5 Ways to Transform the Rules of Brand Legacy Building

brand legacy

Build A Brand Legacy

 

How do you build and maintain a brand legacy?

What do leaders often get wrong in building a brand?

Mark Miller and Lucas Conley are the authors of Legacy in the Making: Building a Long-Term Brand to Stand Out in a Short-Term World. Miller is the founder of The Legacy Lab, a research and consulting practice, and the chief strategy officer at Team One. Conley is the executive editor of The Legacy Lab and a former researcher for The Atlantic and staff writer for Fast Company.

 

“The best short-term strategy is a long-term one.” -Miller and Conley

 

5 Brand Building Errors

What do most leaders get wrong when they’re thinking about legacy?

We’ve learned a lot about how leaders build and maintain brand legacies since Mark founded The Legacy Lab in 2012. Over the years, we’ve identified five things traditional business leaders tend to do wrong today:

1) Think institutionally: Traditional brand leaders buy in to management systems and institutional processes with the goal of keeping up with market trends.

2) Lean into attitude over action: Traditional brand leaders imagine their brands first from the outside in, believing that what they say and how they posture matters more than what they do.

3) Practice command and control: Traditional brand leaders hoard information and tell customers what to do, striving for category dominance and sales superiority.

4) Follow category orthodoxy: Traditional brand leaders focus on mastering rules (e.g., “business is about making profits”) and take conventional wisdom for granted (e.g., “there are no profits in altruism”), all in the interest of maintaining the status quo.

5) Evolve episodically: Traditional brand leaders tend to grow stale by repeating the past (rarely innovating) or lose their identity by renouncing it (innovating everything at once). Both are examples of episodic evolution.

Once these were the accepted rules of brand-building. In the modern era these methods now amount to short-term thinking. And while short-term thinking may sound appropriate for our short-term world, we learned that it’s actually the long-term thinkers who make faster, sharper decisions. This is because, no matter the market trends, long-term thinkers know where they’re going. This counterintuitive insight—that the best short-term strategy is a long-term one—is at the heart of our book.

 

“Modern legacy brands are not museums.” -Miller and Conley

 

Your book highlights various leading organizations. How did you go about choosing them?

12 Ways Brands Get Off Track

12 Sins of Branding

Companies, like people, can go off track. A simple error compounds. The wrong attitude takes root. A poorly designed strategy is implemented. Perhaps the focus is just a bit off, sending everything off course. It happens.

What do you do if you are off track? How do you recognize the signs?

There are two branding experts that I turn to when it comes to branding and revitalizing brands: Larry Light and Joan Kiddon. They not only have the experience, but their advice is my favorite kind: practical and actionable. I’m not one for studying theories that I can’t immediately use.

I recently spoke with the authors about the troubling behaviors and attitudes that cause companies to mess up their brand. They have identified 12 ways that brands go awry. Their updated book on branding, Six Rules of Brand Revitalization, is a must-read on the subject.

 

“Arrogance leads to complacency which destroys innovation and leaves you out of date.”

 

The Arrogance of Success

How do you pull a culture out of arrogance, especially if they don’t realize it?

Often it takes a sense of urgency, a perception of an impending crisis. Change is difficult. An arrogant culture resists change until it seems that there is no option. Change or die. Dramatize the need for change. The most dangerous disease is complacency. Arrogance can lead to complacency. Complacency can keep your eyes closed to innovation and leave you out of date with your customers. The common expression, “Go back to basics,” is often used to defend resisting change. Going backwards will not guide marketers how to best go forward.

 

“Culture change is led from the top. The leader sets the tone.”

 

Culture change is led from the top. The leader sets the tone. Sometimes a leadership change is necessary. This is what happened at McDonald’s in 2002. The new leadership immediately dramatized the need for change. Jim Cantalupo, the new CEO, created a sense of urgency.

We recommend the four steps of Breaking the LOCK on Brand Troubles: Fix Leadership; then leadership can fix the Organization alignment. Cultural change is an imperative. Knowledge is a powerful force. Become a learning culture…

 

12 Branding Sins

1: The arrogance of success

2: The comfort of complacency

3: The building of organizational barriers and bureaucratic processes

4: The focus on analyst satisfaction rather than on customer satisfaction

5: The belief that what worked yesterday will work today

6: The failure to innovate

7: The lack of focus on the core customer

8: The backtracking to basics

9: The loss of relevance

10: The lack of a coherent Plan to Win

11: The lack of a balanced Brand-Business Scorecard

12: The disregard for the changing world

 

 

Is there one that is most often the culprit in brand failures?

