Posts Tagged ‘brand’

When I make a statement like that I mean that people (and by extension business entities of all sorts) have memories longer than your current message/campaign. They remember your position on an issue that affected your industry and they remember how adversity and prosperity were handled when they arrived at your doorstep. These are not the things of messaging and campaigns. These get to the core of your corporate integrity. This is what resonates with other people.

The actions taken when these events occur do more to define a business and its leadership than any campaign. Examples both good and bad would include Tylenol and BP (British Petroleum). Tylenol’s initial troubles were met with taking their product off of the shelves. They put people ahead of profit. (It only made business sense, so don’t think they were overly altruistic. Although others later would fail this test. See:Firestone) BP’s handling of their massive oil spill in the gulf was not something anyone should emulate. If anything, their recent spate of commercials trying to reinvigorate tourism to the gulf remind people of their lack of responsibility. People in that area that have already had to close their businesses because of the spill have nothing to smile about.

So, when events conspire with, or against, a business, they may wish to bring the marketing team in to consult instead of just hiring spin doctors. Evidence of responses are recorded more thoroughly now than ever before. Choose wisely grasshopper.

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Marketing has gone from creative-driven and measured by impressions to company integrated and measured by revenue generation. Juxtapose that with the rise of Web 2.0 and how consumers are now driving the car. (If you companies don’t stop cramming your products down my throat I’m going to turn this car right back home!)

What’s a marketing leader to do?

The thing that I don’t see in the articles by marketing authorities touting the two extremes; balance. Recent longer-term success stories in the CMO arena show the position-in-question to have come from a non-marketing background. They firmly integrate marketing into the rest of the company and, oddly, become stern brand champions. (Not that it’s bad, but just strange, coming in with no marketing discipline.) They then lean heavily on the core marketing team to come up with creative flourishes and interpret Web 2.0 culture. They function as a true team and there is a constant ongoing dialogue between all parties. This allows things to constantly evolve and, even in bigger concerns on average, react to changes in consumer opinion and the marketplace quicker.