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Welcome                                                    .BIZ Builder Vol. I, Issue 2                                   ...
Click here to learn more about branding issues thatmatter to you.
7     TableContents           of     Olympic Infographic: The Evolution of Olympic Coverage     in Print, TV and Social Me...
Olympic Gold                         GE Grows Its Global                        Brand as London 2012                      ...
Why did GE decide to sponsor the                     In terms of return onGames?                                          ...
In China, we saw a +31%                 ground: our revenue team (sales), our PR          rise in favorability after      ...
What has been the commercial impact             functioning trauma center and operatingof GE’s involvement in the Olympics...
• In London, we will host                          values—and recognize that it’s all about  approximately 1,300 customers...
challenges people can take to be like the         measures body composition to seeathletes. For example, soccer player    ...
U.S. OLYMPIC HALL OF SHAME:            Gold Winner   Tonya Harding, Conspiracy and   Domestic Violence (2x Wiener)World-cl...
Hard Charging Athletes Who HaveFaced Hard Charges                                                           Bronze Winner ...
...content never sleeps. And even if it                If Phelps acquires goldoccasionally falls off pace, it never fades ...
Londons Burning:Controversy Heats Up Over Protectingthe Olympic BrandBy Marco Bertini, Assistant Professor of Marketing,Lo...
The Olympic Games in London are                    Licensing rights refer to the use ofofficially kicking off, providing us...
International Federations of the sports of          This is a brand name the IOC wants tothe Olympic Games.               ...
What Can Olympic Teams              Teach Business Leaders?                     By Mark de Rond, Ph.D., Author, “There Is ...
coaches with more questions than                     Also, teams are characterized byanswers. Sometimes, oarsmen and      ...
often irrelevant to team selection. Unless          Studies of hospitalthey can be put to work on their own,              ...
and worry about.Further, might it be useful to implement a“donkey question” rule, where everyone            As we watch th...
Olympic Fashion Catapults Brands to             International Success - or Sinks Them:Business Branding Lessons from Ralph...
One of the most widely televised events          provider of Team USA’s Olympic gear.in the world, the Olympic Games,     ...
global visibility—prompting the likes of         designing for an Olympic team one mustPresident Bill Clinton, Prince Char...
BrandingChampionP&G’s Winning Sponsorship of the 2012 Olympic GamesBy Michelle Adelson, Chief Brand Officer, The Phelps Gro...
of Moms and expands it to include not              or being mothers themselves, the “Thankonly the mothers of Olympic athl...
The “mom” story has both a unique andemotional angle and P&G invites                                                   Soc...
P&G further empowers consumers toshare in the sentiment and thank theirmoms with a Facebook app that has               • D...
WhatTeaches Business       How to Find Your Brand Story By Laurence Vincent, Director of The                remember watch...
itself. This is the story of record—the          about the brand they inevitably constructorigin of the brand, it’s recent...
they embody deep-rooted beliefs andBrand Story 3:                                     foundational values.The Consumer Sto...
insightful piece for the Journal ofConsumer Research entitled “An English                      Action item: Ask yourself i...
eye-rolling disorder and leads me to themost important lesson of brandstorytelling: Brands are naturalstorytelling devices...
Social Media Optimization:The Cocktail Party AnalogyAligning Your Brand with Relevant or Popular ConversationsBy Jeff Herz...
conversation in such a way that it adds            —gas prices—and recommended thatvalue to what they care about. Shifting...
•   identifying conversations that are a        sharing, in line with popular       natural fit for your brand; and        ...
5Myths ExposedBrand-BustingBy Joellyn “Joey” Sargent, Principal,BrandSprout LLCWWith business moving at an ever-accelerati...
Companies that create strong brands              understanding what makes your brandfocus time and energy on:             ...
company has changed and your brand is           In response, companies must connectevolving in a positive way.            ...
Brand                                                  How to Master                                                  the ...
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine
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Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine

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In this special issue of .BIZ Builder Magazine, we explore two timely billion-dollar topics—both of which are widely misunderstood: “The Olympics & Branding.” Exclusive features range from an interview with GE’s Olympic Sponsor President Peter Foss and an article by UTA’s Laurence Vincent revealing Hollywood’s branding secrets, to a list of Top brands on Twitter and a “How-to Branding Guide” for business.

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Going for Gold: The Olympics and Branding Special Issue – July/August .BIZ Builder Magazine

  1. 1. .BIZ BUILDER BUILDING YOUR BUSINESS WITH INTEGRATED MARKETING COMMUNICATIONS July/Aug 2012 Branding Issue THE OLYMPIC BRANDING GAMES - GOING FOR GOLD?In This Issue:Olympic Gold - GE Grows Its Corporate Branding FAQ: What Can Olympic TeamsGlobal Brand as London Yes, There Is More to It Than Teach Business Leaders?2012 Olympics Sponsor You Think
  2. 2. Get to Your Destination Smarter & Quicker with JetBlue + CommPRO.biz Enter to win a free JetBlue flight* CorporateCommunications Investors Agency Investor Management Media Relations Crisis Television Communications Print Public Relations Advertising Measurement Mobile Digital & Evaluation Marketing Join CommPRO.biz, the destination for marcom business knowledge. Register now - its FREE. Plus, youll be entered to win a free JetBlue domestic travel voucher ($600 value). JetBlue Airways offers flights and tickets to more than 75 destinations. * View details on Commpro.biz
  3. 3. Welcome .BIZ Builder Vol. I, Issue 2 JULY/AUGUST 2012Welcome to this issue Snapshot. Published by: CommPRO.bizContent with convenience. Editor-In-ChiefIt’s our calling card and our commitment to you. Brian PittmanWe’re here to serve and to help you become more Chief Creative Officer / Designersuccessful. One way we do that is by making it EASY Todd Fabacherto consume and share the latest, greatest content Publishercovering what’s new and what’s working to grow your Fay Shapirobusiness using integrated marketing andcommunications. Chief Strategist Bruce MerchantThat’s why we’re offering the latest issue of .BIZBuilder Magazine in manageable bites. Whether you’re Contributorsa reader, partner, contributor or even advertiser, we .BIZ Channel Partnersthink you’ll find our issue preview “Snapshot” to be a • Critical Now: From Critical Mentionquick and engaging way to consume and share the • Social Video: From Latergycontent we bring together for the thousands of • Digital Visibility: From Zog Digitalmembers of our growing community • PR ROI: From PRIME Research .BIZ BloggersIn this edition, we explore two timely billion-dollar • IR Therefore I Am - Gene Marbachtopics—both of which are widely misunderstood: The • Social Media Zone & The Pulse - VickiOlympics & Branding. Exclusive features range from an Flaugherinterview with GE’s Olympic Sponsor President PeterFoss and an article by UTA’s Laurence Vincent .BIZ Blog Contributorsrevealing Hollywood’s branding secrets, to a list of Top • Marco Bertini, London Businessbrands on Twitter and a “How-to Branding Guide” for Schoolbusiness. • Mark de Rond • Christina Houghton, Siegel+GaleEnjoy! And share!! • Michele Adelson, The Phelps Group • Laurence Vincent, UTA • Joey Sargent, BrandSprout • Donetta Allen: Hunter PR • Mark Brock, Wray Ward Brian Pittman CommPRO.biz, LLC 222 East 34th Street Suite 1201 New York, NY 10016 View our Media & Sales Kit
  4. 4. Click here to learn more about branding issues thatmatter to you.
