I received yet another junk fax today, which I believe are not permitted under the Telecommunications Act. My enquiries to Telecom suggest that this is the case.
This time, itâs a well known business based in town and in the Hutt. And you know what? Iâve now made a mental note not to go there. Unless they and these other junk faxers want to pay for the film and paper they use up. Because my giving them even more money is now an offensive idea.
A couple of years back, I outed a company that turned out to be an old friendâs. We patched up our differences (I would be happy to frequent his business given that his really quick response to show he gave a damn, and he has ceased this practice), though in the process we discovered that these fax lists date back to the early 1990s.
Thatâs right: they are as old as surgically enhanced parts of Demi Moore.
The usual defence is that anti-spam legislation in New Zealand does not extend to junk faxes, but what that paragraph does not tell you is that unsolicited, nuisance faxes fall under another law. From what I understand, faxes, too, have to be solicited.
When you are using someone elseâs resources, beyond their time, to get your message to them, the balance feels wrong. By all means, send me stuff in the post, and pay for your own paper. Asking me for money when you are already wasting it with a junk fax is more arrogant than any form of topâdown marketingâand separates buyer and seller more firmly into âusâ and âthemâ.
Archive for the ‘marketing’ category
Did I mention I dislike junk faxes?
08.03.2010Tags: Aotearoa, fax, law, marketing, New Zealand, telecommunications
Posted in New Zealand, business, marketing | No Comments »
Funny how the war keeps coming up
05.03.2010I could guess the entire storyline but my goodness, I still think this is hilarious. (Courtesy Chris Young at C7 Design in New Plymouth.)
Tags: 2010, advertising, commercial, FIFA, football, Germany, humour, marketing, South Africa, TV, TVC, UK, World Cup
Posted in TV, UK, humour, marketing | 2 Comments »
Trading identities in the personal branding space
05.03.2010The day the current mayor, Kerry Prendergast, announced her intention to stand for a fourth term, I was asked by a few media colleagues what I thought. The wittiest reply I gave to Salient, as it was an email interview, and I seem to be cheekier in writing than I am in speaking. I wonât spoil it yet, but letâs just say one learns an awful lot from television.
This morning was a very good start to the day, giving a guest lecture at my Alma Mater, Victoria University, thanks to my friend Helen Baxter, who has begun teaching there. In fact, I taught out of the same building in 2000 when the campus was shared with Massey University, and the A on the front was not mounted backwards (typography students must have taken note by now).
One thing I hit upon, and I donât think I have shared with readers, is the concept of personal branding taking on corporate behaviours. We know that corporations and countries have been swapping roles a bit in the 1990s (Wally Olins wrote a book on it, called Trading Identities), but I donât think it has been properly addressed at the personal sphere (corrections welcome).
We have corporations trying to look mean and responsive, and speak with a personal voiceâthe One principles that Stefan Engeseth has talked about, and the idea of one-to-one from Christian Grönroos. They are trying to look like individuals, so the person in charge of the Tweetstream is the âvoiceâ of the organization.
Meanwhile, people are becoming aware of branding themselves, of differentiating who they are, and finding the right things to align with in order to make themselves employable. Of course, such efforts must still remain authentic, as we can see through the spin, but it would not surprise me if the nascent ideas of personal branding in the 1990s become formalized in to whole courses on personal brand management.
I refer not just to styling, of course, but making sure embarrassing stuff is taken off Facebook (I believe my words were along the lines of, âBy all means, party and show youâre human. But photos of you doing a powerchuck: maybe notâ), of figuring out what your vision is from a very early stage, of engaging with your audiences, and, if I may be so bold, living your brand as part of living your life.
The cynic in me recognizes that last phrase sounds dodgy because it cheapens the whole experience of life into a brand event, which is not precisely what I mean. But it is important to have some idea of a personal direction in mind and doing things that are compatible with that. This is, in some respects, no different to some of the self-help claptrap out there, explained in corporate branding language as opposed to spiritual fulfilment.
However, itâs not altogether a bad way to think. Iâm willing to bet some of us have done exactly this, perhaps unconsciously or informally. We all have some purpose, some raison dâĂȘtre, and whether we like thinking about it in branding terms or some other method is up to us. Brand, at least, provides a framework and some boxes to tick, and if they help people get a personal advantage and get the job of their dreams, then why not?
Note to self: Keeley Hawes jokes work a lot better with heaps of Brits or Anglophiles in the room.
PS.: I got one post-lecture question, to which the answer is: yes, I am the guy opposing the liquor ban.âJY
Tags: 2010, academia, Aotearoa, branding, Christian Grönroos, Helen Baxter, humour, Jack Yan, mayoralty, New Zealand, personal branding, politics, Stefan Engeseth, Sweden, TV, UK, Victoria University of Wellington, Wally Olins, Wellington, Whanganui-a-Tara
Posted in New Zealand, Sweden, UK, Wellington, branding, business, humour, marketing, politics | No Comments »
Saab promises new generation of cars will have original DNA
