Does branding and identity differ for old economy brands, and new economy brands? Is consistency required, or coherence? Answers from Jane Geraghty (CEO, Landor) and Peter Knapp (Chairman & CCO, Landor) in a conversation with Anant Rangaswami (Editor, Melt).
I graduated in 2009 when the gloom of the global recession had spread far and wide. From not having a job, to working at Landor, one of world’s leading brand consulting firms, the journey has been infinitely rewarding and life-changing. Of course, there have been moments of despair, anxiety and self-doubt along the way which I believe are par for the course. A combination of naiveté and occasional maturity kept me going over the years.
As I look back, I wish I knew the following from the very start.
The holidays are a great time for brands to connect with consumers by engaging their festive spirit. However, brands seeking to leverage this opportunity must also take on the chaotic festive clutter that ensues.
The air is filled with a new exuberance. Prime Minister Narendra Modi’s vision of ‘Make In India’ aspires to turn India into a manufacturing hub for the rest of the world. Alongside, his invitation to US companies to participate in India’s industrial space signals a robust development for India’s booming SME community.
At an estimated 64 million in 2016, India has the second largest number of SMEs in the world, with China leading the table. While it has been established that SMEs have the potential to drive industry growth, what most entrepreneurs do not realise is that apart from conducive administrative reforms, some of the challenges they face can often be addressed by one important strategy in their arsenal: Branding.
Branding is a need, not a luxury.
There are numerous finance companies operating in Sri Lanka, some of whom have tarnished the industry due to poor management and even fraud. Melsta Regal was a relatively new company that had entered the market and which had built a good reputation which was acquired by new investors. The new investors have ambitious plans for the company and wished to carve out a new path of growth along with the strong management team across 9 branches. A clean balance sheet and no past baggage provided opportunity to leverage this relatively new entity through a differentiated brand offering.
It’s hardly news that the rampant overuse of plastic in today’s consumerist society poses a severe threat to our environment and health, and there is no overlooking the tremendous impact of our packaging choices. In a growing global movement towards sustainability, we have witnessed many governments, organizations, and (yes) brands taking a strong stance on the use of plastic. The recent ban on single-use plastics such as straws and plastic bags in the state of Maharashtra has made it clear that the mandate of sustainability is upon us in India too.
The link between strong brands and shareholder returns has been very well established across numerous studies. The most recent data point is the BrandZ India Top 50 Portfolio which outperformed the Sensex between August 2014 and July 2018. Clearly, brand value is a critical driver of business performance and shareholder returns. But what drives brand value?
Last week I had lunch with a friend who works in hospitality branding for a large chain. As she sipped on her raspberry lemonade, she confessed that her job was much easier 10 years ago, when her primary responsibility was ensuring that the brand’s guidelines were meticulously followed by all its properties around the world.