Braaands In Spaaace
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Lynn Parker's presentation from the Ordnance Survey Location Conference in the UK.
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Braaands In Spaaace
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Notas do Editor
- <number>Anecdote about brand confusion cross culturallyWho we are: Authors of several best-selling books on branding, working on another book on Internal Branding, national speakersClients we work with: Mayo Clinic, Microsoft, Philips Medical, Heifer International, AIG, IBM<number>
- As your brand moves around from place to place, how must it adapt? In two ways: cultural relevance and location relevance. Today, I’m going to talk about these two things: how cultural and locational relevance are different, and how to stay true to the heart of your brand promise while adapting to wherever your brand finds itself. Basically, we’ll talk about how to keep your brand agile without stretching it so far it breaks!
- First though, let’s agree on some concepts. Your brand is the promise that you keep, through actions, decisions and communications. How many of you have traveled abroad and gone into a grocery store? Is it easy or difficult to make product selections? Hard, right. That’s because you don’t know the promise the brands are making.If a brand is the promise that you keep, that means you keep it through time, through space, through your online presence, and through your employees. So it means that brand management requires discipline, employee rewards and training, it must drive your strategic planning, and you must live it internally and externally.
- It’s the sum total of the entire experience you offer as an organization including both messages and actions. This experience becomes the reason people choose you. <number>
- Where do you find your brand? It’s at the confluence of three ideas: what you do specifically well, what your customers value, and what the marketplace will allow you to own. This promise will be different for every company. Let’s look at two international banks to understand this better.HSBC is “the world’s local bank” with a strong local presence. In contrast, ING is primarily an online bank whose strategic role is about creating high performance vehicles for people saving for retirement.[2] Both are banks, but with two entirely different brands. HSBC stresses ubiquity of branches in many countries and a long tradition of internationalism. ING stresses somewhat higher interest rates for savings accounts and money market funds. HSBC internal branding supports its local service focus while ING emphasizes one culture and people who are behind the scenes, but friendly when reached through customer service. Now they are doing more localization with their ING Cafes, because that brand strategy hasn’t worked as well as they liked.
- OK, now we’ve defined our terms. Let’s talk about the first of my two subjects: cultural relevance.Cultural relevance is all about brand localization. Much has been written and spoken about this topic, so I’ll just skim the surface of it today. Many companies do this poorly—assuming that their brand’s message will automatically bridge cultural, language and geographic divides. Others lose the distinctive power of their brand because they water it down too much in their attempt to be culturally relevant. Or they try to create a different brand for each market, which is an expensive proposition. The path in-between I like to call Glocal—the perfect mixture of global and local: a universal message, aimed perfectly at a local market. Here’s an example of a company that, like goldilocks and the three bears, gets it Just Right…
- Let’s deconstruct what Apple did here. First, they kept the heart of the brand consistent across cultures. These ads are sophisticatedly humorous, a little daring in approach, and keep to the “we’re different and like you” message that Apple has always done. It also highlights the differences in products: one is a pleasure to use, and the other is a job to use. It’s innovation applied to the user’s benefit.But what did they change? They changed what casual and buttoned down mean in each culture via facial hair, eyeglasses, pompousness. They changed the language: One is a vacation, the other is a holiday; one is about sightseeing and cafes; the others about “larking about” and “just kicking it.” They changed the key applications the Mac does: blogging versus movies, music and podcasts.http://www.youtube.com/watch?v=wYtdbPE2KtM<number><number>
- This is instructive about what needs to hold true at the heart of a brand: the personality, the role your company plays in the market, your unique approach to the market. What can change? Idioms, language, specific culturally relevant markers, specifics, people’s appearance.
