Small brands are edgy, attuned and preferred. That seems to be a common sentiment right now. But there is nothing to suggest that any of this makes it easy to win as a small brand today.
Brands drive attention and income off awareness, but they derive their real value from their ability to shift and sustain longer term sentiment.
We often think of brand value in financial terms. But that value, I would venture to suggest, is actually a result of a broader initiative that brands need to think about in these busy times: finding ways to be valuable in the lives of those who buy from them.
It’s happened to Doc Martins, Burberry and others over the years: groups turned their brand into a symbol of something the brand itself did not believe or endorse.
Some time back, I looked at what it took to get a brand promise right. In this post, I want to examine the converse: when (consumers feel that) brands have not lived up to what they said they would deliver. What happens to generate customer disappointment?
Have we become so pre-occupied with the niceties of brand that we’ve forgotten the reason they exist?
I met Mark Hunter on my very first trip to the United States. I was speaking at the National Speakers Association University on how to build a personal brand. Our conversations between sessions over several days would influence how I thought about sales and the business of keynote speaking.
In 2000, an article in Wireless called into question whether machines were quite the panacea we hoped they were. It was possible, said the author, that this dependence on machines was not going to a good place.
It’s not always easy to spot that your brand is falling out of favour with consumers, especially if, on the face of it, things look healthy.
Why do consumers keep brands in their lives? Relevance.