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Brand Resilience 2 – social strategy and brand breadth

Brand Resilience 2 – social strategy and brand breadth

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Published by iGo2 Group
In this post we illustrate how Brand Breadth can be used to enhance Brand Resilience, including examples of how it could have been used in recent brand dramas. Resilience is the ability of a brand to withstand shocks and to maintain its value and customer loyalty during and after adversity. These days, having a strong social strategy is a key element of the ability to build resilience, whereas in the past it was necessary to rely on mainstream media Marketing and PR.
In this post we illustrate how Brand Breadth can be used to enhance Brand Resilience, including examples of how it could have been used in recent brand dramas. Resilience is the ability of a brand to withstand shocks and to maintain its value and customer loyalty during and after adversity. These days, having a strong social strategy is a key element of the ability to build resilience, whereas in the past it was necessary to rely on mainstream media Marketing and PR.

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Published by: iGo2 Group on Feb 09, 2012
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Articles of iGo2 Group
Brand Resilience 2 – social strategy and brand breadth
2012-02-08 16:02:02 WalterA
InPart 1of three posts on how social strategy enables Brand Resilience we outlined the“brand resilience model” which included the notion that Brand Experience comprised twocomponents –
Depth, and Breadth
.In this post we illustrate how Brand Breadth can be used to enhance Brand Resilience,including examples of how it could have been used in recent brand dramas. Resilience is the ability of abrand towithstand shocks and to maintain its value and customer loyalty during and after adversity. Thesedays, having a strong social strategy is a key element of the ability to build resilience, whereas in the pastit was necessary to rely on mainstream media Marketing and PR.In Part 3 we’ll explain how how to use the Brand Resilience model in a brand crisis.
Recap the Brand Resilience model
Brand Resilience is a function of Brand Promise + Brand Experience (Depth & Breadth) + Brand Friction+ Brand Stock.We define Brand Experience as containing two components – Depth and Breadth. A marketing &advertising-led Brand Promise is only PR until it is “operationalised” – which is the Brand Experience. ThePromise creates expectations of future value delivery, whereas the Experience is realised value. Wherethe Brand Experience fails the Brand Promise, or adversely reflectson the Brand or Brand Promise, weusually say that the organisation
lacks Brand Depth
(examples are given inPart 1).Brand Depth represents the collective operational touch-points of the Experience. Brand Breadth is a newidea which embraces all the “non-operational” touch-points, and
especially social media
. This concept of Breadth is crucially important today for brands, because it has a significant
impact on Brand Resilience
.
Definition of Brand Breadth
Brand Depth is transactional. Depth represents the core delivery engagement with the customers,such as booking an airline ticket, travelling, collecting luggage, altering a booking, finding lost luggageetc. Depth is essentially transactional. But the concept of Breadth is focused on structuralengagement not transactions.Brand Breadth is structural. It encompasses all the social contact points with customers, and
all their 
social contact points, and the level of engagement – think about an “engagement score” –which has been built up with those customers. It embraces the roles of social strategy, socialarchitecture, and social governance, and ultimately social CRM and the socialization of internalsystems and processes. In a nutshell Brand Breadth is enabled by the transformation toa socialbusiness. A key component of ultimate Brand Breadth, but perhaps an overlooked one, is the ability tocommunicate with customers in the channels and times and formats – perhaps what we used to callthe “protocols” – which they expect, nominate and are present. After all, for straight old-fashionedmarketing we used to ask whether customers had a preference for email, fax or SMS, and in whatorder. We now need to know that about social. Knowing that, and using it wisely, will enable theultimate delivery of Breadth.
Resilience and Brand Breadth Example -
Retaining brand value when the brand promisechanges
 
When a brand promise changes, how do you retain the strength of theprevious Brand Promise? How do you
manage the risk
of diluting both the old promise
and 
the newpromise and delivering on neither?Think of Jetstar , the low-cost carrier of Qantas. When Qantas started Jetstar its advertising and messaging was all about
low cost
. No doubt, the costs were much lower than Qantas fares, and Jetstar not only grabbed a good share of that segment but helped
expand 
the segment. The operationalcustomer experience was OK. It was erratic and unpredictable at times, and at all points you were left inno uncertain terms by the staff that you were flying cheaply
so get used to it 
, but the money savedgenerally made up for the supercilious service. In other words – Jetstar delivered on their brand promise.Some time ago I noticed Jetstar ads started saying “Wherelow prices are just the beginning…” wait, no! that wasBunningswasn’t it – Jetstar said “Low fares, goodtimes” and a bit of blah about exceptional service etc.Now think that through:1. Nothing has changed in the operational chain, has it? All that’s apparently happened is abrainstorming exercise with our “creative” friends;2. The TV ads illustrate “Good times” as being the good times to be had at the destination, but Jetstar has no control over those;3. Brand Promise is now mixed, or could we say diluted, or perhaps more charitably “enhanced” – butwith nothing but PR and advertising to back it up;4. The collective operational touch-points of Brand Depth haven’t changed, in fact they’ve probablysuffered because Jetstar staff have recently been striking in protest against management demands;5. So, the Jetstar staff aren’t having any “good times”, and in the service business that
almost guarantees
that the customers are not either.In fact, the “good times” may be a delusion. A quick bit of social researchshows that over the last 6 months, in News, Blogs and Forums, the negative sentiment around Jetstar isquite strong – sitting at 27%.If however, Jetstar had build on the idea of Brand Breadth from day 1, to develop a social strategy, a socialarchitecture, a solid set of relationship-oriented engagements with its passengers and then used that tosolicit brand extensions which aligned with the customer experience, then imagine the different outcomewhich may have been achieved. Perhaps they would not have even chosen the “good times” theme.Here are some clues:1. It could have engaged with customers to learn of their perception of what extra attributes or valueJetstar was delivering beyond “cheap fares” – no “creatives” needed, just facts;2. It could have engaged with key influencers in the customer base to prototype, test, give feedbackand spread the word about any brand extension; and,3. In fact it could have used the Brand Breadth that it might have nurtured to help mitigate the negativeBrand Depth consequences from the staff industrial action.Extensions of Brand Promise can place Brand Resilience at risk, and effect Brand Breadth can mitiate

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