brand positioning

Apple, Google, and the open vs. closed positioning war

Over the last few months, the battle to define the meaning of the word “open” has intensified into one of the more interesting brand positioning exercises I’ve seen in the technology industry (if you aren’t familiar with brand positioning and would like to learn more, consider starting here).

I thought I’d do a quick report from the front lines, diving in specifically to examine the battle for smartphone leadership, and looking at things from a brand positioning strategy perspective.

Google Goes on Offense

Think back to 2009 and the state of the smartphone industry. The iPhone had completely redefined the entire market, while Google was just beginning to see traction with Android and looking at a long struggle to catch up with Apple.

While most other smartphone makers were attempting to catch up playing by Apple’s rules in the market Apple defined (usually a losing strategy in the long term when the leader has a solid head start), Google took a different approach—they tried what now looks to me looks like a classic repositioning strategy.

[Read the rest of this post on opensource.com]

Evaluating TEDx as a brand strategy

A big part of my day job is to help organizations with their brand positioning and strategy.

So when I read the article in the New York Times this past Sunday about TEDx, the relatively new (and incredibly popular) offshoot of the legendary TED conference, I thought it might be a good opportunity to take a closer look. The issue?

Clearly TEDx has been a smart community-building strategy, but will it ultimately prove to be a smart brand strategy as well?

Let me take a few steps back. If you are not familiar with TED (seriously? have you been camping in Siberia?) you can learn more here.

The main TED conference is a place where smart people (with big $$ and a personal invite) go once a year to hear other smart people give short talks showcasing how smart they are. The rest of us poor, unconnected folks wait patiently for the nice TED people to release the TED talks one by one, teasing us like a painfully-slowly dripping faucet teases a man dying of thirst.

And that’s the way it worked. Until last year when, in June, TED announced a new program called TEDx that would allow anyone to organize their own TED conference anywhere in the world.

The New York Times article tells the story of what has happened with the TEDx program in a little over a year:

…there were 278 events last year in places as near as New Jersey and Florida, and as far as Estonia and China. There was TEDxKibera, held in one of Africa’s largest shantytowns in Nairobi, Kenya. And there was TEDxNASA, which had space-themed lectures.

Already this year there have been 531 TEDx events. Another nearly 750 are to take place this year and beyond.

Wow. Now that is community-driven innovation on a grand scale. From one event per year with a small number of people attending at a very high cost to almost two TED events per day, held around the world, and almost every event is free. All that in a little over a year.

I’d call that a smashing strategic success. A soon-to-be-classic community engagement story.

But if we look at the decision to create TEDx from a traditional brand or intellectual property point of view, would it also be viewed as a good strategy?

[Read the rest of this post on opensource.com]

Brand positioning tip #13: embedding positioning internally

If a tree falls in a forest and no one is around to hear it, does it make a sound? I don’t know the answer, but I can tell you that brand positioning not effectively communicated and embedded both inside and outside your organization will definitely not make a sound.

So how do you ensure your brand positioning exercise isn’t in vain? How do you communicate your positioning both inside and outside the walls of the organization? In these next two brand positioning tips, I’ll try to answer that question. Today, we’ll tackle how to embed the brand positioning within your organization.

So here we are. Your positioning exercise is complete. You’ve identified one or more competitive frames of reference. You have clear points of difference distinguishing you from competitors. You’ve articulated the points of parity you need to achieve. And perhaps you’ve even decided on a brand mantra. Now what?

For most organizations, the next step is to build a plan to embed the positioning internally. Unless you work in a small firm, I’d recommend you don’t build this plan alone. Instead, convene a strategically-chosen team of folks to help you build the right plan for your organization.

Who should be on this team? I’d pick a group of 10 or less people from the following two sources:

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Is your culture made of gold or fool’s gold?

When I hear people talk about how awesome their organizational culture is, I often find myself wondering what sort of “great” culture it is.

For me, great cultures fall into two categories: entitlement and mission-driven. Those “best places to work” lists don’t usually make a distinction, but I do. Here is the difference:

Entitlement cultures

The surest sign of an entitlement culture? When someone tells you why they like their work, they give you an example of a benefit not related to the work itself. Some examples:

I get on-site daycare.
I get free snacks and drinks.
We have great health benefits.
We have a flexible work-from-home policy.

From what I’ve observed, entitlement-driven cultures resonate most with people who have a deeply held desire for safety, security, and quality of life.

Mission-driven cultures

It’s no secret that I believe organizations with a strong shared purpose, mission, or vision beyond the bottom line have a huge advantage over those that don’t. I was able to witness the power of a mission-driven culture first hand at Red Hat, and I see these cultures all of the time in the both the open source and design worlds.

Ask someone why they like working in a mission-driven organization, and they are likely to say things like these:

I believe in what we are doing.
I love coming to work every day.
I leave work each day with a sense of accomplishment.
I am changing the world.

My personal experience has been that mission-driven cultures resonate most with people who have a deeply held desire to find meaning in their work above all else.

Can companies have both cultures at once, and be both entitlement-driven and mission-driven? Absolutely!

