Magazine editors and TV journalists love year-end lists. And when it’s the end of a decade, there’s even more interest in rehashing the top 10 things in every category from celebrity scandals to the most trusted brands.
I prefer to look forward, and I suspect many of you are with me on that. So here are two — not ten — branding trends that will help you, right now.
• The crisis of confidence and the consumer’s ultra-sensitive, internal BS meter.
The last two years have not been good for consumer confidence. The banking collapse. Bernie Madoff. AIG bonuses. The automotive bailout. Tiger’s “transgressions.” No wonder people are more jaded than ever.
Consumers are singing a collective tune, and the refrain goes like this: “don’t bullshit me!” (It’s country western.) They’re more savvy than you think. They’re armed with information, and if they catch you trying to pull a fast one, they’ll blast their song to the entire world.
Negative word-of-mouth has never spread so fast, or so far.
Customer reviews on sites such as Yelp, Angies’ List, Amazon, and Citysearch have become so popular, the press is calling this the “reputation economy.”
The big brands are spending millions to monitor and manage the online dialog, but control is squarely in the hands of the consumer. They now have the power to preempt a major branding effort with a few bad reviews, blog posts or YouTube videos. (Remember Micheal Phelps?)
Entire industries have been buried in bad will. Take, for instance, the mortgage business…
If you’re trying to manage a brand in that turbulent mess, your single most important task right now is rebuilding credibility and regaining the confidence of your constituents.
And it’s not going to happen overnight.
Here’s the good news: When it suddenly crashed, that big wave you were riding wiped out more than half of your competitors. Darwinian capitalism at its best. The bad news is, all those failures tarnished your image too. As a survivor, you have to dig yourself out of a hole filled with bad press, misperceptions and tainted experiences.
It can be done if you focus on making the entire experience better than it ever was. During the boom, no one cared about service. It was just a race to see who could close the most deals. So the bar is very, very low.
Hurdle it by being honest with yourself and with your prospects.
Slow down. You’re in a service business, so focus on building a better process that will deliver an experience that far surpasses their expectations.
Do that, and you’ll have an authentic story to tell. Do that, and you can get past the skepticism and come out of this better than ever.
• The experience is everything.
Branding isn’t just about products and marketing messages. It’s about the real life experiences people have around the product. Directly and indirectly.
So the easiest way to generate authentic, positive word-of-mouth is to provide an experience that far exceeds that of your competitors.
Think of everyone who went to the movies in the last week or two. How hard would it be for Regal Cinemas to make the experience dramatically better for us during the busiest time of year?
Not hard at all.
Imagine if we didn’t have to wait in a long line, out in the freezing cold. Of if we did have to wait, imagine if someone was serving little cups of hot chocolate. That would warm us up to the Regal Brand.
Imagine if we didn’t have to wait in yet another serpentine line for the same old Skittles. Or what if they offered a Christmas special on popcorn and soda that didn’t cost as much as the movie.
Talk about a better experience. Talk about Tweetable differentiation… “No lines at the Regal Cinemas on 5th.”
We would drive out of their way for that. We would tell our friends and post positive reviews. And most of all, we’d remember that experience the next time. Given a choice — same movie, two different theaters — we’d opt for the theater that triggers some little reminder of a positive experience.
That’s great branding.
Here’s another example: Over the holidays I heard a couple raving about their experience with a Lexus dealer. They actually argue over who “gets” to take the car in for repairs. No kidding.
It’s ironic when you think about what Lexus stands for: Dependable Luxury. Their cars seldom need work, so you wouldn’t think the company would put much emphasis on the repair experience. But they have.
Maybe they saw the market research that pegged “service after the sale” as the biggest problem for other luxury brands. Or maybe they just figured there was so much room for improvement, they couldn’t go wrong.
In any case, by completely reinventing the repair experience, Lexus turned a potential problem area into a branding opportunity. And according to the 2009 J.D. Powers study, it’s working. Lexus, once again, received the highest customer satisfaction ratings of any automotive brand.
So this year, find ways to improve the experience people have with your brand. Even if they’re not your customers.
And don’t just focus on your best product or service. Look at the weakest part of your operation, and see if you can turn it into a positive customer touch point, like Lexus did.
Go beyond your core competencies and see if there’s something you can do to make things easier, better, faster for your customers.
Lexus is in the business of building cars, not automotive repair shops. But they recognized the connection, and the opportunity. They built repair shops that are as good as the cars they make.
In branding terms, they aligned the repair experience with the Lexus brand.
How well does your service and your operation line up with your brand? This is the year to find out.
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