  5. 5. 7 TableContents of Olympic Infographic: The Evolution of Olympic Coverage in Print, TV and Social Media {4 - 5} Olympic Gold: GE Grows Its Global Brand as London 2012 Summer Olympics Sponsor {6 - 11} U.S. Olympic Hall of Shame: Hard Charging Olympic Athletes Who Have Faced Charges {12 - 14}16 London’s Burning: Controversy Heats Up Over Protecting the Olympic Brand {16 - 18} What Olympic Teams Teach Business: The Truth about High Performance Organizations {20 - 23} Olympic Fashion Flubs: Lessons from Ralph Lauren, Roots and Stella McCartney {24 - 26} How to Be a Winner: P&G’s Winning Sponsorship of the 2012 Olympic Games {28 - 31} What Hollywood Teaches Business: How to Find Your43 Brand Story {33 - 37} Social Media Cocktails? Aligning Your Brand with Relevant or Popular Conversations {38 - 40} Busted! Five Brand-Busting Myths Exposed {42 - 44} Brand Engineering: The Science Behind the Art {46 - 49} Brand Ambassadors Needed: How to Build a Brand Through Social Media {50 - 52} Olympic Buzz: McDonald’s Demonstrates Owned-Media56 Prowess on Eve of Olympics {54 - 55} What’s Your Brand EQ? A Questionnaire {56 - 58} Branding FAQ: What You Must Know {60 - 62} Funny Business: Buzzwords That Hurt Brands {64 - 65} Twitter Winners: Most Engaged Brands Online {67 - 72} BONUS BRANDING GUIDE: How to Work with a Branding Agency (and More) {71 - 82}
  6. 6. Olympic Gold GE Grows Its Global Brand as London 2012 Olympics Sponsor Brian Pittman’s exclusive interview with GE Olympic Sponsorship President Peter Foss“Any company must carefully align partnerships, while helping to reinvent GEsponsorship opportunities with its as a truly global brand. “Before thecorporate values—and recognize it’s all Beijing Olympics,” Foss illustrates, “theabout growth at the end of the day,” says Chinese thought GE was GM and that wePeter N. Foss, President, Olympic were in the car business.”Sponsorship and Corporate Sales at GE.“If you can’t find a link to driving Not only has GE’s brand awareness incompany profits—don’t do it!” warns China skyrocketed since the BeijingFoss, who in addition to coordinating Olympics in 2008, but GE has alsoGE’s global Olympic Sponsorship also ramped up its Olympic sponsorshipmanages the company’s Sales Force initiatives—and the London SummerEffectiveness program. Olympic Games are no exception. Here, Foss shares key metrics underscoring“In our case, GE’s values are all about GE’s Olympic sponsorship ROI, what he’sintegrity and so are those of the most looking forward to in the LondonOlympics,” he explains. What’s more, the Games and his quick tips for businessescompany has driven hundreds of billions seeking greater visibility via marketingof dollars in infrastructure projects and sponsorships of any size or type:sales abroad through its Olympic 6
  7. 7. Why did GE decide to sponsor the In terms of return onGames? investment, GE’s generalGE’s partnership with the Olympic awareness prior to theGames aligns with our global growth Olympic Games was lessstrategy by opening doors to new sales than 10%. After theand marketing opportunities in all of the Games, it was 50%.host countries. GE is uniquely suited tomeet the infrastructure needs required to big areas of potential growth outside ofstage the world’s largest sporting event, the U.S.—but we just weren’t knownas well as the healthcare needs to there. The biggest interest was in Beijing,provide quality care to the athletes. Our because China was a big market for GE.continued investment in the Olympic We were doing close to $5 billion a yearGames is part of our commitment to there. They thought GE was GM and thatdeliver world-class infrastructure and we were in the car business. We sawhealthcare solutions that leave a Olympics as a brand that we couldsustainable legacy to future generations. saddle up and ride in with. We are proud to be associated with the It was a great way to build relationshipsOlympic Games, as the values of this with key individuals in China as they builtglobal, trusted brand match GE’s. Our up the Olympics and announced theysponsorship provides funding for were spending $50 billion on it—doubleathletes that would otherwise not be what was normal. Beyond that, otherable to participate in the Olympic infrastructure projects were more likeGames. We are very proud of that. $200 billion—including transportation, power, water, lighting and all the thingsWhen did GE’s sponsorship begin and we do as a big infrastructure company.what were the goals?We announced our sponsorship in 2003, We realized the head of the Olympicand it was at same time NBC was organizing committee in China wasbidding for 2010 and 12 broadcast Liu Qi, and that party secretaries andrights. As part of that, we went in as GE mayors served on committees, as well. Ifto put in a bid to be a TOP (The Olympic we built a strong relationship with them,Partner) Program Sponsor. This started we could demonstrate our capability andwith the 2006 Olympics in Torino and ability to be a good partner onthen in Beijing, Vancouver and London. infrastructure projects. They were goingThose were the four in our first package. to start at a given time and we needed to deliver.The thinking was the company wasbecoming more global. When I started, That gave us a great opportunity. We got95% of sales were in U.S., but it was to know them and ultimately built greatprobably 60% ten years ago. There were relationships with them. GE’s general awareness there prior to the Olympics 7
  8. 8. In China, we saw a +31% ground: our revenue team (sales), our PR rise in favorability after team, our marketing team, and our the Olympic Games. In hospitality team. Canada, we saw a +92% rise in favorability after How do the Olympic values align with the Olympic Games. GE’s? From a brand value perspective, wewas less than 10%. After the games, it have a code of ethics in the companywas 50%. That was good for us. We also and the spirit of the letter is that integritydid a lot of advertising in the country, comes first of all. The Olympics valueswhich helped. are all about striving for truth, integrity, spirit, team building and sportsmanship.Next came the announcement that the There is nothing there that doesn’t alignSummer Olympics were to be held in with our own values. Integrity is numberRio. That was another great opportunity one for us. One strike and you’re out.for us as an infrastructure company togrow into a thriving economy. We are How have you leveraged the power ofnow signed up through 2020. So overall, the Olympic rings to enhance GE’sit has turned into a very nice opportunity brand?to build stronger relationships in areas of We have Brand Tracker studies thatthe world that are important to us. show our brand awareness grew by 1/3 from 2005 to 2010. We also look atCan you touch upon what GE provides things like unaided awareness aroundthe Olympics? specific campaigns. For example, we ranOur Olympic Green program in Beijing ads and launched initiatives tied toand also in London includes providing healthcare around the Vancouver gamesmore energy efficient sport lighting, —and awareness of GE as related toelectrical infrastructure and more. We healthcare certainly grew.also built health clinics for athletes withdiagnostic imaging equipment. So, it We integrated efforts across traditionalruns the gamut of all of our product media, digital and PR to drive results. Aslines. The IOC actually said “GE stands a result, we saw significant impactfor ‘Generally Everything.’” across key brand measures in China (2008) and Canada (2010). Specifically:We were their first infrastructure sponsoras opposed to consumer companies like • In China, we saw a +31% rise inSamsung or Visa. Those companies’ favorability.interests were a year out from the gamesbeing held—but we are there on the • In Canada, we saw a +92% rise inground to help with infrastructure the favorability.moment the host city is announced. Weimmediately put four teams on the 8
  9. 9. What has been the commercial impact functioning trauma center and operatingof GE’s involvement in the Olympics— room) and more.any hard metrics?Well, we placed GE technology in all In London, we have:competition and non-competition venues 120in Beijing, Vancouver and London. GE’sinvolvement with the Olympics helped us infrastructuredefine commercial process to more Projectseffectively address large-scale projects. Notable projects include a fullSpecifically, we created a centralized range of diagnostic imaging equipmentteam to respond to all Olympic-related for Polyclinic (hospitals for athletes andinfrastructure opportunities and to work Olympic officials), three Jenbacher CHPacross GE’s diverse lines of businesses. engines installed in the Olympic Park energy center, 120 EV charging stationsIn Beijing, we saw: installed to support London 2012 electric 400 vehicle fleet, GE lighting technology infrastructure across a number of the Olympic venues (Olympic Main Stadium, Aquatics, Projects Basketball, Field-Hockey, etc.), and a Notable projects included a partnership to re-lamp Tower Bridge with wind farm outside of Beijing to energy efficient LED technology. Thisprovide renewable power for the games, resulted in a 45% energy savings overa rain water capture system for “Bird current street lighting applications.Nest” stadium (main stadium), and a Beyond that, legacy projects include GElighting and electrical distribution for donating £4.8m of advanced healthcaremultiple stadiums and arenas. equipment to Homerton Hospital— including fetal monitors, incubators andIn Vancouver, we saw: magnetic resonance scanners, to Homerton University Hospital in 120 Hackney, East London. infrastructure Projects Also important was that we were able to showcase GE’s contributions to customers from around the world. ForNotable projects included a range of example:diagnostic imaging equipment for twoPolyclinics (hospitals for athletes and • In Beijing, we hosted over 2,500Olympic officials), CT, MR, X-Ray, customers.Ultrasound, ECG and Healthcare IT, aMobile Medical Unit (MMU) in Whistler • In Vancouver, we hosted over 1,000(an 18-wheel trailer that served as full- customers 9
