PROUDEST | MOST GRATEFUL MOMENT
BIGGEST LESSON THIS WEEK / REMINDER
Running a successful business is what it is about. Let's share lessons learnt and build even bigger, better businesses! Reputation Specialist | Workshop Facilitator | Author
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:
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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[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.
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.
“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.”
“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.
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.”
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.
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.
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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