Brand Blog

13 July 2010

EAST

Once in a while there comes along a hotel that does almost everything right. On a recent trip to Hong Kong, with meetings at Taikoo Place, I decided to try out the relatively new EAST hotel, part of Swire's Island East. I had spent two nights at its big brother, The Upper House on top of Pacific Place some months ago, which was an amazing experience, however unaffordable at the price of HKD 3,888.

EAST, however, is positioned as a fun, much more affordable business hotel, and for the HKD 1088 which I paid, it more than delivered: the rooms are big enough, with amazing views of the harbour, wireless internet is free throughout the hotel (the way it should be), the gym is open 24 hours and they even have an outside pool, rare in Hong Kong. The restaurant offers good breakfast (being in HK, I went out for lunch and dinner), and the jewel of the hotel is its 32nd floor rooftop bar, Sugar. On the terrace it offers affordable drinks, good music and an amazing view of the Eastern part of Victoria harbour - both nights I met friends there they were impressed by the location, views and service.

Talking about location: This may be the only drawback for some when it comes to EAST. Even though its entrance is right opposite exit D1 of Tai Koo MTR station, for those that need to be in the vicinity of shops, Island East is a bit out of the way. But even the taxi ride from Central for just under 70 HKD doesn't take too long, and the facilities and value offered more than make up for it.

All in, Swire has created a fresh, cool brand with EAST (click HERE to find out more), with attention to detail in all touchpoints and a consistent level of service and design - from the rooms to the juices at breakfast to the uniforms. It is a concept that works well for the modern business traveller whose travel budget isn't as big as it used to be, while offering everything that is needed, in style.

11 May 2010

Qatar Airways

We've always been interested in destination branding - and part of that is looking at how you get there, and how the national carrier is doing, especially in competition with so many budget airlines.

A few days ago I went to Bali for a quick trip, and my travel agent offered me a very affordable business class ticket on Qatar Airways. The reason why the ticket was so inexpensive was that they now fly Doha-Singapore-Denpasar, and need to fill the final leg.

I had never tried this airline before, but had heard about their tagline ("World's 5 Star Airline" - is it me or is there a 'The' missing?) and seen their commercials on TV. This carrier is fighting really hard for awareness and visibility - not easy since Middle Eastern aviation is overshadowed by Emirates.

Well, I had a great experience - from the hardware (a seat that transforms into a fully flat bed) to the software (a very attentive cabin crew of different ethnicities) to the food (excellent choices and quality) to the drink (yes, they may be Middle Eastern but they DO serve Champagne) to their entertainment system ONYX (excellent choice of movies and overall more impressive than SIA's Krisflyer).

So this brand is doing a lot of things right: With a consistent look and feel, a single-minded positioning and touchpoint-management that guarantees a good hardware- and software-experience, they should be able to carve out a niche for themselves amongst full-service airlines. They should keep investing into awareness and think about way of overcoming some myths about Middle Eastern airlines ("they don't serve alcohol") that could potantially be a barrier to trial.

25 February 2010

Country Branding: Indonesia

Recently we have been looking at Country Branding as we are developing ideas for an Asian destination. And this week's trip to my Jakarta office reminded me how some countries are not doing themselves any favours when it comes to their positioning.

I love Indonesia and its people, and am always happy to camp out at the impressive Grand Hyatt Jakarta for a few nights, to meet clients, staff and prospects. And judging from the crowds at the Grand Club lounge, business must be good, at least at this hotel on top of Plaza Indonesia.

But my weekly phone-call to Germany reminded me that Indonesia's image overseas is distorted, to say the least. My mother expressed her worry about my trip: "Is it safe?" And my assurances that Jakarta (and indeed most places in this archipelago) is completely safe failed to convince her.

Then, after landing at Jakarta's quaint airport on the first Valuair flight (a good brand, but still confused between Jetstar and Valuair, for regulatory reasons) came the long queue at the "Visa on Arrival" counter. I am at a loss to understand why a country would build three barriers to visiting and doing business here:

1. The long queue (followed by the immigration queue) can cut hours from a business day and - together with the constant traffic jams - reduce the number of possible meetings.

2. The visa - regardless whether the visitor is staying for a day or three weeks - takes up one whole page in the passport, creating the annoyance and cost to frequently apply for a new passport because the pages are used up.

3. The fee of USD 10 for a three-day-stay has just been abolished in favour of USD 25 for up to 30 days, which makes daytrips for quick client meetings more expensive.

What were they thinking? Surely everybody must realise that erecting barriers and thus preventing business from being done must cost the country more than the money they make through the fees?

These days, with country brands competing for visitors and business, they should not just have a clear positioning and a good safety record, they should make it as easy as possible for people to enter and do business - for the benefit of their brand and their people.

4 February 2010

SIA: Still Stuck In A Moment

Some time ago, I wrote an article in MARKETING Magazine about Singapore Airlines'
communication strategy. That was some time after their change of agencies, from Batey Ads to TBWA. My point was that for such a modern airline where the product [A380!], service and offer [Krisworld!] are all cutting edge, the communication seems to be stuck in the mid 70s. And this is true across the line, from old-fashioned TV ads to boring print ads to gold-plated collaterals. I also remarked that it's probably not the agency's fault, but that it's the client who wants their ads in a certain old-fashioned way, including depiction of the Singapore girl as stiff and subservient.

To date, this has not changed. I found this 'Thank You'-ad [for awards won; mind you, not communication-awards] in FAST COMPANY, probably the coolest and most modern business magazine. What were they thinking? My grandmother could have developed a more interesting idea - oh, wait, the ad has no idea at all. The airline really should update the way it communicates, otherwise coming across in this old-fashioned way can really hurt the brand.