And a culture where people believe in what they do and enjoy safety, security, and quality of life is the best kind, right? Let me be controversial:

I don’t think that is true.

[Read the rest of this post on opensource.com]

Quit marketing now tip #1: default to personal communication

Ah, poor marketing.

It has definitely been a rough patch for marketing the last few years. From those predicting that [fashionable term X] is the “new” marketing (social media! engagement! community-building! customer experience! design! communications!) to those predicting its outright demise, there are a lot of people looking past marketing to whatever comes next.

It's hard for me to say I'm sorry for putting a picture of Chicago in this blog post. I just want you to know.

For many of us, marketing is what we know. We’ve been practicing marketing so long, it is, to paraphrase Chicago (yes, I just did that), a “hard habit to break.”

So if you’ve been tearfully exclaiming, “I wish I knew how to quit you, marketing!” I come bearing hope. What follows is the first in a series of things you can do right now to break marketing’s hold on you. Quitting has to start somewhere. It might as well be here.

First, a short history:

In the beginning, communications were personal. I’m sure it all started when Og was sitting in the cave talking to Grog about his new stone arrowhead design, responding to Grog’s questions and telling stories about all of the animals he had killed with the new arrowhead (brand positioning: lighter design, so you can throw farther, kill bigger, and feed your clan better).

Fast forward to the Industrial Revolution, and all of the sudden we humans were creating goods and services that could be delivered to many more people at once than ever before. While this was fantastic, and made a lot of people a lot of money, the downside was that we could no longer communicate the benefits of the goods we were making to each person individually.

So we developed new ways of communicating to many people at once—mass communications. Along the way, the idea of marketing was born (fun fact: a telegraph was used for mass unsolicited spam as early as 1864!).

And all was awesome. For about 100 years or so.

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Brand positioning tip #12: don’t get hung up on the words

When it comes to positioning terminology, I sometimes get questions like “what is the difference between a brand mantra and a brand essence?” or “is a point of difference the same thing as a key differentiator?”

My answer? Don’t get hung up on the words… it’s the concepts that matter.

I have standard terminology I use for brand positioning projects, which you can read more about in my Brand Positioning Tips. I picked up most of these terms from Dr. Kevin Keller, one of the world’s foremost brand positioning experts, and the brand positioning guru we used for a lot of our Red Hat positioning work.

Kevin uses terms like point of parity, point of difference, competitive frame of reference, and brand mantra to describe his positioning process. I like these terms and they have become comfortable for me to use in my positioning work.

But often, I’ll be working with a client who approaches positioning from a slightly different point of view. Perhaps they’ll talk about what I call a brand audit as a brand diagnostic or they’ll refer to the brand mantra as the brand essence.

When working with clients on positioning projects, I operate using the when in Rome principle. I use their words instead of mine. Why? Because they are just words, after all.

What really matters is whether we agree on what the heart and soul of the brand is and what makes it different from other similar brands.

Using Kevin Keller’s terminology to describe your brand positioning won’t automatically make it good brand positioning, and some of the best-positioned brands I have ever seen were probably developed by people who had never heard of a point of parity.

So use whatever words you like as long as you understand the concepts.

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BP: the worst brand positioning mistake since the Holy Roman Empire?

For 60+ days, I’ve avoided writing a post about BP. I’ve been devastated, as I’m sure many of you have, by what has been happening in the Gulf of Mexico. We’ve all been inundated with news and stories, most of them depressing, about real lives—people, animal, plant—altered forever by the Deepwater Horizon accident.

Holy Roman Empire = neither holy, nor Roman, nor empire. BP = not beyond petroleum.

Why think about brand damage when there is so much catastrophic real damage still happening as I write this post? But after having several people ask me about it over the last few weeks, I thought I’d share some of my thoughts as well as some of the articles I’ve been reading about BP’s brand positioning debacle. It may prove to be one of the most important, albeit sad, brand positioning lessons ever.

My view? Not since the Holy Roman Empire has there been a greater misalignment between brand promise and brand experience than we see today with BP.

Dig deep into your European history memory. Not the Roman Empire with all the togas, nice buildings, gods, and gladiators. I’m talking about the really crappy one that emerged in the Middle Ages and which Voltaire famously described as “neither Holy, nor Roman, nor an Empire.”

If the Holy Roman Empire was neither Holy, nor Roman, nor an Empire, BP has certainly proven itself to not be Beyond Petroleum.

So how did this happen?

In 2000, British Petroleum hired one of the top advertising & PR agencies in the world, Ogilvy & Mather, to help them attempt a global brand transformation following the acquisition of Amoco and a few other small organizations. Their goal was to reposition BP “as transcending the oil sector, delivering top-line growth while remaining innovative, progressive, environmentally responsible and performance-driven.”

Why did I put this goal in quotes?

Because I took it directly from the BP “success story” which is still up on Ogilvy & Mather’s website (someone might want to get that down…update: 9-27-10: it looks like now they have!). The story goes on to say that the launch of the new brand position “far exceeded expectations” and resulted in high brand credibility and favorability scores and two (!) PR Week Campaign of the Year awards.

A job well done.

