My brand is my bond
by markt
9. October 2009 11:57
James Bond is surely one of the most successful brands of all time? And a masterclass in branding. Over 40 years , 22 films, 6 leading men, 10 directors. Yet still there is only one Bond. Demonstrating the importance of a clear and focused idea. Bond is 'good vs bad' in it purest form. Even in our less clear cut , conspiracy theory led, untrusting times, it is assumed that Bond in Quantum of Solace still represents the side of good. Armed with the simplicity and focus on that 'brand idea', the brand 'owners' are at liberty to try new things. This playful, inventiveness in turn keeps the brand young, refreshed and relevant, ensuring a new and interested audience over decades.
Brands are at their heart about ideas that can be expressed in imaginative and interesting ways over time. Branding is the art of shaping the meaning through what Mark Earls refers to as 'interventions' -behaviours, communications or production of tangible products that bring the idea to life. It requires tight control and a sharp vision. Exactly the qualities that the Broccoli dynasty have delivered since Bond's filmic inception in 1962.
The Bond brand has faced its fair share of new competition over the years, with aggressive rival franchises from Bourne and Die Hard. But neither have ever managed to rival 007. In part this is due to the high number of unique equities attached to the name; gadgets, girls , gags, sountrack, script lines ( shaken not stirred) and the cars- always refreshed but consistent every time.
Bond is a definitive brand and as such of huge value . The film receipts alone are estimated to have stacked up to over $ 11 billion. And it has become a part of popular culture across the globe.
Perhaps the simplest way to demonstrate the power of 007 is a brand is to think about what a 006 or 009 might be like? Not interested? Then you have demonstrated the real value of brands- they are uniquely irreplaceable.
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Unprecedented times
by markt
9. June 2009 08:43
It’s an expression you hear a lot in the media these days. Our times are very much our own it seems, without precedent. Whether it’s the state of the world economy, the war on terrorism, the unstoppable collapse of ice caps and fish stocks or the fall of GM. We are living in a period for which there is little apparent precedent: comforting or uncomfortable...
...So now all of us are modern day James T Kirks, ‘boldly going, where no man has gone before.’
What excitement and fear.
Excitement for the possibilities that emerge from chaos, from the tumbling of institutions and inertia; fear from the unpredictability and inability to answer what next?
But the underlying theme that emerges in unprecedented times is one of the need for free thinking.
Companies that have been confident with process , linearity and crystalline thinking modes will be challenged.
Companies that are comfortable with being eclectic, lateral and open minded will be challenging.
There is not much use journeying into the known, carrying the mental baggage and attitudes of a more predictable age.
In this new age creativity does not have a beginning or an end, a department or a specific project phase.
Nor is it contained by the discipline your agency happens to excel in.
Creative people don’t just exist in trendy Hoxton warehouses, or Sloaney West End glass buildings. They are in architects practices, circus troupes, research labs and universities.
In an age where answers don’t exist, creativity needs to open up not close ranks.
The human minds’ greatest defining skill is its ability to ‘anticipate the future’. The more we leverage possibilities through working with different types of people, ways of working and ways of framing problems, the greater the chance of being able to anticipate a future for which there is no precedent.
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Brand is a 4 letter word
by markt
12. March 2009 11:33
Its interesting to see so many these days who are keen to damn the brand.
Brand has become a di
rty word in many quarters- an exploitative commerical construct, a product of fiendish, manipiulative minds in marketing and marketing services agencies,
aided and added by the pimping research industry.
But brands are no more or no less than 'other peoples' property'.
They dont by defintion belong to the 'hidden persuaders'; they only uniquely exist in a individual's mind, composites of everything they experience, think and feel in connection with the name.
So how can brands be condemned? They are badges of individual perception.
Branding, is also often accused of being manupulative.
Branding is clearly about how about how you build a discreet and distinctive presence on someones cerebral front lawn.
But criticism of branding practice often relates to the old way of doing it.
You can ask people what they would like and promise to deliver it, and do everything you can to appear like you're it. Old school.
Or you can , as a business, define what it is you are, want to be and how you want to change thre world ( even a small part of it), and then share that with people.
That approach to brand building is far from being manipulative. It much more like being participative.
So maybe we should stop using brand as a swearword or start putting some money in the swear jar.
That way, we can fund some good causes; like brands who have a point of view they want to share with the world.
I'll swear to that.
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When the going gets tough, get unconventional
by markt
12. March 2009 11:10
It's really not easy for us humans to be unconventional. Conventions rule how we think and behave - how we dress, what we learn, how we learn, what we eat, what time we get up and when we go to bed.
