As news emerges that teenagers have spent less time on Facebook, and there are more profiles getting closed on the social network, Sony has released its newest trailer for The Social Network.
After 9-11, itâs time to tell the âotherâ story of the ânoughties. And if Facebook is the topic of a Hollywood ïŹlm, then this could mean it has jumped the shark.
Whatâs next? A new social network where privacy is respected? Or, something more radical?
Modern kids in the first and second world might want that newfangled âreal lifeâ next, because to them, the internet is ubiquitous, not special. So why not balance what was once a novelty to us with what we once found to be normal? As we once said: try it now, do it more, things youâve never done before. The mainstreaming of extreme sports, if you will, simplified to basic exercise and enjoying the outdoors. It almost seems new.
Simplicity seems to be âinâ in so many facets of life, whether itâs a netbook without bells and whistles, or the old-shape Audi A4 with SEAT Exeo badging. Somewhere along the line, practicality finally found its place ahead of wank. It can happen in some economic recessions.
Real life: more valuable to the teenagers of the 2010s than we thought. Itâs back in vogue.
PS.: Thanks to Stefan Engeseth for inspiring part of this post.âJY
A leaked GM memo revealed: âWeâd ask that whether youâre talking to a dealer, reviewing dealer advertising, or speaking with friends and family, that you communicate our brand as Chevrolet moving forward.
âWhen you look at the most recognised brands throughout the world, such as Coke or Apple for instance, one of the things they all focus on is the consistency of their branding. Why is this consistency so important? The more consistent a brand becomes, the more prominent and recognizable it is with the consumer.â
The document was signed by Alan Batey, vice president for Chevrolet sales and service, and Jim Campbell, the GM divisionâs vice president for marketing.
Bad example there, Alan and Jim.
Coke is to Chevy as Coca-Cola is to Chevrolet.
And no one ever complains of Coke being inconsistent.
This is the sort of daft thinking that makes any of us brand professional shudder: total amateurs talking about brandingâout of their rear ends.
Itâs this lack of awareness of what branding is, inter alia, that started GM down its slippery pathâwith only a brief reprieve when Bob Lutz, aware of what GMâs brands stood for, was around.
By demanding that Chevrolet people not refer to the brand as Chevy does the exact opposite to what brand experts and marketers recommend today: to be one with the consumer.
I can understand if Chevy was a very negative word, but it isnât. Itâs an endearing word and it does not create inconsistency with the full Chevrolet word. It complements it, connects the brand to the audience, and, perhaps most importantly for GM, builds on the brandâs heritage.
After all, Chevrolet itself has encouraged the use of the Chevy name for decades in its own advertisingâincluding during its heyday. Omitting the use of Chevy instantly cuts many Chevrolet connections to its stronger past. And thatâs a past that can be used for internal brand-building and loyalty.
There was even, formally, a Chevy model in the 1960sâthe line that later became the Nova. The Chevy II nameplate even continued in GM in Argentina in the 1970s.
The Chevy diminutive is used in many countries where the brand is sold, including South Africa, where it was once as local as braaivleis, rugby and sunny skies.
Maybe GM canât afford the same branding advice it used toâin which case it might be better to shut up than issue memoranda that can be ridiculed so easily. Or get Bob Lutz back again. One month after retirement, and the natives have lost direction again, Bob.
PS.:From Robin Capper on Twitter, who sums this blog post up in 140 characters or fewer: âPoor Don McLean: âDrove my Chevrolet to the levee, but the levee was dryâ just doesn’t workâ.âJY
I havenât missed the sale of Volvo to Geely, but it wasnât as momentous as the rebirth of Saab. We knew the deal was coming and the rest were formalities.
The company has said there will be no Geelys badged as Volvos and vice versa. It recognizes the Volvo brand is too valuable to tinker withâsomething Ford did, too, even if it starved the company of smaller models that could have helped kept its market share strong in Sweden.
Important for Geely is the innovative technology that Volvo possesses that could make the younger company a world-class player. Itâs common knowledge that Volvo provided Ford with some of its better present platforms, and that as a centre of excellence, it worked on safety systems for all Ford units.
Geely gets access to the lot, which improves its own productâwhile arguably helping Volvo realize economies of scale in the Red Chinese market. It only sells a seventh of what Audi does in the growing market, and Geely could instantly help improve that.
The deal makes sense. One only needs to take a look at how quickly Geely has grown in Chinaâwithout pirating othersâ designsâto know that itâs not in the business of asset-stripping or ripping off its Swedish unit. Of the Chinese firms, itâs operated far more ethically than, say, BYD, with its too-close-to-Toyota designs.
And will we see Geely outside China? You bet we willâbut only when the cars are up to snuff. If Ford can build a Taurus on a Volvo S80 platform, then look out for world-class small- to mid-sized Geelys hitting international markets on future Volvo ones.
Mostly by focusing on growing creative clusters and taking a bigger slice of the cake. So it is not from technocratic ideas or the notion that we are liberating more of the economy, but by growing entrepreneurship. The city will take the most socially responsible, entrepreneurial start-ups and act as an agent to grow them (with an agreement that they remain in Wellington, of course) and create the capital flows to get them funded. I realize there is Grow Wellington already, but their ambit will be shifted.
So, itâs economic growth from the bottomâup.
Then (italics added for this post):
The clusters have naturally formed but they can get so much stronger. If the city is being them, then there is no reason Wellington cannot become internationally known for them. I think in this last week I have shown that borders mean very little to me, and anyone who wants to be mayor in the 2010s needs to have a similar mindset. We are not competing just for national resources, but global ones; and by being part of the global community, we might start bridging more communities and getting some greater global understanding. The nationâstate as it was understood in the 20th century is dying as a concept, and governments have only themselves to blame. Things are shifting to the individualâcommunity level, and you are right, real things happen when it is people acting at the coal face. Those who distance themselves will not be equipped for this century.
Sam Flemming in Advertising Age mentioned the scandal that Toyota has been embroiled in inside China, before a lot of the bad press it received in the occident over âunintended accelerationâ.
This involved a netizen, an owner of a Toyota Highlander Sport, filming that his SUV was unable to get up a 30-degree incline, something which âlesserâ models such as the Korean-built Renault Koleos, and even the subcompact Chery QQâone of the cheapest cars around in Chinaâcould manage. The following news item reveals more. Itâs in Mandarin and dates from December 22, 2009.
The news investigators show that even a Daewoo Lacetti (Buick Excelle in China) and a Chery van could manage the same slope, and confirm that the Highlander could not do it.
They are not alone. Jitendra Patel filmed this with his 2009 Highlander earlier last year:
As Sam says, this issue has brewed thanks to the Chinese internet which, while not as free as it is in most countries, still seems to create active consumersâ groups. People will rally as individuals if the cause is rightâand consumers seem to be rediscovering their power, online.
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.
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.