7 January 2010

If you don't understand your own brand, you're bound to make mistakes

Recently, two Singapore brands are showing us the importance of understanding your own brand - not just what you want it to stand for, but also how it is actually perceived by your target audience and the general public. This is something we would determine at the beginning of any branding project by conducting a Brand Audit: Engaging the target audience in focus groups, online and one-on-one-questionnaires. And in both cases it shows that if you are unclear about your current reputation, you are bound to do things in communication that can backfire.

OCBC
OCBC is an established Singapore-based bank with a long history. Big, solid and dependable. Recently they have embarked on a new campaign to stress service excellence. It actually permeates every level of the organisation - what you can see on TV is just the tip of the iceberg. And while 'great service' is a bit generic as a positioning [and thus not so differentiating], it's certainly relevant to bank customers. Some of the changes implemented by the bank in recent months [like full service Sunday banking] support the new claim of "It's our Pleasure [to serve you]". So far, so good.

The communication part - judging by the two TVCs that get the most airplay - tries to get the message across in a dramatised format: There is the auntie who gets her monthly stipend wired by the overseas son, and the mum who visits the bank on her birthday and is surprised by the bank staff giving her a birthday cake.

But with perception of the general service of banks quite low, this latest dramatisation is maybe going a bit too far; some viewers find it 'cheesy', others an overpromise. And then there is the case of the blogger who created waves by retelling her experience of walking into an OCBC branch on her birthday and demanding a cake. [click HERE for the story]

When we evaluate communication in my university classes, we look at 'Credibility' which has become very important in recent years. But that is applied to the message [better customer service], not necessarily the execution [customer gets a cake]. Usually, people understand that advertising needs to exaggerate to make a point. But in a situation where the whole industry is facing a disgruntled and critical public, it was probably not such a great idea.

SingPost
SingPost doesn't exactly have the image of being young and cool. Walk into any post office and look at the visual cacophony of materials and offers, the usual flyers, and it comes across as a monopoly that lacks overall positioning and consistency, maybe because there is no competition.

But the SingPost management knows that this may change, so they are looking for opportunities to upgrade their image, make it younger and more accessible to younger targets. This could have been the reason for signing up with the Youth Olympics - and having artists paint letterboxes with slogans and graffiti to "express their creativity". [click HERE for the story]

Good idea, but it did not take into account the current perception of SingPost [making the public think that "this cannot be on purpose because SingPost would never do this"], the situation in Singapore [there is hardly any graffiti] and also the fact that it wasn't marked as part of the Youth Olympic sponsoring campaign, so the message-takeout was one of 'Graffiti on a Letterbox', but not of "SingPost is Young and Creative'. The CEO subsequently apologised - and resigned.

10 December 2009

How We Are Different

In a recent meeting with a friend, she started our talk over coffee with a simple question: "Jörg, why do you think your clients want to work with you, when there are so many other choices? What makes you different?" For a moment, I was taken aback. Exactly the kind of question I would ask a client. But how to apply that to our little Asia-Pacific brand consultancy? Then I tried:

Experience
It's actually quite hard for a client to choose a brand consultant, because - different from, say, an Ad agency where they at least see an idea - on the outset they have very little to go by, and the methodology is similar. So experience [what has this person worked on before, where has he/she worked, are there client references] and likability play a role. So work with us if our cases convince you and if you like us.

No Jargon
Branding is not rocket science - don't believe anybody who wants to tell you otherwise. We all cook with water, and the circle [audit, positioning, touchpoint management, internal branding, communication, measurement] is more or less the same, even though others may have fancy names for it. We tell it as it is - honest and straight-forward. Maybe it's a German thing.

Nothing off the Shelf
With our four offices and under a dozen people, we're clearly a boutique. Which means that we constantly need to punch above our weight by taking on the big boys. Our advantage: Everything is tailored, individually developed for each client. There are no "off-the-shelf"-solutions, but instead we listen first and recommend later. Quick [but not overnight] and with personal attention.

No Monkey Business
In this small industry - just like in Life - it doesn't pay to cut corners. So when potential clients ask us to pretend we developed their existing positioning [so they can get Government funding], we answer with a smile and a 'No'. When they ask us to inflate the survey numbers to impress the CEO, we politely suggest to work with another consultancy. These days, all brands are well advised to be responsible, transparent and have integrity. It's not just the latest trend - it's also the right thing to do.

I was thinking about our recycling of paper and turning the aircon up a degree and considered adding 'green' to the list. But then I remembered our Nespresso coffee [amazing taste but quite wasteful, as Mr Bodum keeps pointing out] and decided that would not be 100% credible. Not yet.

To a designer who is attempting to carefully redesign our Corporate Identity, I sent a few words:

Modern. Unpretentious. Fun.

Carlsberg
September 1st, 2009
Recently my university classes started again, and in the first session I always do an introduction round, asking my students: Who are you and what's your favourite ad? This time around, quite a few mentioned the recent Heinecken "walk-in fridge"-ad. And rightfully so, since it is funny, has a good idea, a clever quote from pop culture (Sex and the City, The Movie), and is very well executed, down to the small details and movements.

Nobody, however, mentioned the recent Carlsberg ad. Their promise, "Probably the best beer in the world", has been 'evolved' towards "The best beer experience", and for a while they produced some decent ads communicating this message ("Train" during the World Cup, and "Mountain Climbers"). But the latest one, "Passport Control", is just terrible: It lacks an idea, and the execution is boring and cheap. What's with the oversized cabriolet? That, a beautiful female driver and three cold Carlsbergs is the best beer experience? Their agency must try much harder if they want to keep up with Heinecken's 'Cool' factor.

