Saturday 25 July 2020

The week that was 20200725

PROUDEST | MOST GRATEFUL MOMENT

 
Reputation Matters and my team, that is what I am most proud and grateful for. During lockdown we've developed an eBook, launched a YouTube channel and conducted global research to determine how to rebuild resilient reputations after COVID-19. 


Grateful for this little guy. Every morning little 'Jan Frederik' has come to check in, tap on my window and say 'hello'. 


I've not been on my bicycle for a while. Had such a magnificent cycle to Camps Bay last Sunday. So grateful for the spectacular beauty that surrounds us. 


Had fun with this! Rather chuffed with my first attempt at crocheting socks 


BIGGEST LESSON THIS WEEK / REMINDER

Isn't this just such a marvelous word! I particularly like saying conviviality out loudly, such a wonderfully expressive word. 

QUOTE OF THE WEEK



WHAT MADE ME GIGGLE

Such a brilliant advert at an airport. 




Translation (the translation unfortunately does no justice to the above): Some evenings the sea breeze brings the aroma of the sea to my doorstep. A mixture of fresh cracked open oysters, salt, sand and holiday. Sometimes more of a pong; like a bugger up on a fish truck. Tonight is not an oyster night..


Monday 20 July 2020

Media release: What are your eight words?



Can you fluently describe what your business’ unique selling proposition (USP) is? What makes you stand out from your competitors? If you say it’s the quality of your service or product, or your quick turnaround time, isn’t that exactly what they are also saying?

If you were to describe what it is that your business does in eight words, what would you say? Would your answer sound the same as the receptionist or intern’s answer? How does it compare to the person that has been with the company for ten years or more?

If you took time to ask everyone in your organisation, you might be quite surprised to find out what the rest of your team are saying. What your team is saying, becomes the the message that is communicated internally and externally, to friends, customers and other stakeholders. It has a direct impact on how your business is perceived and influences your company’s reputation. The perception of what your company does is not necessarily the truth, but it is that person’s reality which becomes their opinion that is communicated to people around them.

A few years back I realised with a shock that we didn’t have a succinct USP, our ‘eight words’ were all rather muddled. I recall asking the team to share a voice note with me describing what we do in eight words. Everyone’s voice note was quite different and varied a lot in length. Clearly, we definitely needed clarity on our eight words.

I really didn’t want to dictate what the eight words should be and I believe in being collaborative and involving the team in key decisions. If everyone is on board and gives their inputs, the chances of them buying into it, and adopting it as their own, are much greater. So at the next strategy session, we set time aside to work out what our eight words are, combing the USP and our vision. The reason for this is so that when we share our USP, we automatically share the bigger vision of expanding operations into the rest of Africa as well. Our agreed eight words: Africa’s go to reputation specialists building resilient businesses.

At your next team meeting, why not ask everyone to take a few minutes to write down what they consider it is that the business does.

There are a number of reasons it is so important to be clear in your offering:

  1. If you are fluent at what you do, it is so much easier to explain it to someone else and for them to understand and welcome it;
  2. Target your sales effort: knowing exactly what it is that you do makes it a lot easier to identify opportunities that you want to focus on which are aligned to your core services. You will also feel a lot less guilty saying ‘no’ to work that does not fit into your core offering;
  3. It helps you to identify growth opportunities;
  4. Your reputation is built upon what is communicated internally and externally. When everyone sings from the same hymn sheet and consistently sends out the same message, you are all building your company’s reputation. Keep in mind that reputations are all about consistency; you are either consistently good (building a positive reputation) or consistently inconsistent (building a negative reputation). If your core message is inconsistent, and all over the place, your service offering will most likely also be all over the place as everyone has their own version of what they should be doing. The more consistent you and your team are, the more solid your reputation will be;

While you are crafting your eight words, it is also a good idea to review your communication material and check that everything aligns to the eight word principal of describing your business. Also remember to check your internal messages and don’t neglect your induction pack for new employees. Consider finding out what your other key stakeholders think your business does, because it will help you to know if you need to re-align key messages and identify gaps in your communication initiatives.

To continue the reputation management discussion, visit www.reputationmatters.co.za or call +27 21 790 0208 or mail research@reputationmatters.co.za. We are also on Facebook www.facebook.com/yourreputationmatters and Twitter @ReputationIsKey

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Wednesday 8 July 2020

COVID-19 doesn’t change top CEOs’ social media habits



[CAPTION] Top CEOs across the globe tend to stick to their existing communication habits during the COVID-19 crisis. Only those who were already active on social media before the pandemic used these platforms to interact with their stakeholders during the COVID-19 crisis. This is according to research by the international communication network ECCO.

ECCO analysed the personal Twitter and LinkedIn accounts of the top 20 companies (by market capitalisation)’s CEOs in 17 countries worldwide. This year was the third time that ECCO conducted the research. ECCO found that CEOs all over the world have been reluctant to send their messages through Twitter and LinkedIn.

Contrary to the general assumption that social media becomes more important during a crisis, ECCO observed a nearly unchanged share of CEOs using Twitter and LinkedIn compared to previous surveys in 2017 and 2019. The research even shows a slight decline in activity on LinkedIn, where only 46% of CEOs have and use a personal account.

Even fewer CEOs have Twitter accounts. Since 2017 the share of Twitter users has grown marginally from 15% to 20%.

