Cultural

Brand Strategy for Mission Driven vs Profit Driven Brands

How to Develop Brand Strategy for Non Profit Brands

How to Develop Brand Strategy for Non Profit Brands

We recently received a question from the Board Chair of a prestigious non profit foundation that supports basic science research around the globe.

“Is brand strategy different for mission driven organizations than it is for commercial organizations?”

It’s an important question for a few reasons. Many education and research non profits consider brand strategy to be appropriate only to commercial entities. Because “branding” is so tightly tied to “marketing” in most people’s minds, and many researchers consider marketing to be beneath them, “branding” is seen as a bad word (see our recent post Branding vs Marketing).

Other non profit brands, such as cultural organizations and international aid organizations understand the power of brand, and many use it to their advantage. Here’s how the approach to brand strategy is different, and important, for mission driven organizations.

Non Profit Brands: Understand, Believe and Support

  • Understand: Everyone involved, from internal to external audiences must understand the mission. People are most enthusiastic about the things they understand best. If they don’t really understand it, and what makes the mission uniquely important, they will never support it. For the strongest and most sustainable brands, you must start with a common understanding. Read how we helped the UC System create clear understanding of their mission and promise. 
  • Believe: Next, audiences must believe in the mission. It must be compelling.  It must be personally relevant. The organization needs to be able to show progress toward that mission, no matter how small. There must be some “there” there for a non-profit to motivate the types of behaviors and investments that will make them successful. A clear brand position, based on a clear understanding of the mission and supported by some proof is necessary to build belief. We helped a program in San Diego that teaches coding to kids inspire community-wide belief in their mission. The result is the League of Amazing Programmers, an aspirational idea that kids and their families want to be a part of.
  • Support:  This is clearly important when raising funds.  If your potential funding sources don’t understand you, personally relate to your mission or believe that you can accomplish what you’ve set out to do, they are less likely to help.  Consistent internal stakeholder support is also critical. In the non-profit world, especially in larger organizations, people may apply their good intentions in misaligned or counterproductive ways. The better they understand and believe what it is they are there for, the more likely they are to align their efforts in the right direction. Our foundational work for the World Wildlife Fund still inspires incredible support for their efforts. 

For mission driven organizations, everything hinges on clarity of the idea that makes your mission unique, meaningful and special.  Your brand strategy must be clear and valuable in the minds of your critical audiences. We’ve enjoyed helping many of our clients in higher education, research, and culture achieve positive and sustainable brand results.

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How to Turn Your Employees Into Brand Advocates

How to Turn Your Employees Into Brand Advocates

Your employees are your biggest marketing opportunity. Why? Because if they are engaged with your brand, they can be your number one marketers and boosters of brand equity. How do you convert this potential business-changing force into brand advocates? Achieving employee brand engagement was our topic at the last Silicon Valley Brand Forum.

Empowering employees as brand advocates is critical to successful brand evolution. When you change or evolve your brand identity, your internal audience is just as important as your external audience. Ideally, your employees are the engine driving brand transformation. For that reason, we ask every client to engage their employees when changing their brand identity.

Engaging your employees

To be effective, brand identity work must inspire employees as an idea they can rally behind. Quantitative research can give you data, but qualitative research helps you hear and feel culture from the key voices and the personalities who make it real. You can’t just change your logo and tell employees, “All right, everyone, fall in line and be part of this.” Your brand essence starts within your company, and employee brand advocacy requires investment, cultivation and authenticity. It also must capture your employees’ spirit and passion. If your employees are engaged, you will have a firm foundation for moving forward with change.

Four factors for empowering employees as brand advocates

A new brand identity should be both aspirational and authentic to employees. It’s essential that employees:

  1. See themselves in the new positioning
  2. Believe in the vision and aspiration behind the new identity
  3. Understand that the new brand has meaning and value
  4. Feel recognized for their part in adding value to the brand

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Blizzard Entertainment, BlizzCon

Becoming a Beloved Brand

In 2017, when the Golden State Warriors won the NBA Championship for the second time in three years, the Bay Area exploded with excitement.  The victory parade drew more than one million fans in their blue and gold to cheer and bask in the glory of “our” victory. The Warriors are truly one of San Francisco’s few beloved brands. They are respected and adored by men and women, young and old, in winning and losing seasons.  People want to wear their colors, they know the players like neighbors, and they internalize the team’s struggles and celebrate its victories. This highly emotional connection is known as community branding, and is the envy of most brands.

Are there business benefits of community branding?  The W’s have sold out every home game for the last several seasons. The Warriors have become a major attraction for out of state and foreign tourists. Win or lose, W’s fans are behind their team in every way, emotionally and economically.

