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Why Most Marketing Plans Fail & 9 Ways to Succeed with Yours

This Monday is Memorial Day in the US, when Americans everywhere think back to those in the US Armed Forces who gave their lives in the line of duty. I too am thinking back, but to all the marketing plans and ideas that have been sacrificed!

The reasons why some plans are accepted and others aren’t are many. Non-alignment with corporate plans is one of the most usual, but lack of clarity, consistency, preparation or budget are also common. And even when accepted, they aren’t always executed as planned. So I thought that it would be useful to take a look back at our own marketing plans that we set earlier this year and review what is and isn’t working. We still have time to make changes and meet our 2014 targets, so which of the following is your current issue?

Declining market share

Firstly, you should be ashamed that you’ve let your br and slide so much that you are actually losing share! Br and equity measures would have given you a clear warning that something was going wrong, months if not years ago! Did you ignore the numbers or were your efforts too small to have the necessary impact? Either way, it’s time to start working out what’s going wrong. Review the 5P’s of marketing for starters and prioritise actions based on what you find.

Stable market share

So your br and’s growth is slowing? This happens in the normal life-cycle of a br and, so no panic, but you do need to take action to renew growth. But don’t think that small tweaks will be enough. Competition is ruthless these days and you will need to create some buzz around your br and. Surprise and delight is the name of the game to win (back) consumers. Start from your strengths and then ramp one or two of them up a couple of levels.

Declining image

As mentioned above, your br and image will start to weaken before market share is affected (>>and%20image%20will%20start%20to%20weaken%20before%20market%20share%20is%20affected%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<), so in theory you still have time to prevent significant share loss. But you must act now! It is more effective to review your image ratings by experience group, to see what you need to do to recover lapsed users or convert more trialists. In my experience the answers should be clear from a regularly run and thoughtfully analysed br and image study using a well-developed attribute list.

Losing consumer trust

This is a serious issue. (as if the others aren’t!) Trust in companies and br ands is what enables consumers to forgive mistakes or accept higher prices. (>>and%20br ands%20is%20what%20enables%20consumers%20to%20forgive%20mistakes%20or%20accept%20higher%20prices%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<) And it tips the balance in your favour in product comparability when performances are similar. Trust is a complex principle built out of a number of influencing factors, such as integrity, reliance, confidence, quality and worthiness. Which of these has resulted in your consumers’ loss of trust? Once identified, you will need to review how you can influence it. It will take time – sometimes a lot of time – to change perceptions.

Inconsistent communications

Since most companies have one product manager or group in charge of each br and, this shouldn’t happen and yet it still does. Multiple suppliers with differing interpretations of the br and promise, and annual revamps of simply the previous year’s work, makes for communications that gradually slip from the original positioning and message. Instead of just looking at the latest or planned communications, it is vital to also review the previous five years’ work. It then becomes obvious how messaging has shifted. (>>Tweet this<<)

Inconsistent product performance

As with communications, most product testing compares current to the proposed new product and sometimes also versus the competition. Unfortunately small changes made can be undetectable to consumers even in direct comparison, or are within statistical errors and so are ignored. But over time, consumers are likely to come to realise that the product to which they have been loyal for many, many years, is no longer what it used to be. Therefore it is useful (essential) to compare product ratings to those from previous years, as well as to the current product.

No emotional attachment

This is a dangerous situation to be in, since if consumers have no emotional attachment to your br and, they can switch without too much thought. In fact your br and is no longer a br and, it’s a commodity! It needs to st and for something in the hearts and minds of consumers, so that they will choose you rather than a competitor. Especially in categories where performance differences are minimal, emotional attachment is what keeps consumers loyal. (>>Tweet this<<)Review how your consumers feel about your br and and what you can do to build more emotional attachment. The stimulation of the senses is a great way to do this. (read more here).

Confusing br and hierarchy

Your line extensions are like family members. There should be a well-defined parent br and and each variant should have clear resemblances to it. As mentioned above concerning product and communications consistency, line extensions can drift away from the look and feel of the parent br and, especially in dynamic categories where innovation and renovation are vital. When was the last time you looked at your whole product range – together? Differences in fonts, colours, sub-br and descriptions and design become quickly obvious. Make the changes needed to get the family back in line.

Lack of (the right) social media presence

I couldn’t end this list without including social media and the internet as this is where most consumer product br ands “live” today. (>>and%20the%20internet%20is%20where%20most%20consumer%20product%20br ands%20%E2%80%9Clive%E2%80%9D%20today%20%20[tweetlink]” target=”_blank” rel=”nofollow”>Tweet this<<)It is not enough to launch a website and Facebook page for every br and and promotion. Living is the operative word here, so it’s much better to have one site that is regularly updated than tens that are visited by twenty people a month ( and yes I’ve found that in many major CPGs in the past). Also make sure that your tone online fits your tone offline and portrays the same personality. Social media is not new media, it’s just another channel, so it must fit into your overall communication’s strategy.

Hopefully this list has given you some food for thought and ideas on which to take action this week. If you are facing a different challenge I’d love to hear about it and possibly offer you some solutions. Just drop me a line here.      

C³Centricity used an image from Kozzi in this post.

Beginners Guide to Brand Portfolio Management

This week I want to share some ideas with you that were prompted by a client’s question. I was recently asked about brand portfolio management and what to do to ensure that a company is correctly differentiating its offers. This question was in reference to the service industry, which is arguably more challenging since there are no physical products, but the basic requirements remain the same.

Brand portfolio strategies are an essential prerequisite for the long-term success of multi-brand companies. It is vital for these organisations to consider not only external but also internal competitors.

According to marketing theory, there are two types of brand portfolio models, the house of brands and branded property. The House of Brands model refers to a portfolio where brands have different names across categories. Most of the major consumer goods companies use this model. The advantage of this model is that since the brands are independent, the failure of any single one of them has little impact on the others.

The Branded Property model uses one brand across all categories. Virgin is a good example of this, with its airline, media and train companies all being similarly identified. The advantage of this model is that positive images of one benefit all categories; however a negative publicity or event will also have a direct impact on all brands within the family.

Interestingly, both Unilever and P&G have been placing more emphasis on the company brand associated with their brands in recent years. This move followed a ruthless culling of both their portfolios of brands, from thous ands down to mere hundreds. The addition of the corporate name has come at a time of decreasing consumer trust in brands, which is certainly not helped by the growing adoption of private label, including those from discounters such as Lidl and Aldi.

