Norman Macrae -The Economist pro-youth economist -bravo sir fazle abed & jack ma
The World Banks's Jim Kim is asking the net generation to celebrate their defining social movement as twinning sister cities in job creation - who will be youth's most valued #2030now collaboration brand ? how will processes of I'd like youth to teach the woprld to sing in perfect harmony link together
20th C CASE
Robert Woodruff was Coca-Cola's great brand leader for much of the twentieth century. He had a special way with slogans. He focused the company's investment philosophy by declaring that managers must always ensure that Coca-Cola was "within arm's reach of desire". He foresaw this as a vital core competence in serving the impulsive, ie personally urgent, consumer need of refreshment that soft drinks cater to.
For Woodruff, advertising tag lines and slogans were more than mere consumer messages. They were deployed to turn his business visions for Coca-Cola into perceptions which became realities. Long before Coca-Cola was a truly international brand, Woodruff organised pride in the slogan that Coca-Cola was "the most friendly drink in the world". But the way Woodruff worked things, even greater leadership acts were to become embodied in an apparently more humble slogan "the pause that refreshes".
This advertising slogan was first used in the 1920s to put the brand into the diary of every American worker - whereas Europeans might have tea or coffee breaks, Woodruff institutionalised the idea that American workers should have Coca-Cola breaks. This national interpretation of Coca-Cola's meaning became so common that, just as Americans were preparing to enter World War 2, Woodruff lobbied the US War Office until the generals were persuaded that the essential meaning of Coca-Cola's slogan was a vital answer to "the extreme fatigues of battle". Coca-Cola thereby became the GIs mascot with the US War Office subsidising investments in Coca-Cola's manufacturing and distribution facilities to ensure the mission that wherever American GIs went, Coca-Cola would be there for them.
Nearly 30 years later in trying to reconcile America;s image and future after the Vietnam war, the new seekers and Coke broadcast possibly the most popular ad Americans had ever seen - (the only other contender being Apple's 1984). So ended the economy of tv advertising - so began the start for pursposeful brand reality through which knowledge co-workers could serve ..
Brand Charterers - and all great instinctive teamworkers on branding processes - see a duty to make the future happen in their brands' presence by asking such questions as:
�What sorts of products/services will our brand have or need to represent to be valued as a leader in a few year's time?
�What do we need to "do now" to accelerate the future?
�Who will we really be competing against and who do we want as partners to make the most of our added value chain?
�What fundamental discontinuities and changes will we need to leverage?
�How does all of this translate into the messages we need to communicate now?
In best practice form, the process of branding is an organisational instrument for "editing the future" from a true perspective of leadership. It creates and communicates an organisation-wide will to sustain a focused combination of core competences in order to deliver unique value.
Try out a simple brainstorming exercise. What are the essential qualities of brand leadership which can unite all of a brand's audiences across its value exchange
Simple things like:
�Focused direction of a leader - a brand organisation proud of where it has come from and where it is going to, but not arrogant in exaggerating its worth
�A company with an indomitable spirit in pursuit of achieving world records (quality/value) �An identity which is unforgettable and easy to relate to
�A totality which feels worthy of trust Add to this a second exercise. Imagine that you are a journalist interviewing a company's people in an attempt to evaluate its claims to be a world class brand. What organisational body language tells you whether brand leadership is real? Examples: �real "buzz" and pride amongst employees �consistently aligned motivation/vision is expressed by everyone you talk to �evidence that customer service trend measurements are as much apart of the operating culture as financial performance measures
... Built-in to the framework of Brand Chartering is a "living script" philosophy. By this we mean that persistent cross-checking of leadership purpose is a key organisational process for adding value. Two of the most important dimensions of brand leadership editing involve: �organisation-wide viewpoints �envisioning a spectrum of future time horizons - the "then" and the "now"