  10. 10. • In London, we will host values—and recognize that it’s all about approximately 1,300 customers growth at the end of the day.You also oversee corporate sales— We looked at Olympichow has the Olympics sponsorship sponsorship as a way tocontributed to sales force create revenue. But weeffectiveness? also learned that it helpsOne way to answer that is to look at our with brand building.“Decathlon Challenge,” which was aninternal program to help drive sales with I don’t understand some sponsorships.our team and distributors. It involved a We get two to three calls a week forseries of training contests tied to sales. things that don’t fit. I don’t get it. WeResearch showed that this program don’t do it if it’s not a fit. The Olympicshelped drive $190 million in revenue were our first global sponsorship—andgrowth in 2007 and 2008). we’re a 140-year company! So, be careful.What’s your advice to otherbusinesses regarding picking big I don’t understand things like puttingevents or even smaller community your name on a stadium. What does thatevents to sponsor? do for you? If you are Citibank naming aI think when you consider a sponsorship, baseball field, maybe that helps becauseyou have say, “What is my strategy for you’re reaching consumers. But if we putgrowth and how does this help me?” our name on a stadium, they wont’ beAny decision should be based on how buying a jet engine tomorrow. Thesuch an opportunity helps your company consumer piece at GE is less than fourgrow revenues. If you can’t find a clear percent of our business-and it’s all aboutlinkage—then don’t do it! light bulbs and appliances. It’s small, so we wouldn’t pursue a sponsorship likeFor us, we could measure things like: 1. that.Revenue (we were selling goods thathelped build venues), 2. brand Where are you getting the most onlineawareness, and 3. client and prospect and media buzz as related to GE’srelationships. All of those fit into our sponsorship of the Olympics?strategic objectives. A few weeks ago, we launched a “Healthy Share” Facebook application asIf you are a consumer company like part of our movement to integrate healthCoke, it’s different. You get involved with in a consumer way. This is part of ourit just for the exposure and brand “Healthy Imagination” program. Thebuilding. They are 80% non-U.S. in focus is fitness and using the games toterms of global revenues. And their last inspire people to improve their healththree CEOs were all international. Again, based on athletes’ experiences. As partyou must align with your company of this program, we developed 10
  11. 11. challenges people can take to be like the measures body composition to seeathletes. For example, soccer player which side has more muscleAlex Morgan provided a program where development. He had that done earlier inyou can stretch and do things he does in the fall.his training. This program has beengenerating a lot of media buzz. We did How is golf like business?the activation at Rockefeller Center, I have played golf since I was eight yearswhere Olympic swimmer Summer old. I am a big proponent of golf andSanders hosted a class to take her believe in getting youth involved in it. It’schallenge. a lifelong sport and teaches great core values. It builds character andWhat are you most looking forward to emphasizes integrity and honesty. Golf isduring the Summer Olympics in a game where there are a lot of judgmentLondon? calls you have to make. Nobody isThe Summer Olympics offer so much to standing there telling you what to do andsee and do. I try not to miss swimming, how to do it every step of the game.for starters. It has become so exciting, Being a student of the rules of golf helpsfrom seeing Mark Spitz to now, Phelps you in business and life, I think. What… They are extraordinary. That will be you learn about sportsmanship, honestythe hottest ticket in town. I enjoy that. and judgment carries through your life.Watching Usain Bolt run is also alwayscool. Track and field is never boring. Final parting words about the value ofBeach volleyball is fun, like a party. And GE’s Olympic sponsorship?it will be held at a neat place, in the The biggest pieces I take away from thishorse parade area. I will even go watch are that we were a “stodgy old industrialtable tennis one day. company” that never sponsored anything. We looked at it as way toWhat are your thoughts about golf create revenue—but learned it helpsbeing back in the Olympics, starting brand building. Also important are thewith Rio? legacy gifts we leave in Olympic cities.I’m very excited about that—golf is Those things make me feel the bestimportant to me. I’m not good enough to about our Olympics involvement. We arecompete. I play on weekends. I live in proud of not only being a greatCharlotte and there is good golf here. I company, but also a good one.play on Saturday and Sunday mornings View on CommPROwhenever I can. Brian PittmanWe are a marketing partner of the PGA is a partner attour and our player just won the U.S. CommPRO.biz, where heOpen (Webb Simpson). He’s involved in focuses on editorial andan extension of our health initiatives. He content while helping towas scanned by our DEXA machine that build the community. 11
  12. 12. U.S. OLYMPIC HALL OF SHAME: Gold Winner Tonya Harding, Conspiracy and Domestic Violence (2x Wiener)World-class brands often want to bebigger, stronger, faster. They always wantto be better. For better and worse andoccasionally for best and worst, the twofrequently get together to do business.Before, during and immediately after majorsporting events—none more major than theOlympic Games—these whirlwindpartnerships between winning brands andmedal winners are formed in the face offierce competition due to the mutual drive to Silver Winnersucceed. Unfortunately, they are often Kobe Bryant, Sexual Assaultfueled and fail by the mutual need for speed. Charles Barkley, Aggravated BatteryThe sponsoring spokespeople dash for thecash while their golden glow still attractsclients, kudos and cameras. By Larry Thomas, President, Latergy
  13. 13. Hard Charging Athletes Who HaveFaced Hard Charges    Bronze Winner Marion Jones, Dope Jennifer Capriati, Dopey Michael Phelps. Doper Every now and then, the athletes “foul out”—leaving the brand to serve the penalty for guilt by association. Here are a few US Olympians who looked like winners crossing the finish line (or hitting the jump shot), but who lost their way (at least temporarily) when the crowds dispersed. You can expect the volume of falls from grace to rise along with the popularity of online video and social media. Even IF a seemingly disproportionate amount of pampered athletes subscribe to the “It’s not wrong if you dont get caught" theory, more will be caught—on camera—and their reputation and earning potential will drop like a puck at center ice. Whether via strip search or stripped medal, brands that align themselves with athletes gone bad can no longer sever ties, apologize, pull commercials, hire a new spokesperson and wait for “it” to go away. In the socially fueled, video- centric, long-tail-wagging world we live in … 13
  14. 14. ...content never sleeps. And even if it If Phelps acquires goldoccasionally falls off pace, it never fades and stirs national prideaway. Even if you pull the video from TV again this summer, he’lland all things digital, the visual be back. Nothingassociation of your brand with a golden generates gold like aboy or girl in handcuffs lives on via good comeback story.online video clips of sporting events, talkshows and conversations. Old news is agony of defeat. The associationold news until someone Googles it. between a brand and an athlete has long made marketers ecstatic and nervous atIn due time, a fine product and swift the same time. We know that theaction will help the public forgive and euphoria from a quick spike in brandforget both the brand and the athlete. recognition and market share can endKellogg’s knows that, so they quickly quickly with one failed drug test, onedisqualified the smoked fish in hot water violent episode or one corny flake of aand went back to the serial cereal kid with a fondness for water (pipes).business. Unfortunately for the snap,crackle and pop family, the relationship It may not end it forever. If Mr. Phelpshasn’t crossed the finish line yet. acquires gold and stirs national pride again this summer, he’ll be back. After all, nothing generates gold like a good comeback story. When Michael dives back into the swimming and business pools this summer, he will be going for more than just gold (or is that just more gold?). The moral of the story: Be wary of whom you run (shoot and swim) with, because branding is a marathon—not a sprint. And, the players are in the public eye and mind long after the race is over.    Watch Video on YouTube View on CommPRO  Whether driven by quarterly results or Larry Thomas is president ofone quarter of a second, participants in Latergy, a video servicesboth worlds compete fiercely for fame boutique that providesand fortune. The breakneck speed and multimedia content strategy,the thrill of victory occasionally lead to production, distribution andhasty decisions and, ultimately, the measurement services. 14