GNC
August 7th, 2009
A discussion with a client who sold health supplements - mainly to women - made us take a closer look at that market. It's a crowded one, with many different brands trying to convince consumers that their specific mix of vitamins is the best and worth the money. It's also a confusing one, with a number of offers that look similar - only a small group of 'expert' consumers will know exactly what to look for on the label. In addition, there have been health scares in this segment in the past - so the power of the brand becomes even more important. Brands - here and elsewhere - make our choices easier and promise quality.
A brand that has got it right in this segment seems to be GNC. They have understood that it is not about the product brands; it's about the mother-brand that supports those products. By choosing a simple, graphic design for their packaging, GNC products look good on the shelf and at home, although my guess is that they appeal more to a male target, due to their design and selection of workout-supplements. But opening their own stores with very well trained staff is definitely the right way to go in a category that needs expertise and explanation. Combine that with a clever membership- and discount-scheme, and you have a formula for a winning brand.

The Price is Right
June 5th, 2009
A recent flu attack had me spend some time at home and watch TV shows that I usually don't see. One of them is 'The Price is Right', and it has really grown on me. An old show, it is currently broadcast in an nostalgic edition, complete with the bright colours, enhanced presenter girls and Drew Carey's thin long microphone. You would think it's ironic, but the enthusiastic crowds don't seem to mind (or notice). Especially Drew Carey: The comedian seems to have the last laugh poking fun at the medium and the format, but keeping it within a mild frame in order not to disturb any real fans. And the fans? For them the format still works - maybe (in times of crisis) better than ever.
It's a simple mechanism: Manufacturers and brand owners give merchandise in order to have it (and their brand name) displayed to a nationwide audience, pushing awareness and top-of-mind. The network gets to produce an inexpensive show, and the fans in the studio get the chance to walk away with a truckload of prizes. So everybody wins, and a lot of fun is had in the process. Consumerism, unchallenged, with a 50s feeling and the promise of an simpler world.

Apple
May 18th, 2009
I love Apple. Our office is 95% Mac. (And we will upgrade the reception soon - after the crisis.) I love the intuitive functionality, the cool looks and - I guess - the brand statement. And it's quite impressive how the brand manages to hold on to their fans - despite compromising on their technology, and even despite the crisis.
Rumour has it that people (especially the younger targets, but then again they are most cushioned) keep on buying Apple products, upgrading their iPods and computers. And the only reason why people like us delay the upgrade of our Macbook Pro is that we are all waiting for the new operating system, Slowleopard, due out shortly.
So here's your recipe for surviving the crisis: BE a brand. BE different. (yes, and Think Different, too) Appeal to a small, exclusive target - then grow that target and keep wowing them. Own an attitude rather than hardware. And get people to JOIN your brand.

Pink Dolphin
May 13th, 2009
Recently I stumbled about an online discussion group on amino acid drinks. With a lot of biological knowledge they discussed what each of the different drinks claims to do and what they are biologically able to do. Overall, they were very sceptical.
But it doesn't matter. It's not what the drink does for you, it's what you think it can do. It's like facecream: you're not sure whether it works, but you put it on every night, because you hope it will work and don't want to run the risk without it. So with a differentiated positioning (which all of these drinks are stuggling to have - from more masculine oriented ones like Gatorade to more female oriented ones like Pink Dolphin) and enough media budget, it should be possible to create that halo that would make people choose your brand.
Throw in a co-operation with the Health Promotion Board (for credibility), and there's your brand, in a rapidly growing drink segment.
You see, branding is not that hard after all.

Crisis Branding
May 4th, 2009
In times like these, I am half surprised how research is the first function that gets cut in many companies. Half - because I understand it's easy to cut and there are no immediate implications. Next in line are branding and advertising. On the other hand, knowing how consumer behaviour changes in times of crisis (are they cutting back, is there any substitution going on, what stories/reasons do consumers need to post-rationalise their purchase) is vital not just to survive the downturn but also to be in pole position for the time after.
We'll be developing a product that would allow marketers to catch a glimpse of changing consumer sentiments, at a reduced cost. Everybody should listen even closer to what consumers say these days - and what better way than to get them in a room and discuss how they feel and how their behaviour changes?

The Club at the Saujana
April 30th, 2009
Every time I visit my client in Shah Alam near KL, I am wondering where to stay. The local offer so far - Sheraton Subang and PJ Hilton which both feel they have been around for 80 years and never been renovated - is disappointing. So in the past I have taken the journey all the way to the centre of KL, to spend a decent night at the Mandarin Oriental or Maya hotel.
On Tuesday, I stayed at The Club at the Saujana in Shah Alam. Both the Club at the Saujana and The Saujana itself are now run by GHM hotels who took over the property from the Hyatt group. (I remember a stay at the then Hyatt Regency Saujana several years ago which was very disappointing - it was a training workshop, booked by our CFO, so in a way to be expected.)
While The Saujana still caters to more budget-conscious travellers and MICE, The Club at The Saujana has been extensively refurbished and can stand its ground against any 5- or 6-star property in Asia. The rooms are spacious and well designed, clean with an Asian touch (by the same designer that did my favourite hotel, The Legian in Bali, also a GHM property), calm and luxurious at the same time. The restaurant serves some great food, the lobby invites for a stay and a Gin'n'Tonic, and the new big pool tempts with a swim, a few steps from my private terrace.
The location - 30 minutes from both KLIA and KLCC - was perfect for my purpose, but even business travellers with meetings in the city should consider this oasis; where else can you wake up to birds singing outside your suite, instead of the sound and smell of cars?

