April 2013 : Persona Design

Brand Heart: Are You Bringing Your Brand To Life In Your Work Space?

April 18, 2013/0 Comments/in Brand Champions, Brand Culture, Brand Experience, Brand Profiling & Positioning, Brand Values, Brand Voice, Branding, Business, Marketing /by Lorraine Carter

Hearing someone say they work at Google seems to have the same effect on every listener regardless of their industry background…Wow!

It’s a true testament to the Google leaders that they have created a reputation of being such a desirable place to work, but lets face it, it’s not just because of the type of work carried out there. With unique, fun, quirky, often bizarre office interiors, which include slides, video games and ski-gondolas, Google lead the way in a trend to change the traditional view of what a corporate office should look and feel like. There is method to the supposed madness.

Google, Facebook, Airbnb and so many of the newer global companies, along with a few of the longer established, understand that the culture and physical experience of your company is a huge part of your company brand. They understand that it is the people and living experience internally behind the brands that help to dictate how the brand is perceived externally.

An office is far more than walls, desks and computers. It’s a recruitment tool, a second home and a place to inspire those who work within. If a leader’s job is to get the best from their employees then part of that responsibility is creating a space that motivates people to make the most of shaping and growing their brand.

If you care about company culture and authentic brand experience then the office space matters. It is an important part of how the employee views their work. But flashy spaces, open plan offices and bean bags are not for everyone. A place without quite spaces can be just as ineffective as grey cardboard cubicles. There are certain elements however that will provide triggers to employees and customers alike about the company culture that may need to be addressed.

• Collaborative Space

You don’t have to be a creative company to have a need for a collaborative space. If people arrive into the office, go to their desk and stay there until the end of the day then the company is not maximizing the benefits that come from employee interactions between the company thinkers and innovators. A dedicated collaborative space that can be used for informal interactions can make employees more comfortable to contribute, to share opinions and develop new ideas.

• Brand Ambassadors

Employees are your brand ambassadors. Creating an office space that reminds them each day of what they and the brand are trying to achieve can be a powerful motivator.

• Reflect Your Core Brand Values

If sustainability is an important ‘value’ underpinning your brand, then this should be communicated using internal triggers as well as external communication. Using and promoting recyclable materials within the office for example ensures that those working to build the brand understand that the company genuinely believes and lives by the values they promote. You are authentically living that brand value and reinforcing it everyday in what you do.

• Recruit The Best

Google and Facebook offices are designed not only to serve current employees, but to attract the best talent. They use their office space to communicate the type of culture they promote internally and to attract ‘like minded’ people who can fit within that culture and become part of the brand family. Both understand the needs of the people that work for them and have been hugely beneficial to the organisation, as employees reciprocate with high levels or productivity and efficiency.

• Create Customer Cues

PR and advertising can support a strategy that communicates a brand’s vision and values, but that can be destroyed at the workplace if the office space doesn’t align with the promise of your brand message. If your brand communicates a sense of community or creativity, but your offices are comprised of people working separately behind closed doors what kind of message does this send to your customers? Internal triggers and experiences can make a significant external impact. Even reception rooms and meeting room names can tell a story that reflects the brand. Think about your customer’s brand journey. How would your offices influence the customer’s perspective and experience of your brand?

Company culture is not something that can be created from blueprints. It is something that is shaped by the people working within. Leaders can influence it, they can coax and enable the desired type of brand culture but even the well intentioned leader can inadvertently establish dysfunctional workplaces by creating a workspace that is at odds with the brand values and messages the employees are working to shape.

Google may have developed a reputation of a fun, goofy place to work, but what it really signifies is a deep understanding by its leaders, that the environment can play a significant role in creating the balance needed to promote problem solving and creativity in an industry that demands both.

If you can’t glean clues about the brand or the people behind it from walking in the door of the office you could be in trouble. Get your office ‘on brand’, and it could play a valuable part in supporting your innovation, productivity levels, marketing mix and consequently profitability coupled with long term success.

