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Everyone is a brand manager |
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Monday, 31 October 2011 18:06 |
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Why everyone is a brand manager
Typically many small or medium sized businesses do not have a marketing department. That in itself is not necessarily a material gap in the strength of organization, or its structure. Often the Owner or President takes responsibility for creating and developing the corporate entity as a brand. Alternatively in a manufacturing environment for example, the products made by the company may be given “brand names”, and the CEO or senior managers may have some tactical responsibility for ensuring that the brands do not suffer harm. The Company or Product brand image is then formed by the collective actions and behaviors of the business, including its employees.
* Generally the development of the company as a brand is often accidental and takes place over many years. Many privately owned organizations have annual plans, and a few have long range plans. But most plans often are of a financial nature, and omit any strategic consideration of what differentiates the brand, and how to develop and nurture the features of the brand. This has financial consequences in the long term, as we know that brands can realize billions in value. Apple, Google, Nike and Tim Horton’s all started as entrepreneur’s vision, but through careful stewardship the brand values are now worth billions. Why would any CEO or Owner not wish to do the same?
* There are three critical points here:
** Firstly it is imperative to develop a brand positioning white paper, and clearly describe its features, benefits, and unique value compared to competition. At Plutus we have previously advised that it is also necessary to be relevant and salient to your target market needs. Having a clear understanding of the brand then is very important to all businesses, large and small.
** Secondly, the Brand image and reputation should be developed deliberately (for example through a communication strategy encompassing classic media advertising, social media, PR, promotion and so on). This should not be taken lightly, and it is worth seeking professional help in getting this right, and particularly to ensure that there is the right balance between funding and cost effective results.
** Thirdly, the brand image may be influenced by accident or errors of omission, for example consider the damage to the Toyota brand by vehicle brake recalls, or by negligent or damaging employee actions. A customer whose complaint is ignored by an individual in customer service is potentially a lost customer, and that may disaffect that customer’s entire circle of influence to the detriment of the brand. Not wishing to make too fine a point of this, the brand’s reputation and value is continually influenced by everything that is done every day by all departments, individuals, and stakeholders, from senior executives to customer service, research and development, finance, manufacturing and includes third party agents, brokers and representatives.
And this is why everyone is a brand manager. It’s probably the most important mind set in the company. |
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Six Characteristics of an effective CEO |
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Monday, 05 October 2009 17:58 |
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1. Develop, Communicate and execute a company Vision, Goals and Strategy. Success is a direct function of the CEO’s ability to communicate a vision for a company's future, helping employees to understand their role in the stated future, to accept the reasons for change and motivate them to achieve specific goals. 2. Delivering Results. The ability to manage through difficult economic times is critical to success. Delivering the bottom-line is more in focus than ever. There is little margin for error. That makes the ability to produce results a very important factor in ensuring business continuity. This requires clear thinking, the inclination to make tough decisions, and to be objective at all times. 3. Acting with Integrity. Executives must set the standard for behavior and those who operate with integrity and consistently adhere to a code of conduct will define a business culture where personal and business values create an environment for high performance and respect. 4. Measurement and accountability.Benchmarking and performance measurement against internal objectives and external Industry standards is the hallmark of successful management. The business needs to review performance on key financial and other salient key metrics on a regular and frequent basis, and the CEO will ensure that actions are taken. The CEO will also ensure that all employees know what their job expectations are, and how they will be measured. 5. Leadership and People Skills. The successful leader intuitively empowers employees, knowing that company growth depends on skilled and motivated employees. Leaders mentor and guide the next leaders. Such leadership requires excellent communications skills, transparency, and trust in people. 6. Continuous Improvement.Leaders of successful organizations understand that change is a condition for survival over a long period of time. The development of an orientation towards continuous improvement, so that it is ingrained in company culture as well as processes, is a precondition for high performance. |
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Tuesday, 14 July 2009 19:10 |
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The Fundamentals of Success IN LIFE AND IN BUSINESS there are only a few fundamentals that make life work out well and they have never changed.Too often we pretend that technology and education have created “new rules” or that modern systems permit us to cut corners and find short-cuts that didn’t exist in the past. While there may be examples where that is true, in general, the fundamentals of living well, achieving our dreams and creating wealth have not changed. The path to success today is remarkably similar to the path walked by generations past. What are the basics? You might have your own list, but I would suggest at least the following: 1. Personal Integrity. Socrates recommended, “Know thyself” and Shakespeare added, “to thine own self be true.” Knowing who we are, what we value and making sure that our words and actions match is fundamental. Doing unfulfilling work or living in an environment that doesn’t suit us will surely undermine our long-term success. Too many of us live ‘lives of quiet desperation’ and that is NOT a foundation on which to build a life! 2. Clear Thinking. Many of us grew up in the ‘feel good’ generation and we are confused about the role ofthought (education, planning, skills and tools) versus emotion. We let our hopes, wishes, fears, or ‘hang-ups’ run our lives. High achievers take time to think clearly, seek expert advice, plan wisely, and learn from the mistakes of others. It is an old saying that “wisdom comes from a multitude of advisors.”Some strategies just work better than others. Buildings are always designed and ‘blueprinted’ in advance. Our lives should be designed just as carefully. 3. Unfailing Optimism. This is not shallow ‘positive thinking’, but a clearheaded, conscious faith in the future and in your own potential. “Where there is a will, there is a way,” or as Hannibal said over 2000 years ago, “We will find a way, or make one.” High achievers believe in their skills, in their plans and in their futures. They forge ahead with confidence built on integrity and careful planning. 4. Hard Work. Ben Franklin observed, “Early to bed, early to rise makes a man (or woman) healthy, wealthy and wise.” I’ve heard people say achievement should be ‘effortless’ and I agree that sometimes enormous amounts of work can flow easily and quickly, but I also know that creating a great life usually requires dedication, personal discipline, attention to detail, and effort. 5. Patience and Persistence. A great life is rarely built in a day. It takes time to develop a life of one’s own. There will be mistakes and wrong turns along the way and highly successful people are neither surprised nor disheartened by this. SOURCENOTE: Dr Philip E Humbert The Holgate news is published quarterly. if you would like to receive the full version, send us your name and address by clicking on the Contact tab. |
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