brands Archives - Page 5 of 11

Cool hunting – The tail of two movies

Posted on October 12, 2010 by Steve Sammartino

Yesterday I was sent links to two movies which were both entrepreneurial in nature / marketing related. Both revolve around the idea of paid brand ambassadors. One is a documentary on how clever ‘cool hunters’ are, and the other was a Hollywood fabrication of brand evangalists are infiltrating our circle of trust.

The Documentary trailer: The Influencers

[vimeo=http://vimeo.com/15595024]

The Hollywood trailer: The Joneses

[youtube=http://www.youtube.com/watch?v=n2Y3GoN2PGw]

The question it leaves in my mind is whether social media facilitates more authentic or inauthentic ‘hidden’ brand evangelists.

What we follow – AFL

Posted on September 21, 2010 by Steve Sammartino

If you’re in Australia you’d know it is AFL Grand Final week. In US terms its the Super Bowl for Aussie rules football.

One of the most popular teams, Collingwood Football club has made it to the final. They have many fanatical supporters. So it got me thinking about what we are really supporting when it comes to football:

The Location? No, they do not play their games or even train in their original location of the suburb of Collingwood.

The Players? No, they are also never from the location they actually play for, let alone the same state or even country. They also change teams frequenctly and we welcome new players from other teams with open arms (so long as they are good players)

Our Peers? No, often our best friends follow teams which are the arch enemy of ours. We do not switch teams to be accepted by anyone. We’ll attend the games with them, but barrack for our own team.

The Jumper? No, that changes frequently. It barely looks like the original from 100 years ago and we are often forced to change it if the opposing team has colours which are deemed to clash.

The Performance? No, success is tenuous at best. Systems have been built in AFL to ensure the a more equitable distribution of success (Salary caps, draft systems). 1 successful year in 10 is a great result. 1 in 20 is more frequent.

So what do we support? We support the idea of loyalty. A concept only humans can understand. Following a team allows us to live vicariously, and display loyalty no matter what in a non life threatening way. It allows us to be emotional in a world that attempts to demand only rational thought.

Football and sport in general is one way we can remain human without consequence. And when it comes to brands, or clubs in this case, people can only truly love those which feel human.

When we get big

Posted on August 1, 2010 by Steve Sammartino

There are many things we’ll implement when we get big enough. When our footprint is big enough to deserve the investment of the bigger, game changing idea. When we achieve X, we’ll implement Y.

Maybe we ought implement Y now and skip X altogether?

Bratz dolls & stealing ideas

Posted on July 25, 2010 by Steve Sammartino

It was recently decided in an appeal court that success of the Bratz dolls brand is not based on the idea. It’s my favourite court ruling in a long time. In April 2009, a federal judge upheld the $100 million jury verdict that essentially gave Mattel ownership of the billion dollar plus Bratz brand. Which basically gave Mattel the rights to most of MGA’s Bratz products. A jury in the case found that the designer who created the dolls was working at Mattel when he conceived of the idea and the name and made the initial drawings for the pouty and multi ethnic girls.

But this decision got over ruled a few a days ago by a unanimous panel of the ninth circuit.

“It is not equitable to transfer this billion-dollar brand, the value of which is overwhelmingly the result of MGA’s legitimate efforts, because it may have started with two misappropriated names,” the appellate panel said in its ruling today.

The great thing about this decision is that it reconginizes where true brand value comes from, everything ‘but’ the idea. As I’ve always said on Startup blog ideas are near worthless when it comes to building brand equity. Rather it’s the rich combination of design, building supply chains, inventing demand, effective distribution and the constant iteration of these factors. It should not only be a lesson for entrepreneurs, but large lazy corporates who try and beat their more nimble and innovative competition in the courts.

Johnny Walker brand story

Posted on July 19, 2010 by Steve Sammartino

The high ground for any brand is the story. It’s what we should be aiming for. A brand where part of what people buy is the is the history, or to be part of a tribe. Johnny Walker has put together a great new campaign where they tell their story. It’s a 6 minute time investment worth taking.

[youtube=http://www.youtube.com/watch?v=MnSIp76CvUI]

Some things worth thinking about with the Johnny walker story:

It’s a long copy format. 6 minutes plus. Something which can’t be done on TV.
It circumvents the negative connotations with success and globalisation. The personal effort and history makes financial success more palatable.
It gives detail about the product, range and brand that just wouldn’t be possible in shorter media formats
It’s sharable. Easy to send to friends, worth talking about.
It’s eyeball worthy. Well shot and executed.
It’s the idea. Ideas are king again, not media. Any brand with a story, and a small level of film / web expertise could have done it.
This is clearly Radvertising

What does this mean for startups? It means that a large part of what we talk about should not only be how we got here, but why we are taking this journey. A story they can live vicariously through.

Why spreadsheets are the enemy

Posted on June 18, 2010 by Steve Sammartino

Spreadsheets cause far more problems in business than they solve. When we sue spreadsheets too much we start to believe our business is the numbers we make up to fill in the columns. Turns out the numbers on the tidy little sheets have very little to do with our business. Our business is about people, emotions and serving needs. It’s about human movement and insight, not predictions and forecasts.

In recent times brand managers and entrepreneurs have become spreadsheet managers. Busy forecasting, doing profit and loss statements for upcoming launches and estimating sales revenue and market share for the upcoming quarter. The problem with most of these activities is simple, they are predictions. They rarely turn out to be correct, and they suck time we should be investing in getting our products to the market, talking with our customers and promoting what we do.

In startup land there are only two colums we need. Expenses and revenue. Once we have these we just need to make sure the revenue side is greater than the expense side. After that we ought leave the spreadsheets to our accountants.

Rebranding – how not to do it

Posted on June 10, 2010 by Steve Sammartino

Recently the Victorian metropolitan train system has not been working very well. So much so that the incumbent Connex trains was sacked and replaced recently.

It’s created an interesting example of how not to re-brand something. And before I rant further, I’ll remind you of the startupblog definition of a brand:

Brand: A cognitive shortcut from which informed decisions can be made.

The brand is always the acummulation of the many interactions consumers have with the product or service. So with Connex, the brand was the overcrowded, delayed, cancelled, crime ridden, dirty train service. In fact much of the bad experience can be attributed to the inherited infrastrcutre. And it’s here that the key lesson lies. Whenever a re-branding event occurs, the brand custodians can’t wait to tell everyone how it will be different this time. They go off and implment a shiny new logo, make an advertisment, and paste the new brand, word or design on all the physical elements that represent the brand.

Wrong, wrong, wrong.

The reason the brand sucks, is because of the experience people are having with it. A new word or logo will never fix this. Re-branding should go all the way back to the start. A total product / service re-design, or maybe even an infrastructure update is needed – as in the case of Melbourne trains and Connex. If we want to re-brand anything with success, first we have to prove it’s better with real evidence. Slapping a Metro logo on the broken Melbourne train system will only damage the brand before it even begins. They should have fixed everything first. Even if it means not branding anything for a year or two. Having no name trains running on the tracks. Radical, maybe. Correct, no doubt. Fix the experience first, create cognitive associations later.

For entrepreneurs the idea is simple. Our brand will only ever be the memory of the experience our people had when interacting with us. If we want a new meaning, we need to create new experiences.