Even though these two portfolio models exist, in reality firms tend to use components of both models together in their brand portfolio strategy.

For any company which has more than one or two brands, it is important to regularly review their portfolio strategy; here are some thoughts to help:

Two rules of portfolio creation

There are two basic principles for the design of a successful brand portfolio. The first is to maximise market coverage, so that no potential customers are being ignored. And second, to minimise the overlap between the company’s brands, so they aren’t directly competing with each other and trying to attract the same customers. If you can achieve both of these then your brand portfolio will have a solid foundation.

Identify the category

Surprisingly many don’t do this first essential step and end up with a sub-optimal strategy; let me explain why. Suppose you sell a carbonated soft drink and think you are in competition with other carbonated soft drinks. Consumers on the other h and see your brand as being in a larger category of soft drinks which also includes fresh fruit juices, because your product contains juice as well as being carbonated.

If you didn’t know this, you would not only miss out on identifying your true market potential, but may even alienate current users through inappropriate communications. It is essential to ask consumers about the category in which you are competing; a simple brand or pack sort is a great exercise for this.

Identify the category “need states”

Need states are the intersection between what customers want and how they satisfy this need. Although many marketers think about need states from time to time, most define their brands by consumer demographics or product attributes. This can lead to brand overlap and cannibalization.

Although the exercise of identifying needs states can be a challenge, the results can often identify new ways for existing brands to compete. It can identify “white spots” in the market as well as significant overlaps, even between brands from the same company, which is clearly undesirable. Once found, both situations can be addressed, offering the potential for significant growth, often without the need for new brand launches.

Identify the brand roles

Not all brands in your portfolio will be of equal value to the organisation. The Boston Consulting Group’s growth /share matrix is still one of the best and simplest tools for identifying those worth investing in, despite having been introduced as long ago as 1968. Since it is well-known and hopefully understood I won’t go into more detail here, but those interested in knowing more can read about it in a recent article by its creator Bruce Hendersen here.

Brand growth share matrix
Source: BCG Growth / Share Matrix

 

 

Differentiate your brands

Once the category and need states have been identified, and the current brand role is plotted, it is important to differentiate and communicate these differences to customers. Articulating each brand’s target market and value proposition will also support a review of future challenges and responses in advance of them happening.

Hopefully this short post has given you some food for thought on your own brand portfolio strategy. What you would add?

C3Centricity used images from Dreamstime and BCG in this post.

Time to Change your Outdated Work Habits

This week I’ve been helping a client create a new website. He had already mapped out what he wanted to include in it and he provided me with pages of ideas and possible content. Have you ever noticed how it is much harder to rewrite or adapt something, than it is to create from scratch? (>>Click to Tweet<<)How difficult it is to “unlearn” behaviours? Whether it is changing the content of a website, editing the script for a play or book, or adopting new habits, it always dem ands far more effort than the original creation itself. Why is this?

One reason is that we humans like comfortable solutions. We always look for the easiest and simplest way of doing things. That’s why you can find yourself in your car in front of your garage with no memory of the drive back home. You know the way so well, you’ve been on autopilot and your brain has been thinking about other things. 

A recent excellent short read in The Guardian entitled “Habits: why we have them and how to break them” by Dr Benjamin Gardner, Lecturer in Health Psychology at University College, London, provides some of the answers:

  1. Habits are automatic responses to situations
  2. Smoking, snacking and TV viewing are common habits
  3. We learn habits by repeating actions in a situation
  4. Around half of all everyday actions are habitual (>>Click to Tweet<<)
  5. Habits free up mental resources for use elsewhere
  6. They usually take more than two months to form
  7. Setting a realistic goal will help you persevere
  8. Habits may form more quickly for enjoyable tasks
  9. To break a habit, find and avoid the habit trigger
  10. Moving house disrupts many existing habits

So how does this apply to our work? Well firstly, if you are looking to measure behaviour, customers are likely to struggle when referring to the reasons for certain habits, since they have been adopted and now take little mental power (points 4 & 5 above). This is why retailers sometimes change the layout of their stores – although that can also have a negative impact too – to make their shoppers think about what they buy and perhaps also tempt them to try new products or categories.

Reading the above list, it may sound like it will be difficult to break a habit, but as the last point mentions, disruption makes it much easier to change. Think about the arrival of a new boss, the introduction of a new structure or some other event in business, it can result in many habitual tasks being re-evaluated and even replaced. Read on to find a few ideas on how you can make some perhaps necessary changes of your own.

Tracking Br and Equity

Br and equity measurement is a great habit

Last week I wrote about the importance of tracking the three areas of customer br and value: those of functional / rational, emotional / subjective and relational / cultural. Now before you congratulate yourself on measuring the complete spectrum of image attributes, ask yourself how long you have been working with exactly the same list. We all love consistency and comparability but that is often just an excuse to avoid the hard work of evaluating the current metrics and deciding what needs to be added, replaced and removed.

The marketplace for so many – dare I say all? – products and services is moving so fast today that your attributes need to be regularly reviewed and adapted to the new market environment.

Tracking Usage & Awareness

Are you still measuring usage through an omnibus paper or telephone interviews? Look into the possibility of online or mobile as both a quicker and cheaper method of data gathering. Or what about using automatic data gathering from mobile phones, online websites, or smart chips on your products? Of course you will need to conduct comparative runs before switching methodologies, but you may find you get more acceptance from the consumers contacted and easier and swifter returns of information into the organisation.

Trend Following

Future l andscape

Do you continue to buy a st andard service and reporting for following societal trends, just like your competitors do? How about extending trend following into scenario planning? It will make more use of your current service and will provide a significant competitive advantage. (>>Click to Tweet<<)

Replacing Reports by Stories

Replacing reports bz stories is a great habitThere is so much talk about the value of storytelling that I hope I don’t need to explain this point, but have you done anything to integrate it into your own work? One of C³Centricity’s partners (SciFutures) just produced a short and inspiring summary of the key themes and ideas generated at FT2013 (2013 Foresight & Trends Conference). However, they did it through telling a science fiction narrative, rather than by writing the usual report. I would highly recommend checking it out here  and then I dare you to tell me that you would have preferred to read a conference report instead!

So these are just a few habits that it might be worth considering to change in your work environment. Do you have others that your know you should break? If so I would love to know what they are and more importantly, what is stopping you from bringing those needed changes? Let me know because perhaps I just might be able to help.

