Posts Tagged ‘technology’
Who is part of the Brand Council and what are its functions and processes?
Last time, we talked about why almost all companies, technology companies especially, need a Brand Council. Technology companies in particular struggle to enhance the value of their brands by aligning their activities to deliver a fulfilling customer experience beyond the functional and/or technological benefits they offer. All genres of technology are being replicated more and more quickly each year, and customers are getting more and more sophisticated.
The beautiful and invaluable thing to remember about a great technology brand is that it can’t be copied.
Constituting a Brand Council for technology-focused companies
We suggest following two guiding principles to determine who should be a member of your Brand Council:
1. Your Brand Council should have a senior representative from each functional area, since all areas impact the delivery of your brand promise, including:
· C-suite management
· Human Capital Resources
· Public/Investor Relations
· Research and Development
We recommend that you also retain an external consulting partner to maintain an objective point of view and provide your Brand Council with current and top branding strategies.
2. A member of senior management should be your Brand Council Leader. This individual should represent the importance and visibility that your organization wishes to give to the brand. We recommend a CEO or COO. The Brand Council should also have a Chair who is responsible for setting the agendas and directing the meetings.
The Brand Council provides strategic brand governance in five categories:
1. Creation/management of the brand
2. Challenges and opportunities for the brand
3. Brand compliance
4. Brand measurement and refinement
5. Brand culture
Beyond “Logo Police”
Following are the types of issues that you may encounter in your Brand Council, grouped into the five categories introduced above.
1. Brand Creation/Brand Management
a. Alignment between business strategy and brand strategy
What is our business strategy, including our short- and long-term business objectives? How does the brand strategy bring this business strategy to life?
b. Business objectives formulation and assessment
How can we leverage the brand to achieve our business objectives (i.e., revenue growth, cost reduction, market share growth, etc.)? How have these objectives changed in the last year/quarter and what impact could these have on the brand?
c. Product and /or service portfolio decisions
Which products/services complement the brand direction and, therefore, warrant a current or future investment? Conversely, which products/services should be rationalized because they no longer match with the brand promise? What is the best ongoing process to review our portfolio?
2. Brand Opportunities and Challenges
a. Operational choices and decisions
How should the brand promise guide everyday operational issues and/or decisions (e.g., work quality, defect rates, product design, response times, communication gaps, product line or service gaps)? Conversely, how do these operational issues and/or decisions affect the brand?
b. Customer targeting
Which new customers are most likely to benefit from the values, objectives and promise that our brand stands for?
c. Merger and acquisition evaluation
When evaluating potential mergers or acquisitions, which organization(s) would complement our existing brand promise? How do these organizations fit into our existing portfolio? What would be the brand implications of merging with or acquiring these organizations? How can we manage the brand to maximize value for an upcoming liquidity or merger event?
d. Prospective partner assessment
Which potential co-branding partnerships will align with our brand promise and values? Which of these partnerships might be most beneficial for building brand equity?
e. Competitive analysis and response
How does the brand help us differentiate ourselves and de-position our competitors? How can the brand dictate our response to competitive activity?
3. Brand compliance
How do advertising, communications, signage, online and other applications of our identity (e.g., logo, visual vocabulary, language and tone of voice) align with our guidelines for consistent brand expression? Should there be differences in brand expression in the organization and, if so, what are these differences? What are the challenge areas (e.g., too many versions of the logo, inconsistent execution across applications) in the expression of the brand?
4. Brand measurement and refinement
General brand assessment What is the state of the brand (e.g., metrics definition and tracking, findings and implications from any recent brand research, recent media mentions, share of brand choice, etc.)? How do we measure the brand’s performance against the competition in a changing marketplace?
5. Brand culture
a. Brand culture assessment
How deeply are our employees engaged with the brand? How well are our brand attributes being embraced internally to help shape desired behaviors and attitudes? What new programs should we develop to keep people engaged and “living” the brand?
b. Customer touchpoint management
How well have the multiple interactions that customers have with the organization been considered and aligned with the brand? Have touchpoints been mapped and analyzed for improvement so that investment can be directed to those that have the greatest potential for positive impact on the customer experience?
Next time, in Part 3 of 3, we’ll look at specific ways to turbo charge your Brand Council, and pitfalls to avoid.
Why are many brands unintentionally hijacked by their own people and strategies?
There have been many papers and books written on the importance of brand alignment, employee engagement, brand adoption, call it what you may. So, why do so many companies still suffer from poor employee morale, low retention, misalignment, performance fatigue and the inability to make good on their brand promise?
