Author: John Hyde

I mean, apart from the obvious.

Clearly the company failed at times to take proper safety precautions, valuing cost savings over safety, according to a number of critics. As a result of the Gulf accident, 11 people lost their lives; the gulf shrimp and fishing industry has been crippled; many families have paid a tremendous price; thousands of miles of coastline have been damaged. Recovery may take decades.

It’s a heartbreaking story, of course. But that’s not why I’m writing about it here. The BP mess also provides an important lesson in branding. It reveals the importance of aligning message and action.

A recent article by TalentZoo provides insight into how message and action became disconnected at BP:

“Branding is all about creating alignment of your company’s business processes with its corporate culture. British Petroleum (BP) provides a case in point of a brand that got way out front of its business process and culture to produce tremendous exposure to risk.”

Let’s unpack those statements a little…

Branding is all about creating alignment of your company’s business processes with its corporate culture.

A company’s corporate culture is ultimately an expression of its values, a reflection of the company’s beliefs and ideals. For example, how does it value profit relative to employees? Does it value revenue over sustainability? Does it value transparency, openness, and trust above market share? How does it balance social responsibility with shareholder value? Where do customers fit in the company’s value system? Those are the kinds of questions that get at the heart of a company’s corporate culture.

Business processes, in this case, is really about behavior. Is there alignment between the company’s actions and the values it discusses in its annual report? Does the company act on its principles? Or is there a disconnect? A lot of companies, for example, talk about being customer-centric; but when you call them to get help, does the person who answers the phone attempt to resolve your problem to your satisfaction and show you that you’re important to them?

BP provides a case in point of a brand that got way out front of its business process and culture to produce tremendous exposure to risk.

What the author of this article is referring to here is BP’s ad campaign and brand strategy, “Beyond Petroleum,” which it launched in July 2000 as an attempt to project an image of the company as environmentally responsible, dedicated to alternative energy sources, fundamentally a “green” company. The problem, as the author suggests, is that these values were at best stretching the truth.

You might argue that BP was doing what every company does in its ad campaigns: projecting an image of itself that the company hopes will influence how people perceive it. Isn’t that what branding is all about?

Indeed, that is how many marketing organizations operate – but it’s a misunderstanding of the true purpose of branding. And it’s a risky approach.

It’s risky because it can backfire and create distrust. For example, when you talk about yourself as being concerned about the environment, but you do things like cutting corners in safety and even paying off inspectors to avoid fines, your message may come back to haunt you.

People lose faith in your company. They realize your message doesn’t align with your company’s true values, and they see your marketing message as hollow and insincere.

How do you avoid this situation?

Start by taking a hard look at at what you do, who you are, and why that matters. “Look at yourself in the mirror and ask yourself what you stand for,” says Rodger Roeser, president of Cincinnati-based Eisen Management Group, a public-relations and brand-development firm.

After you figure out what you really stand for, what values you hold as an organization, tell that story. Base your message on that idea. When you do that well, your message will ring true with your external audiences as well as with your employees.

If you really are a responsible steward of the environment, if that truly is a core value for your company, you won’t create the kind of disaster that BP did. And when a disaster does occur, one that’s truly beyond your control, you’ll respond to it in a way that demonstrates genuine concern – and doesn’t sound like a press release.

The following list of branding insights was originally published by REBRAND™ as “The Top 27 Mistakes Marketers Make When Rebranding — And How to Avoid Them.” I’m republishing it (with some minor changes), because I think it’s a good compendium — and I think it’s good to remind ourselves of these rules from time to time. Admittedly, many are Branding 101 suggestions, but that fact makes them no less relevant.

[Note: Before REBRAND published this list, they created a top 20 list, which you can find by searching on “top 20 rebrand mistakes.”]

Here is REBRAND’s introduction to the list of 27 mistakes:

“Our first version of this list only included 20 mistakes. The PDF file we freely shared has been downloaded over 15,000 times. Written before Twitter was even invented, and prior to the recent Facebook leap in number of users, we thought it time to update. We have added a few more important items we have learned from our over six years of running REBRAND™ and reviewing numerous case studies … Smart companies evolve their brands over time to keep them relevant. Some do it well, while others become the target of cynical bloggers. To gear your next rebrand for success, sidestep these all-too-common mistakes.”

1. Rebranding without rethinking
Do not rebrand lightly. The ultimate questions you want to be clear all your touchpoints can answer are: Who are you? What do you do? Why does it matter? Rebrand as a last resort only after you have confirmed.

