Do You Live Up to Your Brand?
As California suffers from one of the worst droughts in recent history, it was recently reported that the chairman of the board of the Metropolitan Water District of Southern California (MWD), was among the worst offenders in personal water consumption—yet he recently launched an advertising blitz to persuade 19 million people to save water.
When confronted with the evidence, offenders offered excuses ranging from "I may have unintentionally over watered," to "I don't know what to do. I don't know how I can reduce my water rate."
Forget all the hard work we marketers do to try and help companies like MWD build a positive perception of their brand among their target audiences. Those efforts are literally flushed down the drain by the ignorance of their senior management.
Edward Leaman, branding consulting for companies like California Closets, notes that, "Brands are extremely complex and have a central, organizing principle and core purpose that is resolute ... brand values guide decision-making."
For MWD, those core brand values (aside from the obvious mission of providing high quality water in an environmentally and economically responsible way) include some ethical ones, like striving to "incorporate the mission of Metropolitan in their daily work life."
But brand blunders aren't just limited to water officials; sadly, there are a host of other examples everywhere you turn.
Insurance companies hog the airwaves with promises of discounts and superior "customer care." For State Farm, it's unfortunate they didn't articulate the importance of that brand value to their all their agents, as a recent experience left a colleague steaming after they discovered they were not adequately insured after a minor auto accident—evidently due to the agent's inadequate review of a policy that was being transferred from another carrier.
Of course one less-than-ideal experience may not represent the most accurate KPI of their entire agent network, but the marketing team should be distraught to learn that its hard work on customer acquisition is negated by an agent's laziness.
So whether you're Starbucks looking to inspire and nurture the human spirit, one person, one cup and one neighborhood at a time, or you're the CDC seeking to protect America from health, safety and security threats, the process of building a brand experience model and a system that can deliver the brand promise at an extraordinary level is mission critical.
And if you work for a public agency like MWD, and your state is experiencing a drought, you'd best cut back on your water usage and lead by example, because your water bills are public record.
To put a spin on author H. Jackson Brown, Jr's quote, your brand is always reflected in what you do—even if you think no one is looking.
A blog that challenges B-to-B marketers to learn, share, question, and focus on getting it right—the first time. Carolyn Goodman is President/Creative Director of Goodman Marketing Partners. An award-winning creative director, writer and in-demand speaker, Carolyn has spent her 30-year career helping both B-to-B and B-to-C clients cut through business challenges in order to deliver strategically sound, creatively brilliant marketing solutions that deliver on program objectives. To keep her mind sharp, Carolyn can be found most evenings in the boxing ring, practicing various combinations. You can find her at the Goodman Marketing website, on LinkedIn, or on Twitter @CarolynGoodman.