The Last “Social Media” Conference

I attended B2B Online’s Digital Edge Live conference on March 20th, a full day of insights on trends and best practices in the digital world from executives from the largest companies to small agencies. My head is still spinning with info, but there were a few takeaways that I thought were blogworthy.

Jeremiah Owyang from the Altimeter Group opened the event with a presentation that encouraged us all to approach social media with a methodical growth strategy starting with a solid internal foundation and rising to a holistic model where social media is completely integrated into the organization and everyone is completely informed of the corporate guidelines. Without this approach, he warned, organizations will be entrenched in crisis management, or “social media sanitation.”

An interesting point Jeremiah made that was reiterated throughout the day, is that people will no longer refer to Social Media in 5 to 10 years, as it will be so pervasive that it will just be considered an integral part of all business. We don’t see many people these days referring to themselves as Internet marketers. Your first question would be, “As to what? A non-Internet marketer? How do you do that?”  It won’t be long before people will ask social media marketing managers, “What other kind of marketing managers are there?”

Mark Wilson from Sybase had one of the most tweeted data points in his presentation on mobile marketing: There are about 2.5x the amount of mobile phones in the world as there are toothbrushes. The statistic accompanied a wonderful photo of a man with disastrous teeth holding a cell phone to his ear.

Attendees tweeted interesting points throughout the day at #DEliveSF. It was an amazing collection of presenters leaving all of the attendees with lots to think about. And maybe it was the last  event that will use the term Social Media so pervasively. Perhaps next time they’ll just call it “communications.”

 

Know Thyself

from Kevin Heney

I met with a small group of branding folks this week to talk about brand archetypes. Lee Shupp and Helen Firth from Cheskin Added Value led the discussion, as they have done a lot of work understanding how brand archetypes can help companies create a distinct brand character in their space.

It’s based on Jung’s 12 archetypes – The Hero, the Creator, the Innocent, the Ruler, the Sage, Everyman, the Explorer, the Jester, the Caregiver, the Outlaw, the Lover and the Magician. Companies are often a combination of 2 or 3 archetypes. Many companies are hard to associate with a particular archetype, and that’s not a good thing. It usually means they don’t really have a personality.

The process of determining a desired archetype for a company begins with determining which archetypes are appropriate for the market space for that company. After all, Ameriprise would not want to be perceived as The Jester. Then they begin the process of finding the most appropriate archetype for the company that will differentiate them from the competition.  It’s a carefully researched process, and Lee pointed out that they also look at the “dark side” of each archetype, the potential negative associations, to be sure they avoid them.

If you’re thinking that brand archetypes is just another way for agency MBAs to suck money out of corporate coffers, consider the alternative. Look at those tired brand attributes inscribed in your brand platform. In case you’ve forgotten about them, I can tell you what they are: Smart, Innovative, Fast-to-market, Bold and Honest. Yeah, we had the same ones at my last company. Understanding your brand archetype will give you a real brand personality to communicate at all your touchpoints. It’s an important step in creating a distinctive and strong brand.

Additional reading:
http://www.added-value.com/source/2011/05/whats-your-archetype/

The Hero and the Outlaw by Carol Pearson and Margaret Mark

Big Guns Weigh In on Brand Implementation

 

On June 2nd, brand leaders from some of the largest companies in the Bay Area shared their perspectives on Brand Implementation Across All Touchpoints to an audience of 60 brand professionals at the Spring Silicon Valley Brand Forum at Applied Materials.

Many brand managers facing a launch of an evolved brand across the globe probably wish they could sit down with someone who had just gone through the invigorating and grueling process and hear how they did it. Criss Marshall, the global brand director at NetApp, did just that for our audience, taking us through the design philosophy and objectives behind the logo redesign and the new illustrations that more effectively tell the NetApp story. She shared successes and lessons learned, taking us through the journey of redefining their brand and then communicating it both internally and externally across the world.

Our panel discussion offered three diverse perspectives on brand implementation, as Kurt Kwok, Rod Swanson and Mike Sanchez offered their views as representatives from a B2B company (Applied Materials), a B2C company (EA) and a combination B2B/B2C company (Cisco), respectively. From Kurt’s comments about being both a branded house and house of brands, to Mike’s awareness that their marketing needed to include a BSO at consumer touchpoints to Rod’s assertion on the value of communities as touchpoints for EA, the discussion was extremely insightful. Oh, a BSO? That’s a Bright, Shiny Object.

Don’t miss our next forum in the fall. We”ll keep you posted.

Great Salespeople Needed

In Silicon Valley, the greatest challenge for brand managers has always been to sell the value of brand programs to technology-embracing executives. The whole idea of creating preference through an emotional connection does not compute with most  c-level executives in the technology sector.

Yet, every time a major company rebrands itself, spending millions of dollars to change the shade of blue in their logo from Pantone 3125 to 3126, another brand hero is born. That hero is a brand sales hero. While there was a great deal of criticism, even derision toward the GAP recently for their new logo, I couldn’t help wondering about the person who actually sold GAP execs on the idea of changing their logo, especially the person who convinced them that the new logo was just what they needed and well worth the millions of dollars it would cost to re-brand the company.

 

I realize it may not have been one gifted CD or account exec who did the convincing. It may have been the reputation of a great agency that made the GAP execs guld down the Kool-Aid. Someone at Laird + Partners must have been very convincing, though, and that is something more client-side brand managers have to get good at. Brand managers have to have a wide range of skills, and they tend to be very smart and talented people, but when it comes to selling to c-level executives in the technology sector, there seems to be, um, a gap.