2. Thinking that now is not the time to rebrand
A down economy provides an excellent opportunity to hone your offerings and be sure your target markets sees you as distinctly and uniquely qualified to provide whatever they need. When many of your competitors are pulling back and spending less on promoting their unique advantage, you have an opportunity to broaden your reach and stake a greater claim for clients.

3. Clinging to history
Rebranding well means staying relevant. Assumptions made when the brand was established may no longer hold true. Analyze changes in target markets when exploring opportunities for brand expansion, repositioning and revitalization.

4. Thinking the brand is the logo, stationery, or corporate colors
Brands encompass everything from customer perception and experience to quality, look and feel, customer care, retail and web environments, the tone and voice of communications, and more.

5. Navigating without a plan
Effective rebrands rely on a creative brief to keep everyone focused as the project progresses. Include sections for a situation analysis, objectives, target markets, budget and resources, timeframe, point person, known parameters, approval structure, stakeholders, and metrics for assessing results.

[Note: “Metrics for assessing results” is too often forgotten. How do you know if you’re successful if you don’t attempt to measure the results?]

6. Refusing to hire a branding consultant without industry experience
It’s okay to consider an agency that hasn’t worked in your specific industry before. Sometimes it’s ideal — especially if you’re serious about a turnaround. Smart companies recognize the value of a fresh perspective.

7. Not leveraging existing brand equity and goodwill
Ignoring your existing brand equity can alienate your established customers. Unnecessary overhauls can irreparably damage a brand’s perception. Consider the needs and mindset of the target market carefully before starting a rebranding project. Sometimes a small evolution — or a new coat of paint — is all that’s needed to rejuvenate and make a brand relevant.

8. Not trying on your customer’s shoes
Simply calling your own receptionist or 800 number may reveal challenges customers face and inform your rebranding strategy. Take the time to navigate your own website. Buy your products and return something. Ask a friend or family member to do the same — and learn from their experiences.

9. Creating a rebrand that lacks credibility or is merely a superficial facelift
The rebrand’s story must be believable given the existing brand experience and customer perception. It must also hold credibility internally. If employees who live the brand day-to-day don’t believe, the target audience won’t either.

[Note: In other words, your branding effort must be true and honest — and must feel that way to your audience.]

10. Limiting the influence of branding partners
Good branding consultants are more than graphic designers. The best ones help develop new products, expand demographic focuses and even streamline business operations. Rein them in when needed, but don’t limit their areas of influence.

[Note: I couldn’t agree more. A good branding agency goes beyond messaging or look and feel and can truly impact your company’s strategic direction.]

11. Believing rebranding costs too much
Good thinking doesn’t have to come with a multi-million dollar payout. You can get good thinking and solid strategy from small and talented branding agencies, consultants, and in-house talent. Consider university students or small firms for cost-effective results.

12. Ignoring the role of emotion in human buying decisions
Brands that engender positive passion make more money and have the greater number of referrals. So-called “rational” thinking, which has driven development of products of services for far too long, misses the opportunity of engaging the emotions of clients.

13. Not planning ahead for adaptation
It’s tempting for team members to walk away after the final presentation; however, this is just the beginning of the final stretch. The implementation process may require adaptation as the rebrand rolls out. Acknowledge the need to keep the team and consultants together throughout implementation.

14. Bypassing the basics
The value of perfecting your physical environment, marketing materials, website, etc., is decreased if your customers languish on hold for inordinate amounts of time. If your invoices and contracts are written in seve -point legal jargon, the brand experience declines. Keep all customer touchpoints in mind when rebranding.

[Note: Branding is not only about what you say and how you say it; it’s equally about what you do, about how your company behaves.]

15. Not calling the call center
Often ignored in brand strategy sessions, customer service and other front-line staff can yield valuable information. This is the proverbial buck — the place where customers are the most honest, no matter what research indicates.

16. Forgetting that people don’t do what they say (they do what they do)
Use caution when basing rebranding strategies on focus group-type research. Unless you’re physically in the customer ’s environment observing them using your product or service, you’re not getting the full story. Actual observation, while not perfect, will get you a lot closer to the right solution.

17. Getting strong-armed or intimidated by consultants
It’s the client’s responsibility to reel things in when necessary. You still know the most about your brand and organization, the value of a non-immersed, fresh perspective notwithstanding.

18. Putting the wrong person in charge
Assuming you’ve hired capable-to-outstanding branding consultants, the quality of the work delivered depends on sound, knowledgeable project management. Make sure your internal point person has the skills, time and resources to drive the agency to its most effective work yet.

19. Strategy by committee
Too many opinions delay the rebranding process and diffuse the focus needed to achieve ROI. Keep those with critical approval authority to an efficient shortlist, and assemble the smallest, most essential project team possible. Include a mix of levels — not just executive.

