Out with the old, in with the new
Brands have reached a turning point. After a robust run of 100 years,
traditional brand models have passed the point of maturity. They've peaked,
and now they're on the downslope. They're tired, out of touch with new markets,
and losing their grip. They're being challenged by upstart
brand models that march to a different drummer: the customer.
If part of the old brand practice was to "slap your name on it,"
part of the new brand practice is to "change the game on it."
And the game is changing.
Herewith some comparisons:
| OLD BRANDS |
|
NEW BRANDS |
| |
| Top down |
|
Bottom-up |
| |
| Target passive "consumers" |
|
Develop active partners |
| |
| Command and control |
|
Collaborate |
| |
| Broadcast model |
|
Peer-to-peer |
| |
| "Image is everything" |
|
Value is everything |
| |
| Create a sale |
|
Create a customer |
| |
| Regimented |
|
Loosely coupled |
| |
| Corporate context |
|
Customer context |
| |
| Demographic databases |
|
Social software |
| |
| Focus groups |
|
Lead users |
| |
| "Package the product" |
|
"Package the customer" |
| |
| Hire creative agencies |
|
Unleash creative customers |
| |
| Fortress innovation |
|
Innovation commons |
| |
| Brands as "assets" |
|
Brands as customer capital |
| |
| Indoctrinate |
|
Educate |
| |
| Capture a customer |
|
Liberate a customer |
| |
| Loyalty to the brand |
|
Loyalty through the brand |
| |
| Brands as eye candy |
|
Brands as application programs |
| |
| "Look but don't touch" |
|
Cultivate brand hacks |
| |
| Cast a mesmerizing spell |
|
Cast a smarter customer |
| |
| Reward brand loyalty |
|
Reward brand innovation |
| |
| Brands that sing and dance |
|
Brands that work |
| |
| Eye-popping spectacle |
|
Eye-popping truths |
| |
| Blockbuster campaigns |
|
Pilot programs and prototypes |
| |
| |
| |
