Category: Branding
Barack, Hillary, Huckabee, McCain: Presidential Brandidates
If we were to analyze the current presidential race more like a product with a marketing goal versus a politician with an agenda – who has the most compelling brand? Which one of these “Brandidates” is doing the best job at delivering their message to the marketplace? Effectively creating a point of difference, cutting through the clutter and converting consumers?
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A presidential campaign is no different than classic brand marketing strategy:
- Create awareness
- Develop understanding
- Gain preference and establish advocates
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They all have value propositions and taglines, integrated communication strategies, target markets and even logos. So, when all things are equal in the brand asset bank, what really positions a “Brandidate” for success? I think it’s the classic attribute – emotion. All great brands connect emotionally with their consumer. There is authenticity, delivered consistently in a compelling manner. If you were to think about it like this, which “Brandidate” has the best chance to be number with market share, retention rates, unaided awareness, and brand advocacy – the holy grail of marketing?
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How far would you go to protect the integrity of your brand?
How far would you go to protect the integrity of your brand? Would you be willing to walk away from millions of dollars of potential sales? Would you turn your back on a channel that would get your product in nearly 4,000 stores across the country? Would you go to unprecedented lengths to ensure the tradition, product quality and personal service your customers associate with your brand remain at the very highest levels? Jim Wier did.
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Wier is a former VP with lawn equipment maker Simplicity, owners of the Snapper brand. When faced with the prospect of helping Wal-Mart build their outdoor power equipment business around Snapper, Wier instead decided to pull his mowers from Wal-Mart’s shelves.
Pretty gutsy move. But Wier understood the history and tradition of the Snapper brand, the company’s ruthless commitment to product quality and its dedication to unparalleled customer service which was entrusted to a network of more than 10,000 independent dealers. He also understood that those people who were passionate about mowing their lawns and who took great pride in its appearance wanted, needed, the very best brand experience.
Charles Fishman’s January, 2006 Fast Company article, “The Man Who Said No to Wal-Mart”, is a classic. It is a must-read for anyone who is entrusted with caring for and nurturing a brand and the customers who are passionate about it. Read it here
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