South African results

Reputation Matters, the South African regional representatives in the ECCO network, conducted the research of the top 20 CEOs as listed on the Johannesburg Stock Exchange (JSE)*. Findings indicate that Twitter is far from the preferred choice as a personal communication channel. Whereas an average of 20% of top CEOs globally have taken to Twitter, only one top CEO in South Africa had a Twitter presence. LinkedIn shows a greater uptake amongst top CEOs, although many of these personal profiles have not been active for several months, if at all.

“Social media is often a great way for companies to reach the public, but on a personal level it depends on each individual’s communication strategy,” says Nalene de Klerk, reputation manager at Reputation Matters. “It would appear that, for now, social media platforms like Twitter and LinkedIn are not high on South Africa’s top CEOs’ radars as personal communication channels.”

For more information about the study, contact Nalene de Klerk on research@reputationmatters.co.za or visit ecco-network.com. Follow Reputation Matters on Facebook (@yourreputationmatters) or Twitter (@ReputationIsKey).

*Top 20 JSE listed companies in South Africa (by market capitalisation) as at 04 May 2020.


Wednesday 1 July 2020

Coming out of lockdown, what does your brand equity look like?

Image via CreativeBloq

[CAPTION] The COVID-19 crisis is an opportunity to re-evaluate your organisation’s brand equity and reshape your brand in the mind of your consumer. What is brand equity and how do you build it?

For many companies, the COVID-19 crisis has escalated into a fight for survival. Those who make it through will emerge into a new world completely changed by the crisis. It is a time to rethink strategy and operations.

In terms of brand and reputation, it may almost feel as if someone hit the ‘Reset button’. Because of the massive impact of COVID-19 on society’s psyche, people may have less recollection of your brand before the pandemic hit, while the memory of how the company acted and treated them during the pandemic will be much stronger. This is an opportunity to rebuild your organisation’s brand to emphasise what it truly stands for. For those looking at where to start, here’s a revision of the basic elements of brand equity.

“Brand equity consists of the value of your customers’ perceptions of your organisation,” says Nalene de Klerk, reputation manager at Reputation Matters. It differs from ‘reputation’ in that brand equity mainly focuses on your customers and your product or service offering; reputation is built in the minds of all your stakeholders (internal and external) and covers much more than just your value offering.

“We also find that it is often confused with ‘brand valuation’, which is when the brand is converted into a monetary value,” explains de Klerk. “The calculations used to calculate brand value are diverse, with no single standard for how it is calculated. However, the elements of brand equity are generally more subjective: you are painting a picture of your brand in the mind of the consumer.”

When building your organisation’s brand equity, especially in this time of renewal, there are six elements to consider. These all form part of the Reputation Matters’ newly launched BrandUmeter research model, where the brand equity of an organisation is quantified.

1. Brand visual identity

“Most people who think of the term ‘brand’ usually think of a powerful logo and slogan, like Nike or Coca-Cola,” says de Klerk. “This relates to the visual identity. The brand visual identity encompasses anything by which people identify the organisation or its products.” The main focus is usually on the visual aspects such as the logo, slogan, typography or colour scheme. However, a brand can be recognised by any of the senses, including auditory (as with a jingle or sonic) and olfactory (like perfume).

“However, you cannot just dream up a logo that people might like and think your brand is in place,” cautions de Klerk. “It is important that the brand’s visual identity align with the type of company or product that it conveys, as well as the values of the brand.”

2. Brand personality

“One of the key characteristics of a strong brand is its ability to connect emotionally with its target audience,” says de Klerk. The brand’s unique voice allows it to do this by aligning to the personality of the types of people that it wants to attract. For example, Nando’s has a very unique personality, which makes them memorable and recognisable.

3. Brand positioning / promise

What makes this company different from its competitors? Why does it exist, and what is its unique selling proposition? “In many ways, this element is the foundation of all the others,” says de Klerk. “In today’s noisy market, and especially in industries where there are several competitors, your organisation must know what sets it apart and what types of customers it is trying to attract. That will then flow into the brand personality and communication.”

4. Brand communication

A brand needs communication to become powerful: the communication is the glue that binds the other elements together. “The key here is to communicate the brand effectively,” explains de Klerk. Before a brand can become familiar in the mind of the target audience and start garnering customer loyalty, it needs to be visible. Consistency is also critical: a brand is built over time.

5. Brand awareness / familiarity

Different types of brands require different levels of awareness and familiarity from the public. Consumer brands, for example, require as wide a public presence as possible in order to survive, whilst business-to-business brands tend to focus more on the awareness of the brand within the business community. “Either way, if you are painting a picture in the mind of your consumer, brand awareness speaks to the clarity of that picture,” shares de Klerk.

6. Brand experience

You can put your brand out there, explain it, reinforce it, but what happens when the customer uses your product or services? “The customer experience forms part of the picture you are painting,” says de Klerk. “If they have a great experience, you have a higher brand equity and you are a step closer towards having a loyal customer, even an advocate for your business. If that experience is bad, however, all your branding efforts will be tainted by it and your logo might serve more as a warning sign than an attractive beacon.”

“Whether you are just starting out, whether COVID-19 reset your entire strategy, or whether your brand equity was high enough to carry you through the crisis without a hitch, take hold of the opportunity to build your brand afresh,” concludes de Klerk.

If you would like to measure your brand equity and gain greater insight into what it looks like, the Reputation Matters BrandUmeter can help you to put a percentage to it. To find out more, feel free to contact research@reputationmatters.co.za.

For more information on Reputation Matters contact research@reputationmatters.co.za or visit www.reputationmatters.co.za. Follow Reputation Matters on Facebook (@yourreputationmatters) or Twitter (@ReputationIsKey).

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