To answer the question, all you need to do is look at the typical business eco-system – its structure, interactions, systems and most importantly its accountability and philosophy. For the most part, business in America is built in a departmental fashion, and the larger the company becomes, the more susceptible it is to falling into a “Silo” mentality. Obviously the “Silo” effect works against the principle of being aligned, collaborative and fully informed. When the right hand doesn’t know what the left hand is doing, they are left to their own interpretation and often work against the brand’s best intentions.
Structure is the next problem. The biggest problem here is, who is really in charge of pulling the entire picture together and reporting on its effectiveness. HR deals with internal issues, marketing controls brand, operations tries to deliver the goods and sales. So the problem is not only that “Silos” are not conducive to collaboration, but that structures typically are not built to orchestrate a bigger picture mentality and understanding of the customer experience, the internal experience and how it’s being perceived and delivered.
In addition, companies often fail to develop well thought out interactive/collaborative processes to foster “informative decision making” internally and externally. Yes, most companies have some loosely defined collaborative meeting structure but most don’t monitor the internal brand working relationship to the external delivery. Again, people and departments are left to make decisions without confirmation of alignment to the overall strategies.
One of the biggest disconnects we often experience is the division and disconnect of Marketing and HR. So often these departments work on their own strategies without coming together to fully agree and embrace how the communication content is generated and distributed. We find that successful companies and brands that co-develop strategies and shared systems experience greater unity and brand performance.
So, if you’re looking to increase the morale of your organization, improve retention, or better deliver on your customer experience and brand, here’s a few things to think about:
1. Have a holistic view. Don’t develop brand strategies as it relates to your brand experience strictly in a departmental fashion. Bring department leaders together to truly understand the internal/external workings of the brand. Develop a brand council comprised of your department leaders, to guide, instruct and monitor the internal and external brand experience.
2. Say NO to “Silos”. If this is an issue, break it down now, it will only get worse. Especially make sure Marketing and HR are collaborating in strategy and the development of monitoring metrics (and don’t leave out operations).
3. Continual innovative communication. I know it sounds obvious but people need to hear strategy over and over to get it. You must reinforce the importance of the organization to nurture and foster brilliant internal communication and to have external proof that the brand is performing to its intended standards.
If you follow these simple rules, you’ll reduce the chances of your brand being hijacked by its own people. But that’s my opinion, what’s yours?
The ongoing news about Google potentially pulling out of the China market has stirred up some very interesting points of view as it relates to sticking to your brand values versus protecting your bottom line. If you read Google’s core principles you can see why so many people are keeping a close eye on their moves as it relates to pulling out of China. It’s not just about money, it’s about principle. It’s about their brand.
When you get a chance, check out the philosophy section of Google’s website, specifically the core principles that guide their actions. Basically they have 10 statements that clearly articulate their thoughts as it relates to conducting behavior and business. I’ve always liked the concept of “clarity” and “consistency” as it relates to a company’s action, but the challenge becomes staying true to what you believe in during tough or challenging circumstances and not bending or shaping the principle to work in your favor.
In the case of Google, they clearly state, “You can make money without doing evil”. Therein lies the dilemma. In January Google outed that the December attacks that hit 34 corporate firms originated in China. Bottom line, it’s all about censorship and privacy, and Google has publically threatened to withdraw its search engine business from the Peoples Republic for these practices. But will they?
Just last Friday at the TED conference, Google co-founder Sergey Brin stated, “I want to find a way to work within the Chinese system to bring information to the people”. Really, even if the government has no intention of stopping censorship or blocking certain sites? Needless to say, there is a fine line between staying true to your brand principles and protecting your brand reputation. Careful what you ask for? Employees, customers and prospects are very savvy and will not put up with posers in this day and age. Google must be very careful to walk the walk if they want to remain one of the most courageous and admired brands of the decade. But that’s’ just my opinion. What’s yours?
Originally published on NameDroppings.com
Is a legal pad an item of personal hygiene for female layers? How about a launch pad – is that a contraption for sending Maxipads into orbit? What about ink pad? Or bachelor pad…is that for unmarried lesbians?
Pardon the puerile analogies. Of course you know what these kind of ‘pads’ are. We are familiar with them. To force interpretation of their meaning through association with a feminine hygiene pad is perverse. But that’s no worse than what happened this week with Apple’s iPad.
Within seconds of the unveiling of the iPad by Steve Jobs, Twitter lit up with women complaining and/or joking that the name immediately made them think of …iTampon.