Did you know C³Centricity runs training workshops and support sessions on revamping your Market Research Toolbox and Processes?  Contact us to learn more.

C³Centricity uses images from  Dreamstime, Microsoft  and  Kozzi

Reputation and Trust: Do you Have Both?

At the end of last year I asked readers to send me their biggest challenges for 2014. The winning question was related to innovation, which I wrote about last week: “This is why your new products crash & burn“.

Another of the questions I received was related to measuring equity and the relative importance of following the image of the br and or the corporation. I respond below to this interesting dilemma and propose some ideas about what you should be following.

The three essentials of br and valueLet me start by saying that I covered br and image metrics in some detail last year in a popular post  called “ How to Build Br and Reputation and Consumer Trust: And then Track it”. The article spoke about the three important areas that you need to measure in order to have a complete perspective of your br and image, namely Rational / Functional, Emotional / Subjective and Cultural / Relational.

Whilst this is the simplest method for measuring br and equity, it is said that there are in fact seven essential elements that make a business great in the eyes of the customer. These elements are a combination of product perceptions as above, together with those of the enterprise. Perhaps surprisingly, the latter actually trump the former in driving behaviours today, so corporate reputation is now essential to follow too. It also suggests that whilst product performance, services and innovation are important, it is the companies behind the br ands that influence a consumer’s trust and final choice. If you’d like to read more about this, please click on the above link where you can find more details.

Coca Cola logo

However, measuring br and image and corporate reputation is still not going to give you all the answers you need. One of the areas that few organisations study today, even when they measure both of these, is the relationship between the images of the br ands and the company.

Unilever AXE logoFor some br ands such as Coca Cola, the relationship is both obvious and strong, whereas for Pantene or Axe the link to P&G  and Unilever may be far less evident.

P&G Pantene logo

Despite an increasing effort by both companies to strengthen the association between their br ands and themselves as manufacturer, the connection remains tenuous at best.

So how do you measure this link and underst and what the br and brings to the corporation and vice versa? Read on for a simple process.

Following Br and & Corporate Reputations is a 3-step process

Step 1: Measure your br ands’ images

Hopefully you are already doing this on a regular basis. If not please start immediately since you cannot manage br ands without knowing where you are today, even if you have a clear idea planned for where you want to go. The post linked above gives you a start on getting this done.

The one addition that you may have to incorporate in your current questionnaire is to ensure that you clearly identify whether the respondent knows who makes each of the br ands. This will be essential for the analysis later on.

Step 2: Measure your corporate image

Again you should already be doing this, but I am always amazed how few companies collect such metrics on a regular basis. The prompt for doing so is often a crisis or a change of management and vision, but by then it is actually too late. Whatever you measure in such circumstances will be difficult to analyse since you don’t know what the figures looked like before the event happened. This is why it is essential to measure it at least annually and perhaps even more regularly when a lot is happening in the marketplace.

As was also the case for your br and equity metrics, you will need to include a measurement of br and attribution for each of the companies you measure. This will again be used in the analytical phase.

Step 3: Analyse and cross-reference the information gathered

The third step of the process is to first review the images of each br and by the knowledge and awareness of the consumers about its parent company. Then review the corporate images based upon whether each is attributed or not to each of its br ands, or maybe even to competitive br ands. Then by crossing these two sets of relational information, you will get a clear picture of what the br and brings in terms of reputation to the company and what the corporate reputation adds to or detracts from each br and. Once you underst and the relationship between your br ands and your business, you can start to lay out a plan to boost your consumers’ knowledge and trust with appropriate PR and advertising.

Some organisations, including those mentioned above, find ways to associate their company name within their br and advertising. For instance Nestlé and Purina both end their ads with a company link and logo. Unilever and SCJohnson are a little more creative in showing  a fold up / down corner with their logo and name and in the case of the latter, even their corporate slogan. This is far less intrusive and leaves the br and to shine as hero in the ad.

If you already run your own br and equity or corporate reputation studies, why not combine them as suggested above, for improved actionability? If you do a different type of analysis I would love to hear about it; just add a comment below or write to me in person at denysedd@c3centricity.com. It would be great to hear your thoughts on this essential element of tracking.

Why Customers are your Secret Ingredient to Growth

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If you are like most businesses, you manage your factories, products and br ands with precision, efficiency and care. You develop new products, you renovate your packs, define new communication concepts and exp and your distribution. However, if you are like most businesses, you also sometimes forget that the secret ingredient to growth, is not (only) your products or the services you offer; it is your customers. Underst and them, surprise and delight them and your business will remain healthy.

I recently spoke to a company with exactly this dilemma, how to grow their very successful business even further. Having thought about possible solutions for them, I decided to share some of the ideas I came up with, as I’m sure that you too will find them useful.

The 5 ways to grow

The customer journey to growing your businessAll businesses want to grow market share and profit. Unfortunately there are only a finite number of ways to do this:

  • Get more customers
  • Get current customers to buy more
  • Get current customers to spend more
  • Reduce costs
  • Increase margins

Notice that three of these are directly linked to the customer, so that is why I refer to them as the secret ingredient to growth. I’m not discounting the other two, but arguably they take longer to action and see results, so for quicker impact, let’s concentrate on the customer.

Get more customers

Getting more customers for more businessIn order to get more customers you first need to learn who buys and why, as well as who doesn’t and why. In the latter group we also need to separate those who buy from a competitor and those who don’t buy the category at all. To underst and these three groups, you will need to gather information on the customers, as much and as deeply as you can. For more on this, please check out a recent post on the topic “13 things your boss expects you to know about your customer

The other essential to underst anding how to get more customers, is to know what your br and st ands for, its image and equity. By comparing these between the three groups, you will get clear indications of what needs to be changed and how to influence them. You will see why one group buys and the other doesn’t buy your br and, and perhaps also a better underst anding of why some don’t buy the category at all and that’s not always as easy as just a lack of the relevant need.

 

Get current customers to buy more

There are several ways to get your current customers to buy more; they could buy bigger quantities when they do buy, or just buy the same quantity but more frequently. In some industries there are a finite number of occasions or quantities that can be bought, but I have found that these limitations are often not as strict as many businesses think they are:

  • Whilst a person can only be on one plane at a time, they could fly with friends or family, or use the airline for more trips
  • A person can only eat one lunch or dinner, but your product could be served more than once a week / month
  • Someone may only have one car to insure, but would also need insurance for themselves, their family, pets, house or apartment
  • A housewife only needs a few pots and pans, or one food mixer, but she could be interested in buying specialised plates, serving dishes or equipment for particular meals or ethnic food preparation

When you underst and your customers better, these alternative product offerings become much more easily identifiable. In addition, since they are already customers, you should also have hopefully gained their trust, which makes them more open to purchasing again from you. And don’t forget the 80/20 Rule or Pareto’s principle, which often applies to business:

“80% of your business comes from 20% of your customers”

Concentrate on those 20% and ensure you satisfy their current needs and endeavour to identify their future needs too – which brings me nicely to the next solution.

