Archive for January, 2010

25
Jan

The rise of community bank brands


The customers of George Bailey’s “wonderful old building and loan” rallied to defend it from the money-grubbing Mr. Potter in It’s A Wonderful Life.

Although the circumstances are different, small banks across the country are attempting to arouse the same kind of passionate community support. Hoping to attract consumers angry and disgusted with big banks due to the Federal bailout, the huge bonuses, and the arrogance in general, community banks are urging big-bank customers to switch accounts to them.

The New York Times reports a number of local uprisings:

  • a credit union in Texas running a campaign, “Real Texans bank locally.”
  • a single-engine plane, hired by a small Colorado bank, towing a banner over a Rockies’ game, reading “This is the closest thing we have to a private jet.”
  • a credit union in Washington running an ad that asks, “Why should your bank’s CEO get a golden parachute while the rest of the bank nosedives?”
  • a consortium of banks in Ohio advertising together as The Community Bank Connection, where “Every banker knows your name.”

Hundreds of community banks and credit unions from around the country have combined their marketing budgets for a campaign created by BancVue, a marketing consulting firm. It promotes a variety of products and services under one cryptic brand name, “Kasasa.” The joint effort is aimed at attracting deposits from large institutions.

Arriana Huffington of The Huffington Post and some friends set up Move Your Money, a grassroots campaign encouraging customers to switch their accounts. (They produced the attached mashup of It’s A Wonderful Life.)

Is it working? Yes, according to The New York Times. “So far, the campaigns appear to be helping banks attract new customers. According to an analysis by the Independent Community Bankers of America, small banks were the only segment of the industry to show growth in net loans and leases in the second quarter.”

Likewise, Bancvue reports significant success from its pilot campaign in ABA Banking Journal.

Once, the big-bank brands of Wall Street seemed the trustworthy haven for one’s savings. Now, for many, small banks look like the safer choice.

Do you believe a fundamental shift in where people bank is occurring?

Will the big banks eventually earn back the public’s faith?

Will the small banks sustain any advantage?

And most importantly, will you move your money?

20
Jan

Warning: Your brand is being commoditized!

istock_000003731595xsmallRemember the old days when coffee was a commodity? We may be headed there again.

Starbucks, with its expansion in 1987, revolutionized how we drink and think about coffee. It convinced us to buy whole beans instead of grounds. It familiarized us with espresso, cappuccino and latte. It introduced us to an American version of the European café experience.

Following Starbucks’ success, imitators, such as Caribou, The Coffee Beanery, and others, proliferated. McDonald’s, feeling the heat, changed its bean, ran a “Four bucks is dumb” campaign, and added its McCafé lineup. Tim Hortons and Dunkin’ Donuts followed suit. Now, Speedway is on the attack with less expensive, make-it-your-way coffee beverages.

Although these are very diverse retail models targeting different audience segments, they are clearly all responding to and offsetting the influence of the Starbucks’ brand experience.

It happens in every category.

No matter how hard a successful brand works to be different, it’s competitors are working just as hard to cash in by replicating it. Commoditization is a never-ending reality. It makes products and services indistinguishable and interchangeable. It levels the playing field after a brand has built a lead.

And yet there are some iconic brands that, despite competitive copycatting, manage to sustain their long-term “ownership” of a differentiator in the minds of consumers. Brands such as ESPN, Mountain Dew, Google, Volkswagen, Quaker Oats, Nike, Harley-Davidson, and Apple. How do they do it?

As discussed in a recent post, tangible advantages can quickly and easily be duplicated. Beyond the tangibles, strong brands have succeeded at bonding with their customers around an intangible attribute.

Starbucks’ defense against commoditization may not be the quality of it’s coffee, but rather the warm, comfortable, friendly intimacy it has created around the coffee-drinking experience. Is this an advantage they can sustain?

12
Jan

Imagine if every brand was as honest as Domino’s


In its new campaign, Domino’s ‘fesses up to having served “crust like cardboard” and “sauce like ketchup” for years. Then it asks pizza lovers to forgive, forget, and try its new recipe.

“By doing that they are basically saying, ‘We’ve been shoveling you crap for years and now we want you to trust us,’” says Kelly O’Keefe, managing director of the Brand Center at Virginia Commonwealth University, in an Associated Press story.

Or like your partner saying, “I cheated on you, but now I’d like to try to make it work.”

Could other brands benefit from this confessional approach? These, for example?

GM: “When we heard that what you really want are well-designed, fuel-efficient cars that are affordable and fun to drive … well, frankly, it was hard to face. But now, after working night and day, we’ve changed everything. We think you’re going to be surprised.”

American Airlines: “We’ve made you wait in long lines, pay for your luggage, sit on the tarmac for hours, and miss your connecting flights. But learning how you felt about it hit us right in the heart. Now, we’ve completely reinvented ourselves. It’s what being great is all about.”

Budweiser: “As you have switched your taste preference to microbrews and imports, we have had to accept the criticism that our beer is watery and flavorless. Even after brewing it that way for generations, there comes a time when you have to step up, face reality, and make a change. That’s what we did. We can’t wait for your reaction to our new flavorful beer.”

NFL: “You told us our athletes play like they don’t care. Let’s face it — they’re spoiled. We pay them too much money and they spend it all on drugs, sex, and toys. That’s why we’ve decided to go back to the basics and air high school games instead. Unpaid players playing solely for the love of the sport –  you won’t believe the difference! It’ll put excitement back into the game. Check it out this Friday night!”

Which other brands should ask you for a second chance?

05
Jan

Why intangibles are the more sustainable competitive advantages

chaosOnce upon a time it was possible to differentiate a product or service by having a tangible advantage. “Tangible” means it can be seen, heard, tasted, smelled, or touched. Like a more powerful engine. A sleeker design. A secret recipe.

The problem with tangible advantages is, with today’s technology, they can quickly and easily be replicated. Companies that base their brand essence solely on material differences struggle to keep a step ahead of competitors.

Apple is a case in point. Known for its innovative technology and design, Apple commands worldwide attention with every new product announcement.

Yet Apple’s innovations are quickly duplicated. Copycat brands, by eliminating tangible advantages, tend to commoditize a category and cause consumers to buy based upon price alone.

As a result, the iPhone competes for market share in the smartphone category with numerous manufactures, such as HP, HTC, Motorola (Droid), Nokia, Palm, Research In Motion (Blackberry), Samsung, Sony Ericsson, and others.

Same with the iPod. Revolutionary in design, it faces competition from Archos, Coby Electronics, Cowon Systems, Creative, iRiver, Microsoft, Philips, RCA, Samsung, SanDisk, Sony and scores more digital audio player makers.

However, while the competitors play catchup, what Apple can and does sustain is an intangible competitive advantage: friendliness.

Based upon its design philosophy of making technology simple and easy to use, Apple has positioned itself as the friendly brand of personal technology. This brand essence is well portrayed by the approachable and laid-back character Mac in Apple’s TV spots.

Another case: FedEx differentiated itself by offering overnight package delivery in 1973. At the time, it owned the category. Now it competes with UPS, Airbourne, DHL, Emory, and the U.S. Postal Service. It’s initial advantage was matched by competitors.

FedEx didn’t sustain an advantage based upon delivering overnight. What it did sustain is reliability.

In each case, the intangible brand essence is perceived by customers as creating superior value and thus serves as an obstacle to competition.

Imagine, as a competitor, attempting to be more reliable than FedEx or friendlier than Apple.




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