20. Rebranding without research
There’s a lot of lip service about customers, but in brand strategy sessions they’re often forgotten. Current and prospective customers should be front and center when creating solutions. After all, the customer will be your ultimate test. Check sites like www.rebrand.com for informative case studies.

21. Basing a rebrand on advertising
An ad campaign and a slogan do not equal brand positioning. Brand strategy should lead advertising — not the other way around. Sometimes the most effective rebrands don’t include traditional advertising.

22. Succumbing to tunnel focus
Focusing solely on your own industry can be limiting. When rebranding, cross-pollinate your thinking with what leaders in other industries are doing in regard to customer experience, retail experience, and customer care. Pull in thinking from different industries and encourage your agency to do so.

23. Believing you’re too small to rebrand
Every brand needs refreshing to stay relevant as markets evolve. Smaller companies and nonprofits are not immune. Like larger brands, they too have brand positions that need to be enhanced. Define your brand or be defined.

24. Ignoring social media.
Socialize smartly. You don’t have to be everywhere and use all tools. Choose just a few tools you can commit to. If you already have a social media profile — say, on Facebook or Twitter — consider updating or revising a bit to ensure the look and feel is consistent with your brand and the “voice” of the communications with your friends, fans, and followers. Help more than promote — an 80/20 percentage split is a good guide.

25. Ignoring the mobile market
According to Open Mobile Consortium, there are four to five times more mobile devices sold than laptops and desktops. Integrate this medium in your rebranding strategy from the start. Do remember that although it seems that every one has a smartphone with Internet access, 95% of cell phone users do not. Don’t forget to integrate a text-based strategy that can help you engage and serve clients in specific ways.

26. Not planning for implementation
Implementation — the carrying out of the rebrand changes — can make or break your rebrand AND your budget.

27. Not planning for internal and external rollout
Engage key stake holders inside and outside your organization from the start. This will help you optimize the positive benefits of improvements and changes that can have profound impact on many aspects of your business. Reread this full list, especially number 7 and 12 above and realize that you are likely to encounter unexpected challenges in your rebranding effort. Your attitude and approach in overcoming these challenges will likely be an ongoing process.

Traditionally, messaging and strategy have been considered related but essentially separate activities. Strategy comes first. Once strategy (or strategic planning) has been completed, the organization works on how to articulate — or message — that strategy to various audiences: customers, prospects, employees, the general public, shareholders, and others. Messaging in this case is considered an aspect of marketing — or more narrowly, of marketing communications.

In reality, especially at smaller companies and start-ups, it can be difficult to distinguish the two.

Large companies may have separate organizations devoted to marketing strategy and marketing communications, and the two groups may have little interaction. That’s not a good thing, but it is a fact of life at many companies. In these organizations, marketing communications is limited to “promotion” (one of the 4 Ps) and to execution. Company strategy is determined, from which marketing strategy is developed, and messaging follows. Does that sound like your organization?

In smaller companies, though, where there aren’t the same bureaucratic divisions between corporate strategy and marketing, messaging may be inseparable from overall strategy. Here’s why. Messaging focuses on (or should focus on):

1. Identity: Who are we? What do we stand for? What are our strengths? What makes us truly unique?

2. Customers: Who are our customers and prospect? What do they want from us? What needs are they looking to satisfy?

3. Branding: How do the various audiences we interact with feel about us? What are their perceptions? How do we influence those perceptions through messages?

4. Delivery: How do our audiences want to consume the messages we create? When are they most receptive to those messages, and in what format?

In short, to develop compelling messaging you must know who you are, who you’re talking to, and whether the person you’re talking is engaged in a conversation. Without that information, you’re really just having a monologue (or soliloquy). Unfortunately, many organizations can provide only vague answers to the questions above. Too often they haven’t clearly articulated who they are and what unique value they offer their customers.

At Bullet Consulting, we’ve discovered that as we ask our clients questions like those above, the conversation begins to shift from a discussion of core messaging to one of core strategy. Here’s why: these questions are at the heart of why you’re in business in the first place.

That’s not all that surprising. What’s been surprising to me, however, is how the process of drilling down, getting at truthful answers (beyond the marketing spin) can lead to discussion and even decisions about the future direction of the business itself. We’ve seen this more often than not.

Once you understand who your customers are, why they like you and want to do business with you, and how you’re unique in the market place, you can refocus your efforts on doing more of what your customers want and less of what you just think they want. The messaging process can reveal those truths and bring them to the surface so you can act on them.

We’ve only scratched the surface. There’s much more to be said on this topic, of course, and it’s one we’ll return to.