 

Get current customers to spend more

Customers are happy to spend more if they trust youGetting your customers to spend more can be as simple as mentioned above, through them simply buying more quantity, or by upgrading what they buy to a more expensive product or service. There is, however,  both good and bad news for you in this.

Stairway to br and heaven or hell!The good news is that perhaps surprisingly, ever since the recession, customers are willing to spend more on certain categories than they did in the past. Whilst they struggle to make ordinary day-to-day purchases, they correspondingly splash out occasionally and treat themselves with better quality products and services from time to time. If you underst and this, then you can be there where and when the urge hits them.

The bad news is that in reaction to declining sales, even before the recession, many companies started promoting more or dropping their prices. Once you have conditioned your customers to expect these lower prices, you are on the slippery slope to br and hell, as described in “Are you on the way to br and heaven or hell?

So there it is. Customers are the secret ingredient to br and and business success. Think customer first and market share and profit will follow.

If you enjoyed this post, why not share it with others by forwarding or Tweeting it; and do sign up to receive them directly in your inbox every Friday.

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Need help in growing your own market share or profits? Let us help you catalyse your customer centricity; contact us here and check out our website: https://www.c3centricity.com/home/underst and

C³Centricity uses images from  Dreamstime.com, Microsoft and  Kozzi.com

 

What is your Brand Image & What does it Stand for? Ten Steps to Perfect Brand Image Following

Do you want to improve your brand image or that of your company? Silly question; of course you do. Who doesn’t? But do you know how to do so? The first essential is knowing where you are, before you can identify how to get where you want to be. If you are interested in some tips on how to improve your own image following then read on.

I was recently contacted by a company that needed help improving its image. They had already started conducting market research but realised very quickly that they needed more than that. I reviewed what they had already done and the next steps they were planning and I was extremely happy. Not because of all the work in progress but rather because they had called me in. I was able to save them both time and money, as well as considerable effort in all the low value-added work they were doing and planning.

From that experience I came up with the following ten point plan for all companies wishing to improve their brand and company image.

What is your image today?

Magnified customer with a great br and imageThe company I referred to above had already started doing market research to measure their image. Unfortunately what they were doing was going to be of little if any use to them in setting the baseline of where their image is today. This is what they should have done:

#1. Identify the most important attributes on which you want your brand to be measured; remember to include rational, emotional and relational items
#2. Add the major attributes associated with your most important competitors
#3. Run a quantitative measurement using these attributes
#4. Analyse images amongst different category user groups

These first four steps will help you identify exactly where you are today and how your image compares to your competitors.

What do you want your image to be?

Happy man with a great br and imageOnce you know where you are, you need to identify what changes you would like to make. Are some of your desired image attributes weak, whilst others which are of less importance are (too) strong?

#5. Identify the similarities and difference between your brand and its major competitors
#6. Choose a maximum of three changes you want to make over the next year; it is unrealistic to try to impact more and three will already be a challenge, even with an important communication’s budget

How are you going to change your image?

Man with TV advertisingOnce you have decided on the three attributes you want to build, identify how you are going to strengthen them. Identify:

#7. Which media and shopping habits do your user group have and how do they fit with your current activities?
#8. What is the overlap with your major competitors and are there any gaps from which you could benefit to make your budgets go further?
#9. Plan your improved communications and shopper marketing plans
#10. Plan a new image measurement

These are the ten simplified steps to measuring and following your brand / company image. By following them you will get a solid basis on which to build a better image.

I would like to add one additional comment on corporate branding. If you have more than one brand, it would be important to continue with research into the fit between brand and corporate images. Your image might be exactly what you want it to be, but if there is a mismatch with your corporate brand image, this could damage both in the long term.

How many of these steps do you do and are there any you ignore? Why? Do you include further steps during your own process? If so I would love to hear what I’ve missed; just drop me a comment in the box below and I’ll respond right back.

Is Apple’s Latest News, Good or Bad? How to Exceed your Customers’ Expectations

Apple’s news this week made some people excited whilst others were disappointed. Whichever “side” you were on, Apple’s challenge these days seems to be to not only meet, but exceed the extremely high expectations of their customers. Thanks to continuous innovation and their previous exciting launches, people have come to expect great things from them. This is why so many were somewhat disappointed with the “small” innovations announced this week.

This got my thinking about how we condition our customers to expect certain things from us, by the very nature of our actions, promotions and new product launches. This is why it is vital to always surpass these expectations whenever we can. It keeps our br and fresh in our customers’ eyes and renews their confidence in their choice of us.

Are you confident that you are constantly doing everything you can to surprise and delight your customers, to ensure you keep your competitive advantage? If you hesitate, read on; I have some ideas for you.

Hospitality

Dove Creek LodgeLast year, on one of my regular trips to the US, I stayed one night in a small lodge on Key Largo in Florida. If I hadn’t prepared my trip by checking out possible places to stay on Tripadvisor before I left, I wouldn’t have known about it, as it is hidden by greenery, even though it is on the main US 1 highway. I would highly recommend this lodge (Dove Creek Lodge) if you are in the area; not only does it offer great value for money, but they are very customer centric. They couldn’t do enough for me, even though I was only there for one night.

What touched me in particular, was the way they appeared to search for ways to surprise and delight their clients in everything they did; far beyond what you would expect, even from a star-rated hotel. For example, instead of plates of fruit, meats and vegetables for breakfast as is usual, they presented the same foods, but as sweet and savoury kebabs. Rather than serving a large bowl of yoghurt for everyone to dip into, they presented delicate glass cups filled with Greek yoghurt, fruit and granola, or graham biscuits with key lime cream. The whole stay was perfect but there is every chance that I will remember it longer than other places in which I have stayed, because I was surprised and delighted by that original breakfast presentation.

Replacement Products

OK so you think that you have satisfied your customer when sending a replacement for a (perceived) faulty product? How about sending it express delivery, so they get it in record time? This will amplify your already good customer service and your customers will be delighted. Many companies add coupons as an extra, especially in the US, but those don’t delight or surprise any more.

