Marketers can be surprisingly heavy-handed. The temptation, especially with big brands, is to thunder out answers that let customers know, in unequivocal terms, that they have been recognised. Think about the almost coarse way in which airlines greet their frequent fliers – with a bunch of features dressed up as privileges and a tiered recognition system that allocates them a colour.
While there has been plenty of discussion around how marketing and sales teams should play well together, the onus on brand owners to proactively support people in the field seems to have attracted less attention. Customers, of course, make no distinctions between which parts of the organisation they are dealing with at any one time. In that sense, brand is sales: a brand is only as good as its ability to attract, convert and retain fickle buyers.
Whilst the measures for evaluating what a brand is worth are well established, those for quantifying a brand’s potential seem less so. In general, brands are valued on their residual equity (what they are associated with and the depth and competitiveness of that association), their competitive performance and how much they are assessed to be worth.
Everyone talks about growth and for the need to become a market leader. But once you’ve become the number one player, then what? What do you do after that to retain the lead you’ve worked so hard to get and that has now made you the target of everyone else’s aspirations?
Brand will tell you a lot if you let it. How you brand, what you brand, where you’re found, who buys you and how often … these and many more questions are all things that competitive businesses ask themselves on a regular basis. I see brand as a highly effective lens for assessing the relevance and competitiveness of a company. Here are 10 ways that you can use “brand” to reveal what your business may need to change or capitalise on:
Whilst much has been written about when you should revisit your brand architecture and the things you should consider in doing so, often the conversations around how to structure brands seem to centre on hierarchical concerns. “What do we have?” “How do we need to group it?” “How many levels?” “Is it consistent?”
It’s the thing that every brand craves – to be an unquestioned part of its customers’ lives. But how do you know you’ve become a truly trusted brand? Here are six ways to evaluate whether your brand is winning over today’s highly aware and cynical consumers:
Brand trust resides in different places in different markets. The location and nature of that trust should directly influence how you compete.
We talk a lot about the pressures on brands to perform and about the difficulties of staying competitive in huge and rapidly changing markets. Nevertheless, global brands experienced a 12 percent increase in value in 2014 – and there are powerful lessons for all those responsible for brands in how they did that. If demand generation is part of your role, here are eight things that you can be doing in 2015 to retain reputation, stem decline and make the most of upswings in economies and consumer preferences.
Short answer – yes it is, but not in the way it was. I haven’t met a brand manager yet who didn’t tell me that they had a differentiated product. I’m not surprised. It’s part of the job description of any brand owner to be marketing something that is disruptive, market-changing, blue-ocean, category-killing … 15 years on from when I first suggested “parity is the real pariah”, every brand’s still talking up difference – but consumers are increasingly hard pressed to see any.