  15. 15. Londons Burning:Controversy Heats Up Over Protectingthe Olympic BrandBy Marco Bertini, Assistant Professor of Marketing,London Business School
  16. 16. The Olympic Games in London are Licensing rights refer to the use ofofficially kicking off, providing us the Olympics logos and trademarks on itemsopportunity to witness the world’s most ranging from stamps and coins to t-prestigious sporting event. As Olympic shirts and stuffed animals. This year inathletes descend upon London, local London, Adidas emerged as a Tier Onebusinesses are finding ways to capitalize Partner, allowing the sportswearon the moment. company to receive marketing and licensing rights in addition to other perksBut there’s been debate around some (game officials, volunteers and staff willcompanies many say are overstepping all be donned in Adidas sportswear).their bounds, using the Olympic symbols Other tier-one partners for this yearwithout permission. For instance, include BMW, BP, British Airways, BT,Bloomberg BusinessWeek interviewed EDF, Lloyds TSB.Dennis Spurr, a butcher in Dorset whodepicted the Olympic rings as sausage But once the sponsorships and licensinglinks and was confronted by officials rights are in place, it’s important tofrom the Olympics. And The Daily Mail examine the flow of revenue.reported that London’s cake stores arebeing told not to use any Olympic logos Where Does the Money Go?on cakes due to copyright. The revenue from the principle sources is allocated to: The International OlympicLondon is one of the premier cities in the Committee (IOC), National Olympicworld. It has its own recognizable appeal Committees, International Federationsand brand. Thus, it would make sense and Organizing Committee for thethat others would try to capitalise on it. Olympic Games (OCOG).So what’s the big deal and is it really allthat harmful for local companies to use In the case of the Sydney Olympics, thethe Olympic logos in a creative way? major beneficiary was the host city OCOG, which used the funds to stageTo fully understand this issue, let’s first the Games. Historically, 50 to 60 percentlook at the economics of the Olympic of the revenue from broadcast rights andGames and points of profitability. international sponsorships, plus 100 percent of the revenue from ticketing,How Does It Work? domestic sponsorship and licensingBy almost any measure, the Olympics rights, went to the OCOG.are big business. For instance, the 2000Sydney Games generated $2 billion in Of the remaining revenue, the IOC kept arevenue from five sources: broadcast portion to cover its administrative andrights, international sponsorship, operational costs and allocated the restticketing, domestic sponsorship and to the 205 National Olympic Committeeslicensing rights. of the IOC’s member nations and to the 17
  17. 17. International Federations of the sports of This is a brand name the IOC wants tothe Olympic Games. make sure grows in stature. But this is complicated in that the brand isWho is Responsible to Monitor and “borrowed” to host cities. That is, theControl Logo Use? IOC “owns” the brand in a sense, but theOf the five sources of revenue, the IOC – host is the one who manages it in thea non-profit organization based in running of the event.Lausanne, Switzerland – is responsiblefor negotiating and managing the I can understand that local Londonbroadcast rights and international businesses feel some sense of sharedsponsorships, while the host city’s ownership. After all, the Games are heldOCOG is in charge of ticketing, domestic in their town and they paid their share forsponsorship and domestic licensing. the construction of the infrastructure. But irrespective of this feeling, the factAccording to a report in The Guardian, remains that the Organising CommitteeLondon already has a range of legal has final ownership of the brand. Theprotections in place, but the IOC since store owners will likely still benefit fromthe Sydney Games in 2000 requires an the increased traffic in London from Julyadditional layer of legal sanction. In fact, through August. But those running thethere are laws in place that are meant to event have the obligation to make sureprevent non-sponsors and non-licensed (a) their name is represented accuratelybusinesses from employing images or and positively, and (b) that the rights ofwording that might suggest too close a those corporations that have paid goodlink with the Games. money to be formally associated with the Games are respected and upheld. So as you marvel at the Olympics this year, you might also think about all of the strategy that is behind the scenes. And while many might become frustrated with the IOC’s strict regulation, you can’t deny that they’ve kept the Olympic brand shining – year after year.The Danger of Non-LicensedBusinesses Using the Olympics Logo View on CommPROThe Olympics are no different than anyother business. Most companies spend Marco Bertini is a professorgood money on building their brands. of marketing at LondonWhile few would question the right of Business School. He focusesthese businesses to protect this asset, on consumer/managerialthe same has to be the case for the decision-making, and theGames. behavioral aspects of pricing & promotions. 18
  18. 18. What Can Olympic Teams Teach Business Leaders? By Mark de Rond, Ph.D., Author, “There Is an I in Team: What Elite Athletes and Coaches Really Know About High Performance”Over the next few weeks, the world’s crews of four are forced to race eachbrawniest athletes will lock horns in other. After the first race, two rowers,pursuit of sport’s biggest prize: an one from each crew, swap places. TheOlympic title. The world’s number one race re-starts, with the goal of isolatingTaekwondo star, Aaron Cook, won’t be the effect of a single rower on a crew in aone of them. Controversially, he was real boat on actual water. The processpassed over in favor of world number 59, continues until coaches have sufficientLutalo Muhammed, in only the latest of a data on each oarsman’s ability, and theseries of high-profile selection disputes relative speed of different combinationsin the Great Britain camp. of rowers. This “seat racing” should deliver an objective ranking of the bestTo avoid just such confrontations, boat movers.selection decisions are typically basedon the most objective grounds possible: While peerless on paper, seat racing ishaving athletes compete against each not always straightforward in practice.other for a place on the team. A good Occasionally A beats B who beats Cexample of this is rowing, where two who in turn beats A, which leaves 20
  19. 19. coaches with more questions than Also, teams are characterized byanswers. Sometimes, oarsmen and paradox: They mobilize tensions that pullcoaches choose to downplay objective members in contrary directions. Theresults as they push for inclusion of an most obvious are cooperation andathlete who, by virtue of his social skills competition, where individuals continueis considered able to raise performance to compete for resources, reputation andlevels overall for the crew. After all, it is career prospects with others, even asthe combination that matters. effectiveness hinges on coordinating with them. The temptation is often toThe lesson to business: Teams in downplay – or disallow – competitivesports and business benefit from variety. tensions for the sake of harmony. TheIt matters greatly to have differences in assumption is familiar: The better peopletalent and in personality, and even in pay get along, the better they will perform.within teams. It is only by combiningindividual differences that one creates a But studies show that harmony is moregenuinely effective team. likely the consequence of, not condition for, performance. Few things bond moreWhat else can we learn about business strongly than a shared accomplishment.teams from sports? Following are threelessons based on my extensive fieldwork What to do: The best way to build awith teams over the past 15 years, and team is to set them a work-relatedrecent results from the experimental labs challenge and give them something toof Harvard, MIT, Stanford, Berkeley, feel good about collectively. In addition,Chicago and Cambridge: don’t try to weed out rivalry in the interest of harmony. This is only likely to1. High performance teams are drive it underground. As a result, people will continue to compete by belittling thenot easy places to be. efforts of those around them.We glamorize teams, but life on theinside often feels “slightly off-balance”for much of the time. It is important not 2. The best team is often notto confuse what things “feel” like with made up of the best individuals.what they really are like, given there aretwo natural causes for this: What this means is that we may sometimes sacrifice competence forFirst, the individuals you work with are likability. As alluded to in the seat racinggood, but the qualities that make them example, it occasionally makes sense toso can make them difficult to tolerate as compromise on technical skill if whatteam members; overconfidence can be one gets in return improves the overallalienating, restlessness exhausting, performance of the team. As a recentintelligence intimidating. study points out, if people are actively disliked, their technical competence is 21