Experts who should know better fanned the flames. “It’s an unfortunate name choice,” contended Michael Silverstein, senior vice president at Boston Consulting Group and author of “Women Want More: How to Capture Your Share of the World’s Largest, Fastest-Growing Market.”
“They needed to do a research protocol and testing for a product that would offend no one while making clear its technical, functional and emotional benefits,” he said in the Pittsburgh Post-Gazette.
That may be the way they think in the literal world of management consulting. What he clearly does not understand is that, when it comes to names and naming, experiential context is everything. Just is we do not suppose a cell phone is for making calls in jail, that Virgin Atlantic is an airline for the sexually inexperienced, or indeed Apple is a company that manages orchards, the iPad will create its own context and it will be become just as familiar and accepted as iPod.
The trap to guard against with new names is the natural tendency for people to associate an unfamiliar name with something that it is familiar. The statement that begins, “It reminds me of…” has led to the premature dismissal of many a good name candidate. Associations are important, but focus should be on whether the the product or company that is being named could create new, positive meaning around the word, rather than rear-view association.
There’s nothing that can be done with plain bad names such as the Ford Probe. But just imagine if iPad had been called the iTablet, which some bets were on before the launch. Would physicians be lighting up the internet advising us not to take more than two a day, and then only after meals with a glass of water? Of course not. They know what hypochondriasis is.
Is it just me or is the tech industry finally getting back to investing in their brands?
For some tech companies this may be good news, but for others it may be too late.
Let’s face it, 2009 was pretty bleak as it relates to creative marketing. Sure there were a few brave brands that continued to push the limits and invest during this downturn but for most technology marketers 2009 seemed more like a duck and cover exercise. Most of us expected to see the typical surge from the consumer electronics industry during the holiday season, but did you anticipate big investments from some of the technology powerhouses in the fourth quarter?
Let’s start with Intel (one of my favorite B2B brands). They continued to invest in their brand as usual but took a slightly different approach by moving beyond only product advertising (applause here). They introduced their new “Rock Star” campaign—“Sponsors of Tomorrow”, featuring their people— the very thing that makes them different. This culturally driven brand expression is brilliantly displayed in a contemporary but authentic fashion. If you have not seen the spots, I strongly suggest checking them out to see how B2B branding should be done.
Next, there is Yahoo spending in excess of $100 million on re-energizing its brand with the “It’s You” campaign. Although the campaign is eloquently produced, it’s not for me. It seems like Yahoo has been on vacation during the last several years of innovation and lost its once celebrated cache. Nevertheless, they are back in the game and it will be interesting to see how consumers react, or don’t, to their welcome back positioning.
We’ve also seen Microsoft demonstrate its commitment to investing in its products by launching the Windows 7 operating system to the tune of $300 million. So what’s with the recent surge of investment by Tech firms?
That’s simple, it’s time to get back in the game—and the ones who lead the charge are the ones who reap the rewards. Let’s face it, whether you’re a large or small company, marketing is about timing and connecting. So, as you look at your own company, ask yourself a few questions. Are we poised to take advantage of the first mover position? Is our brand correctly positioned in light of the major changes in the marketplace and is our messaging strategy relevant to the current audience needs. Posing these questions to your leadership team should bring up some interesting points of view.
But that’s my point of view? What’s yours?
Do you know what predicts your brand’s success? Most marketing metrics only measure what has happened, using what could be called “lagging indicators.” But imagine the effectiveness of your marketing program if you could identify the “leading indicators” for your brand; the activities, buyer behaviors, and measurements that actually lead to sales and profits.
Progressive marketers and their agencies are exploring this brave new frontier. Instead of just looking in the rear view mirror at historical measurements like sales and market share, they are attempting to look ahead at predictive measures that are the actual precursors of business success. Most “leading indicators” never appear on a financial statement, but they can – and should – be identified, tested, and tracked.
|Transactional||Attitudinal and behavioral|
|A measurement||A measurement tied to a hypothesis|
Identifying the real causes of brand health is vital to successful brand management. For example, most brands with call centers, which includes a lot of B2B brands, commonly measure such things as time on hold and minutes per call. But these metrics don’t measure or predict real customer satisfaction. Research by Convergys shows that customer satisfaction is predicted by two things: 1) Is the customer service representative knowledgeable? and 2) Is the problem resolved on the first call? (Convergys 2008 U.S. Customer Scorecard.)