You could offer samples of new products as well, but just make sure they are relvant to the customer- I recently received a “normal” version of a “hypo-allergenic” product I had returned due to an allergy! Clearly this was not personalized, so disappointed rather than delighted me.

Coffee Houses & Bakeries

Customer expectations satisfied with coffeeInstead of the usual fillings of bakery items, how about adding “surprise” additions. For example, how about jam donuts with jam and cream cheese for an added, surprising delight – I actually had this at the Bagel Isl and, Big Pine Key and would love to go back again to try some of their other surprising offers.

I have also bought chocolates with very creative flavours, both savoury and sweet, that were given as samples with my brew in a coffee house. I was delighted to have found something original to present to my guests and they were surprised and delighted to have also discovered soemthing new. The chocolates certainly got my guests talking and enjoying the chanllenge of guessing the ingredients when they tasted and shared the chocolates!

Car Rental

Alamo  and National, and maybe others I am not aware of, offer their customers the full choice of cars to rent  within their reserved price range, rather than the company deciding which car they will give to each renter. This way, you feel that you have far more choice and are in control of your rental agreement, much more so than you do with other companies.

Recognition can also be shown to regular customers through a last-minute free upgrade, especially at busy times of the year when certain models are unavailable. People rarely complain if they are given a better service than they expected, but almost always when their exected desires are not met.

I have also received a small attention on leaving the parking of some rental companies – a bottle of water in summer, a CD of seasonal music at Christmas, Halloween c andies in October. It is not so much the small gift as the surprise that delights.

Airlines

Many airlines are now offering premium economy service, where their clients are treated, at least on the ground, like a business traveler, rather than as an economy passenger. The first time this happens, it comes as a pleasant surprise and I can imagine will likely make their passengers more loyal to the service and perhaps also to the airline in the future, in the same way as complementary upgrades do / did.

Consumer Packaged Goods

Extra ingredients or novel packaging ideas that add sensorial experiences to the product, can bring memorable experiences even to commoditized products. For example, Nestlé brought out a cream desert that had a chocolate layer you cracked with your spoon; Herbal Essence shampoos had significant success with special perfumes; Pantene ProV with its unique pack colours and solid “clunking” lid closure; Bud Light Premium which sells in an unusual rich, blue bottle; scratch patches on air fresheners and laundry products. There are many ways to add additional surprising sensorial experiences to your offers, you just have to think like your target customer and know what would delight them.

Offering surprising and delighting extras is one way to make your customers remember your product or service, and almost guarantee repurchase and loyalty, since competitive products don’t have them. Surprising your customers makes an emotional bond that intensifies their experience, so they will remember not only your br and, but also the additional pleasure that is relived each time they think about it. Price also then becomes less of a factor of choice and enables you to weather the storm of a competitive environment and helps you getting involved in price-wars.

So what can you do differently, to surprise and delight your own customers? Think about what you or your category competitors normally do, but then do it in a slightly different way. Customers will be woken from their mindless, habitual behaviour, and will be made to sit up and take more notice of what you are offering. 

As you saw from the above examples, these extras don’t need to cost a lot to be unexpected, they just need to be in some way related to your product so the link remains in the customer’s mind next time they go shopping. 

What other ways have you found to surprise and delight your customers? Have you, yourself been delighted by a special touch you have found in a product or service? Please share your ideas below.

Don’t miss future posts; sign up for our monthly newsletter:  https://www.c3centricity.com/

This post has been adapted from one which first appeared on C³Centricity Dimensions on March 23rd 2012

How to Build Br and Reputation and Consumer Trust: And then Track it

Forbes’ 2013 report of the world’s most reputable companies was published in April and unlike previous years, did not cause a lot of  commentary. Perhaps this was because so little changed. BMW remained solidly in #1 position and only Apple and Volkswagen moved out of the Top 10.

The Reputation Institute does a great job of measuring the seven essential elements that make a business great in the eyes of the consumer. These elements are a combination of enterprise and product perceptions, the former perhaps surprisingly, trumping the latter in driving behaviours today. This shows that whilst product performance, services and innovation are important, it is the companies behind the br ands that influence a consumer’s final choice. 

As consumers’ dem and to know more about the company behind the br ands they buy, corporations have been obliged to become more transparent. In response, many companies now link their corporate names more strongly with their br ands, in an effort to build this consumer trust.

The report says that

For companies with strong reputations, 55% of consumers say they would definitely buy their products and 50% would be willing to recommend their products to others. For companies with weak reputations, these percentages fall to only 31% willing to buy and just 28% willing to recommend”

That’s a significant difference, which explains why companies are working so hard to build consumers’ trust in them and not just their br ands.

Measuring Reputation

So how do you win consumer trust and build a strong reputation? As the study mentions, it takes more than just great products. It takes local citizenship, leadership and workplace fairness to drive people’s admiration and trust. It is therefore important to measure these different aspects in any br and image and equity work you undertake.

Functional / Rational

The three essentials of br and valueAlthough the study mentioned that perceptions about the enterprise are more likely to drive behaviour, it is clearly essential to underst and consumers’ perceptions of your product and service offerings. Underst anding the functional benefits also helps you to develop and improve the performance and thus the product or service satisfaction of your customers. These metrics can also be used as input to renovation and innovation efforts, and tracked over time to ensure they do not decline. Since image changes are often a precursor to sales changes, these basic metrics should be your foundation.

Subjective / Emotional

As mentioned in the Forbes report, the emotional elements of corporate reputation are becoming more important. A Reputation Institute Executive is quoted as saying “we live in a time when word of mouth is the number one driver of sales and competitive advantage”. Discussing br ands and companies with others, whether online or in person, will impact what consumers think about them and thus also their purchase decisions.

Cultural / Relational

Many of the elements that are cited in the report as building reputation for an organisation come into this group. Things such as a company’s workplace image, citizenship and leadership all depend upon the culture of the (perceived) country of origin and its reputation, as well as the involvement of the organisation in the local community. The relationships it establishes with its consumers as well as its stakeholders will also play an important role in building the corporation’s reputation.

[Tweet “There are 3 essentials of br and reputation: rational, emotional & cultural”]

These three aspects of image come together to cover the total perception and reputation of a br and or company so it is vital that all three areas are measured. As the Forbes report shows, the cultural and emotional aspects have now become more important than the rational benefits of a br and, in influencing br and choice and purchase decisions.