  20. 20. often irrelevant to team selection. Unless Studies of hospitalthey can be put to work on their own, teams are replete withothers are unlikely to seek them out for examples, often with graveadvice or to share information. consequences. In one study, a team of researchers phonedWhat to do: Focus on finding the right 22 nursing stations, pretendingcombination of individual high to be a hospital physician andperformers – not only in terms of skills asking for 20mg of a new drug to bebut also personalities. There is evidence given to a patient. They were keen tothat levels individual performance are find out how many nurses wouldstrongly influenced by social context (or administer the drug that had not beenwho else is in the team). You wouldn’t approved for use there, that was twicewant a team of lovable fools, but it can the recommended dose, and that hadpay dividends to select a socially gifted been ordered by physician unknown toindividual over one more competent to the nurse. In 21 cases, researchers hadallow the team to handle disagreement to intervene and stop the nurse frommore effectively and raise their overall overdosing the patient. In this case,level of performance. nurses self-censor by deferring to authority.Finding the right combination may relyon objective performance data. Despite In my experience, the Abilene Paradox isthe availability of such “analytics,” it is alive and well, and teams the worse forunlikely the optimum combo is found by it. I wish people would spend as muchusing numbers alone. Characteristics money and effort making theirsuch as how people react under organizations psychologically safe aspressure, how they respond to failure they do on getting people to work inand how they behave when not being teams. I suspect that if one gets thewatched are important but unlikely to be former right, the latter will comecaptured by numbers alone. naturally. People are pack animals – their desire to work together only stymied by3. Problems in teams can arise their fear of being “found out.”not because there is conflict—but What to do: Ask yourself: How safe isbecause there isn’t any. my team psychologically? How likely is it that team members self-censor for fearKnown as the “Abilene Paradox,” team of being considered negative, incapable,members self-censor for fear of being needy, unsupportive or unintelligent, andseen as negative or subversive, as how do you know? Many teams sufferlooking silly or incompetent, or for fear of from lack of safety. As a team leader,destroying any existing team spirit. might you be the problem? Would it be worthwhile bringing in an external facilitator to find out? 22
  21. 21. and worry about.Further, might it be useful to implement a“donkey question” rule, where everyone As we watch the world’s finest, there isis expected to ask at least one “donkey one final lesson to be had: Sportsquestion” a week, or the kind of question teams have clarity of purpose missingto which the answer probably should in most organizations. Individuals knowhave been obvious, just to make sure all why what they do is important, what’sbases are covered and all assumptions expected of them and when, and howsmoked out. what they do matters to the rest of the team. To get this right in our own teamsRemember that when team members may well be our most difficult, yet alsoprovide explanations of why things are most rewarding, challenge. the way they are, these explanations are far more useful in clarifying what View on CommPRO matters than what happened. People use facts selectively. Their Mark de Rond, Ph.D., is explanations for team a Fellow of Darwin performance can differ College at the University strongly. These variations of Cambridge Judge are useful because they Business School. He has can help shed light on consulted execs at IBM, the things they care KPMG, Shell and others. Champions of Integrated Marketing Communications IMC 1 2 3 23
  22. 22. Olympic Fashion Catapults Brands to International Success - or Sinks Them:Business Branding Lessons from Ralph Lauren, Roots and Stella McCartney By Christina French Houghton, Associate Strategist, Siegel+Gale Hideous. Just strengthens the case for Scottish Independence! I bet that Stella McCartney Britain is neither great nor united. Olympic pajama suit isnt flame proof and would go oooosh if you got the flame near it!! 24
  23. 23. One of the most widely televised events provider of Team USA’s Olympic gear.in the world, the Olympic Games, For Lauren—whose clothing is alreadyprovides unprecedented visibility for regularly emblazoned with the Americanathletes from Argentina to Zimbabwe. flag—this project is a natural (andThese performers promise to create immensely successful) task. The boldmoments of great national pride—or, red, white and blue color paletteembarrassment—on a global scale. leverages American pride, which is synonymous with Ralph Lauren. As aIn this environment, presentation is result its brand visibility and sales soar.paramount. Enter the crème de la crèmeof couture. Every two years, top fashionhouses are tasked with creating theircountry’s national uniform. And just likethe athletes who wear them, theseuniforms are scrutinized through the lensof national pride and achievement.In the best of cases, designing anOlympic uniform can create a uniqueopportunity for a brand whose coredesign principles are already aligned Roots, a Canadian apparel company, has a similar history of success. Like Ralph Lauren’s ties to American culture, Roots’ rustic aesthetic, replete with emblems of canoes and iconic Canadian wildlife, fits perfectly within a Canadian self-image of being in touch with the natural environment. Though it took two years for the brand’s owners to secure the contract to clothe the Canadian Olympic team, the effort paid off. Roots’with the essential tenets of a national distinctive jackets, first created for thecharacter. Take Ralph Lauren, for 1998 Winter Olympics in Japan, drewexample, a brand that has long been the widespread attention and praise. This STEEEELLLLLLAA ... the GB flag is RED white and blue, NOT AAAAAAA!!!!!!!!!!! blue, grey and blue ... 25
  24. 24. global visibility—prompting the likes of designing for an Olympic team one mustPresident Bill Clinton, Prince Charles channel the pride of her nation and allowand actor Robin Williams to don Roots the small, creative flourishes to livegear—helped catapult the brand to within a national rubric of success. Ininternational success. other words, do not “interpret” your country’s beloved national flag in such aYet, this charge can also present way that prioritizes aesthetics oversignificant hurdles. Stella McCartney national symbolism.recently unveiled her designs for theBritish Olympic team. Even Regarding her recently unveiledthough her brand is beloved Olympic kit, McCartney said shein the UK and abroad, wanted to take the iconic imageBritish citizens reacted to of the Union Jack andher work with outrage. The “dismantle” it to “make it moreIndependent hailed fashionable.” Unfortunately,McCartney’s designs as this approach led to herarguably the “worst kit in embarrassment.history” and Facebook fansberated McCartney in a With Ralph Lauren designing forpublic forum. With the ease Team USA and Prada for theof information-sharing Italian Sailing Team, many topenabled by social media and the brands appreciate the internationalInternet, news of the brand’s perceived visibility the Olympic platform delivers.failure has been broadcast far and wide. As long as these designers find an alignment between their brand essenceThe different reception that these brands and the esprit du corps of the nation forhave received begs the question: What which they are designing—as their mostrisks do designers run when they important priority—the relationshipengage in this kind of international between high fashion and the Olympicchallenge? Why have Brits reacted with Games can be brilliant indeed.such ire to Stella McCartney’s designs? The lesson is clear, national pride shouldTo find an answer, one could look to the not be underestimated. When brandingheart of the criticism, which stems from national icons, proceed with care.McCartney’s creative interpretation ofthe Union Flag. I would argue that this View on CommPROreproach brings to light a sort ofunspoken rule: namely, that winning a Christina French Houghton isbid to design Olympic gear does not an associate strategist atgive fashion houses artistic license to Siegel+Gale, where she solvespush creativity to its limits and present branding problems for some offresh, unexpected designs. Rather, when the most interesting companies worldwide. 26
  25. 25. BrandingChampionP&G’s Winning Sponsorship of the 2012 Olympic GamesBy Michelle Adelson, Chief Brand Officer, The Phelps GroupCorporations invest millions of marketing rolled out through TV, spread virally bydollars in sponsorships in an effort to consumers, reinforced at point-of-impact awareness and brand perception. purchase in retail and in the end, realizedA prime example is how brands hope to through corporate social responsibility.win glory and consumer affinity with the The result is a truly aligned campaignOlympic Games. However, to drive that is consistent, recurrent at eachmaximum return for such sponsorships, touch point and most importantly,companies must connect their brand to credibly ties into P&G’s brand DNA.the sponsorship in a relevant andmeaningful way. So how exactly do youdo that?Proctor and Gamble’s sponsorship of theLondon 2012 Olympic and ParalympicGames highlights the best practices ofintegrating a brand with a sponsorshippartner.Consistent MessagingP&G began with a consistent message The campaign story includes 28 athletesthat ties to the overarching brand and from Team USA and breathes new lifealigns with each of its product groups into the company’s longstanding positionwhile emotionally connecting to the core that has transcended generations toaudience of moms (or “mums,” as they support moms for the past 175 years.say in London). From there, an The creative platform reinforces P&G’sintegrated campaign was developed and banner philosophy as a Proud Sponsor 28
