People in my industry are always quick to point out the branding success stories. We readily site examples like Starbucks, McDonalds, Nike, Dell, MasterCard, Coke, and other world-renowned brands. Each gained true distinction and took a leadership position because they were determined to do so. They invested heavily in reinforcing their position with aggressive brand-building, and rarely waivered from their brand identity.
But what about all the brands that failed, despite determination and dollars? What ever happened to: Asprin-Free Bayer, Gerber Singles, Bic Disposable Underwear, Sony Betamax, Harley Davidson Perfume, and Pets.com?
What went wrong? Why do some make it but others don't? There are many reasons, but common to every brand-building debacle is a disconnect between the brand and its audience.
In every case, the brand did not clearly define its distinction, nor did it deliver the message of distinction consistently. And in each case, the audience was left scratching their heads.
Take Cingular's debut. The bouncing icon was more than cute. It was down right clever. But the brand struggled because nobody understood what it meant. The company’s initial branding effort didn’t connect the icon to the product.
I know hind-sight is 20/20, but the same case could be made for Lucent. We all came to readily recognize the distinctive red ring, but what did it mean? I know I never really got it.
Sometimes being too clever, or too cool, or too broad... is simply too much of a distraction. You have to bring the conversation back to what you’re trying to sell or do.
How many times have you watched a commercial where you were compelled to call out, “What on earth are they talking about?” One could argue "Maybe I'm not their target audience." But I would suggest that clarity is essential in today’s brand-saturated world. And if I don’t get it, there’s a good chance others won’t either.
So what's the answer? Is it learning exactly what your potential customer needs from you and filling that need? Of course it is. But the process has to start from the inside out. Because effective branding starts from within. It starts with the people that are charged with driving, living and delivering the brand.
For a branding initiative to be successful on the outside world, it must first be successful in the inside world, from a company’s leadership team to its front line personnel. That's why great brands are driven by people who fully understand, appreciate, live, breath and passionately adhere to the values expressed by their brand every day.
But before you get to that point, you have to clearly define what your brand is. Whether you’re a small business or a large business, finding your uniqueness, your point of true distinction, is the important first step to unlocking the remarkable growth potential of your organization.
The trouble is - in today’s fast-paced, rush-rush, get-it-done-yesterday world - it’s hard to pull back and ask the hard questions.
Who are we? What are we best at? What do we think makes us unique? How do we go about expressing that in a way that prospective customers would understand, appreciate and respond to? And, like the many dead brands sited earlier, “Are we overstepping our bounds and venturing beyond our core competencies?”
These questions fall within the realm of a very introspective process of discovery. It is a process that no company can afford to neglect - especially mature companies where management is a generation or two removed from the company's origins. The disconnect can also come with a changing population, or a changing competitive environment. These changes make it necessary for companies to revisit who they are and where they're going. That’s where Brand Discovery helps, and where Internal Branding begins.
If you can fill in the blank in this statement, “We’re the only company that __________,” you're in good shape. And if your people can describe, in a uniform manner, what your company stands for, and how it delivers unique value, you have nothing to worry about.
But if they can't, it may be time for a little introspection, and a little outside help.
Where Branding Goes Wrong, And What to Do About It. - To learn more about this author, visit Ed Delia's Website.
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Ed Delia
(Visit Ed's Website)
Ed Delia grew up in the dynamic world of
marketing, and was named president of
Delia Associates in 1998, assuming full
control of the company his father founded
in 1964. Under Ed’s direction, Delia
Associates has directly contributed to the
growth of a variety of clients.
Ed is committed to the welfare of the
local business community and donates a
significant portion of his energies to the
economic development of the region. He was
a board member of the Hunterdon County
YMCA, and acting PR/Marketing Committee
Chair. He is also active with the
Hunterdon County Polytech Academy.
Ed is president of the New Jersey Chapter
of the Entrepreneurs’ Organization (EO).
He was a founding member of Hunterdon
Young Professionals & Executives (HYPE) in
addition to the Flemington Chapter of
Business Networking International (BNI).
He served as board member of the Somerset
Business Education Partnership and the
Hunterdon Economic Partnership (HEP).
Delia graduated high school from the
Lawrenceville School (Lawrenceville, NJ).
He earned his BA in English from Dickinson
College. Ed is a frequent speaker on
branding, marketing, and creative
thinking.
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