Malaysia Truly Asia
April 30th, 2009
For a moment I was worried - I kept seeing tourism commercials on TV in my Shah Alam hotel room which ended with 'ZOOM Malaysia'. No more 'Malaysia Truly Asia'? Then I googled the phrase and it turns out that ZOOM Malaysia is the new domestic campaign, aimed at keeping Malaysians within the country and highlighting some of their domestic attractions.
The 'Malaysia Truly Asia' campaign still continues overseas, as far as I understand, and that's good. Rarely has a tourism campaign encapsulated such a clear selling proposition (which at the same time is wide enough to allow coverage of different people, locations, events), impressively executed, cutting across all media and - most importantly - not changed over years. This really gave it (together with a catchy tune) a chance to get hardwired in peoples' brains, for years to come. And it's credible since Malaysia has all these amazing landscapes and ethnic groups. (More credible than Malaysian Airlines frequent 'Best Airline', 'Best Cabin Crew' claims)
Maybe with the exception of '100% Pure New Zealand', there are few tourism campaigns so single-minded and relevant. Singapore will be hard-pressed to continue its 'Uniquely Singapore' - campaign over time, given that its strength and charm lies in its mix of cultures and traditions.

NUH
April 27th, 2009
My NUS MBA students presented their campaigns for NUH (Pediatrics) on Friday night - and there were some impressive ideas, seriously presented. When we think about branding, we usually tend to just look at consumer brands - they are the ones most obviously in need of branding. But organisations, governments, NGOs, healthcare institutions - they find themselves competing for business, too, and thus need to differentiate and find a relevant positioning.
'The value of branding is undisputed', the CEO of an education provider told me last week. 'But how would you position our school?' That's why we need to do our homework first; a brand audit will help us identify gaps and barriers, also the 'white space' on the competitive map that is currently not owned by anybody.
As for the hospital - the students did their research well, and came up with many ideas how to increase awareness. But that is relatively easily done, barring budget constrains. The challenge is to find a positioning that is true to the brand, relevant to their targets and setting them apart from all competition. For NUH and all its departments, my idea would be to turn a perceived disadvantage (it's a teaching hospital - will I be treated by inexperienced doctors using me as a guinea-pig?) into an advantage: 'Because we do teaching and research, we know the latest techniques and technologies. We are the Experts with a human touch.'
Expertise inspires trust, and in healthcare that's all that counts.

Garuda
April 22nd, 2009
Another trip to Jakarta, another Valuair flight. Or was it Jetstar? That airline really needs to get its act together as far as brand identity and naming are concerned. Shouldn't be too hard - the product is already there.
And as I am preparing for a meeting with Garuda Indonesia, I am thinking about airline positioning, especially for 'heritage'-carriers. Not easy for them to differentiate, given the parity offers in the segment and the competition they are facing. A good example is my favourite airline, Cathay Pacific. Their new line, 'Great Service, Great People, Great Fares', shows who they are up against: 'Great Service' - yes, they are competing with Singapore Airlines (who own service and have perfected it in a somewhat robotic way) and Thai (who can be great on a good day, terrible on a bad one, both in hardware and software). 'Great Fares' - yes, they are competing with the likes of Jetstar Asia and others who offer many of their regional routes at much reduced prices.
The 'Great People'-positioning is where a differentiator lies. Because the Cathay staff are different: On ground they have the typical Hong Kong friendly efficiency, and in the air they are more personal, more genuine, warmer than the Singapore Girl (or Boy) will ever be. With everything being equal, wouldn't you rather interact with a human being?

Thailand
April 14th, 2009
The one thing that interests me most about the current troubles in Bangkok is the impact this is going to have on the Brand Thailand. The 'Land of Smiles' is in danger of becoming a 'Land of Tanks and Bullets'. With people dying in the streets, tourism (and investment) are going to be hit hard. Someone asked me about what branding can do to help. My answer is: Nothing. At least not right now. Branding can't change perception credibly as long as the 'product' (i.e. the country) is faulty. So for now, it is up to the government and protesters to find a solution and establish a lasting peace.
Some time after that, a branding campaign can be developed - not one that ignores the troubles and goes back to the Land of Smiles immediately, but one that addresses people's concerns (security, stability) and points out how the situation has improved. That - together with some special offers in transport and accommodation - could help to slowly encourage tourists and investors to come back. But people will be suspicious, and it may take a while (a year or two) until visitor numbers will be back to expected levels. So for now branding must wait.

Private Banking
April 8th, 2009
Last Saturday I gave a short talk at the NUS Cerebration-Competition finals, about why 'The Crisis is Good'. It's good for employers (getting a better choice of staff, the cream of the crop, for lower salaries), for consumers (everything's negotiable) and for brands (less clutter, lower media costs). Brands should also look into consumer sentiment right now (what substitution is going on, i.e. who is the new competition, also what stories do they need to give their consumers to allow post-rationalisation). But not many brands are using this opportunity, because the marketing budget is relatively easy and painless (initially) to cut, and some just don't have the money, with marketing budgets related to units sold (spiral of death). After the talk a woman who works in private banking came and asked for advice. To me, banking is of course all about trust, now more than ever. So for a private banking institution, I would move the story away from returns towards safety and experience. If they can demonstrate that they have been prudent in the past and how they can use their experience to keep people's money safe, this could be a relevant positioning in the current situation. Common sense, I know - like so many things in branding.

Health Promotion Board
December 1st, 2008
Saw this TV commercial on Channel 5 about World Aids Day. Lots of celebrities talking about the grim reality of HIV infections, in Singapore and worldwide. And that especially young people fall victim to the virus. Then comes the prevention message: Abstinence and Monogamy. The word 'condom' is not even mentioned. I am shocked how a government unit like HPB can ignore all evidence about which prevention messages work (abstinence does not work as a message, condom-use does). The reason being that Singapore is a conservative society? I would have thought that saving lives comes first.