  26. 26. of Moms and expands it to include not or being mothers themselves, the “Thankonly the mothers of Olympic athletes, You, Mom” message traverses thebut those around the world and in the product brands while connecting at thefuture. “Thank You, Mom” acknowledges corporate level.the critical contribution of the mothers ofathletes and celebrates their enduringefforts to raise young Olympians. Thecampaign is a continuation of one P&Gfirst launched for the Vancouver 2010Winter Games, with plans to run through2020. Since it was first unveiled, P&G’ssponsorship has evolved to a largerinvolvement with more athletes, deeperalignment with its brand promise andfurther assimilation into its portfolioproducts. The Olympics are seamlessly woven into the message. P&G Beauty’s line of products including Secret® and CoverBrand Alignment Girl® use messaging that reinforces power and confidence, common themes that resonate with women and athletes. The range continues with Duracell’s® commitment to powering devices and powering athletes through messages of motivation that will display in the Olympic stadium. P&G illuminates components of its sponsorship in a natural progression across its brands in a way that doesn’t feels forced, while staying true to each product’s offering.Looking at the brand platform, therecognizable identity that mirrors anOlympic medal is prevalent andconsistent across all consumer touchpoints, providing an evocative iconicrepresentation that allows consumers toconnect with a now familiar symbol.Drilling deeper into the product lines, themessage prevails as the overarchingbrand communication. Since many ofP&G’s multi-product consumers share acommon admiration as having mothers 29
  27. 27. The “mom” story has both a unique andemotional angle and P&G invites Social Media Engagementconsumers to explore each brand’sOlympic story as it comes to life.Through a dedicated section on itswebsite, consumers can understandhow products help moms in theireveryday lives. This connection links toretail where the P&G-Olympicspartnership is center stage in storeaisles. P&G showcases the sponsorshipthrough impressive activations includingdramatic displays, in-storedemonstrations and more than 600 Speaking of emotive, P&G launched theOlympic-themed products on shelves foundational component of itsthat provide strong visibility for P&G. sponsorship, “Thank You, Mom,” around Mother’s Day with a two-minute film called “Best Job” that was shared online and via YouTube. The film profiles mothers in different countries helping their children along their collective journeys to reach the pinnacle of health, talent and athleticism at the Olympic Games while engaging in practices that require P&G products, such as washing the dishes and doing laundry. “Best Job” was repurposed into formats appropriate for television spots and viral sharing and has been viewed by almost 13 million consumers around the world.A notable example belongs toPampers® and its limited edition TeamUSA printed diapers and wipes. The at-retail experience engages consumersand sparks an enduring kinship to theconnected brands. The company haspartnered with its top retailers to executethe installations through to the end of theGames and P&G has placed close toone million displays nationwide, thelargest retail campaign in its history. 30
  28. 28. P&G further empowers consumers toshare in the sentiment and thank theirmoms with a Facebook app that has • Develop a brand, messagingbeen used to honor more than 30,000 and communications strategymoms and counting. There is also a that aligns core values:charitable component where the Connect your corporate valuescompany commits to helping moms with the values of yourraise the next generation of athletes sponsorship partner.through the creation of its P&G/TeamUSA Youth Sports Fund. Consumers are • Relate to your audience andinvited to support through social connect emotionally:engagement, donations and participation Sponsorships should be treatedin brand programs from products such as general campaigns withas Pampers®, Tide® and Gillette®. creative platforms that resonateThrough its sponsorship of the Olympic with your core audience toand Paralympic Games, P&G has been ensure your partnerships matterfaithful to its brand promise of to them.supporting the work and promoting • Be consistent and integrate:respect of mothers everywhere. That’sbecause it: For maximum impact, integrate one core message across all • cohesively connects to your consumer touch points to allow your message to break target audiences, through and be memorable. • aligns its products, Explore multiple channels from retail, online, social, public and • and integrates the Olympic community relations. message with authenticity and eloquence. View on CommPROThe seamless implementation inspires Michelle Adelson isthe audience to root for moms and for Chief Brand Officer atthe awe-inspiring Olympiads we’ll watch. Santa Monica-basedWe feel that much more connected with integrated marketingP&G’s brands for the goodwill and communications agencymaking our lives that much easier. The Phelps GroupTips for Leveraging Your Sponsorship: 31
  29. 29. WhatTeaches Business How to Find Your Brand Story By Laurence Vincent, Director of The remember watching the second World Brand Studio, UTA, Author, “Brand Real” Trade Center tower fall on the television and “Legendary Brands” newscasts of 9/11. Nearly everyone raised a hand. Yet, Dr. Fraser pointed out I am cursed with a career-limiting visual that our memory never happened. impairment. It’s called eye rolling. Lately, People will tell you they can remember this malady has embarrassed me where they were standing and what they whenever someone tells me they help were doing when that terrifying footage brands tell stories. When the phrase appeared on their televisions moments “we’re in the brand storytelling business” after the first tower fell. The fact of the rolls off their tongue, my eyes roll away matter is that footage of the second to the corner of the room. tower falling wasn’t broadcast on any television network for nearly 24 hours. Curiously, I do believe that brands tell stories. I just think most people who talk The mental magic that compels us to about brand storytelling don’t know what layer familiar personality traits onto a it means. The simple fact is that story is total stranger or remember things that how consumers connect brands to their didn’t happen in our personal history is lives. If your eyes are rolling right now, the same machinery that empowers let me explain. brands to tell stories. A brand tells a story by providing an archetype of a Our brain is a strikingly effective character we feel we know, and computing device that works hard to providing experiential cues that push our help us understand our world by narrative minds to complete the story. artificially closing gaps in our knowledge. When information is missing, There are nearly always three stories it makes a best guess. The guesses cued by a brand: create linear order that allows us to follow the story. Expert witness Dr. Scott Brand Story 1: Fraser illustrated this phenomenon in a The Origin Story 2012 TEDxUSC speech when he asked The first story cued by a brand is a how many people in the audience could pseudo-historical story of the brand 33
  30. 30. itself. This is the story of record—the about the brand they inevitably constructorigin of the brand, it’s recent behavior a story that borrows from the larger(i.e., new product introductions or narrative genre of chocolate. They speaknewsworthy events) and its reputation. of indulgence, decadence, sweets,Mention Hewlett-Packard in Silicon passions and romance. Godiva hasValley and tech nerds will play back the positioned itself to tell the story of itsorigin story of inventors in a garage. competitive field.They will recount the controversies ofthe brand’s recent history. The story of But the category story can also be usedrecord is backward looking, and it’s not as a fulcrum. Sometimes, a brandalways accurate—but it’s a story, and it deliberately plays against theoften resonates with audiences because conventions of its category. Forof our fondness for nostalgia. example, Virgin America rarely tells the conventional story of airline travel. It Action item: Ask yourself if instead frames its story in the vernacular of club culture. Every cue leads you to someone were to tell the recall the story of a sexy disco. You are history of your brand, what greeted with house music, mood lighting, premium amenities and sexy would it be and who are flight crews. Each cue sets expectations the pivotal characters and based on a story in another category— plot points? What feelings which constructs a differentiated story for the Virgin America brand. does it evoke?Brand Story 2: Action item: Ask yourself ifThe Category Story your customers engaged inThe second story is the story of the a conversation with othersbrand’s category. For example, it’s hardto think about Godiva without thinking about your brand category,about chocolate. This strong association what genre of storieswith the story of the category has would they tell? What roleallowed Godiva to extend into adjacentcategories such as spirits. Despite its would your brand play inpoetic references to the naked lady on the narrative, if it appearsthe horse, when you talk to consumers at all? 34
