All posts filed under: Reputation management

Balancing brand behaviours

Balancing brand behaviours

Your word is your brand. Or rather, if the words aren’t right and your consumers depend on them for vital information, your brand will quickly find itself in the crosshairs of regulators, activist groups and annoyed consumers. The recent case concerning the contents of herbal supplements is more than an argument over percentages; at its core lies a simple question that underpins consumer trust.

Brand and reputation

Brand and reputation

Brand and reputation are tightly linked but not synonyms. I raise this because I seem to be having more and more conversations where brand projects are being renamed as reputation projects to make them more “palatable” internally. That in itself says a lot about what senior management think brand is and why they believe it’s not what they need.

Brands need to be more than controversial

Brand controversy: how far is too far?

If your goal is to get people talking and you deliver thought-provoking advertising and that happens, then you have succeeded. Controversy often works if you’re a challenger brand trying to upset a rival; if you’re a NGO trying to incite action; if you share opinions with your customers and you choose to share those opinions with the world; if you want to poke fun at something that runs contrary to your brand’s values and purpose. There are times, and subjects, where that approach works just fine. You may shock some. But you will reach and appeal to the people who believe in your brand, what it stands for and what it challenges.

10 ways it pays to be an intermediary brand

10 ways it pays to be an intermediary brand

Marketers and business writers have been talking for ages about disintermediation – cutting out the middle man – in a bid to achieve more direct and economically efficient relationships. But the battle between Hachette and Amazon reminds us there are still very powerful players mediating between customer and producer.

Does corporate responsibility require more social creativity

Does corporate responsibility require more social creativity?

Some years back, Deborah Doane wrote a hard-hitting article about the “myth of CSR”. In it, she argued that CSR was a reaction rather than an action; that it was essentially a collective response to uprisings against the behaviours and morals of corporate institutions and that it had been encouraged by an historically weak NGO sector as a way to bring about change. Her concerns mirror many that I have independently raised.

Take a moment

Take a moment

Coming home from Sydney, Paul and I were talking about ‘moments of truth’. One of the great ironies, and frustrations, for many brands is that reputation must be built over years, but can be lost in a tiny fraction of that time – seconds. All because of an action or a word, a misunderstanding or an expectation that may or may not even have been reasonable in the first place.