How does community branding work, and how do you become a beloved brand? If we think beyond sports teams, what other brands can truly say they carry this esteemed mantle?  Certainly many universities could make the claim – whether you are a Harvard Man or a Cal Woman, your alma mater is often a beloved brand worthy of your lifetime support. Other brands are a beloved part of their communities and even the world at large.  Blizzard Entertainment’s BlizzCon gathering is an epic celebration of their game universes and their communities. Some players spend months crafting elaborate costumes of their favorite characters. Coca-Cola energizes Atlanta GA; the NYFD has become one of New York’s most beloved and respected brands, (beyond its sports franchises); Disney is a beloved brand trusted by families and their children around the world; and Chevy and VW have captured our imaginations and elevated our pulses more consistently over time than other car brands have been able to manage.

What do these community brands all have in common? Each satisfies a universally human motivator.  Sports teams ignite the thrill of victory. The Fire Department embodies bravery and valor. Beloved consumer brands provide happiness and escape. These motivators are deeply and universally felt and part of our shared human experience. Brands that are successful enough to become and remain beloved are those that most consistently address, and fulfill, these instinctual needs. They become a part of how we define ourselves.

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DACA is an Identity Issue.

DACA is as much an identity issue as it is an immigration one. The effects of decisions today may affect many people’s sense of who they are for much longer than its political news cycle.

We are faced with some 800,000 people who identify themselves as Americans – and why shouldn’t they?

  • Their parents are in America.
  • They grew up in America.
  • They were educated in America.
  • They work in America.
  • They pay taxes in America.
  • They serve in America’s armed forces.

America is the only home they have ever known. If they are returned to an unfamiliar country, they might not even speak the language.   

  • Will their identity no longer be American?
  • What will this do to America’s identity?
  • What will this do to America’s brand promise?

Britain recently went through an identity crisis with Brexit. The British brand cut off the European part of its identity. And the consequences for many Europeans and Brits alike has been a sense of broken promises. The DACA identity issue raises important questions about America’s identity and its own “brand” promise.

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southwest culture

Culture Drives Brand Value – Where Will It Drive Yours?

I recently published an article in Inside Higher Ed describing five strategies of great brands, and how they apply to universities.

One of those five strategies is: brand inspires behaviors – you build a brand by being something, and letting that culture shape the way you behave and communicate. A successful brand strategy must lead to tangible behaviors, ways of thinking and acting that can differentiate you and your company in measurable ways.

Consider FedEx, Southwest Airlines, GE, and other brands that have become legendary for their corporate cultures. They all recognized the importance of defining and articulating not just their customer promises, but their internal behaviors for fulfilling those promises. Customer satisfaction and business success are the rewards that reinforce these behaviors, creating a cycle of growing brand strength.

A recent example of this is San Francisco’s own Salesforce.  Marc Benioff, Salesforce CEO, has fostered a culture of “Ohana” within the company, a set of principles that inspire everyday behaviors against which employees are evaluated. Ohana is a Hawaiian word with deep meaning, which translates very roughly as “extended family”. What it means is that all members of a family, and their greater community, support each other. This culture extends externally for Salesforce – their number one mission is “customer success.”

The emphasis on culture has major effect. Benioff recently said, “There’s all this incredible energy in your company and you can unleash it for good. All you have to do is open the door.”

With this attitude, it becomes evident why Salesforce is one of the world’s fastest growing companies, and is ranked among the “best places to work” wherever it has offices.

Compare Salesforce’s results, and the brand benefits they accrue, to recent events at United Airlines and Uber. These two companies have dominated the news cycles lately, for all the wrong reasons.  Within each story is a tale of bad behavior and poor choices, revealing crippling or even toxic corporate cultures. People who describe these woes as “PR problems” aren’t dealing with the core issue, the deep cultural flaws that threaten the very existence of these two companies.  When United loses $1Billion of market valuation in one day and Uber has over 200,000 customers deleting its app, that threat is clear and present.  These companies need to focus on their cultures at all costs, or they will lose any customer loyalty that remains.

We hope that more companies will take a close look at what promises they really want to make to their employees, customers and shareholders, and what those promises mean for how they act, speak, and treat each other – as well as their customers. Iconic, customer-centric brands like Salesforce and Southwest show strong evidence that placing a priority on building and living a positive culture results in loyal customers, healthy companies and strong brands.

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Bank Relationship

How would you define your Relationship with a Bank?

Timothy Sloan is replacing John Stumpf, as the new CEO of Wells Fargo, due to the bank’s inappropriate and, perhaps illegal, cross-selling practices.  In the October 13 Wall St. Journal, Sloan is quoted as saying,

“I don’t believe that strategy was fundamentally flawed. We are not abandoning our cross-selling focus. Cross-selling is shorthand for growing relationships with our customers.”

This shows a serious misunderstanding of what “relationship” means to Sloan and to the Wells Fargo organization. Only a banker would say that their relationship with their customers is based upon how many products the bank can sell them, whether they need them or not.