• What do you think of some of the world’s ‘coolest’ offices?

• How does yours compare? Is it ‘on brand’ or congruent with what your brand stands for?

• Does your office space encourage collaboration, innovation and creativity?

• Does your office space reflect your brand culture?

Sub-Branding: How Many Brands Do You Need To Get A Profitable Return?

April 9, 2013/0 Comments/in Brand Expansion, Brand Profiling & Positioning, Brand Strategy, Brand Values, Branding, Business, Global Branding, Marketing, Return On Investment, Sub-Branding, Sub-Brands /by Lorraine Carter

What happens when a successful brand fails to impact within a new market or market segment? When despite best efforts, the brand cannot make itself relevant to a new market? Is introducing a sub-brand the answer?

There are instances when sub-brands hold the key to expanding market share and broadening profit opportunities. However, sub-branding also runs the risk of jeopardizing the strength of the parent brand if implemented without due diligence and careful analysis.

Effective Sub-Branding Strategies

1. Entering Markets That Are Closed To The Parent Brand

Air Canada recently launched Rouge, a low-cost sub-brand airline created as a means to serve new market destinations that the existing model could not serve on a competitive basis. Air Canada’s original brand value structure would be compromised if the parent brand cut their prices and changed the quality of their value proposition. Rouge aims to be a proactive manoeuvre by the brand against new low cost carriers operating within Canada.

Disney releases Certified 18 movies under their Touchstone brand as doing so under the Disney name would be incongruent with the Disney brand identity and what it stands for; magic, fun, wholesome family experiences full of happy memories and happy endings!

2. Satisfying Segmented Customer Needs

Hoteliers segment their market by brand type and frequently introduce meaningful sub brands to serve new customer needs and enter new markets. By separating the hotels into sub-brands, Hoteliers can highlight the different value bundles offered under each brand. It provides clear distinction for the customers on the level of service to be expected from each sub-brand, providing an obvious choice for the business or luxury customer versus the family on a budget.

3. Industry Norms

Sub-brands are part of the culture of some industries. Car manufacturers frequently release cars under sub-brands. This is particularly effective when each sub-brand has a particular focus and value proposition that does not overlap with other sub-brands within the family. Toyota’s Prius has a very definite brand identity and serves a focused target market. It allowed Toyota to create a leading position within the environmentally conscious market segment and made the Toyota brand more relevant with that customer group.

Sub-Branding Risks

Sub-brands have been known to help companies thrive, capturing new market segments and introducing a parent brand to a wider audience. However sub-branding can come at a cost too.

1. Reduced Impact of Parent Brand

Establishing and marketing a sub-brand demands a considerable investment of capital and resources. In most cases sub-brands move resources away from the core brand, risking potential sales of the parent brand itself. The success of the Coors Light beer came at the expense of a loss in market share of the parent Coors brand due to the reduced marketing budget available to advertise Coors.

2. Create Competition

Sometimes sub-brands can invite competition within a sector, creating obstacles that previously did not exist. American Express had established itself as the premium brand within the credit card market. Then it decided to introduce sub-brands: the American Express Gold Card and American Express Platinum. Suddenly it opened up the opportunity for competitors to launch their own products aimed at the high-end customer, forcing American Express to fight for its premium position.

3. Over Stretch Marketing Resources

As with any strategy, introducing a sub brand offers both pros and cons. The general consensus is that companies should operate with as few brands as possible to maximize the impact of limited marketing resources.

Marketing will appear weak and ineffective if it is spread too thinly. Economies of brand, strategic focus and clear efficient internal operations can often give the parent brand the support it needs rather than employing a sub-brand strategy.

While sub-brands can help to upscale or downscale a brand offering, without clear differentiation a sub-brand can cause real confusion with customers as to the value proposition and unique offering of each sub-brand.

