perform.
He chose a ‘bigger’ brand. There used to be a saying many years ago, that: ‘Nobody got sacked for specifying IBM’. There was a safety factor behind the brand.
The lesson for all businesses is to understand the priorities throughout the marketing chain. What may be key benefits for the end-user may not be top of the list for the distributor or retailer. Of course all the benefits are components of the brand offer. If a brand is to sustain that offer in-depth it must satisfy all stakeholders. However, it is important to understand and communicate the relative benefits to each of the individual parties.
You have a chain of customers each with their own focus, and customers only listen to one radio station – WIIFM – ‘What’s in it for me’.