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3 BNBranding use long copy to be authentic

5 Things All Iconic Brands Have In Common.

BNBranding logoSimon Edwards, former Brand Manager at 3M, started a lively online discussion around this question: “What are the common attributes of iconic brands?

He opened it up on Brand 3.0 — a Linkedin Group that includes 4,363 branding consultants, practitioners, creative directors, gurus and wannabes. It was an intelligent, worthwhile discussion that hit all the hot buttons of the branding world.

But we were preaching to the choir.

So in an effort to reach a few business people who aren’t completely inside the bottle,  I’d like to cover the high points of the discussion and add a few examples…

•  “Iconic brands plays a valued role in a consumer’s life. They deliver a feeling that the consumer just can’t get from any other brand. That feeling may be security, safety, familiarity, excitement, satisfaction, indulgence or many others.” – Andy Wright

Iconic Brands - Audi on the Brand Insight Blog Here’s an example: At one time, I was a loyal Audi owner. Over a Thanksgiving weekend I had to drive the Q7 two and half hours on a narrow, icy, highway that’s sketchy even on a clear, summer night.  I felt all those things… security, safety, familiarity, excitement, satisfaction, indulgence.  The trip wasn’t exactly fun, but it reinforced all my beliefs about the brand.

I couldn’t have felt safer in any other vehicle, short of a semi truck.

“The 5 criteria of iconic brands are:  relevancy, competitiveness, authenticity, clarity of promise, consistency of communication. The hard work is the proactive management of the brand (including product development) to ensure the five criteria are delivered.” – Ed Burghard

Authenticity. Clarity of promise. Consistency.

I like Ed’s point here about proactive, ongoing brand management. Many people seem to think of branding as a one-time event. — do it and it’s done. But that’s not it at all.

You won’t stay competitive long enough to become iconic if you’re not constantly minding your brand.

Always Be Branding.

It’s a never-ending effort that should be intertwined into your day-to-day business.

“One element that has not been discussed is success. No brand can reach iconic status without being successful in achieving it’s purpose. Part is creating these wonderful brand connections – authentically, emotionally, as an experience. Part is communicating with clarity and consistency. Part is delivering on the promise. But a vital component is to have delivered results and exceeded expectations… yes?’    – Ed Holme

what great brands have in common PatagoniaPatagonia is an iconic brand with a very clear sense of purpose and a compelling story to tell.

It is clear and consistent. When that story is retold over time it establishes that intangible, emotional  connection that inspires people and fuels success.

What is the purpose of your business, beyond making a profit? Are you clear about that? Are you telling that part of your story in a compelling way?

• “I would like to add ‘Leadership’ to the list of attributes already mentioned. It’s not about market share, though; iconic brands play by their own rules. These brands tend to break the preconceived notion of function, service, style or culture, catching the competition off guard and finding unprecedented loyalty”… – Stephen Abbott

This was a contribution that really stood out. I believe leadership is a highly overlooked component of branding. If you don’t take a genuine leadership position in some aspect of  your business, your brand will eventually flounder. (Can you say GM?)

Iconic brands are not, necessarily, always the market leader.

BNBranding use long copy to be authenticLook at Apple. The iconic leader in the computing world only has 9.6% market share in computers. What’s more,  an iconic brand does not guarantee business success. Farrells Ice Cream parlors were iconic in this part of the country, and they went belly up.

Was Saturn iconic?  Certainly for a few years in  automotive circles. What about Oldsmobile and Plymouth? Many icons of industry have fallen.

To build on the ideas related to story telling…  Iconic brands often align with an archetypal character and story which is instantly recognizable, psychologically stimulating and meaningful. Coke embodies the Innocent archetype as expressed through their advertising from polar bears to Santa Claus or the classic ‘I’d like to teach the world to sing’ campaign.” – Brenton Schmidt

Executives at Coke shattered that innocence when they changed the beloved formula to “New Coke.”  Probably the single biggest branding screw-up of the last 50 years. One woman, who hadn’t had a Coke in 25 years, called to complain that they were “messing with her childhood.”  Now that’s brand loyalty!

“Some underlying attributes (of iconic brands) tend to be focus, clarity and authenticity. However, all iconic brands tend to connect customers with an overreaching philosophy that fosters emotional connection between the customer and the brand.

Examples of brands and the emotions they foster:

– Nike = Performance. “I feel like I can run faster or jump higher when I wear my Nikes.”

– Target = Affordable Design. “At Wal-Mart, I get the best price. At Target, I get style and price.”

– Apple = CounterCulture. “I want style, simplicity and usability. My Mac says to the world that I’m different and unique. In short, I hate Windows and everything it represents.”

– Jason Milicki

I’m writing this blog on a MacBook Pro, and I’d add the word Contrarian. Proudly contrarian, even. (My kids helped make sushi for Thanksgiving, and my son dubbed it a “Contrarian Turkey Dinner.” I think I’m handing it down.)