In closing, it should not be forgotten that these three areas are as important for br ands as for the company behind them. With more companies using their corporate name to further enhance their reputation and build trust with their consumers, the importance of measuring the images of both the company and its br ands cannot be over-emphasised. The impact of one on the other, as well as the verification that they are stronger together than when used independently,  also need to be established.

If you would like to  know more about measuring br and perceptions and images, check out our website: https://www.c3centricity.com/home/engagement

Need help in building your own corporate or br and reputation? Let us help you catalyze your customer centricity; contact us here

C³Centricity uses images from  Dreamstime.com

Five Ideas to Improve your Insight Development

Last week I spoke about updating your market research toolbox and how to review your metrics. This week I want to take the next logical step by turning the knowledge you gather into actionable insights.

Insights are the pot of gold that many businesses dream of but rarely find. Why is that? Are you one of them? If so then I have some ideas on how you can get better at developing insights.

#1. Insight doesn’t come from a single market research study

Management often thinks that insight is “just another word for market research”. I remember one of my previous CEOs saying exactly that to me just before he addressed the whole team at our annual conference; you can imagine what a panic I was in as he walked up to the mike!

Insights are tough to develop and are rarely, if ever, developed from a single piece of market research. Each market research project that is conducted should be designed to gather information in order to answer one or more questions. Whilst it may enable a business to make a more informed decision based upon the objectives, insight development is quite a different process.

Insight development involves integrating, analysing and synthesising all the data and information you have about a category or segment user, summarising it into knowledge and underst anding, and then developing the insight. All br ands should have (at least) one insight on which its image, personality and communication is built. For example

  • AXE (Lynx in UK): (young) men want to attract as many beautiful and sexy women as possible
  • UK anti-smoking: smokers don’t want to have to live with the guilt of having damaged a child’s health through their smoking

Insight development will provide the basis on which you will define the actions that are needed to change the behaviour of your target audience.

#2. Insight development is based upon a desired behavioural change

When sales, marketing or management look to change a category, segment or br and customer’s behaviour, it is with the objective of improving their business results. For instance:

  • From buying a competitive br and to purchasing yours
  • From using your services once a month, to once a week
  • Moving customers’ belief about your br and from a traditional to a more modern image
  • Changing customers’ perceptions about your value from expensive to good value for money

Because insights are based on a desired behavioural change, they usually contain an emotional element that is communicated through advertising. The emotion that is shown in the advertisement is more likely to resonate with customers, who are then motivated to take the desired action.

#3. Insight development needs more than Insight professionals

Although this may sound counter-productive, insights really do benefit from working from differing perspectives to get to that “ah-ha” moment, that many refer to. A deep underst anding of customers and their reasons for behaving in a certain way, comes from looking at all aspects of their lifestyle. If you only review the actual moment when they choose or use a product or service, it is highly unlikely that you will develop that deep underst anding. What happens before and afterwards also lead to that choice or that of their next purchase.

This is why it is important to work as a team when developing insights. Depending upon the issue or opportunity identified, the team can be made up of people from marketing, sales, trade marketing, production, packaging, advertising, innovation, distribution. And these people don’t necessarily need to work on the category in question alone; sometimes it is by taking ideas from different categories that real insights are developed.

#4. Insights are usually based on a human truth

The insights that resonate best with people are those that are based upon a human truth. A human truth is a statement that refers to human beings, irrespective of race, colour or creed. It is a powerful and compelling fact of attitudes and behaviour that is rooted in fundamental human values. It is a fact that is obvious when quoted, but is often ignored or forgotten in daily business. Human truths are linked to human needs and although questioned in some circles today, Maslow’s hierarchy is still seen as one of the most relevant sources of classification of human needs.

Examples of human truths include:

  • Parents want to protect their children
  • Men and women want to find love
  • Children want to be better than others

If you are struggling to find an insight, it can help to review the level of need of your target audience and see how your br and can respond to help answer it.

#5. Insights aren’t always category specific

Following on from the above points, it is particularly interesting that once found, an insight can be adapted to be used with different br ands. There are many examples of this happening, particularly amongst major FMCG / CPG companies.

Insight: Parents want to protect their children so that they grow up happy and healthy

  • Unilever’s Omo: shows that a good mother lets her child experiment and learn – even if this means getting dirty. If you don’t know their advertising, then check out one of their latest from this long-running campaign: Unilever Omo “Dirt is Good” ad on YouTube
  • Nestlé’s Nido: illustrates this need as a mother providing the nourishment for healthy growth which allows her children to explore the outside world safely. If you would like to see a typical advertisement, check it out on YouTube here. Interestingly, Nestlé has used this same insight to develop advertising for its bottled water in Asia and pet food in the Americas too.

Insight: Young women want to be appreciated for who they are ie not models

  • Unilever’s Dove was the first br and to recognise and benefit from this insight. Their famous Real Beauty campaign resonated so well with young women that many other br ands copied it, especially their Evolution film. Here is one of their more recent ads that I’m sure will give you goosebumps.
  • The Swiss Supermarket chain Migros has a store br and “I am” which uses the same insight across all the health and beauty products. Somewhat unusually, the br and name itself is based upon the same insight, and its advertising repeats it several times: “I am – what I am“.

So there you have them, the five ideas that I came up with to help you to develop better insights more easily. Although you probably already have your own process for creating them, I know from experience how hard it can be to find insights from all the information you gather. I hope this short article has assisted you in your search for those “golden nuggets”. Do share your own ideas for making insight development easier, I would love to hear from you.

For more information on Insight development, please check out our website here: https://www.c3centricity.com/home/underst anding

Do you need help developing or updating your own Insight development process? C3Centricity offers a 1-Day Catalyst session, where we work with your team to review and revitalise your own insight process, or to define one if you do not as yet have a proprietary one.

Contact us for an informal chat about it. No obligation, just INSPIRATION!

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com

Are you Happy with your Market Research?

Next week is the official start of Spring in Europe, although in the US you have already moved your clocks forward by an hour.

Therefore, this seems to be a good time to review what market research we are running and spring-clean our toolbox in line with our new company objectives. If you would like some help in doing this then please read on for some original ideas on how to make it all easier.

In order to decide on the tools you need, it of course depends upon the maturity of your market, the size of your budget, as well as the position of your br ands in their life-cycles.