As we say in the book, the Twelve Tendencies for Trouble are not independent of each other. These are all interconnected forces. A company that succumbs to one seems to succumb to more than one. There is no single culprit. Each of the Twelve Tendencies for Trouble must be avoided.

 

“Problem solution is the most effective way to stay relevant.”

 

Encourage a Culture of Innovation

How to Avoid the Most Common Branding Mistakes

6 Rules of Brand Revitalization

 

How do you keep a brand relevant?

 

If you are looking to develop a strong global brand, you will find two names consistently mentioned as “go-to” experts: Larry Light and Joan Kiddon. They have just released a second edition of their book on branding, Six Rules of Brand Revitalization.

If you need to revitalize a brand, or if you are looking to avoid the pitfalls others have made, this book is a blueprint to follow for building a brand.

 

“Without trust, there can be no brand loyalty.” -Light / Kiddon

 

I recently spoke with the authors about their new book and the rules of branding.

 

6 Rules of Brand Revitalization

 

1. Refocus the organization.

Where do most corporate leaders get it wrong?

They tend to believe that “refocus” can happen through tools and templates and HR seminars. Refocus is more than filling in the blanks and talking the talk. When there is a conflict between strategy and culture, culture wins. A commitment to change requires refocusing of the cultural mindset that emanates from the top down. Merely embarking on a training program to encourage a focus on new tools, templates, and techniques can distract from the need to accomplish both the behavioral and attitudinal modifications that foster culture change.

 

“Refocusing an organization around common goals is the first step for brand revitalization.” -Light / Kiddon

 

6 Rules of Brand Revitalization

Rule 1: Refocus the organization

Rule 2: Restore brand relevance

Rule 3: Reinvent the brand experience

Rule 4: Reinforce a results culture

Rule 5: Rebuild brand trust

Rule 6: Realize global alignment

 

What tip would you provide to a leadership team in the midst of this refocus?

Leaders are different from commanders. Commanders manage by telling people what to do. They create acceptors. Leaders create believers. Acceptors go through the motions complying with the new processes and behaviors. Believers have true commitment that this refocus is a better path to a successful future. Acceptors are not the same as adherents. The leader must be the one to set the tone and drive the change for all to see and emulate. Leaders must demonstrate commitment if they expect people to become believers in the new world.

 

“The leader must set the tone and drive change.” -Light / Kiddon

 

  

2. Restore brand relevance.

What are the best ways to stay on top of changing customer expectations?

Stay up-to-date with all available information. Read a variety of sources, not just in your business’ field but also across many disciplines. Include regular market research reports. But also include what is happening in the world around us. Be observant. Be informed. Be open to new ideas.

In this world of access to “big data’” there is now a focus on data analytics. Analysis can tell us about what is happening today. Analysis is about the decomposition of data. But real insight does not come from analysis. It comes from creative synthesis. Analysis is about taking data apart. Synthesis is about putting together disparate sources of information in original ways. Synthesis is about detecting patterns that others fail to see. Keeping a brand relevant will involve both analysis and synthesis. Make sure that the organization is open and conducive to creative synthesis.

 

3. Reinvent the brand experience.

How do you define a brand experience?

The total brand experience includes consideration, shopping, purchase, use, service, online, offline, brand communications, handling of customer complaints, and so on. Every touch point with the customer is a part of the total brand experience. It includes every aspect of the brand promise: functional benefits, emotional and social rewards, solutions to problems, and so forth.

 

“Every touch point with the customer is a part of the total brand experience.” -Light / Kiddon

 

How fast can a brand innovate and reinvent?

Key Benefits of Internal Brand Building

This is a guest post by Simone Smith, a writer at Online Courses Australia. She believes that inspiring company culture and work-life balance are keys to success.

Internal Branding Matters

Internal branding refers to the process of providing employees with the training and education they need to support, understand, protect, and advocate for your brand’s mission. A critical part of expanding a successful business is internal branding.

In fact, internal branding should matter to companies of all sizes, from the solo professional to the Fortune 500 company. The reason for this is very basic: If you and your employees can’t fully get behind and believe in your brand, how can you expect complete strangers to become lifelong loyal customers?

 

“Strong brands are built on unshakable values and authenticity.” -Simone Smith


Here are some of the key benefits of internal branding for your company:

Develop a relationship between the brand and employees

With internal branding, you are essentially handing your employees the keys to unlocking the secret to the mystery of how they are integral to the overall company mission as well as the vision for the brand. Employees discover how the job they do affects how the brand is viewed by customers.

