The Blake Project, the brand consultancy behind Branding Strategy Insider, delivers interactive brand education workshops and keynote speeches designed to align marketers on essential concepts in brand management and empower them to release the full potential of the brands they manage.
As any banker will tell you, the moment a bank is forced to ask depositors for trust is the very moment at which, for all practical purposes, that bank becomes insolvent. A run is sure to ensue. Nobody wants their money in a bank with even the slightest chance of losing it. The mere mention of trust spooks people.
Financial regulators know this. Saving banks from having to ask for trust is one of the main purposes of deposit insurance. Government guarantees that all account losses will be made whole give troubled banks a turnaround chance they wouldn’t get if they had to ask customers to keep calm and just trust them. These guarantees are one part, if not the key part, of the system for trust.
Trust is a third rail for every kind of business or brand. It is an intangible requisite for staying in business of which companies dare not speak. As soon as you ask for it, you lose it. If trust cannot be taken for granted in the everyday course of business, if trust is not beyond question, then customers immediately jump to the conclusion that something is out of sorts.
Trust is in scarce supply nowadays, so many brand marketers have made trust a prominent part of their communications strategy. But asking for it is not the way to win back the confidence of wary customers. The solution is to have the systems in place needed to guarantee it.
Many argue that the locus of trust these days has pivoted from institutions like brands to networks of peers. Certainly, peers are more important than ever, but peers alone are not enough to guarantee trust.Read More
As the downtown areas of major metropolitans reclaim popularity and no small element of retail cool amongst the citerati, more and more globally scaled brands are scaling up their physical presence with impressive and expensive flagship stores that literally showcase who they are and what they have to offer.
It’s tempting to see these stores as shops. Yes, they often provide a shopping function (which in itself differentiates them from pure-play concept stores) but the best flagships add a new dimension of physicality to a brand. They define in materials, aesthetics and by location how a brand wants to be seen in the world. At some level they complement the expansive digital presences of today’s global brands. They can also be an effective countering strategy in sectors where there is an increasing trend towards direct and/or online channels. They provide a new reason to shop live.
Done well, a flagship store expands on a brand’s experience with an uber-cool environment that is inspiring and relaxing, and that offers distinctive ways to interact that add to the consumer’s visceral understanding. The Starbucks store in Amsterdam for example functions as a “coffee lab”: a place for the brand to introduce and trial new brewing methods and new blends, try out new layouts and host events/launches. The research value of such a venue is obvious. But just as importantly, the store is a statement of Starbucks commitment to coffee – to its customers, to the wider world and of course to its competitors.
As brands increasingly frame themselves as ways of life, flagship stores are the new High Street gathering points; bold environments in high footfall areas where people with similar aspirations and viewpoints can congregate or pass through. In effect, they are a tangible meeting point for a brand’s population to see the brand and see each other. (The social reinforcement of such gathering points is easily played down but it’s important to remember that venues have a powerful effect in defining people’s view of ‘who they run with’.)Read More
I’m dismayed by how frequently the conversation around content seems to devolve to quantity and tactics. That’s hardly surprising in some ways because of course the two are quickly linked. When everyone’s using the same tactics, quantity starts to look like the only differentiator.
Too many brands are in love with frequency. But you don’t build a deep and storied brand purely by posting and retweeting with gusto. Roel De Vries, Corporate VP, Global Head of Marketing, Communications and Brand Strategy, at Nissan Motor Co. summed it up really well in an interview with Jennifer Rooney when he said that the biggest challenge facing marketers in his opinion was getting all the opportunities available to brands to drive up to something bigger. The risk, he says, is that brand managers go after shiny objects and measure them by things that are not important to customers.
Nissan’s countering that temptation, he continues, by setting its storylines, by deciding what it’s not going to talk about as much as what it is, and by adopting a longer term view. “If you go after clever ideas,” he says, “there’s a lot you can do, but it probably won’t lead to anything bigger.”
I agree completely. Story is more than random content. In a world replete with content, what really counts is the content that systematically and insightfully builds your long story.
Sponsored By: Brand Storytelling Workshop Series
Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand EducationRead More
After thirty years experience in brand management and marketing, I have directly advised more than 150 brands and indirectly advised (through educational workshops, Just Ask responses, pro bono work, etc.) more than twice that number. That is to say, I have dealt with many brands’ problems in one way or another. Here is my observation of the twenty most common brand problems.
- No one in the organization has a solid understanding of the brand’s consumers or their needs.
- The brand does not stand for anything and it does not promise anything. It is just a name and a logo.
- The brand touts a clichéd, unsubstantiated, meaningless point of difference (such as, we are the quality leader or the service leader or the innovation leader or, worst of all, just the leader).
- Brand messaging is helter-skelter. That is, it varies by audience, message vehicle, campaign, etc.
- A crisis occurs that reinforces that the brand was never really serious about its promise.
- The brand becomes a “whipping boy” for some social issue. Special interest groups that disagree with the brand’s policies target the brand for attack.
- There is little to no awareness of the brand in the marketplace. This could be because it is a start-up brand or because it is new to the specific geographic market.
- The brand’s less than stellar perceptions are due to product problems. The product may have quality problems or be inferior to its competitors’ products in other ways.
- Internal politics and organizational dysfunction lead to brand and customer service dysfunction.
- The brand and the organization behind it have rested on their laurels for far too long, not keeping up with consumer needs and industry innovations.