26.02.2010Rumour has it that the new Saabâa small car (finally)âwill resemble the ur-Saab, the 92. In fact, inside Saab, it has the codename 92.
Where have I heard this one before? I know. Stefan Engesethâs Detective Marketing, 2001 edition. And from what I understand, since in 1999 I could not read much Swedish, it featured in the original Swedish edition, too.
While I am no fan of retro design, a modern one that has strong inspiration from Saabâs roots could go down well with the marketâespecially if the new 9-1 model had some advanced, non-fossil-fuel powertrains.
A car tied to Saabâs roots as an airplane manufacturer could reinvigorate passion for the brand in the same way as the Jaguar mascot unveiling under John Egan in the 1980s. And new boss Victor Muller, CEO of Spyker, has wasted no time getting Saab loyalists excited about the brand again. He has not set his sights on brand-new customers: he wants the old Saab buyers back.
While it might have Opel underpinnings, it at least gets Saab into the European premium compact car game, one which GM denied it, probably due to overlap with its mainstream brands. It was an opportunity missed as BMW, Audi and others broke in to the compact and supermini game.
I know at least one Swede who finds Mullerâs promises exciting, and I sincerely hope to be proven wrong when I expressed doubts about bringing a 40,000-sales-per-year company back from the brink. Below is the announcement of Spyker finalizing its purchase (via Detective Marketing).
When he talks about âDNAâ, Muller really means brand: it will rediscover and redefine that brand and its entrepreneurial spirit, using it to fuel the corporate culture, and having that drive product quality, R&D and other functions. If he succeeds in reaching his 100,000-per-year goal, then we can say that brand loyalty was a huge driver.
His first announcement alone has been praised, Saabâs 100-day plan gives distributors and loyalists some certainty, and the folks in this video actually look enthusedâalready this is not like a tired, Rover-style attempt at getting the company back on its feet, even if the annual salesâ figures are far worse than what the English company had prior to its collapse.
Tags: 2010, brand, brand strategy, branding, car industry, cars, corporate culture, leadership, management, Saab, Spyker, Stefan Engeseth, strategy, Sweden, TrollhÀttan, values
Posted in Sweden, branding, business, cars, culture, design, leadership, marketing | No Comments »
Beyond Branding Blog removed from Blogger today
23.02.2010
As of tonight, the Beyond Branding Blog, where I first cut my teeth blogging, is no more.
The posts are still there, but no further comments can be entered on to the site. The nearly four years of posts remain as an archive of some of our branding thought of that period.
The blog had a huge number of fans in its day, but as each one of us went to our own blogs, there seemed little need to keep it going. Chris Macrae and I were the last two holding the fort in late 2005. Since January 2006, no new posts have been entered on to the site. No new comments have come in a year.
Googleâs announcement that it would end FTP support for blogs in May spurred me into action, and I advised the Medinge Groupâs membership this morning that I would take it off the Blogger service.
I altered the opening message to reflect the latest change.
I was very proud of the blog, because it was the first one I was involved in. It was also the first I customized to match the look and feel of the rest of the Beyond Branding site, which I designed in 2003. While the design is one from the early 2000s, it has not dated as much as I had expected.
Beyond Brandingâs core message of transparency and integrity remains valid, so while the blog is no longer updated, I think the book remains relevant to the 2010s.
Tags: 2000s, 2003, 2006, Beyond Branding, Blogger, blogging, blogosphere, book, branding, Chris Macrae, design, Google, integrity, Jack Yan, Johnnie Moore, publishing, the Medinge Group, Ton Zijlstra, transparency, web design, writing
Posted in branding, business, design, marketing | No Comments »
Toyota’s troubles stem from forgetting its principles
06.02.2010
I was surprised to learn that Toyota still has not issued a worldwide recall of its troublesome Prius NHW30 model, even though one had gone out in New Zealand.
In laymanâs terms, the brakes allegedly donât work when you want them to. In more complex terms, the software has trouble distinguishing between different types of braking, and drivers may experience a delay in âpedal feelâ.
I was always a bit sceptical about the recalls over the unintended acceleration, given that the last time I heard those words, they were in relation to a falsified report from CBSâs 60 Minutes, a show known to me for making up stories (Killian memoranda, anyone?). Hearing them again, I thought it was just another excuse for the clumsy driving of a few individuals who couldnât figure out where the accelerator was (which was what happened with Audi in the US). But it seems this matter has been around for a long time, and recalls were being done even last year.
But the Prius matter, something that has not come under a global recall, appears more serious than carpets getting in the way, which is the problem behind the unintended acceleration complaints. AFP reports:
The Transport Ministry has received some 80 complaints in February about malfunctions in the brake system of the latest model of the flagship Prius, the Tokyo Shimbun reported without quoting sources.
Five of them were actual crashes in which the drivers claimed the brakes did not work properly, the daily said, adding that the ministry would urge the company to launch an investigation.
It was not possible to immediately confirm the report.