Finally, here’s one parting thought on iconic brands, from yours truly:

You don’t have to be  a multinational company, or even the biggest player in your niche, to become a successful icon in your own right. Gerry Lopez is an icon in the world of surfing, yet unknown to the general public and to Wall Street.

If you want to build an iconic brand — even a small one — start with passion, purpose and focus. Then work your ass off.

Of course, BNBranding can help take some of the burden off  your shoulders. Call us. 541-815-0075. For more on the common attributes of iconic brands, try this post.

BNBranding's Brand Insight Blog

 

Just say “NO.” How to build your business by bowing out gracefully.

Saying no is one of the most difficult, yet liberating things any business owner can do. You might want to practice at home, with your kids.

The most effective managers and executives say no a lot. For instance, they politely decline to pursue business that doesn’t fit their strategic objectives. They say no to employees who try to hijack their time. They don’t tolerate overblown financial projections and long, drawn-out presentations. They say no to new initiatives that doesn’t fit the brand personality or the corporate culture.

They even say no to their bosses and to their best clients sometimes.

The typical small business owner on the other hand, says yes, yes, yes to anything that comes along. In an effort to grow the business they make a habit of appeasing people. 

Just say no to being a yes-man.

“Sure, we can do that.”  Yes, we can do that too.”  I admit, I’m guilty of that. In professional service firms, it’s a common problem, because after all, it IS a service.

Unfortunately, this overly agreeable approach is often symptomatic of two glaring managerial shortcomings: A lack of courage, little or no strategic thinking and a brand that’s not very focused.

Strategy is all about choosing a specialty, setting goals, and turning away business that doesn’t fit with your core brand values.  The clarity that comes from a well-defined, well written brand strategy makes it much easier to say no when the time comes.

When Steve Jobs returned to Apple in 1997 the company was, in his own words, “in deep shit.” They had at least 13 new initiatives and product ideas but no direction. No strategic focus. No “gravitational pull,” as he put it.

Jobs killed all but two of the initiatives. One was the iMac and the other was the G4.

By saying no, he set the company in a specific, definable direction that’s still paying off today.

“Companies sometimes forget who they are.” Jobs once said.  “Fortunately, we woke up. And now we’re on a really good track. It comes from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.” *

Best-selling author Ken Blanchard, (The One-Minute Manager, Gung Ho) says without clear goals you will quickly be a victim of too many commitments. “You will have no framework in which to make decisions about where you should or shouldn’t focus your energy.”

Peter Drucker believes the only people who truly get anything done are monomaniacs – people who are intensely focused on one thing at a time. “The more you take on, the greater chance you will lose effectiveness in all aspects of your life.”

So I guess modern day multi-tasking isn’t the shortest route to success.

Mahatma Gandhi said, “A ‘no’ uttered from deepest conviction is better and greater than a ‘yes’ merely uttered to please, or what is worse, to avoid trouble.”

As a Creative Director I say no a lot. Clients often make impossible requests at the 11th hour or float their own “creative” ideas in early strategy meetings. Sometimes, I swear, they’re just trying to get a rise outta me.

Here are some good things that come from saying no:

• You have more opportunities to say yes to the right customers.

• You have more time to focus on more important tasks, like long-term planning, strategic thinking and branding.

• Your operation will become more streamlined and efficient.

• You’ll have a better sense of balance in life — between work, home and play.

• Saying “no” expresses how you really feel. You’re not hiding anything, and you’re taking responsibility for your own feelings.

• Saying no actually increases your value in the market niche you’ve choosen.

At BNBranding one of the goals of our new business development effort is to say no more often. And not just to accounts that are too small, but also to businesses owners, marketing managers and entrepreneurs who might pay well, but don’t share our core values.

As the old saying goes, “values mean nothing in business until they cost you money.”

Fast Company magazine recently ran a great article about Jim Wier, the CEO who said no to Walmart. Wier gave up tens of millions of dollars in annual sales with one visit to Arkansas. But he was adamant that selling Snapper mowers through Walmart stores was incompatible with their strategy and their brand.

Now that’s courage. And focus.

Most large companies with a well-respected brand like Snapper would be tempted to launch a line extension strategy to accommodate Walmart. Just produce a cheaper mower oversees and slap the Snapper name on it. But Wier knew that would just dilute the brand and confuse people.

Like when Subway recently announced they’d be test marketing pizzas. How does that fit with their “eat fresh” healthy fast food strategy? Can you see Jared, the Subway spokesperson, losing 60 pounds while eating pizza?  I don’t think so.

Someone should have stepped up and said no to that idea.

* The Steve Jobs story is from “The Perfect Pitcth” by Jon Steele.