Remember, if your core brand is failing to make an impact within a market there are other strategies that may serve your corporate goals. Identifying the possibilities at hand such as expanding core values, evolving the brand structure or reinterpreting existing brand values could have the desired effect and impact with your target customers.

Before you explore developing sub-brands ask yourself this: how many brands do you need to get the job done?

Guerrilla Marketing : Targeting One to Reach Many With Your Brand

April 2, 2013/0 Comments/in Ambush Marketing, Brand Personality, Brand Story, Brand Strategy, Branding, Customer Engagement, Customer Service, Guerrilla Marketing, Integrated Marketing, Interactive Marketing, Marketing, Online Marketing, Social Engagement, Social Media, Target Market /by Lorraine Carter

The concept of brands employing creative, innovative, and sometimes controversial tactics to generate buzz and demand attention is not a new one. However guerrilla marketing goes a step further.

By its very nature guerrilla marketing is about using unexpected tactics to generate maximum impact with as wide an audience as possible. Its success lies in creating a unique, engaging and thought provoking idea that connects with the target market and develops meaningful brand equity. Needless to say your guerrilla branding strategy needs to be totally congruent with your brand personality and what your brand stands for!

With guerrilla marketing it was often a case of the simple being the most effective. Despite a huge marketing spend at their disposal, Red Bull gained substantial exposure by choosing to adopt guerrilla tactic for their F1 London campaign; exploiting the impact of placing the extraordinary within the ordinary.

So too did McDonalds China with their McNuggets campaign.

Historically guerrilla marketing was typically viewed as a publicity stunt, with brands looking for maximum impact for minimal spend. The potential exposure and reach generated from online viral campaigns now however, has resulted in a new breed of guerrilla tactics being used by leading brands.

With greater understanding of digital metrics, brands are starting to accept the real impact that a virally successful guerrilla campaign can play on brand development. Viral success amounts to far more than greater brand awareness. The right campaign can tell a story and introduce the audience to an element of the brand personality sometimes lost in traditional advertising.

KLM are a brand who have a history of creating engaging guerrilla marketing campaigns.

With a strong social media presence in place, the brand has recently engaged in social heavy guerrilla campaigns that utilize social media data to executed targeted guerrilla campaigns to maximum effect.

KLM are the poster brand for social business. Their interaction with fans on twitter is a testament to how to develop brand image and build relationships using social media. Their willingness to engage with their fans has resulted in some incredible activities.

A recent guerrilla campaign by KLM took social involvement with fans to a new level. Over the Christmas period, KLM looked for passengers who checked into their flights on Foursquare and tweeted about waiting to board, did a little social media research to find out more about them, and then surprised them at their gates with personalized gifts. The campaign was filmed by KLM and soon went viral. It helped communicate the brands commitment to customer service, build positive brand associations, and spread brand awareness as well as a little holiday spirit.

In contrast, stress was the desired emotion of Nivea’s latest guerrilla efforts. While not as personally invasive as KLM’s airport gift campaign, Nivea too preyed on individuals to maximize viral attention. Using a variety of mediums the brand sought to play on customer stress and fear to create a context for their latest deodorant product. While KLM’s stunt was about developing brand equity through positive brand connotations, Nivea’s campaign was an obvious product push.

What both campaigns highlight is the impact that personalized guerrilla campaigns can have on the wider audience. While traditional guerrilla tactics get attention, it is not necessarily from the right target audience. By targeting individuals, the brands manage to involve all their target customers through social media sharing the experience of the campaign victims; smiling with KLM, squirming with Nivea! The use of actual customers draws the audience to identify with the people, the situation and evokes a genuine emotional response.

While some campaigns can be complex and costly to execute, the real success of modern guerrilla marketing, is to create great content, in the right context that sparks conversation and genuine emotional engagement.

Here’s the question, what kind of creative guerrilla marketing campaign, targeted at individuals but grabbing mass audience attention, could you leverage to increase genuine brand affinity with your target customers?

Have you even considered guerrilla marketing as part of your brand strategy?