 

Develop better relations between coworkers

Shared goals between coworkers are a proven way to bring people together to create a cohesive team. The same can be said for sharing a powerful brand vision. When employees share a strong belief in what they are working toward, productivity and morale go way up. Employees also become more vocal advocates for the brand.

 

Improve hiring and retention

Believing in the brand’s promise and feeling passionate about being an important member of the team that helps bring that brand’s promise into reality for the customers helps employees remain loyal to the company. When a company gains a reputation for having happy, passionate employees, it is easier to keep people from leaving to explore other opportunities. Likewise, it is so much easier to attract great talent when prospective employees know they will be treated well and enjoy working in an encouraging, community-like atmosphere.

 

Internal branding builds character within an organization

Strong brands are built on unshakable values and authenticity. When a brand spreads its message and vision internally, employees are encouraged to adopt the same values the company has shown that they prize. This makes it less likely that employees will act in ways that are counter to the brand’s accepted culture and values. This promises a more consistent brand experience for every customer who buys from you.

 

“If you and your employees don’t believe in your brand, how can you expect strangers to become lifelong customers?” -Simone Smith

15 Bad Habits that Inhibit Brand Building

Managing A Global Brand

Building a global brand today is different than it was only a few years ago. Globalization, localization and personalization are forces that impact how to best manage a global brand. In Larry Light and Joan Kiddon’s new book, New Brand Leadership: Managing at the Intersection of Globalization, Localization and Personalization, the authors share their over 50 years of experience in building the world’s largest brands. From forming a brand vision to measuring its performance, they share a framework for developing and executing a global brand strategy.

Recently, I had the opportunity to talk with Larry Light about his new work. Larry is the CEO of Arcature LLC. He was a senior executive and board member at BBDO and President of the international division of Ted Bates. He was Global CMO of McDonald’s from 2002 to 2005. More recently, Light was the Global Chief Brands Officer of IHG.

 

“Low price and best value are not synonymous.”

 

Bad Habits That Inhibit Brand Building

Would you share the bad habits that inhibit brand building? I found myself nodding and think readers would find these compelling.New Brand Leadership

We identified 15 bad habits that impede organizations from building brands, regardless of industry, category, and geography. These habits are not stand-alone forces: there are two underlying connections among these, and these are enterprise culture and leadership. First, culture matters. When there is a conflict between culture and strategy, culture wins. Culture fights change. Culture fights for the status quo. Culture nurtures complacency. Second, brand leadership is different from brand management. Brand management is taught in business schools. Effective brand leadership is different. Brand management is about the execution of specific brand-building actions. Brand leadership is different. It is about getting the right results through the efforts of others. It is about educating, inspiring, influencing and evaluating. Effective leaders create results by getting others to do the right things to produce the right results. Effective brand leadership is top down. For example, none of the work we did at McDonald’s could have happened without the leadership of Jim Cantalupo and Charlie Bell. Nissan needed Carlos Ghosn. IBM needed Lou Gerstner. Popeye’s needs Cheryl Bachelder.

 

“Brand leadership is different from brand management.” -Larry Light

 

15 Bad Branding Habits

  1. Complacency
  2. Change for the Sake of Change
  3. Financial Engineering as a Growth Strategy
  4. Cost-Managing the Way to Profitable Growth
  5. Focusing on Customers You Do Not Have at the Expense of Customers You Do Have
  6. Failing to Keep the Brand Relevant
  7. Price Segmentation Instead of Market Segmentation
  8. Thinking the Lowest Price Is the Same as the Best Value
  9. Failing to Instill a Quality Mind-Set
  10. Silo Mentality
  11. Focusing on the Short-Term Rather Than Creating a Short-Term/Long-Term Strategy
  12. Not Sharing Across Functions, Geographies, and Brands
  13. Believing the Regions Are Not as Sophisticated as the Center
  14. Believing That Brand Management Is All About Marketing Communication
  15. Allowing Data to Decide

 

The Most Insidious Bad Brand Building Habit

What’s the most common bad habit you have witnessed?

One that is becoming increasingly visible and insidious is the desire to satisfy the demands of Wall Street over satisfying the demands of customers. Ultimately, the sustainable source of cash flow comes from customers exchanging money for your offer. Financial engineering is not the basis for enduring profitable growth. Managing money is not the same as managing brands. Stock buybacks and increased dividends indicate that a company believes that investing in product and service development, innovations and brand-building will not yield satisfactory returns to shareholders. So, they just give cash back to shareholders and let them decide where to invest.

 

“To grow trust, we need to grow quality.”

 

The Evolution of Global Marketing