2005 Global Brand Letter
2005 Global Brand Letter
Corporate Social Responsibility – Most of the big players have jumped in and devoted resources to demonstrating their social relevance and connection to community. The best examples can be found in smaller institutions –like Patagonia and the John Lewis Partnership- who built their brand around CSR as integral to their process. A cover article in the March 19, 2005 Economist sought to debunk CSR by arguing it was good for some business models and less important for others. My opinion is that organizations still ignore CSR at their own peril. The market is fickle, shrewd, well-connected and quick to switch loyalty.
Transparency – A brand’s viability is often judged by what surrounds its statements of transparency. Consumers proceed from the assumption they are being lied to, especially with numbers. All the fancy balance sheets in the world may not obscure mindless conduct by an organization disconnected with an understanding of the breadth of its stakeholders. One bad experience can travel better than ten good ones
Sustainability still reigns high in the pantheon of brand values. Consumers are demanding that people of all kinds gain productively from a loyal relationship over time.
the following highpoints to debate and discussion
predicted for the coming year
Authenticity looks to continue as a prime brand driver. Brands seek credibility outside the jargon. Action here speaks louder than words, but action entails risk.
“Risk buys spontaneity. Only in spontaneity can you be authentic.” Tai-Chi Master
Diversity - The youngest brands in the world are making this statement in their core values, and it is a powerful indicator of a generation’s collective consciousness. For brands to succeed in the world of the future they must translate across cultures and allow for differences in habit.
Brand is fertile terrain for renaissance people. Brand is interdisciplinary. Brand is the networking of the cosmos. Brand is about the conscious efforts by groups of people to fashion shared understandings.
Recognition and Differentiation - I believe that at least one way brand manifests itself is at the moment of recognition, when some abiding impression is formed or reinforced. If the job is done well, one brand can authentically be distinguished from another. Then the choice is in the hands of the consumer.
Retention was noted last year as an aspect some businesses were concerned with improving. The consumer products sector needs to develop long-term loyalty. NGOs need to sustain participation and awareness. What would we get if the NGOs started to develop consumer products? Just asking.
Think Global/Act Local - Still proving to be a brilliant, relevant and effective maxim. It is utterly important to understand local sensibilities and culture. The era of imperialistic brands is over. The next generation of stakeholders consider themselves part of a world community, but they like their own home towns.
Valuation - People still need to know what the tradeoff is for the money spent. One could begin with conventional metrics like survey; sales figures tracked to a particular product; eyeballs. I still believe the paradigm of value for branding lives outside the usual raw B-school numbers, which are available. It’s difficult to define the value of 100 million well-disposed brand ambassadors. How much is a fully motivated, branded-within workforce worth in dollars these days? In pesos?
The event industry seems to offer more opportunities for brand metrics than other channels, since there is so much possibility for personal engagement and captive observation. This may suggest that people-to-people communication is the richest type of brand impression, and that removing the insulation of media from between stakeholder and organization allows for quality interaction, not to mention better metrics.
Online branding promises expanding brand measurement opportunities, in fact the internet may be the first mass medium built for automated measure and modeling of predictive behavior. With this comes the usual potential for fraud. Take, for example, “clean hits,” the gold standard of online marketing. We’ve seen the birth of sinister enterprises manufacturing, reporting and charging for bogus hits. A similar phenomenon has occurred in “keyword auctions”, where vendors bid for hierarchal placement, choosing keywords based on their popularity. Here manipulators artificially inflate the market by bidding against themselves to drive up auction prices.
2005 Global Brand Letter - To learn more about this author, visit Stanley Moss's Website.
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Update on last year’s three hot topics.
Corporate Social Responsibility – Most of the big players have jumped in and devoted resources to demonstrating their social relevance and connection to community. The best examples can be found in smaller institutions –like Patagonia and the John Lewis Partnership- who built their brand around CSR as integral to their process. A cover article in the March 19, 2005 Economist sought to debunk CSR by arguing it was good for some business models and less important for others. My opinion is that organizations still ignore CSR at their own peril. The market is fickle, shrewd, well-connected and quick to switch loyalty.
Transparency – A brand’s viability is often judged by what surrounds its statements of transparency. Consumers proceed from the assumption they are being lied to, especially with numbers. All the fancy balance sheets in the world may not obscure mindless conduct by an organization disconnected with an understanding of the breadth of its stakeholders. One bad experience can travel better than ten good ones
Sustainability still reigns high in the pantheon of brand values. Consumers are demanding that people of all kinds gain productively from a loyal relationship over time.
the following highpoints to debate and discussion
predicted for the coming year
Authenticity looks to continue as a prime brand driver. Brands seek credibility outside the jargon. Action here speaks louder than words, but action entails risk.
“Risk buys spontaneity. Only in spontaneity can you be authentic.” Tai-Chi Master
Diversity - The youngest brands in the world are making this statement in their core values, and it is a powerful indicator of a generation’s collective consciousness. For brands to succeed in the world of the future they must translate across cultures and allow for differences in habit.
Brand is fertile terrain for renaissance people. Brand is interdisciplinary. Brand is the networking of the cosmos. Brand is about the conscious efforts by groups of people to fashion shared understandings.
Recognition and Differentiation - I believe that at least one way brand manifests itself is at the moment of recognition, when some abiding impression is formed or reinforced. If the job is done well, one brand can authentically be distinguished from another. Then the choice is in the hands of the consumer.
Retention was noted last year as an aspect some businesses were concerned with improving. The consumer products sector needs to develop long-term loyalty. NGOs need to sustain participation and awareness. What would we get if the NGOs started to develop consumer products? Just asking.
Think Global/Act Local - Still proving to be a brilliant, relevant and effective maxim. It is utterly important to understand local sensibilities and culture. The era of imperialistic brands is over. The next generation of stakeholders consider themselves part of a world community, but they like their own home towns.
Valuation - People still need to know what the tradeoff is for the money spent. One could begin with conventional metrics like survey; sales figures tracked to a particular product; eyeballs. I still believe the paradigm of value for branding lives outside the usual raw B-school numbers, which are available. It’s difficult to define the value of 100 million well-disposed brand ambassadors. How much is a fully motivated, branded-within workforce worth in dollars these days? In pesos?
The event industry seems to offer more opportunities for brand metrics than other channels, since there is so much possibility for personal engagement and captive observation. This may suggest that people-to-people communication is the richest type of brand impression, and that removing the insulation of media from between stakeholder and organization allows for quality interaction, not to mention better metrics.
Online branding promises expanding brand measurement opportunities, in fact the internet may be the first mass medium built for automated measure and modeling of predictive behavior. With this comes the usual potential for fraud. Take, for example, “clean hits,” the gold standard of online marketing. We’ve seen the birth of sinister enterprises manufacturing, reporting and charging for bogus hits. A similar phenomenon has occurred in “keyword auctions”, where vendors bid for hierarchal placement, choosing keywords based on their popularity. Here manipulators artificially inflate the market by bidding against themselves to drive up auction prices.
2005 Global Brand Letter - To learn more about this author, visit Stanley Moss's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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