  31. 31. they embody deep-rooted beliefs andBrand Story 3: foundational values.The Consumer Story Some years ago, I interviewed a womanThe third story is the story of the who described her loyalty to a fashionconsumer. Many psychologists use brand. She said the clothes made hernarrative therapy to re-script a patient’s feel she was getting closer to the personlife. It works because each of us live in she wants to be, using words likewhat author Neal Gabler refers to as The “successful,” “sophisticated” andLife Movie. Our life story is unfolding “smart.” She had connected with theevery minute—some of us have multiple brand when she was in college, butlife stories. These include our own couldn’t afford to buy it often. As shehistory, but they also include our progressed in her career, she made apossible self—the person we hope to be. habit of occasionally splurging to buyMost of us think of the future when we clothes from this label. The act ofthink of our self-concept, and a majority purchasing, wearing and saving up forof us envision a positive outcome. We the next cycle (or paying off the lastaspire to be someone and that aspiration cycle) were all part of her story. Theis wrapped up in a fictional story that we brand was an extension of her identity,hope to make very real. To keep that and it was a symbol of the person shestory from fleeting, we seek cues from aspired to be.life that we’re on our way. Notsurprisingly, brands are often involved. Action item: Ask yourself ifWhen a woman slips into a pair of you were to psychoanalyzeChristian Louboutin heels, she has cued your best customer, howup a story about herself. The same can would your brand factorbe said of the scientist who insists uponusing Molecular Probes in his into their life story?groundbreaking research. The brandsare linked to a part of a personal identity Brand Story 4:—a story about who that person is and The Community Storywhat they value. Those brandssometimes cue a story that we might There’s a fourth story that’s becomingconsider to be rather shallow and much more relevant. In 2004, Jamessocially conspicuous, but just as often Twitchell wrote a humorous and 35
  32. 32. insightful piece for the Journal ofConsumer Research entitled “An English Action item: Ask yourself ifTeacher Looks at Branding.” there is a communityTwitchell opens with a story from his around your brand? If so,college teaching experience, and his what’s the story thathorror at how students linked theirknowledge of brands to missing lines connects that community?from nineteenth century poetry. He How does the communitysurmised that “brand stories havebecome modern sagas,” a collective contribute and share theunderstanding rooted in a story that story?“picks up and discards subplots andcharacters as it is being continually problems of such a culture (clearly, it isreformed for new audiences.” wasteful and intellectually shallow for starters), but it may prove to be more fairJust a few years after this piece was and democratic that what has comepublished, social media exploded and before.”the never-ending brand epic found anew channel in which to morph and Why It Matters: Show, Don’t Tellconnect with audiences who, in turn,evolve the narrative yet again. Last year, McCann Worldgroup released “The Truth About Youth,” a fascinatingBrand narratives are an epidemic cultural study of more than 7,000 young peoplecurrency—a shorthand that represents around the world. This new generation ofattitudes, beliefs and values of consumers value community, justice,communities of people. and authenticity above all else. They crave “brands of substance” that areTwitchell notes that, “The ability to enter wrapped in a meaningful story. Mostthese communities depends not on important, they want their brands to belucky birth, skin color, religious affiliation, credible. If they aren’t, 90% of thoseor a host of other attributes usually surveyed said they would make a pointinstalled at birth but a desire to consume of telling friends about “unjust” behaviorboth objects and their fictions.” He from a brand.closes with a warning and a ray of hope:“I have glossed over the obvious This finding alone takes me back to my 36
  33. 33. eye-rolling disorder and leads me to themost important lesson of brandstorytelling: Brands are naturalstorytelling devices, and brandmanagers can bring the brand story tolife by serving up cues that tease thestory out in the consumer’s head.However, the story must always be oneof truth, not fiction. Suggest a storythat’s pure fiction in order to misleadconsumers, and I guarantee yoursuccess will be short-lived.Some brands may extend theirstorytelling prowess into motionpictures, television and immersive onlineexperiences. These can be brilliantchannels for the brand’s story to takecenter stage.But even these stories must be based ona foundation of credibility. It has toconnect with what the consumer valuesand what the brand actually stands for. A best advice that has been doled out tobrand exists to set an expectation. It storytellers everywhere for centuries:gains value when experiences with the Show, don’t tell.brand meet or exceed this expectation.The degree to which any brand can View on CommPRObecome a rock star storyteller will vary,but the story roots of every brand are Larry Vincent heads Theendowed from the moment of creation Brand Studio at Unitedand brought to life through actions, not Talent Agency. He isshowmanship. author of “Brand Real.” See his presentationUltimately, the best way to make that titled “On the Subject ofstory known is to follow the oldest and Brand Narrative” here. 37
  34. 34. Social Media Optimization:The Cocktail Party AnalogyAligning Your Brand with Relevant or Popular ConversationsBy Jeff Herzog, CEO & Founder, ZOG decide thatDigital TM social media really “isn’t forSocial media is evolving and Social us” or that its notMedia Optimization (SMO) is becoming a the right time tonew business requirement. This process allocate more budgetto improve the effectiveness and to social media.visibility of online content ensures yourbrand is visible when prospects are When in Doubt, Take a Cueinterested in your product or service. from a Cocktail PartyBy optimizing for technical and strategic Success in social media is similarcomponents for networks, content, to succeeding at a cocktail party. Ifimages and video, brands see increased you sit around yammering abouttraffic referrals from social networks, yourself, anyone unfortunate enough tohigher engagement and are able to enter your sphere of influence will makeobtain valuable consumer data in the a polite exit. However, if you look nice,process. A large part of SMO is aligning listen intently to others and then steeryour brand with relevant or popular the conversation to what others areconversations online; essentially, the interested in, you’ll likely be a hit. Thegoal is to be the conversational hit of the logic behind social media optimization isproverbial cocktail party. very similar to the latter.Where Do Brands Go Wrong? In social, a brand’s audience is interested in discussing themselves andToday, most brands suffer from what we topics of interest to them. Mostcall the “me syndrome”—devoting much consumers arent interested in companyof their online content to talking about changes that do not directly affect them.the intricacies of their own business. Themore time brands spend doing this, the It’s Not About “Me, Me, Me”easier it is to lose perspective on thecontent that will be successful. When A big part of SMO isthis happens, brands fall into the “me understanding who yoursyndrome” trap. They often come across customer is, and thenas flat on social media platforms, then aligning your brand 38
  35. 35. conversation in such a way that it adds —gas prices—and recommended thatvalue to what they care about. Shifting we create content around that topic. Toyour outreach approach to a more accomplish this goal, we createdconsumer-centric perspective is the first content in the form of a widget, whichfoundational step to begin to credibly was designed so that it could spread speak in the social environment. organically. This widget allowed This allows your consumers to see the least expensive message to be gas prices in their area. heard and embraced. The content is designed for an individual in a brand’s prospect demographic to If you’re derive value from it, and perhaps even reading this as share it or forward it to a friend. This a dominant aligns the brand to say, “We know you’re consumer packaged concerned about gas prices, we are good (CPG) brand like listening to you, and want to help ease Coca-Cola, or as a famous the burden on your pocketbook, by celebrity like Lady Gaga, then creating content you may find useful.” chances are youre probably not going to need SMO to increase and The more value a brand can add and engage your fan base, because your show they’re listening, the more likely a fans are likely already brand fanatics. consumer will want to do business withBut if you’re like the other 98% of that brand. Conversations beginbrands in the space, working to be relationships—and relationships growheard, or are a “lower involvement” business.company, then chances are you arelooking to increase these success Cocktail Talkmetrics. As a Facebook user, how oftendo you “like” (and also want others to There are several other simple ways toknow you’ve liked) your utility company align your brand with popular onlineor your favorite brand of dish soap? conversations. They require the ability to sift through libraries of social data toBuild Simple Tools to Allow better understand the online behaviorsConsumers to Interact with Topics of and preferences of your demographic.Interest  Again, this is like a cocktail party: While all participants have a central connector, We were tasked to align an auto there will always be many sub-groups or insurance client with popular conversations at each party. content topics to increase their popularity in social This knowledge allows brands to media. To do this, we leverage content in two ways: identified a trending theme 39