A relationship to most people involves some kind of human connection. A positive relationship is one in which people regard and behave toward one another with respect, understanding, and truthfulness. Strong brands are built on individual connections, not financial transactions, but most big banks seem to get this wrong. Perhaps this is why most banks typically rank very low on brand satisfaction surveys – they are focused on the wrong kind of “relationships.”

Wells Fargo and its new CEO need to give some serious thought to what is needed for the bank to truly serve its customers’ needs. They should change their focus on building the bank’s income and instead focus on how customers might define a profitable relationship. That is how we would recommend Wells Fargo make its next efforts to become appreciated, profitable, and to a grow a lasting brand.

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honor all olympians

Honor All Olympians

With the Olympic games upon us, what it means to be an Olympian is taking center stage. To be an Olympian is to be recognized by your country as the best they have in a given sport at the time of the Olympic games. It is an elite circle representing athletic excellence, competitive drive and unquestionable dedication.

While allegations against the Russian delegation are putting that brand promise to a particularly meaningful test, I’d like to share a personal perspective on the nuances of being an Olympian, as an Olympic competitor myself (Rowing, Tokyo, 1964).

During the 1964 Olympics in Tokyo, a fellow competitor and I were walking in The Ginza, Tokyo’s dining and entertainment district. We were both wearing our Olympic blazers.

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One word is critical to M&A Success – CULTURE

One word is critical to M&A success – CULTURE

We learned last week that Hewlett Packard Enterprise is merging its enterprise services unit with Computer Sciences Corp (Read the full story). This is a perfect opportunity to talk about the consequences of mergers on identity and brand, and how having a solid strategy for both is key in your merger’s success.

Research has shown that as many as 83 percent of mergers fail to achieve their original business goals. Brand value, or goodwill, suffers right along with business value, often destroying the appeal and premium that might have inspired the acquisition in the first place. Why is this? Because culture, and the purpose behind each organization being combined, is often ignored in favor of the numbers.

These deals are put together by attorneys and investment bankers, who fail to consider the cultural implications of the merger. These people think in terms of “synergy” and 1 + 1 = 3, when the real goal should be 1 + 1 = 1.

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Yosemite National Park

Yosemite Has Lost Its Brand

Although we understand the critical importance of trademarks in preventing others from profiting from your intellectual property, we are disappointed in the move by Delaware North to try to extract $51 million from the National Park Service for a shortlist of iconic location names in Yosemite Park. To us, Delaware North is holding these properties for ransom from the American people, for a few historic names that will have little to no value anywhere else.

Let’s back up a minute – last year, Delaware North lost the contract to run hotels and concessions at Yosemite National Park. Shortly thereafter Delaware filed suit, claiming that the Park Service (or its new contracted vendor) no longer has the right to use the familiar and iconic names of historic park facilities (Ahwahnee Hotel, Curry Park, Badger Pass, the Yosemite Lodge at the Falls, and Wawona Hotel). It turns out the Park service had never trademarked the names, so Delaware North took advantage of the situation and trademarked them themselves. Rather than pay a ransom to use the names, The Park Service has agreed to create new names for the facilities.

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Did the Olympics Help Russia’s Brand?

Did the Olympics Help Russia's Brand?

Philip is an Olympian who represented the U.S. in rowing.

By most accounts, the 2014 Sochi Olympics were very well run and thoroughly enjoyed by athletes and spectators with a minimum of protests or distractions. A recent poll conducted by the Guardian asked “Were the 2014 Winter Olympics a success for Russia?” According to 77 percent of respondents, the answer was “Yes.” And with the games coming in at a reported cost of $50 billion, Russia certainly spared no expense.

However, I’m not sure Russia got the beneficial image impact such an effort should have yielded. That’s because Russia was sending out two powerful and opposite messages. Never a good strategy.

Unrest Detracts from Impressive Games
The Olympics surely helped us admire Russia and Russians. The sheer scale of the undertaking in Sochi was impressive. And the Olympics are always a chance for the host country to show off its best qualities.

But even as the Games were being played, images of chaos and discontent in Russia’s sphere of influence undercut the general goodwill. The continuous shipment of armaments and ammunition to the Syrian government for use against its citizens continues to hurt Russia (at least in the West and among supporters of human rights). So does support for the authoritarian regime and strong-arm tactics of recently ousted Ukrainian leader Viktor Yanukovych.

Less than a week after the Winter Olympics closing ceremony, Russia is conducting military maneuvers on the Ukrainian border and the cover of The Economist shows a figure silhouetted against a flaming backdrop with the headline, “Putin’s inferno.”

The Sochi Olympics have been the most expensive Games ever. From such an expenditure, one would expect a benefit to the host country’s image. And that has generally been the case. But while the Olympics are likely to offer a short-term benefit to Russia on the world stage, its geopolitical tactics will continue to be a long-term problem.

The lesson here, for all organizations, is that your organization’s behavior will have more long term impact than any short-term communication initiative. Ideally, your behavior should be consistent with your communications.

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