Category Archives: Brand Management
(From Wikipedia) Brand management is the application of marketing techniques to a specific product, product line, or brand. It seeks to increase the product’s perceived value to the customer and thereby increase brand franchise and brand equity.
Protests against oppression in Turkey are in full swing. And if you are willing to listen, the New Young Turks can teach your organization two great lessons:
Here is the first lesson: The protestors -who are young, highly educated, highly skilled, internet-savvy, white collar employees- demonstrated that in this day and age no mess, no corruption, no restriction could be and will be hidden. Regardless of the geography and culture you operate in, the Gen Y is the future of your organization. These young people value collaboration, group thinking, collective decision-making, equality, mutual respect and being recognized. If your organization does not genuinely believe in and practice these values, expect to face tough times soon…
The second lesson is far more interesting… While clashing with brutal Turkish police, protesters organized open yoga sessions and an open library at Gezi Park. They cleaned up the park… They formed a semi-professional chorus, organized tango nights and classical music recitals. In the middle of complete chaos, without a leader how did these people self-organize? How come they were able to distribute free food? Who ordered them to organize free walk-in clinics? Was this protest an international conspiracy? Here is an even more intriguing question: Why did they self organize? Actually, the answer is far simpler than you might think. Carol Pearson says: “A shared purpose individually vitalize and collectively galvanize people.” Below is a wonderful story from Seven Life Lessons of Chaos – Timeless Wisdom From the Science of Change, an absolutely must-read book. See how life is all about self-organization…
Wilfred Pelletier, a Native American from an Ojibway community north of Lake Huron, says his people aren’t into organization; there’s no need for it “because that community is organic.” Pelletier gives an illustration of how his unorganized people nevertheless get things done.
“Let’s say the council hall in an Indian community needs a new roof…. It’s been leaking here and there for quite a while and it’s getting worse. And people have been talking about it. Nobody organizes a committee or appoints a project leader.” Nothing happens, in fact, until “one morning here’s a guy up on the roof, tearing off the old shingles, and down on the ground there’s several bundles of new, hand-split shakes – probably not enough to do the whole job, but enough to make a good start. Then, after a while, another guy comes along and sees the first guy on the roof. So he comes over and he doesn’t say, ‘What are you doing up there?’ because that’s obvious, but he may say, ‘How’s she look? Pretty rotten, I guess.’ Something like that. Then he takes off, and pretty soon he’s back with a hammer or a shingle hatchet and maybe some shingle nails or a couple of rolls of tarpaper. By afternoon, there’s a whole crew working on that roof, a pile of materials building up down there on the ground, kids taking the old shingles away-taking them home for kindling – dogs barking, women bringing cold lemonade and sandwiches. The whole community is involved and there’s a lot of fun and laughter. Maybe the next day another guy arrives with more bundles of shakes. In two or three days that whole job is finished, and they all end up having a big party in the ‘new’ council hall.”
Who was responsible for deciding to put a new of on the hall? Was it that first guy on the roof, a single isolated individual, or was it the whole community? ”How can you tell? No meeting was called, no committees formed, no funds raised. There were no arguments about whether the roof should be covered with aluminum or duroid or tin or shakes and which was the cheapest and which would last the longest and all that. There was no foreman and no one was hired and nobody questioned that guy’s right to rip off the old roof. But there must have been some kind of ‘organization’ going on in all that because the job got done. It got done a lot quicker than if you hired professionals. And it wasn’t work; it was fun.”
Chaos theory would answer that the “organization” in Pelletier’s roofing project was self-organization. It began with chaos-all that disorganized talk beforehand about the leak. The first guy on the roof was a bifurcation point that became amplified. The feedback between the first fellow and the next one who came along started a cascade that coupled the community together around the project and then the system got the job done.
As the above story demonstrates, you don’t need a central planning department for everything. All you need to do is to gather interested and capable people around a common goal and give them permission. Allow people to self-organize and witness magic taking pace within your organization. As I was writing this paragraph, the #duranadam movement has started and it is spreading organically all around the world. No need to look for conspiracy. Just watch the short below video and see how movements start!
NEWS FLASH: 86% of place brands fail within a year of introduction!
Over the past ten years, k629, a place-branding consultancy, has developed a database of more than 5,000 place brands. From that data source, they have found that only 14% of place brands continue a year from launch. They estimate nearly $75 million has been spent on failed place brands. So, the obvious question is: “Why the success rate is so low?” I believe there are two answers to this question. Let’s start with the mistakes that consultants make…
Have you ever left a meeting questioning why you were summoned? What was the goal? What did you try to achieve? Well, I have been to too many meetings where I felt we wasted valuable time and effort. Also, I took part in so many branding projects that did no go anywhere. I know I am not alone. So, let’s see if we can fix the problem of ineffectiveness.
NBA lockout is about to end. The hot topic of discussion is what’s the damage to Brand Jordan?
Michael Jordan is arguably the greatest basketball player of all times. But his skills and will are not enough to explain how he became the magnetic person that he is. During his Hall of Fame induction speech, Michael Jordan said: “There won’t be a new Michael Jordan.” This is a false statement, because who we knew and adored as “Michael Jordan” was actually not an individual. The magnet was the “Warrior/Hero archetype.” Read the rest of this entry
Do you love “the Office?” I do… In one of my favourite episodes, Michael Scott got herpes and wants to know who gave him the disease. He starts working backwards through his partners, chronologically. Michael Scott, being the man he is, instead of informing his past partners of his infection, he asks them relationship-related questions such as: “What went wrong? Did I make more of what we had than was really there?” You may ask “What does Michael Scott have to do with branding?” Well, everything, according to Dr. Susan Fournier’s brand relationship theory. Read the rest of this entry
All of a sudden, the earth has started to spin too fast. So much going on in the world. We are all overloaded with information and choices. It is not a surprise that brands that simplify our lives are very successful these days. Googles and Apples strive by actually giving their customers less! About a year ago, we talked about “paradox of choice”. The more you give to your customers, the less happy they become. Sounds weird eh? I recently read a great article about this topic and wanted to write a follow up to my previous article. Read the rest of this entry
Last weekend we went to a factory sales event of a clothing brand. Apparently, the event was so well advertised that the factory was jam-packed with warrior/shopper women. Honestly, I can’t remember how many times a lady hit me in the shoulder or stepped on my foot (Albeit, I don’t recall receiving a single apology). According to their ad everything was “up to 70%” off. But, I am fairly sure there was an item or two that were actually 70% off. The rest of the cloths were in the range of 30-40%. However, when you commit to spending at least part of your Saturday in a factory, you automatically convince yourself that everything is indeed 70% off. That was the trap we fell into. We tried on some jackets, but none of them were interesting enough. Then we said, at least let’s buy a belt! But, two days later we realized that we actually paid almost the full price for the belt! How did that happen? Are we that silly? Well, there were two psychological factors in play. Let me explain them. Read the rest of this entry