An important difference
Lagging indicators are simply a measurement. Leading indicators are a measurement tied to a hypothesis, which can be tested and refined, in order to explain or predict behavior. Imagine six friends getting together every Friday night to play poker. Over the course of a year, on person wins 60% of the time – the other players win much less often. These statistics are all lagging indicators; they tell us what has happened. But they don’t tell us why. You might be inclined to think the 60% winner cheats, but in fact he wins so often because everybody else in the group has such a poor poker face. The point is that you learn nothing by observing the result – only by understanding the process that leads to the result.
For example, If you reverse engineer most successful marketing programs, you’ll find that they center around a hypothesis based on a powerful insight into buyer behavior. That hypothesis can almost always be considered a leading indicator.
All measures are not created equal
While predictive is better than historical, this isn’t to say there isn’t a place for lagging indicators in marketing measurement. Some lagging indicators – such as incremental profits generated from a campaign – are important and relevant measures of marketing success. The same is true with lagging indicators like brand penetration and average price per unit.
But many traditional measures of success are the result of historical practices rather than a careful study of cause and effect. Correlation is not the same thing as causation.
For example, while sales is the most common “hard” metric of success, campaigns that focus on reducing price sensitivity are more effective than those that focus on building volume or market share. In other words, we’ve learned that value share more important than volume share.
As Einstein said, “Not everything that counts can be counted, and not everything that can be counted counts.”
Brand health as human health
It’s critically important to measure B2B brand success using a combination of both leading and lagging indicators. You can think of the health of a brand in the same way we think about the health of a human body. A physician would never attempt to diagnose a serious problem merely based on a few outward symptoms. He or she would also likely measure temperature, blood pressure, organ functions, and other things that would give a more complete picture of health. Diagnosing and monitoring the health of a brand involves the same dynamics. Sales and market share alone only tell us the brand is healthy or sick, but don’t tell us why.
Two Different Kinds of Indicators of B2B Brand Success
|Market share||Search engine rankings|
|Market penetration||Online mentions|
|Incremental profit||Positive online reviews|
|Stock price||Customer satisfaction ratings|
|Cost per lead||Brand buzz|
|Cost per click||Website page views|
|Marketing cost per unit||Brand likeability|
|Gross impressions||Brand fame|
|Cost per impression||Emotional attachment to brand|
|Customer acquisition cost||Would recommend to friend|
|Customer retention cost||Would pay price premium|
|Average transaction value||Customer compliments and complaints|
At a time when marketers are looking to prove the value of every marketing dollar spent, their agencies have an opportunity to provide an immensely important new dimension of value by helping their clients develop and test leading indicators of brand success. Far too many agency-client relationships begin only with a “scope of work” instead of an understanding of “scope of value,” a clear distillation of the desired outcomes that combines both lagging and leading success metrics.
Knowing the metrics that matter should be part of the intellectual capital an agency brings to the relationship it has with its clients. By measuring what matters, brands can make limited marketing dollars go much further in these economically challenging times.
I recently read an article in BusinessWeek entitled, “Tech: The Return of Risk Taking”, it’s one of the most positive technology outlooks I’ve seen in a very long time. Basically Spencer E. Ante says, the worst of the recession is over, and it’s time to prepare for better times. Mark M. Zandi chief economist of Moody’s Economy.com predicts 4% growth for 2010 and 10% in 2011 for IT spending. Although I love the optimism, I’m not sure these outlooks are fully in tune with the entire market, especially the mid and small segments.
So, the good news is that something is finally happening. Dell’s deal for Perot Systems, eBay’s sale of Skype and Adobe’s purchase of Omniture are certainly big events for the technology sector. When the big brands start to excite the market with M&A activity, the middle market and smaller entrepreneurs will follow, but that’s going to take a while. Mid and small markets were hit the hardest and are still in operational reduction mode or stabilization mode to say the least.
But if history is any indication, America’s “Challenger Brand” mentality will prevail, especially in the technology market. I personally believe America’s brand reputation is tied not only to our technological competitive advantage but also to new and ever changing communication technology. American brands must continue to reinvent themselves to remain competitive. Lets face it, the days of leading the global economy with automobiles, electronics and commodity products are over. New rules have taken over old business models. Now, it will take courageous companies that are willing to create new categories, competitive advantages, and most importantly to take “Risk”. Yes, Risk.
This brings me to a discussion that’s happening in most every board room these days. When should we begin to reinvest in gaining market share and presence? Whether you drive your organization from an intuition based philosophy or calculated strategic risk mentality, one thing history can prove is that companies that get out into the market first reap the rewards. You’ve heard all the case studies, but do you really buy into the concept and are you willing to bet your reputation on it?