Brand Blog

13 July 2010

EAST

Once in a while there comes along a hotel that does almost everything right. On a recent trip to Hong Kong, with meetings at Taikoo Place, I decided to try out the relatively new EAST hotel, part of Swire's Island East. I had spent two nights at its big brother, The Upper House on top of Pacific Place some months ago, which was an amazing experience, however unaffordable at the price of HKD 3,888.

EAST, however, is positioned as a fun, much more affordable business hotel, and for the HKD 1088 which I paid, it more than delivered: the rooms are big enough, with amazing views of the harbour, wireless internet is free throughout the hotel (the way it should be), the gym is open 24 hours and they even have an outside pool, rare in Hong Kong. The restaurant offers good breakfast (being in HK, I went out for lunch and dinner), and the jewel of the hotel is its 32nd floor rooftop bar, Sugar. On the terrace it offers affordable drinks, good music and an amazing view of the Eastern part of Victoria harbour - both nights I met friends there they were impressed by the location, views and service.

Talking about location: This may be the only drawback for some when it comes to EAST. Even though its entrance is right opposite exit D1 of Tai Koo MTR station, for those that need to be in the vicinity of shops, Island East is a bit out of the way. But even the taxi ride from Central for just under 70 HKD doesn't take too long, and the facilities and value offered more than make up for it.

All in, Swire has created a fresh, cool brand with EAST (click HERE to find out more), with attention to detail in all touchpoints and a consistent level of service and design - from the rooms to the juices at breakfast to the uniforms. It is a concept that works well for the modern business traveller whose travel budget isn't as big as it used to be, while offering everything that is needed, in style.

11 May 2010

Qatar Airways

We've always been interested in destination branding - and part of that is looking at how you get there, and how the national carrier is doing, especially in competition with so many budget airlines.

A few days ago I went to Bali for a quick trip, and my travel agent offered me a very affordable business class ticket on Qatar Airways. The reason why the ticket was so inexpensive was that they now fly Doha-Singapore-Denpasar, and need to fill the final leg.

I had never tried this airline before, but had heard about their tagline ("World's 5 Star Airline" - is it me or is there a 'The' missing?) and seen their commercials on TV. This carrier is fighting really hard for awareness and visibility - not easy since Middle Eastern aviation is overshadowed by Emirates.

Well, I had a great experience - from the hardware (a seat that transforms into a fully flat bed) to the software (a very attentive cabin crew of different ethnicities) to the food (excellent choices and quality) to the drink (yes, they may be Middle Eastern but they DO serve Champagne) to their entertainment system ONYX (excellent choice of movies and overall more impressive than SIA's Krisflyer).

So this brand is doing a lot of things right: With a consistent look and feel, a single-minded positioning and touchpoint-management that guarantees a good hardware- and software-experience, they should be able to carve out a niche for themselves amongst full-service airlines. They should keep investing into awareness and think about way of overcoming some myths about Middle Eastern airlines ("they don't serve alcohol") that could potantially be a barrier to trial.

25 February 2010

Country Branding: Indonesia

Recently we have been looking at Country Branding as we are developing ideas for an Asian destination. And this week's trip to my Jakarta office reminded me how some countries are not doing themselves any favours when it comes to their positioning.

I love Indonesia and its people, and am always happy to camp out at the impressive Grand Hyatt Jakarta for a few nights, to meet clients, staff and prospects. And judging from the crowds at the Grand Club lounge, business must be good, at least at this hotel on top of Plaza Indonesia.

But my weekly phone-call to Germany reminded me that Indonesia's image overseas is distorted, to say the least. My mother expressed her worry about my trip: "Is it safe?" And my assurances that Jakarta (and indeed most places in this archipelago) is completely safe failed to convince her.

Then, after landing at Jakarta's quaint airport on the first Valuair flight (a good brand, but still confused between Jetstar and Valuair, for regulatory reasons) came the long queue at the "Visa on Arrival" counter. I am at a loss to understand why a country would build three barriers to visiting and doing business here:

1. The long queue (followed by the immigration queue) can cut hours from a business day and - together with the constant traffic jams - reduce the number of possible meetings.

2. The visa - regardless whether the visitor is staying for a day or three weeks - takes up one whole page in the passport, creating the annoyance and cost to frequently apply for a new passport because the pages are used up.

3. The fee of USD 10 for a three-day-stay has just been abolished in favour of USD 25 for up to 30 days, which makes daytrips for quick client meetings more expensive.

What were they thinking? Surely everybody must realise that erecting barriers and thus preventing business from being done must cost the country more than the money they make through the fees?

These days, with country brands competing for visitors and business, they should not just have a clear positioning and a good safety record, they should make it as easy as possible for people to enter and do business - for the benefit of their brand and their people.

4 February 2010

SIA: Still Stuck In A Moment

Some time ago, I wrote an article in MARKETING Magazine about Singapore Airlines'
communication strategy. That was some time after their change of agencies, from Batey Ads to TBWA. My point was that for such a modern airline where the product [A380!], service and offer [Krisworld!] are all cutting edge, the communication seems to be stuck in the mid 70s. And this is true across the line, from old-fashioned TV ads to boring print ads to gold-plated collaterals. I also remarked that it's probably not the agency's fault, but that it's the client who wants their ads in a certain old-fashioned way, including depiction of the Singapore girl as stiff and subservient.

To date, this has not changed. I found this 'Thank You'-ad [for awards won; mind you, not communication-awards] in FAST COMPANY, probably the coolest and most modern business magazine. What were they thinking? My grandmother could have developed a more interesting idea - oh, wait, the ad has no idea at all. The airline really should update the way it communicates, otherwise coming across in this old-fashioned way can really hurt the brand.