- Another great example of a culturally relevant brander is your own Virgin Airlines. In the US, Virgin American is a low cost provider/great in-flight experience brand. Here’s from their website: Remember when getting there was half the fun? Experiencing something different can be exhilarating, fun and can change your perspective. Like the first time you were on a plane. Remember that feeling? We do. We want to bring a bit of that feeling back to flying. We hope that we've created a different kind of airline: one with low fares, great service and cool, new features that we think you'll like - maybe love. The UK brand is less about value and more about fun. When you Google Virgin Atlantic, the metatag says: Inflight Ice Cream While You Watch Movies On Your Personal Seatback TV. In India they’ve gone even further with localization. There, travel agents play a vital role in the travel plans of people, unlike in the West— there are many small travel agents in India whose earnings solely depend on selling air tickets. The whole issue of zero percent commission smells of ignorance and cultural insensitivity on the part of airlines. Virgin’s recent advertisement in a local Indian magazine “TravTalk” reads: “It’s 5%. We’re 100% sure”. They’re referring to keeping the commissions to 5% for travel agents. Who do you think travel agents will recommend for flights to London from Delhi/Mumbai? Virgin or British Airways (who keep it at 0%)? <number>
- The takeaway? Companies must harness the coherence of their brand as well as the closeness of a local brand if they wish to succeed. Often referred to as the 70/30 principle, this rule of thumb states that 70% of the brand must remain absolutely consistent, with 30% reflecting flexibility market-to-market. The brand’s positioning, advertising strategy, personality, and look and feel are, in most respects, the same but allow for regional customization. What remains consistent market-to-market are the values communicated and delivered by the brand.Infosys is an IT outsource company, founded in India
- Now let’s talk about my second “brand and location” topic: location relevance. I’m not talking here about what country your customers are in, but what context they’re in when they receive a brand’s message. Today, people see and interact with your brand not just in the office or home, but on their phone, on their laptop via wifi, on the go and in cafes, hotels, airports. This is a great opportunity because if you know someone’s location, you can have your brand offer location-specific promotions that increase the receptivity to your message by several fold. <number>
- Let’s look at the Wi-Fi Audience to see how this works. This audience is an advertiser’s dream. Wi-Fi users are a highly desired demographic. They’re affluent, increasingly mobile consumers, whose lifestyles and purchases make them influential. With an above-average annual household income and 37% with incomes above $100K US per year, 75% are 25-49 years old and 65% have management titles. WiFi advertising reaches mobile professionals and consumers during opportune moments of down-time when you can catch their undivided attention, whether it’s at Heathrow waiting for their next flight, at Starbucks catching up on email with a double latte, or at Hyatt after checking in and before they’ve ordered room service.<number>
- Combine that receptivity of down-time with location-specific promotions, and your brand can become particularly relevant and welcomed. For example, if you know your user is at an airport, you can send a percentage off coupon for a rental company and the ad will show up as a gift, not an intrusion. The halo effect on your brand’s perception from making your message locationally relevant can be a big one—not to mention the more direct bonus of an increase in conversion rates. If I’m looking at an ad and I’m getting free WiFi for viewing it, that makes me happy. If the ad is appropriate to what I may be in the market for, because of my location, that makes me even happier, especially if a promotional offer is added to that. Now, you have to avoid the creepiness factor. That’s when it’s so targeted that I feel like I’m being stalked. But what I’m noticing is that that’s a generational concern—the “young people of today” like that their wireless devices know where they are and can serve up relevant content as a result.<number>
- A caveat is that your brand is known by the company it keeps. Make sure your brand’s promise and that of the location of your audience are in alignment. That means if a person is in a high end hotel, don’t send coupons for Wimpy. If you’re targeting business travelers, show up in airports, not student hangouts. Bedbug example<number><number>
- What it all comes down to is that you need to first, articulate your brand’s promise, so you know how to align with it. Then, figure out the 70% of that promise that it is critical to stand for, no matter where your brand shows up. Give your local people leeway to play with the other 30% of your brand’s meaning. And take advantage of placing your brand in front of the right people, with the right message, at the right time.That’s what an agile brand is: one that knows what it stands for yet can change enough to be appropriate to the situation. May all your brands be agile.
- <number>