  36. 36. • identifying conversations that are a sharing, in line with popular natural fit for your brand; and conversations, and still created to be • identifying ways to insert your relevant for the brand. Companies that brand into popular or timely utilize these themes, even those in “low- conversations. involvement industries,” will be able to see vast increases in keyword ranking,In the case of identifying conversations social post engagement, qualified traffic,that are a natural fit for your brand, it’s and social impressions.likely that a cable company, for example,will want to talk about new shows, The beauty of the SMO cocktailseason premiers, and newly released party strategy, when donemovies or programming available “on correctly, is thatdemand.” These topics are both brands can berelevant, as well as a logical way for a the hit“lower involvement” brand to insert ofthemselves into conversational topics. the party,When looking to leverage popular or makingtimely conversations, a brand must have newthe ability to act quickly to capitalize on friendsthese opportunities. Examples of this (qualifiedare: potential customers), and • producing content around trending establishing online topics or news (on social themselves in new platforms or news outlets); or circles (to gain • producing trendy content, additional visibility). including photo and video memes. These topics, trends and memes might not be central to your core View on CommPRO content themes, but they do allow you to insert your brand into Jeffrey popular conversations, that in-turn Herzog is increase your exposure to new CEO of audiences and send traffic to your ZOG Digital TM, a brand by driving additional visibility. search & social marketing technologyQuantify the Results company in Scottsdale, AZ.These content themes are created insuch a way that makes them ripe for 40
  37. 37. 5Myths ExposedBrand-BustingBy Joellyn “Joey” Sargent, Principal,BrandSprout LLCWWith business moving at an ever-accelerating pace, branding is both a hottopic and a moving target. In spite of the required to find the intersection where a brand comes to life.buzz, not all “conventional wisdom” is Myth 2: Branding Isaccurate. Let’s debunk some majormyths about branding to clear the way Expensivefor a more focused and fruitful approach Looking at the huge brand advertisingto branding your business: investments of companies like Coca Cola, Visa and Ford, I can understand why many think branding is expensive.Myth 1: A Brand Is a Promise The truth is, it doesn’t take millions toWhile a brand promise—the essence of build a brand. Even the largest brandswhat a company offers its customers—is started small. Unrelenting dedication toan important element of brand strategy, branding helped themthe idea that a brand is a promise falls grow. Their big budgetsshort. Promises get broken, forgotten are a result ofand sometimes are made without any successful branding,intention of being kept. That’s hardly the not a catalyst for it.kind of relationship you want with your The real price of acustomers. strong brand is notInstead, a brand is an intersection. It’s monetary. It’s athe point where brand promise meets commitmentcustomer permission, where perception to investmeets reality. The nexus depends as more thanmuch on your customer’s willingness tobuy into your brand message as it doeson your carefully crafted brand vision. Abrand does not become great on its cash.own. Stakeholders all need to accept thebrand promise. Dialog and agreement is 42
  38. 38. Companies that create strong brands understanding what makes your brandfocus time and energy on: unique, what customers expect, what• Understanding customers and value you offer and how it’s delivered. markets Design follows strategy, communicating• Delivering brand value in every brand attributes and messages that have interaction been established through a thorough process of evaluation and discovery. A• Consistently reinforcing brand cohesive brand image helps express a messages company’s positioning, establishing a• Embodying the brand in all aspects of framework for aspirational themes the business associated with its value proposition.How you interact with customers andemployees, the products you offer andhow you deliver services are critical Myth 4: Rebranding Fixesstrategic decisions. Integrate these Everythingelements into your business and you will I’ve been involved in a lot of rebrandingestablish a firm foundation for your projects over the years, and it’sbrand before you spend a dime on interesting to see the reasonsadvertising. companies cite for making a change. Often, rebranding is seen as a quick fix for larger business issues. It’s not.Myth 3: A Logo Is a Brand Rebranding signals change within aAs the most visible element of a brand business, but it doesn’t create change.platform, a logo represents but it is notthe brand. Logos and brand identity are Organizational evolution must alwaysimportant because imagery can invoke come first or the rebranding effort will failan immediate visceral response, creating for lack of substance.a strong connection with customers. The time to rebrand is when yourWhile a consistent and appealing “look organization has adopted fresh ways ofand feel” can cement brand awareness, thinking. Changes such as an updated logo design is only a piece of the business model, entering new markets branding process. and dramatically improved product Before you start designing offerings are fundamental shifts that logos, sites, packaging, ads logically lead to a brand makeover. or point of sale displays, Resist the temptation to rebrand remember these things because sales are down or competition are all just ways of is heating up. Rebrand when your illustrating what your response to these challenges requires brand stands for. Creating you to show the market that your a brand image first requires 43
  39. 39. company has changed and your brand is In response, companies must connectevolving in a positive way. with customers, listening and responding in new ways. Successful branding cultivates relationships built onMyth 5: We Control Our Brand influence and authenticity, using brand advocates for social proof andThe days when businesses controlled responding to issues that might havetheir brands are over. been ignored in the past.Organizations used to unilaterally define The social voice can be powerful,their brand messages and dictating making brands accountable forwhere those messages appeared. unpopular policies and poor decisions.Customers shared brand experiences, At the same time, passion for smallbut companies essentially controlled the brands can turn into a groundswell ofmessage. support, catapulting new businesses toTechnology—and social media—turned the forefront of their industries.the tables, giving power to the people In this environment, companies mustand making brands more dynamic than accept that the era of control hasever before. Customers can be vocal evolved into a tide of influence. Moldadvocates or detractors of a brand, customer perceptions by carefullymanipulating messages and shaping shaping brand messages and activelybrand perceptions on their own. managing things you can control, such as how your company interacts with customers and the way in which you respond to problems. Your brand has a life of its own. It will grow and change over time as the market shows you what resonates with customers and what does not. Embrace this feedback, using these signals to continually improve the essence of your brand. View on CommPRO Joellyn Sargent is principal of BrandSprout LLC, a consulting firm that turns daunting business challenges into success stories. 44
  40. 40. Brand How to Master the Science Beneath the Art By Mark Weiner, CEO, PRIME ResearchA common misconception is that branding is a purely creative endeavor based onclever phrasing, brilliant visuals and edgy disruptive execution. While creativitycertainly plays an important part, successful branding is as much science as art; andthe required science—which can be called “brand engineering”—actually enhancesthe creative process by focusing resources on those branding opportunities with thehighest potential.Brand engineering is a systematic, target audience–based process of developingbrand, issue, or corporate positioning based on research. Here’s how to get started:Brand Engineering: Questions You Must AnswerThe science of branding requires a systematic process by which brand marketersaugment the creative process. The optimal branding strategy-development processmust enable the marketer to reach the following decisions: 46

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