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Lipstick on a Pig
Even though it seems that everybody is thinking about their brand strategy these days, I wonder how many people think about what brand really means.
Thinking strategically, the most compelling definition I've encountered is also one of the simplest: A brand is a promise.
This definition is not only clear, it's useful. Everyone knows what's supposed to be done with promises. When you make a promise, you're expected to keep it.
When an organization is working on strengthening its brand strategy, the people involved should find themselves led to ponder these questions:
• "What is the core promise our brand makes to our customers?"• "We think we're making one promise. Do our customers hear something different? If so, what is it?"
• "Do we have what it takes to keep the promise we're making?"
• "How do we design a brand experience that does more than promise, but delivers?"
It seems to me most branding exercises focus on making - not keeping - the brand promise. The discussion is almost centered on answering the question, "What do our customers want to hear?" as opposed to "What do our customers want us to deliver?"
It's as if we buy into the idea that by making the promise somehow the people in product/program development and in the distribution- or service-delivery chain will engineer satisfaction.
It ain't necessarily so.
For the purpose of illustrating my point, ask yourself, Are the skies really friendly at United? Do you believe quality is really job one at Ford? Does it absolutely always get there overnight with FEDEX?
These are good companies full of good people. The truth is that these are big promises to keep. All brand promises are.
Strong brands - the brands that people love and are loyal to - were built on sustained satisfaction. They were built on adherence to the old covenant: We'll give you value for your money.
The people running the companies that created these brands were operating and manufacturing types. Engineers, designers, and inventors. Some of them were marketers, but most of them weren't. Popular culture has mythologized these people as drab, unimaginative, stick-to-the-knitting, plodding, gray men.
Clearly, with their obsessive practicality and loyalty to their products - products that evolved into brands - they did something right. I think we have a lot to learn from the people who built those brands.
It boils down to a pretty simple truth. Any brand promise that isn't operationalized is like putting lipstick on a pig.
Integrity is one of the most - if not the most - important brand values that any product or service can embody. Real brand champions aren't snake-oil hawkers, their products deliver value - time and again.
A brand's integrity plays out in its ownership's commitment to keeping its brand promise. When the commitment is operationalized, customer trust and loyalty grow.
So does the strength of the brand.
Brands are built by keeping promises - not by making them.
Posted on March 17, 2006 05:22 AM | Permalink
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Comments
Neill,
Speaking of brand promises that are hard to keep...you must see this website - www.cleaninghunk.com
It's my new favourite cleaning product!