Except BP’s new brand promise wasn’t even in the same ballpark as its brand experience. Rather than dive into a full analysis here, I’ll point you to some great posts I found already highlighting the brand promise/brand experience gaps:

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Brand positioning tip #11: the 1-2 punch

In the classic book Positioning: The Battle for Your Mind, by Jack Trout and Al Ries, there is an ongoing thematic—the overwhelming value of being #1 in a market. The reasoning? It is extremely hard to dislodge the company that captures a position in the minds of target customers first.

Grow the market like a butterfly, lead the market like a bee... or something like that.

Think about how long Coca-Cola has been the #1 cola (since the 19th century) or Hertz has been the #1 car rental company (since 1918) and you’ll get a sense for how difficult it is to displace the top brand in a market.

As we’ve learned in previous brand positioning tips, a key part of the brand positioning process involves deciding on the competitive frame of reference or references in which you’d like to position your company or brand. I emphasize references because one thing to consider is whether, in addition to positioning your brand in an existing market (where you may not be #1), you should be creating a new market in which you can be #1, because there is no one else in it yet.

Some leading business strategy thinkers refer to this as a “blue ocean strategy” where you choose to create or grow a new market rather than fighting in a competitive one that already exists (a “red ocean”).

From a brand positioning perspective, I often return to a similar principle I call the 1-2 punch.

The 1-2 punch is simple:

Punch 1: Grow the market

Punch 2: Lead the market you grow

Punch 1: You may compete in a frame of reference where you are not #1, but throwing punch 1 means putting your energy into creating or growing a different competitive frame of reference that didn’t exist in the minds of your audience before.

Punch 2: This is where you must really capitalize on the benefits of being an early mover in a market. If you throw punch one (grow the market), but do not effectively land punch 2 (lead the market you grow), you may find yourself in a world of hurt. Let’s look at a few examples:

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Brand positioning tip #10: repetition is the secret ingredient

When I was at Red Hat, I sometimes got questions from folks who wanted to know the secret to Red Hat’s brand success. First off, I’d always say you don’t grow a $1 billion technology company on brand alone. We sold great products. We treated our customers and developers well. We had a revolutionary business model. Those kinds of things are the bedrock of a successful brand.

But if I was to point to one “secret” thing I think had a big impact on the brand it would be a very simple one:

We said the same thing. Over and over. For years.

For me personally, sometimes I said things so many times I was just as sick of hearing myself as others were.

When people would come to me and ask if they could make a tan hat to give away at tradeshows rather than a red one, I would always repeat: “But we are Red Hat.” We brand folks would always be the ones to bring up the company mission, values, and culture. We’d steer conversations back toward the open source way when they went astray. When my colleagues and I would speak about the culture and brand in orientation, we’d tell the same stories, show the same videos of Bob Young and Matthew Szulik to new employees year after year after year.

When it comes to brand positioning, the biggest mistake you can make is to invest your time, money, and energy in discovering your optimal brand position… and then give up on it before it has a chance to do its magic. Building a great brand has to be done over time and, to paraphrase Jeff Bezos of Amazon, there are no shortcuts.

I’ve worked with a lot of creative types over the years, and most of them love to come up with new ideas. Heck we all do. But sometimes the thing that makes you stand out when everyone else is saying something new is to say something… well… old.

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Brand positioning tip #9: A brand mantra is not a tagline

In Brand Positioning Tip #3, I introduced the concept of the brand mantra. The term was originally coined by Scott Bedbury during his time at Nike, and it refers to a short 3-5 word phrase created to capture the very essence of the brand’s meaning.

Was I supposed to Just Do It or embody Authentic Athletic Performance? I'm not sure. I'll just cross the finish line instead.

Usually a brand mantra includes or hints at some of the points of difference discovered during the brand positioning exercise (learn more about points of difference here). The most famous example of a brand mantra is from Bedbury’s Nike project, where the team coined the brand mantra Authentic Athletic Performance.

The most important thing to understand about brand mantras is that they are not designed to be externally facing slogans or taglines. Case in point— unless you’ve heard the Nike brand mantra story before, you’ve probably never seen the phrase Authentic Athletic Performance associated with Nike in advertising. Usually you will see an external manifestation of it, Just Do It being the prime example.

This is where most well-meaning brand mantra projects go bad. When brainstorming possible brand mantras, it is important for your team to be very clear that they are not writing advertising copy or taglines for external use. There is no quicker path to an inauthentic brand mantra than heading too quickly toward the language of advertising or marketing.

A brand mantra should resonate internally first. The mantra you chose should reflect the core values, mission, and culture of the company while also staying true to the brand positioning (if this is difficult, you’ve got bigger problems, because it may mean your culture and your brand are out of alignment).

The most powerful brand mantras become part of the DNA of the organization, and are used to guide everyday decisions about strategy, user experience, voice, and a host of other things. The mantra becomes a touchstone that is returned to over and over again— especially when decisions start getting tough.

Once you’ve settled on your brand mantra and tested it internally to ensure it resonates, you can finally start working on taglines. Again, think of a tagline as an external manifestation of the brand mantra— written in a language that will resonate with your target customer instead of your co-workers.

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