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MANAGING BRANDS IN DISTRESS
- 1. 30 COVER STORY D ear reader, my opinion is not necessarily a sword fight against branding as we know it, but an opportunity to challenge the way we see and relate to branding. I cant help but remember an article that was once published by Sokoni magazine in 2008. It was of an interview of then, the Managing Director of Ipsos Synovate. He was taking a critical look at how we manage established brands in Kenya. He went on to say that; marketing or marketers have fainted in Kenya. Brand management had been reduced to selling and sales targets, forgetting brand essence. If memory serves me right, his view was fairly simple, if marketersunderstoodtheessenceofbrands they represented, then more focus would be placed on brand unique properties or brand promiseratherthanpriceoffs,inabidtoget more customers. This is to say seek ye first the kingdom, and all these, and other things shall be added. Services and products that are differentiated, and exist to make human life better, will naturally be sought at any price. This therefore makes brand identity the most important thing, before selling. So as to better explain how to manage a brand in crisis, I would like us to take a look at what a brand really is. I find myself spending more time with clients discussing the issue of branding, before tackling media solutions, because branding has a strong influence in how media is selected and ap- plied. A Brand is an emotional and physiologi- cal relationship with customers, based on opinions, emotions and physiological re- sponses. The influence or perception of a brand is determined by its DNA. As in the case of Starbucks, the logo allows the viewer the freedom to interpret for themselves, what she means to them. In the case of ap- ple, given the history of the fall of man, the partly eaten apple represents; lust, hope, knowledge and anarchy. Millions of dollars has been invested in shaping consumer per- ceptions and relations with these brands. Brand mapping or brand essence has four main quadrants. The first represent- ing how the consumer would describe the product in a physical sense. The second de- scribes how the brand would make the con- sumer look, the third, how it would make the consumer feel, and finally the fourth, what the brand does for the consumer. At the core or the heart of these quadrants, is the brand promise. Brand promise remains the most dis- tinct and unchanged platform that re- mains clear and true through- out the life of a brand, and needs to be defended at all costs. It is from this that all other brand at- tributes gain relevance. It enables brands remain relevant and leverage the value of past investments in communication, and into the future (heritage). I am still puzzled that Kenya is referred to as a brand. Is Kenya really a brand? Is there a single minded claim/promise that Kenya can own and defend? One that is unique from any other country in Africa? I think that, there are many things going on about Kenya, that would make referring to Kenya as a brand, a challenge, even to the most accommodating mind. I would like to tell you about an inter- esting case study that I often refer to as day ten. Several years back in Corporate Amer- ica, the power of blogging had not been fully revered, until day ten story happened. September 12 2005, someone who was not particularly happy, posted on a group dis- cussion site of bicycle enthusiasts, a strange occurrence they had observed. That the well-known and trusted, U-shaped Kryp- tonite lock could be easily picked with a Bic ballpoint pen. Two days later a number of blogs, including the consumer electronics site Engadget, posted a video demonstrat- ing the trick. Were switching to some- thing else ASAP, wrote Engadget editor Pe- ter Rojas. On Sept. 16, Kryptonite issued a bland statement saying the locks remained a deterrent to theft and promising that a new line would be tougher. That wasnt Managing Brands in Distress By ABED MWANGIZA
- 2. 31 COVER STORY enough. (Trivial empty answer, wrote someone in the Engadget comments sec- tion.) Every day new bloggers began writ- ing about the issue and talking about their experiences as hundreds of thousands were reading about it. Prompted by the blogs, the New York Times and the Associated Press on Sept. 17 published stories about the problem-articles that set off a new chain of blogging. On Sept. 19, estimates Technorati, about 1.8 million people saw postings about Kryptonite. Finally, on Sept. 22, Kryptonite an- nounced it would exchange any affected locks free of charge. The company expected to send out over 100,000 new locks. Its been--I dont necessarily want to use the word devastating--but its been serious fromabusinessperspective,saysmarketing director Karen Rizzo. Kryptonites parent, Ingersoll-Rand, said it expects the fiasco to cost $10 million, a big chunk of Kryptonites estimated $25 million in revenues. Ten days, $10 million. Had they responded earlier, they might have stopped the anger before it hit the papers and became widespread, says Andrew Bernstein, CEO of Cymfony, a data-analysis company that watches the web for corporate customers and provides warning of such impending catastrophes. www.stephanspencer.com/aftermath-of- the-kryptonite-blogstorm/ Here are some quick considerations that can aid brands avert and manage crisis situations:- Be on The Pulse:- Given the soft nature of the internet, it does not cost much for brands to keep watch of what is being dis- cussed online on social media and blogs. I find these particularly helpful in creating relevant brand messages that resonate with the mood and thinking of consumers. Brands Are An Emotional Business:- It is a fairly fine line between love and hate. Remember consumers are emotionally at- tached to brands. It is important that brand managers are emotionally available to con- nect and engage with consumers. Some- times a sorry or I understand goes a long way than the term my point is. Know What Your Brand Can & Cannot Do:- The more I think of brands as person- alities, the more I get to understand how they are expected to behave and relate. It is on the basis of the four quadrants earlier mentioned, that brand personality is clearly outlined. Sloth Not:- It is important that brands act prudently and on time. In this day and edge nothing ever goes away by itself. Create A What If Matrix Alongside Your Annual Marketing Planning:- This kind of thinking makes crisis less strange and more bearable. It is indeed a challenge to get all relevant parties aligned especially in large corporations, where there is likely an abun- dance of ego. However, this exercise can make difficult times more strengthening, rather than not. Online PR Exists:- Gone are the days when public relations was restricted to TV, radio and print. The dominance of the in- ternet and mobile phones has brought peo- ple together, given them the power to shape brands through User Generated Content. This is therefore the most logical place for brands to start communicating and engag- ing. Abed Mwangiza Media Director and General Manager Havas Media Kenya