7 January 2010

If you don't understand your own brand, you're bound to make mistakes

Recently, two Singapore brands are showing us the importance of understanding your own brand - not just what you want it to stand for, but also how it is actually perceived by your target audience and the general public. This is something we would determine at the beginning of any branding project by conducting a Brand Audit: Engaging the target audience in focus groups, online and one-on-one-questionnaires. And in both cases it shows that if you are unclear about your current reputation, you are bound to do things in communication that can backfire.

OCBC
OCBC is an established Singapore-based bank with a long history. Big, solid and dependable. Recently they have embarked on a new campaign to stress service excellence. It actually permeates every level of the organisation - what you can see on TV is just the tip of the iceberg. And while 'great service' is a bit generic as a positioning [and thus not so differentiating], it's certainly relevant to bank customers. Some of the changes implemented by the bank in recent months [like full service Sunday banking] support the new claim of "It's our Pleasure [to serve you]". So far, so good.

The communication part - judging by the two TVCs that get the most airplay - tries to get the message across in a dramatised format: There is the auntie who gets her monthly stipend wired by the overseas son, and the mum who visits the bank on her birthday and is surprised by the bank staff giving her a birthday cake.

But with perception of the general service of banks quite low, this latest dramatisation is maybe going a bit too far; some viewers find it 'cheesy', others an overpromise. And then there is the case of the blogger who created waves by retelling her experience of walking into an OCBC branch on her birthday and demanding a cake. [click HERE for the story]

When we evaluate communication in my university classes, we look at 'Credibility' which has become very important in recent years. But that is applied to the message [better customer service], not necessarily the execution [customer gets a cake]. Usually, people understand that advertising needs to exaggerate to make a point. But in a situation where the whole industry is facing a disgruntled and critical public, it was probably not such a great idea.

SingPost
SingPost doesn't exactly have the image of being young and cool. Walk into any post office and look at the visual cacophony of materials and offers, the usual flyers, and it comes across as a monopoly that lacks overall positioning and consistency, maybe because there is no competition.

But the SingPost management knows that this may change, so they are looking for opportunities to upgrade their image, make it younger and more accessible to younger targets. This could have been the reason for signing up with the Youth Olympics - and having artists paint letterboxes with slogans and graffiti to "express their creativity". [click HERE for the story]

Good idea, but it did not take into account the current perception of SingPost [making the public think that "this cannot be on purpose because SingPost would never do this"], the situation in Singapore [there is hardly any graffiti] and also the fact that it wasn't marked as part of the Youth Olympic sponsoring campaign, so the message-takeout was one of 'Graffiti on a Letterbox', but not of "SingPost is Young and Creative'. The CEO subsequently apologised - and resigned.

10 December 2009

How We Are Different

In a recent meeting with a friend, she started our talk over coffee with a simple question: "Jörg, why do you think your clients want to work with you, when there are so many other choices? What makes you different?" For a moment, I was taken aback. Exactly the kind of question I would ask a client. But how to apply that to our little Asia-Pacific brand consultancy? Then I tried:

Experience
It's actually quite hard for a client to choose a brand consultant, because - different from, say, an Ad agency where they at least see an idea - on the outset they have very little to go by, and the methodology is similar. So experience [what has this person worked on before, where has he/she worked, are there client references] and likability play a role. So work with us if our cases convince you and if you like us.

No Jargon
Branding is not rocket science - don't believe anybody who wants to tell you otherwise. We all cook with water, and the circle [audit, positioning, touchpoint management, internal branding, communication, measurement] is more or less the same, even though others may have fancy names for it. We tell it as it is - honest and straight-forward. Maybe it's a German thing.

Nothing off the Shelf
With our four offices and under a dozen people, we're clearly a boutique. Which means that we constantly need to punch above our weight by taking on the big boys. Our advantage: Everything is tailored, individually developed for each client. There are no "off-the-shelf"-solutions, but instead we listen first and recommend later. Quick [but not overnight] and with personal attention.

No Monkey Business
In this small industry - just like in Life - it doesn't pay to cut corners. So when potential clients ask us to pretend we developed their existing positioning [so they can get Government funding], we answer with a smile and a 'No'. When they ask us to inflate the survey numbers to impress the CEO, we politely suggest to work with another consultancy. These days, all brands are well advised to be responsible, transparent and have integrity. It's not just the latest trend - it's also the right thing to do.

I was thinking about our recycling of paper and turning the aircon up a degree and considered adding 'green' to the list. But then I remembered our Nespresso coffee [amazing taste but quite wasteful, as Mr Bodum keeps pointing out] and decided that would not be 100% credible. Not yet.

To a designer who is attempting to carefully redesign our Corporate Identity, I sent a few words:

Modern. Unpretentious. Fun.

Carlsberg
September 1st, 2009
Recently my university classes started again, and in the first session I always do an introduction round, asking my students: Who are you and what's your favourite ad? This time around, quite a few mentioned the recent Heinecken "walk-in fridge"-ad. And rightfully so, since it is funny, has a good idea, a clever quote from pop culture (Sex and the City, The Movie), and is very well executed, down to the small details and movements.

Nobody, however, mentioned the recent Carlsberg ad. Their promise, "Probably the best beer in the world", has been 'evolved' towards "The best beer experience", and for a while they produced some decent ads communicating this message ("Train" during the World Cup, and "Mountain Climbers"). But the latest one, "Passport Control", is just terrible: It lacks an idea, and the execution is boring and cheap. What's with the oversized cabriolet? That, a beautiful female driver and three cold Carlsbergs is the best beer experience? Their agency must try much harder if they want to keep up with Heinecken's 'Cool' factor.

