So, last day of the year here in New Zealand. Summer’s arrived (something we always welcome in Wellington) and I’ve had a few days to put things in order and get ready for the year ahead.
In a world where popularity is the ‘it’ metric for so many marketers, have you really thought through how your brand would cope if all your wishes came true? If your brand strategy is based on building your popularity, here’s some things you might like to consider as you rush to be noticed.
We shouldn’t even think of the term “customer service” as being about something that is valuable to customers. In fact, customer service is worth next to nothing. The reasons are simple. We live in a service-focused age, and the people who buy from you know they’re customers. So the term “customer service” does not describe anything customers don’t expect and it certainly doesn’t envelope anything of particular value to them.
Distance is an interesting concept in brand positioning terms. How closely you look to cluster with others and how determined you are to remain some way away depends on your strategy and what you stand to gain from getting up-close.
Everyone’s torn this way and that. It’s easy to lose concentration or to find yourselves prioritising the wrong things. If your brand feels like it’s drifting, here’s 7 sure signs that you’re not focusing on the right things.
I call it the goodness movement – the rush to appear responsible that has gripped global brands over recent years. Recognising that ethics, sustainability and CSR are now consideration factors in consumer purchasing (although we could debate the extent), brands are eager to show the world that they are doing what they can. But how much of what they are saying is actually driving how they operate and the decisions they make?
We could argue at length about the influence that social media actually has on people’s thinking day to day, but there is mounting evidence to suggest that the conversations people are having over longer timeframes are reframing their attitudes to sectors at a macro level.
Denise Lee Yohn is one of those people whose been part of my brand conversations for some time. I first encountered her no-nonsense approach to brand when she published an excerpt from her book What Great Brands Do on Branding Strategy Insider. It was one of the most popular posts of the year.
When Al Ries took aim at McDonald’s decision to broaden their menu, saying that introducing more items had not worked as a strategy and would not so do into the future, his piece raised questions for me on the differences between diversification and adjacency.