How Kodak got it wrong

Make sure your brand is adaptable.  It needs to grow with the business and the market.

Topic – Brand YOU

Mentor – Rob Ward

  • Make your brand agile
  • Consistence without becoming stale
  • A dynamic change can change your audience

Property Management Matters with Tara Bradbury – The missing element in goal setting – do you know what it is?

 

Transcript:

Kevin:   This week, we’re talking about brand. Rob Ward from Di Jones is my special guest. Welcome back to the show again, Rob. Could we talk about where you see brands go wrong? Yesterday we just touched briefly on that kodak brand, where they went wrong. I guess that’s an example. Where else do you see people go wrong with brand?

Rob:   Well, I think brands, they need to be agile. A lot of brands fail to change and adapt as time goes on. Certainly one of the challenges for the Di Jones brand has to be adapt and change and evolve with the marketplace and the consumer. When you think about when it started 26 years ago, the market is very different. There’s been a lot of technological influences come through. The consumers are a lot smarter. They know perhaps more information about property than we did 26 years ago, so we’ve had to adapt, evolve, change, and be agile. That’s a really key thing, but at the same time, keeping consistency. I know that seems strange, Kevin, being agile and consistent, but the two things, you have to make sure you have both.

Kevin:   Yeah. I was going to ask you that, because you took away my question. You’re talking about agile and evolving. Yesterday you mentioned consistency as playing a very big part in it. How do you get that balance right?

Rob:   Well, I think first of all, the consistency, let’s take a brand for example. Let’s take the Di Jones brand. If we kept the same logo from 1992, perhaps the impression might be that we’re a little bit dated, that we haven’t changed, so we went through two years ago investing in a complete rebrand and taking it outside the box. It was a square logo, and really tried to change the look and the feel of it. We actually changed the Di Jones blue colour that’s associated with Di Jones to really update it, give it a modern, fresh approach. That’s just so our internal and external stakeholders aspire to be part of the brand, but if we hadn’t changed it, the view would be that we’re stale and old, but at the same time, whilst it’s important to evolve in that particular example, it’s also consistency is very important. People still need to be able to identify that that stands for your company, so they can easily identify, “Yep, I know Di Jones. I know what they stand for. I know what their brand promises, what their values are, and I can expect them to consistently deliver that experience,” so there’s some trust built there.

Kevin:   Is there a risk when you change the logo, you change the colours, that you change how people feel about your brand? I know we identified, yesterday that it’s more than a name and a logo, but how does it impact?

Rob:   Well, absolutely if the change is quite dramatic, it can change the audience you are targeting. I personally love blue, and they reckon blue’s one of the most trustworthy colours. It’s really interesting if you Google what colours can mean. It’s important to understand that before you start going out and developing a brand. What are you trying to stand for and what do the colours and logos and what you’re trying to represent, what are you actually saying to the marketplace?

Kevin:   You touched earlier on evolving. The brand has to evolve. At some point, it needs to be created. So, do you create it and then it evolves or does the creation come out of the evolution? Does that make sense?

Rob:   It does. I think you probably need to understand as a business where you want to go first and the type of people you want to attract both internally and externally. So, not only employees, staff that work inside your organisation, what are the values of your business, but also externally, the clients or customers that you want to attract, because not every customer is the right person for your business. In that way, if you understand what you stand for, you then stand to be unique in a way. You can be very clear on the direction of the company and you can form your brand around that.

Rob:   I think the most important thing, though, is to understand with branding is that whilst there’s a logo and there’s a brand, advertising, whether it be in the TV, the radio, the newspaper, that expresses your brand to your marketplace. It tells your story and then inside your business is the staff enable that for you and your customer delivery team, in this case, real estate agents and your customer-facing part of your business, they actually realise the promise. A lot of brands miss that.

Kevin:   Two really important aspects you’ve touched on here today that I want to unpack a little bit more later in the week. That is the questions to help you build your brand, what sort of questions do you ask, and also I want to talk to you about marketing and brand, how should they work together. Rob, we’ll talk again tomorrow morning. It’s a very interesting subject and can see how talented you are at talking about brand as well. Thank you very much for your time. We’ll talk to you again in the morning, Rob.

Rob:   Thanks, Kevin.

 

2 thoughts on “How Kodak got it wrong

  1. Switched on citizen says:

    That was not one of your best segments Kevin
    esp the brand agility interview.
    I listen to your segments and this one isn’t one to share wit the team.

    Frankly, don’t think your q even got answered by Rob. Throwing words in a sentence evolution, agility, consistency and not backing it with demonstrable examples are just empty promises. I can get that from a google bar.
    Game over

    1. Thanks for the feedback. We are always looking to improve and welcome all feedback – good and bad! Hope we don’t lose you! Kevin

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