Already Toyota has been berated by top management for going too far from its core principles by its honorary chairman, Shoichiro Toyoda. The company had been trying to sell big cars in China during the financial crisis, and spent a good part of the 2000s developing large pick-up trucks for the US market. Bloomberg reported last June that a meeting was called:
Shoichiro scolded the president [Katsuaki Watanabe] for being so anxious to boost sales and profits that heâd let Toyota emulate now bankrupt General Motors Corp. and Chrysler LLC. Toyota had become addicted to big, expensive cars and trucks and had forgotten the customersâ need to save money, Shoichiro said, according to the personâs account.
In other words, Toyotaâs culture has been suffering, and we all know what happens when salesâ volume and profit are pursued at the expense of quality or engineering. (Ask Mercedes-Benz.)
Toyota may be an example where too many niches were created, simply to get consumers in the showroomsâand now thatâs coming to bite it on the rear end. Having too many niches has one immediate drawback: consumers no longer understand the structure of the range. Is the small car the iQ, Ist, Vitz, Porte, Belta or Passo? Do I move from that to a Corolla, Auris, Blade, Corolla Rumion, Probox, Raum, RAV4 or wotsis?
The mistakes are understandable in some ways. Toyota had to create more new models as attention spans shortened. While a car might be able to be presented as ânewâ for two years in the Japanese market 10 years ago, consumers expect something else within half a year. To fund this appetite, the company looked for ways to maximize profits in every marketâwith the US one fuelled by bigger and bigger vehicles. It had to take costs out of cars, especially with electronics (by combining as many functions on to one system as possible) and architectureâand it may be these areas where the Prius suffered.
But no company can really afford to pursue too many nichesâMazda overextended itself in the late 1980s and early 1990s, as did Nissan in the early 1990sâwhen times are tough. Toyota should have forecast a downturn, as many business experts did. The question that the company needs to ask itself is: what made it so blind in the 2000s?
Even ignoring the idea of unintended acceleration for now, Toyota ends the lunar year on a low. It will always have its diehard followersâthere are many models not affected by these issuesâbut the company must refocus its brand for the New Year toward its traditional principles. There is every sign the company knows that, with Akio Toyoda, the founderâs grandson, now at the helm, and doing spot checks down on the production floor. (Iâd rather Toyota have someone like that than a âcelebrity CEOâ who gives good press. The era of the celebrity boss is over for now.) It is simply a pity that the company did not get on to its mounting problemsâthere are claims that unintended acceleration reports began surfacing with Toyotaâs Lexus ES model as early as 2004âsooner.
Few buy a Toyota because the cars make oneâs heart beat faster. They are a default choice for many people who want the simplest conveyance from A to B. Akioâs job has been reminding his own team of that, and reinstituting the âToyota Wayâ and kaizen, terms that many of us who went to business school during a certain era recall.
Tags: brand, brand equity, car industry, cars, Japan, leadership, management, marketing, marketing strategy, media, New Zealand, niche strategy, perceived quality, recall, safety, technology, Toyota, USA
Posted in New Zealand, USA, branding, business, cars, culture, leadership, marketing, media, technology | 4 Comments »
On the subject of copying
03.02.2010Saw this old Mikado commercial a few days back:
and, after searching on YouTube, it appears that it was repurposed in Germany for a completely different product. Either that, or this came first:
The top one seems to work better, probably because of the idea we have about conservative Japanese management.
Any idea which is the earlier?
Tags: advertising, France, Germany, marketing, TV, TVC
Posted in TV, humour, marketing | No Comments »
When Facebook robs you of having a profile pic
29.01.2010I will have more from my Swedish and French tour soon, but I will say that I had a marvellous time in Malmö and Lund on my first day in Sweden (especially getting a feel for Lundâs environmental programmes), Kristianstad and Hassleholm on my second, and on my return to Stockholm. A big-up to Stefan Engeseth and all the marketing and theatre groups who made me feel like a visiting dignitary. Paris, from where I write, has been wonderful to me once again, and it was wonderful joining my colleagues at the Medinge Group for Brands with a Conscience 2010.
I also owe Facebook visitors an explanation on why I do not have a profile picture. The simple answer is that Facebook does not work, and I guess no one at Facebook has tested the software. Again.
I select a photo from my album, right? The link I use is the one below:

Then, presumably, I choose the photograph I want:

I then ask Facebook to make this my profile picture with the link down the bottom right:

To which Facebook confirms my choice:

Only thing is, this doesnât work. Hereâs Facebookâs response to that confirmation:

Not particularly useful. Sure enough, it removed my prior photograph and this is what I see:

We have become so used to using Facebook as our badges or masks, showing the world who we are. The inability to do something that everyone else can makes one feel very incomplete. In some cases, we feel Facebook is an extension of our personal brands.
Speaking of disability, Pete tells me that if one uses Opera, one cannot post or comment on Vox. Why am I not surprised?
Tags: bug, computing, Facebook, internet, personal branding, quality
Posted in branding, internet, marketing | 5 Comments »





