GNC
August 7th, 2009
A discussion with a client who sold health supplements - mainly to women - made us take a closer look at that market. It's a crowded one, with many different brands trying to convince consumers that their specific mix of vitamins is the best and worth the money. It's also a confusing one, with a number of offers that look similar - only a small group of 'expert' consumers will know exactly what to look for on the label. In addition, there have been health scares in this segment in the past - so the power of the brand becomes even more important. Brands - here and elsewhere - make our choices easier and promise quality.
A brand that has got it right in this segment seems to be GNC. They have understood that it is not about the product brands; it's about the mother-brand that supports those products. By choosing a simple, graphic design for their packaging, GNC products look good on the shelf and at home, although my guess is that they appeal more to a male target, due to their design and selection of workout-supplements. But opening their own stores with very well trained staff is definitely the right way to go in a category that needs expertise and explanation. Combine that with a clever membership- and discount-scheme, and you have a formula for a winning brand.

The Price is Right
June 5th, 2009
A recent flu attack had me spend some time at home and watch TV shows that I usually don't see. One of them is 'The Price is Right', and it has really grown on me. An old show, it is currently broadcast in an nostalgic edition, complete with the bright colours, enhanced presenter girls and Drew Carey's thin long microphone. You would think it's ironic, but the enthusiastic crowds don't seem to mind (or notice). Especially Drew Carey: The comedian seems to have the last laugh poking fun at the medium and the format, but keeping it within a mild frame in order not to disturb any real fans. And the fans? For them the format still works - maybe (in times of crisis) better than ever.
It's a simple mechanism: Manufacturers and brand owners give merchandise in order to have it (and their brand name) displayed to a nationwide audience, pushing awareness and top-of-mind. The network gets to produce an inexpensive show, and the fans in the studio get the chance to walk away with a truckload of prizes. So everybody wins, and a lot of fun is had in the process. Consumerism, unchallenged, with a 50s feeling and the promise of an simpler world.

Apple
May 18th, 2009
I love Apple. Our office is 95% Mac. (And we will upgrade the reception soon - after the crisis.) I love the intuitive functionality, the cool looks and - I guess - the brand statement. And it's quite impressive how the brand manages to hold on to their fans - despite compromising on their technology, and even despite the crisis.
Rumour has it that people (especially the younger targets, but then again they are most cushioned) keep on buying Apple products, upgrading their iPods and computers. And the only reason why people like us delay the upgrade of our Macbook Pro is that we are all waiting for the new operating system, Slowleopard, due out shortly.
So here's your recipe for surviving the crisis: BE a brand. BE different. (yes, and Think Different, too) Appeal to a small, exclusive target - then grow that target and keep wowing them. Own an attitude rather than hardware. And get people to JOIN your brand.

Pink Dolphin
May 13th, 2009
Recently I stumbled about an online discussion group on amino acid drinks. With a lot of biological knowledge they discussed what each of the different drinks claims to do and what they are biologically able to do. Overall, they were very sceptical.
But it doesn't matter. It's not what the drink does for you, it's what you think it can do. It's like facecream: you're not sure whether it works, but you put it on every night, because you hope it will work and don't want to run the risk without it. So with a differentiated positioning (which all of these drinks are stuggling to have - from more masculine oriented ones like Gatorade to more female oriented ones like Pink Dolphin) and enough media budget, it should be possible to create that halo that would make people choose your brand.
Throw in a co-operation with the Health Promotion Board (for credibility), and there's your brand, in a rapidly growing drink segment.
You see, branding is not that hard after all.

Crisis Branding
May 4th, 2009
In times like these, I am half surprised how research is the first function that gets cut in many companies. Half - because I understand it's easy to cut and there are no immediate implications. Next in line are branding and advertising. On the other hand, knowing how consumer behaviour changes in times of crisis (are they cutting back, is there any substitution going on, what stories/reasons do consumers need to post-rationalise their purchase) is vital not just to survive the downturn but also to be in pole position for the time after.
We'll be developing a product that would allow marketers to catch a glimpse of changing consumer sentiments, at a reduced cost. Everybody should listen even closer to what consumers say these days - and what better way than to get them in a room and discuss how they feel and how their behaviour changes?

The Club at the Saujana
April 30th, 2009
Every time I visit my client in Shah Alam near KL, I am wondering where to stay. The local offer so far - Sheraton Subang and PJ Hilton which both feel they have been around for 80 years and never been renovated - is disappointing. So in the past I have taken the journey all the way to the centre of KL, to spend a decent night at the Mandarin Oriental or Maya hotel.
On Tuesday, I stayed at The Club at the Saujana in Shah Alam. Both the Club at the Saujana and The Saujana itself are now run by GHM hotels who took over the property from the Hyatt group. (I remember a stay at the then Hyatt Regency Saujana several years ago which was very disappointing - it was a training workshop, booked by our CFO, so in a way to be expected.)
While The Saujana still caters to more budget-conscious travellers and MICE, The Club at The Saujana has been extensively refurbished and can stand its ground against any 5- or 6-star property in Asia. The rooms are spacious and well designed, clean with an Asian touch (by the same designer that did my favourite hotel, The Legian in Bali, also a GHM property), calm and luxurious at the same time. The restaurant serves some great food, the lobby invites for a stay and a Gin'n'Tonic, and the new big pool tempts with a swim, a few steps from my private terrace.
The location - 30 minutes from both KLIA and KLCC - was perfect for my purpose, but even business travellers with meetings in the city should consider this oasis; where else can you wake up to birds singing outside your suite, instead of the sound and smell of cars?