Bottom line, executives and marketers must be ready for recovery and smart ones will take risks to get ahead quicker. Nothing like a recent history lesson to validate a concept; As the 2001 recession began to rebound, the tech marketing investment (around 6%) outpaced the growth which ended up close to 5%.
That said, I have put together a quick check list of things for you to consider in your 2010 planning.
1. Create multi-tiered strategies with quarterly triggers:
Face it, the days of creating three to five year plans are a thing of the past. New rules dictate visibility of 24 months with a clear picture of Risk/Rewards scenarios on a quarterly basis. Build strategies that err on the aggressive side but are sound enough to back off slightly (no, not stop) if your budget gets squeezed.
2. Stay away from the “start and stop” syndrome.
Don’t put your company in jeopardy by starting and stopping your programs. You send mixed messages to the market and employees. It’s critical to maintain confidence in the leadership team during these uncertain times. Changing your mind frequently is not a strategy.
3. Get the story right. Bring it to life.
Remember, somebody has hit the restart button. Most markets have changed. Be realistic. You must have a clear picture of your current value proposition and competitive advantage. Don’t put your company in jeopardy by investing in a tired or irrelevant message. Stop, reset and validate your brand strategy. Maybe it’s time to rebrand?
4. Try something new. Nothing risked is nothing gained.
If there was ever a time to try something new, it’s now. Consider the change in customer behavior. The social media explosion has brought the customer smack dab into the middle of the conversation and influence. Traditional media ideas have left the building. Every statistic you read says digital media budgets are replacing traditional spending. If you have not built a new customer acquisition strategy/plan with digital media as a primary consideration, now is the time. The risk of not trying is greater than the risk of getting out there.
5. Re-Energize your staff.
It goes without saying, these are tough times for the American workforce. Your employees are under incredible pressure to deliver. Most organizations look radically different than they did a year ago. Take time to fully engage employees in your strategy and align them with the key initiatives. (Alan’s engaging employees slide deck). You can’t afford the risk of having employees standing on the side lines. Celebrate every positive win possible and remember when business was fun.
So, as 2010 approaches, what’s your risk strategy? What will you be doing differently? I’d love to hear?
Originally posted on B2BBrandDebate
On the surface this question presents some quick responses and initial thoughts as it relates to an external point of view. Most professionals would agree, re-brand when it becomes irrelevant or tired to the end customer, or when it loses its competitive advantage or differentiation. Certainly re-branding is critical when several companies or brands are merged together and have developed a new point of distinction–not re-branding in this situation can be dangerous and confusing. These are all obvious rational reasons, but B2B branders today need to address the current conditions and how it’s affecting internal B2B brands and their ability to stay relevant and motivated.
With the recent financial turmoil, most all companies are being forced to re-think just about everything. Will the existing business model and strategy continue work? Do we have the right leadership? How can we retain the key talent? How do we cut costs without cutting into the core? And how do we best communicate the changes that are happening? And most importantly, how do we keep our people motivated?
Whenever B2B companies and their employees undergo the type of radical changes most are experiencing it’s time to step back, re-think the internal brand strategy, re-consider the communication delivery and determine if the current internal brand needs to be freshened up, re-branded or just re-communicated.
Asking the following 5 questions to your leadership team, managers and employees can help you evaluate the situation quickly and provide direction:
1. Has our purpose changed? What is it?
2. Is our vision still relevant and inspiring? What is it?
3. Is our mission current, clear and distinctive? What is it?
4. Do our employees understand our strategy and how it relates to their role? What is it?
5. Are we communicating properly? How are we measuring?
So, when is the right time to re-brand? Depends on the answer to your questions. But most likely, the answers are inside.
Let me know what you think.
Why now is the time for executives and leaders to closely re-examine the health of their organizations and brands
Face it, 2009 was over for most businesses in October of 2008. The financial crisis, capital crunch and brittle confidence of customers caused business strategists and planners to pull back any future investment considerations in 2009. Everyone froze, waited and watched. We’re still watching. Now is the time to start leading.
Most American corporations have had to seriously re-invent or re-engineer themselves operationally just to stay alive and relevant in their markets. Flat became the acceptable up. I don’t know of one CEO that hasn’t been forced to make significant changes or make fundamental shifts that may have taken them many years to complete if not for the financial crisis.