Last Spring, we used the 5Ps of marketing as a basis for the review of the market research toolbox; if you didn’t see it or would like to re-read it then you can find it here. This year I will be taking into account the three elements mentioned above and looking at how you might adapt the tools in consequence. Whatever stage your br and is in, however, there are some metrics that you will always want to follow. These include awareness, usage, product performance versus competition and advertising & communication (including pack and web) effectiveness.

 

Market maturity

Are you competing in a mature category or is it still growing strongly? Mature markets tend to change more slowly; consumers have their purchase habits settled and in some cases choose from amongst a portfolio of br ands, between which they switch depending upon current promotions.

If you are competing in such a market, then you can probably manage with monthly or bi-monthly or even less frequent data about stocks, pricing and shares. Unless a newcomer is launched onto the market, many mature categories have br ands that are being “milked” by their manufacturers, with perhaps little investment in communications. Therefore it is price that usually dominate share changes and can to a large extent be predicted.

In terms of market research needs, retail audits, price tracking and promotional monitoring are all important metrics to gather. Br and Image studies are also important, but can be limited to every few years, when real changes are more likely to be recorded. Too frequent measurement of a static market is likely to show only noise from sample error rather than true shifts in image. If you are in a service industry, then loyalty and satisfaction (NPS) metrics are also useful. (If you’re not quite sure what NPS is or how to use it, then HubSpot did a great Infographic a few months back that I recommend reading)

If however, you are competing in a new or strongly growing category, you will need far more frequent data in order to make informed decisions. In these cases, retail chain data, shares, stocks, out-of-stocks and pricing will be vital to follow, ideally on a weekly basis. Br and Image data should be gathered annually, but everyone should underst and that in a fast moving market, things can alter rapidly, so the ratings are merely snapshot comparisons versus competition. To complement image data, social media monitoring can provide additional information on how your br and’s equity may be changing. Check out what is being said on LinkedIn groups, your Facebook page and those of your competitors, as well as on Twitter using a “#word” search.

 

Size of the Budget

Although companies should invest wisely in terms of their information needs, in reality budgets are (too?) often defined based upon previous year’s spend rather than current investment needs. It is also not wise to rely solely on a sales percentage for market research, nor marketing come to that, since you should arguably invest more in a growing br and. Many times companies work with this percentage model which seriously limits the potential of promising br ands through lack of customer awareness and information for decision making.

In addition, when budgets are tight, organisations can sometimes be tempted to use qualitative research rather than the needed quantitative data. If you need metrics, then you have to run the appropriate methodology; decisions cannot be taken based upon a few group discussions alone. And please don’t think about doubling the number of groups to get a larger sample! The results will remain qualitative in nature whatever the sample size.

 

Br and Life-cycle stage

As mentioned above, we often need more information when a br and is stagnating or declining than when it is growing, to underst and exactly what is going on. You could argue that when it is decreasing it is (almost) too late, so in fact it is important to find ways to forewarn potential declines before they happen. In many cases a br and’s image will start to stagnate or decline long before there is any dip in sales. Therefore br and equity measurement is particularly vital for a maturing br and. Other ways to revitalise such br ands is through renovation and this is where concept and pack testing come into their own. You may also decide to look at pricing and new campaigns developments which will also need verification.

When a new product or service is launched, it is wise to do some quick tracking of off-take to gauge likely success. Early measurement can help you make small adjustments to the offer before many people have considered or tried it, reducing the risk of failure in the mid-term. Of course once launched the br and can also be added to your ongoing monitoring of the basic information mentioned above.

If you have information and answers to all of these questions, whatever the stage of your market, category or br and, then your MR house is in good order. If not, then perhaps it is time to update your toolbox with newer, better tools.

Do you review and Spring clean your toolbox every year? What changes have you identified as being needed in your own toolbox? It would be great to compare our spring cleaning efforts, so please add your thoughts in the comments below.

For more information on identifying KPI’s and performance metrics please check out our website here: https://www.c3centricity.com/home/underst and

Need help running your own MR review? C3Centricity offers a 1-Day Catalyst session, where we work with your team to identify priorities & needed change in your processes. Contact us here for an informal chat about it. No obligation, just INSPIRATION!

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com

Why Implementing Global Creative is Risky

We are pleased to share with you another guest post from C3Centricity partner PhaseOne, our communication experts. This week Terry Villines, their SVP speaks about the challenges of taking campaigns global.

Why implementing global creative is risky:  5 market factors must align. If just one of them is off, the entire initiative will likely fail!

Most major, global organizations have tried it – attempted to use the same creative around the world, across markets.   Coca-Cola has tried it, so has Procter & Gamble, Unilever and even luxury br ands like Rolex and Patek Phillipe.

The argument for implementing a creative campaign on a global scale is strong.  When it works, it saves money (a lot of money); it provides br and stewards with a high level of control; it also ensures consistent implementation of a br and strategy with no wavering.  And, when it works, it can work BIG – take for instance Unilever’s Dove br and and their Real Beauty campaign from a few years ago.  This global work beat the odds and changed the way people think of beauty and changed the way we as advertisers communicate about beauty.

But what about all those cases where it doesn’t work?  Why does a campaign with a strong launch in Italy not work in the UK?  What about those powerful US ads that when taken to Europe, Asia or South America fall flat?  In examining case after case it becomes clear that there has to be almost precise alignment across 5 different market factors for a campaign to be successful across markets – if even one of them is off, the campaign and its investment are lost.

#1. Your Br and’s Equity

Does your target audience think about your br and the same way across all markets — do they have the same associations?  Do the br and’s values and its personality resonate at the same levels across all markets?  If so, then you are one step closer to having confidence global creative will work.  But, if awareness is high and attitudes are strong in one market and they suffer in another, then there is a high level of certainty that the same advertising will not work in both markets.

 

 #2. Your Br and Market Share / Market Position

Do you have consistent market share in each and every market in which you compete?  If you do, you are one of a very rare breed; however, it is much more likely that your market position varies.  Whether you’re a strong leader with few challengers working to grow the category and hold market share, or a challenger against stronger br ands trying to steal market share, it is almost impossible for the same kind of creative and messaging to work across all of these situations.

 

 #3. Competitive Actions

In examining the competitive environment, a number of variables must be considered.  How many competitors are there? – very crowded categories require different actions than less crowded categories.  What is the level of spend by competitors? – some competitors are more dedicated to certain markets, investing greatly in them.  Are they buying market share?  Are you prepared to compete?  What are your competitors claiming? – we often see that the claims competitors make vary by market.  Just because your message is perceived to be different in one market doesn’t mean it will be perceived as distinctive on a global scale.