Malaysia Truly Asia
April 30th, 2009
For a moment I was worried - I kept seeing tourism commercials on TV in my Shah Alam hotel room which ended with 'ZOOM Malaysia'. No more 'Malaysia Truly Asia'? Then I googled the phrase and it turns out that ZOOM Malaysia is the new domestic campaign, aimed at keeping Malaysians within the country and highlighting some of their domestic attractions.
The 'Malaysia Truly Asia' campaign still continues overseas, as far as I understand, and that's good. Rarely has a tourism campaign encapsulated such a clear selling proposition (which at the same time is wide enough to allow coverage of different people, locations, events), impressively executed, cutting across all media and - most importantly - not changed over years. This really gave it (together with a catchy tune) a chance to get hardwired in peoples' brains, for years to come. And it's credible since Malaysia has all these amazing landscapes and ethnic groups. (More credible than Malaysian Airlines frequent 'Best Airline', 'Best Cabin Crew' claims)
Maybe with the exception of '100% Pure New Zealand', there are few tourism campaigns so single-minded and relevant. Singapore will be hard-pressed to continue its 'Uniquely Singapore' - campaign over time, given that its strength and charm lies in its mix of cultures and traditions.

NUH
April 27th, 2009
My NUS MBA students presented their campaigns for NUH (Pediatrics) on Friday night - and there were some impressive ideas, seriously presented. When we think about branding, we usually tend to just look at consumer brands - they are the ones most obviously in need of branding. But organisations, governments, NGOs, healthcare institutions - they find themselves competing for business, too, and thus need to differentiate and find a relevant positioning.
'The value of branding is undisputed', the CEO of an education provider told me last week. 'But how would you position our school?' That's why we need to do our homework first; a brand audit will help us identify gaps and barriers, also the 'white space' on the competitive map that is currently not owned by anybody.
As for the hospital - the students did their research well, and came up with many ideas how to increase awareness. But that is relatively easily done, barring budget constrains. The challenge is to find a positioning that is true to the brand, relevant to their targets and setting them apart from all competition. For NUH and all its departments, my idea would be to turn a perceived disadvantage (it's a teaching hospital - will I be treated by inexperienced doctors using me as a guinea-pig?) into an advantage: 'Because we do teaching and research, we know the latest techniques and technologies. We are the Experts with a human touch.'
Expertise inspires trust, and in healthcare that's all that counts.

Garuda
April 22nd, 2009
Another trip to Jakarta, another Valuair flight. Or was it Jetstar? That airline really needs to get its act together as far as brand identity and naming are concerned. Shouldn't be too hard - the product is already there.
And as I am preparing for a meeting with Garuda Indonesia, I am thinking about airline positioning, especially for 'heritage'-carriers. Not easy for them to differentiate, given the parity offers in the segment and the competition they are facing. A good example is my favourite airline, Cathay Pacific. Their new line, 'Great Service, Great People, Great Fares', shows who they are up against: 'Great Service' - yes, they are competing with Singapore Airlines (who own service and have perfected it in a somewhat robotic way) and Thai (who can be great on a good day, terrible on a bad one, both in hardware and software). 'Great Fares' - yes, they are competing with the likes of Jetstar Asia and others who offer many of their regional routes at much reduced prices.
The 'Great People'-positioning is where a differentiator lies. Because the Cathay staff are different: On ground they have the typical Hong Kong friendly efficiency, and in the air they are more personal, more genuine, warmer than the Singapore Girl (or Boy) will ever be. With everything being equal, wouldn't you rather interact with a human being?

Thailand
April 14th, 2009
The one thing that interests me most about the current troubles in Bangkok is the impact this is going to have on the Brand Thailand. The 'Land of Smiles' is in danger of becoming a 'Land of Tanks and Bullets'. With people dying in the streets, tourism (and investment) are going to be hit hard. Someone asked me about what branding can do to help. My answer is: Nothing. At least not right now. Branding can't change perception credibly as long as the 'product' (i.e. the country) is faulty. So for now, it is up to the government and protesters to find a solution and establish a lasting peace.
Some time after that, a branding campaign can be developed - not one that ignores the troubles and goes back to the Land of Smiles immediately, but one that addresses people's concerns (security, stability) and points out how the situation has improved. That - together with some special offers in transport and accommodation - could help to slowly encourage tourists and investors to come back. But people will be suspicious, and it may take a while (a year or two) until visitor numbers will be back to expected levels. So for now branding must wait.

Private Banking
April 8th, 2009
Last Saturday I gave a short talk at the NUS Cerebration-Competition finals, about why 'The Crisis is Good'. It's good for employers (getting a better choice of staff, the cream of the crop, for lower salaries), for consumers (everything's negotiable) and for brands (less clutter, lower media costs). Brands should also look into consumer sentiment right now (what substitution is going on, i.e. who is the new competition, also what stories do they need to give their consumers to allow post-rationalisation). But not many brands are using this opportunity, because the marketing budget is relatively easy and painless (initially) to cut, and some just don't have the money, with marketing budgets related to units sold (spiral of death). After the talk a woman who works in private banking came and asked for advice. To me, banking is of course all about trust, now more than ever. So for a private banking institution, I would move the story away from returns towards safety and experience. If they can demonstrate that they have been prudent in the past and how they can use their experience to keep people's money safe, this could be a relevant positioning in the current situation. Common sense, I know - like so many things in branding.

Health Promotion Board
December 1st, 2008
Saw this TV commercial on Channel 5 about World Aids Day. Lots of celebrities talking about the grim reality of HIV infections, in Singapore and worldwide. And that especially young people fall victim to the virus. Then comes the prevention message: Abstinence and Monogamy. The word 'condom' is not even mentioned. I am shocked how a government unit like HPB can ignore all evidence about which prevention messages work (abstinence does not work as a message, condom-use does). The reason being that Singapore is a conservative society? I would have thought that saving lives comes first.