Bottom line, American businesses have been bent out of shape. We’re out of alignment. Bordering on tampering with irrelevant value propositions. The broken promises of iconic brands have driven customer confidence to an all time low.
If American business is going to re-cover or re-bound in the near future, CEOs and executives need to quickly assess what the last months have done to their business and get down to serious creative planning for 2010. Start by driving your 2010 planning process with fresh, relevant insights. You don‘t have to over complicate your thinking process. Make it simple. Start by asking yourself a couple of revealing questions:
1. What have we become?
2. What’s possible now?
And remember, think Big. Use this opportunity for positive change.
1. What have we become?
Start with the internal realities.
Here’s a mind-set to consider. Throw out most of what you have learned about your company. The most important information is about “Now,” and the current perception and ability to deliver on a differentiated value proposition. Don’t rely too heavily upon historical data to drive your moving forward strategy (too much has changed). Now is the time to get a quick fresh perspective, and you need to start with getting a handle on internal realities. If you don’t have a clear handle on the internal perceptions how can you attempt to articulate the moving forward strategy? Get current quick. You have to know where the organization is misaligned in order to repair it. It’s the major premise of this blog post, and it’s not that difficult. Start with a simple survey to understand the view of the organization as it relates to strategy, structure and execution. Create your own survey at www.surverymonkey.com or reach out to existing tools such as www.strategicbrandassesment.com. Bottom line, you need to drive the strategy from a fresh, contemporary and quantitative point of view. The results from this exercise should be your platform for developing an internal operations strategy for success and an employee communication plan to re-engage employees.
2. What’s possible now?
You’ve got to be current.
Look back at your strategic plan before October of 2008. Does it look a little different today? Of course it does. Think about the people you had then and who is supporting you now. That’s why it’s critical to articulate a convincing moving forward strategy based upon current views of what the market is giving you today and where you want to take your business in the future. Start by answering a few fundamental questions that will guide your thinking:
a) Are we in the same category of business or has it changed? Conduct competitive mapping.
b) Is the current value proposition relevant? Explore new positioning.
c) What is the market saying about us? Conduct a perception study to determine the right brand strategy.
d) Do our customers still love us? Conduct a customer loyalty study so you’re not caught off guard. Develop a specific customer communication (lifecycle) plan to insure alignment.
e) Is the sales force engaged and telling a consistent story? Just interview them, you’ll know.
With these fresh insights you are ready to enter 2010 planning with a clear understanding of the health of your organization. Remember before you can fix anything, you have to know what’s broken and what’s working well. Who knows what 2010 will bring, nobody has a crystal ball, but if you start by asking the right questions, you’re bound to find new intelligent answers.
But that’s just my opinion, what’s yours?
Ok, it goes without saying that every B2B company marvels and envies the “Intel inside” story. I can’t tell you how many times prospects and clients have referenced this B2B success, not to mention the numerous Intel employee stories and variations on how this success was created and achieved. It’s an OEM marketer’s dream to create such brand preference, demand and value. For B2B technology companies it is—– Brand Nirvana.
But somehow, throughout the 15 years since its conception, Intel’s brand strategy/architecture lost its way. The original idea of simplicity and value creation was lost in the multiple names and brands that squeaked their way into the primary brand’s strategy and positioning.
But Intel is not alone; this is a common problem that technology brands run into. Product managers and marketers think they have to have a name/sub-brand for every new product and platform they dream up. Then, all of a sudden they have brand confusion and dilution.
But why? Mostly because marketers don’t formalize their brand architecture strategy and give it the attention it deserves. Alan Brew, a colleague of mine wrote an article on this subject and nailed it perfectly.
“The problem with brand architecture is that it’s such a fuzzy term and every organization has its own meaning.” Or more frightening, no meaning at all.
This brings me back to the Intel Inside strategy. Recently Deborah Conrad, Vice President of Corporate Marketing has made changes to the strategy by reducing the number of brands and introducing “modifiers” into the core brand which signal different features and benefits. See Video
I applauded her intentions. It’s an interesting concept and you should check it out. But in my opinion, this has replaced complexity with a whole new set of issues. I’m a strong believer in simplicity and single thought. Trying to differentiate the company, the positioning of “Intel Inside”, and product differentiation might be too much for the audience to digest. In my experience, simple is better. People can only remember so much. Keep product positioning strategies separate and brand strategy pure. That being said, I’m sure Intel will do just fine. Who’s knows, maybe this is the first step towards getting back to the simplicity and originality of the idea that helped shape the company in the first place.
But that’s my opinion, what’s yours?