 

#4. Category Penetration / Maturity

One of the biggest mistakes we see marketers make today is to assume that advertising they create for well established br ands within very mature markets will work in the markets where the category as a whole is just emerging – those markets from which future growth will come.  What they are forgetting is that the audience’s familiarity with the category dictates how much you have to explain, versus what you can assume they will readily know.

 

 #5. Target Audience / Cultural

We as human beings are complex.  Yes, there are some core things that tie us together – we all have needs that we strive to satisfy.  But even then, what our needs are and how they are expressed vary – much of that driven by culture.  More times than not, global campaigns fail by not taking into consideration the cultural differences between the markets.  This is particularly true when humor is involved.  What one culture views as funny could be offensive to another. Culture can also impact how our target audiences approach the category, for example for cleaning products – what “clean” means varies across cultures.  We see great variance for games and toys – are they for independent enjoyment or do they bring people together?  There are very few categories in which we have worked where the target audience’s approach to the category (why they turn to that category) is universal.

If you hope to behave the same across all markets, but there is not alignment across all 5 of these factors, then there is a very high probability of failure.  BUT, it doesn’t mean that you have to avoid a global campaign at all cost.  Making up for market difference through other behaviors (Sampling, Public Relations, Below-the-Line efforts) can overcome an imbalance.

What top-of-mind global campaigns can you think of?  Were they truly global (same creative around the world) or where they driven by a global strategy with local implementation?  With the complex differences we have around the world, do you think a global creative campaign is possible?

If you would like help in taking locally successful campaigns global, then please contact us for an informal chat. For more information about how to better connect with your customers, please check out our website: https://www.c3centricity.com/home/engage

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com

Can you (Re) Gain Trust?

Over the last few months we have heard many sc andals based upon the disappointing discovery of unfounded consumer loyalty and trust. Rigged football matches, numerous athletes taking illegal drugs and more recently the horse meat sc andal. Have you ever been faced with a loss of your customers’ trust in business? If so, or you believe that it could happen in the future, then this post is for you.

The 2013 Edelman Trust Barometer report, published last month, concluded that there are clear signs of a leadership crisis in both business and government. In fact in many recent sc andals, leaders have not helped the situation when speaking out.

For instance, in the current horsemeat sc andal, several food manufacturers confirmed that their beef products did not contain horse-meat, only to withdraw their statements a few days later. What did they think they were doing? Trust is one of the most important elements of purchase and loyalty; it is difficult to win but so much easier to lose, as many companies have recently realised. In the end it comes down to being truly customer centric. Wouldn’t a customer prefer to hear a “We don’t know but we’re checking” rather than a categorical “No” that is replaced by an equally categorical but rather feeble “Yes” a few days, or even hours later.

As Donald Porter, V.P. at British Airways once said:

“Customers don’t expect you to be perfect. They do expect you to fix things when they go wrong”

So why do so many companies have such problems with telling the truth? If you make a mistake, then own up and correct it: your customers will forgive you and forget it. And more importantly, your owning up to the event will confirm their belief that they can trust you in the future. They will continue to buy your products and services with confidence, trusting that they will live up to your promises.

If you pretend that things are OK when they are really not, you are more than likely to get found out eventually. An employee will talk, a government or industry association will run tests and you will be discovered lacking.

With all these sc andals of what one might call dishonesty, touching so many different industries, this seems to be a good time to talk about building, keeping and regaining your customers’ trust. Here is my starter list of five areas to review, but please add your own to the comments below:

#1. Prepare

Have you already identified the worst possible scenarios that could happen to your industry, your business, your br and? Do you know precisely how you would react in each and every case? When an incident happens it is already too late and the damage has started. By identifying upfront what may happen in each possible event, you have sufficient time to identify potential risks before issues reach dangerous levels.

#2. Measure

Another factor of preparedness is to identify and to follow metrics that will provide you with an early warning system. When levels of certain critical elements get close to precise limits, you again have time to react before damage is done. Think about customer complaints, quality rejects, machine down-time, industry legal cases, whether yours or your competitors.

#3. Assign

For each critical incident identified, assign jobs to people in all relevant departments. Who will communicate, both internally and externally? Who will adapt and replace sub-optimal products and services? Who will develop and launch new ones?

#4. Practice

As with fire drills, exercises of disaster recovery can identify missing elements, whether time, money, or people. These can then be addressed well before they may be needed. No point in wishing you’d bought that extinguisher when the fire breaks out!

#5. Engage

As with measurement, engaging your customers, partners, employees and even competitors in building industry trust will ensure that it will survive any crisis. However, at a company and br and level, customer and employee engagement becomes particularly important, since competition is often secretly hoping you will badly manage a negative situation, from which they might then benefit. By keeping communication open 24/7 you are much more likely to be able to respond without delay and in many cases even prevent issues from escalating into a full blown crisis.

If football and cycle team managers had kept to their jobs of management, and trying to be the best they could be without resorting to bribes, drugs or other illegal practices, then the sports would not be where they are today. If food manufacturers had chosen to make food that they would happily give to their families instead of cutting costs to a maximum, then they too would not be facing the current sc andal. Unfortunately, these events damage not only those concerned, but the wider industries at large.

Sports sponsorship will be under much tighter scrutiny and perhaps some br ands will decide to move to other sports or forms of promotions in the future. Sales of prepared dishes containing beef are significantly down in Europe already and this will result in lower prices for wholesalers and eventually also for the farmers. According to Reuters, a recent poll run by Consumer Intelligence in the UK, showed that more than 65% of respondents said they trusted food labels less as a result of the recent incident, so in fact the whole food industry has been impacted.

Luckily, not every industry or company has been doing their business without regard for honesty and living up to their customers’ trust in them. Some companies underst and the importance of winning and then keeping this trust. Ford recently issued a booklet about the Top 2013 Trends of importance to them and their number one trend was trust, or as they quoted it “Trust is the new Black”. In their description of it, they mention that “Correlation of trust to br and equity increased by 35% in three years since the (economic) crisis”. If that isn’t a reason to build trust, I don’t know what is!

For more information about building trust and increasing br and equity, check out our website here: https://www.c3centricity.com/home/engage/

Or why not give us a call to see how we can support your own initiatives in (re) gaining your customers’ trust. No obligation, just INSPIRATION!

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com

 

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