At key transition points in our lives (such as early childhood and early adulthood), some of these conventions may be challenged more actively, but, generally, being conventional seems to deliver an easier, more digestible life than standing out and being different.
Conventions are like arm bands. They give us the illusion of comfort by allowing us to think that we can somehow control events - and that somehow we can minimise risk and ensure success.
But now, as we face potentially the most difficult economic environment in at least 100 years, it is more important than ever to start thinking beyond the conventional, and to celebrate what makes you different from the rest.
Look into the whitewashed windows of empty stores up and down the country, and ask yourselves the question, 'Were these stores unconventional businesses? Was there really any clear differentiation in what they did and why they did it?'
If you make something that everyone else makes and then just sell it in a similar way, people are unlikely to reward you with much margin or attention. There are simply too many competitors out there, too much consumer choice - as well as record levels of cynicism. People want and need clear navigation between the multitude of choices they are faced with every day.
In that setting, then, being unconventional is crucial to business success, for two very simple reasons: first, conventions help you fit in, while difference helps you stand out; second, conventions meet expectations, but thinking differently exceeds them.
Being unconventional is actually safer, therefore, than being conventional, because it's by definition differentiated.
Being unconventional should form the central platform of any marketing and branding practitioner's mindset and capabilities. We should all - in the words of the authors of Funky Business - be 'business unusual'.
Being unconventional and breaking the rules is exciting and creative because it's about new connections, not old conventions. Think about Hovis packaging, the Lloyds building in the City, the revolutionary design of the Apple Mac, Lush cosmetics, and Cadbury's 'Gorilla' television campaign as good examples.
But where does being unconventional start?
In my view, it starts with defining the brand that a group of people wants to be.
All companies are unique. Their culture and experience create a DNA of differentiation that cannot be replicated. And if they are unique, they are by definition not following convention, and therefore inherently unconventional.
Take financial investment company Artemis as an example. In four years, it has become one of the best-known and highly regarded brands in the industry, because it knows what it is and what it is all about. It has an active approach to managing money and does not view itself as an 'asset manager' like the rest of the financial services industry, but as an 'asset entrepreneur'.
That unconventional truth defined everything the business could do, and consequently everything it did in creating its brand identity was unconventional.
In today's economic climate, being unconventional is a means of survival, particularly in the hardest-hit markets like financial services and retailing.
It's a common experience however, to find many retailers still obsessed with the too-ings and fro-ings of their nearest and dearest competitors.
They have become pre-occupied with the latest consumer demands as revealed by research, but paralysed by changes in market context. This is one of most dangerous conventions of all: defining yourself by those around you.
Unconventional thinking and behaviour may appear in tough times to be the riskiest strategy of all, but in reality it is the only way to avoid losing the game.
How to be unconventional:
• Your brand is the purest form of 'unconvention' - so make sure you define it well
• Regularly review the rules in different walks of life and consider how things can be done differently
• Support employees' isolation - being unconventional, or a part of something unconventional, can be a lonely, unfulfilling place from the outset
• Encourage unconventional behaviour by keeping life interesting - do something you've never done before to create a new perspective on a problem
• Read about the lives of interesting risk-takers, such as Orson Welles, Norman Foster, Dale Chihuly, Simon Doonan, and take inspiration from some truly lateral thinkers
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The Power of Speech
by markt
17. December 2008 10:12
Agencies of all sorts are famous for their use… over use, of words. Words in agencies seem to come cheap.
But how often do we really think about the words we say and write. Look again at those words we use, their effect, their meaning, how they work together. Copywriters might do it more than most, but arguably everyone should be as considered.
Words are powerful. In law courts they can put people behind bars. In battles, they can condemn people to death. In politics they can get you elected.
Words are uniquely human. The power of speech is one of our defining skills, alongside the size of our brains and walking on 2 legs.
Strings of words can change the world and how we see it.
Film makers appreciate the power of words on culture and society.
And speeches in films are remarkable examples of human connection.
Demonstrations of how to create emotion, feelings and behaviour in our fellow man.
Here are some fine film speeches.
They all enshrine the architecture of good speeches and use of words:
-passion
-purpose
This creates an effect at 3 levels
Move the audience
Create momentum
Make us feel part of something
Hope these film speeches do something to you.
"
The Shawshank Redemption- Red’s parol board review
Blade Runner- The ‘C beam’ speech
A Few Good Men- trial
Mad Men- The Carousel
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