Comments on: Managing the brand agenda for customer growth http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/ Brian Phipps on next-generation brands: Thu, 20 Nov 2008 22:59:40 +0000 http://wordpress.org/?v=2.0 by: Brian Phipps http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-63894 Sun, 09 Mar 2008 16:25:53 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-63894 Thanks for the kind words but we shouldn't forget that 1) there is no "audience" in brands, and 2) brands themselves have moved beyond the realm of media. The implications of this shift are rather profound for ad agencies, and for companies. Any brand with a "containment agenda" is setting itself up for a fall. BTW, what's with this "thanks for sharing" stuff? I'm not sharing anything, hence the ©. I'm in the business of providing insights and brand building strategies to create customers. The purpose of this blog is to foment new concepts of brand and brand value. It's an act of conceptual dialog, not generosity. (End of rant.) Thanks for the kind words but we shouldn’t forget that 1) there is no “audience” in brands, and 2) brands themselves have moved beyond the realm of media. The implications of this shift are rather profound for ad agencies, and for companies. Any brand with a “containment agenda” is setting itself up for a fall.

BTW, what’s with this “thanks for sharing” stuff? I’m not sharing anything, hence the ©. I’m in the business of providing insights and brand building strategies to create customers. The purpose of this blog is to foment new concepts of brand and brand value. It’s an act of conceptual dialog, not generosity. (End of rant.)

]]> by: Alistair Beattie http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-63388 Thu, 06 Mar 2008 00:14:02 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-63388 the argument is solid. brands have always been a construct of the perceiving audience, but the internet makes this real and vivid. the consequence is that brands will literally become the property of those consumers who choose to think about them. we are entering an age of democratic brands which are both defined and discussed in an online space. the atoms are real, but the interpretation will be virtual. this is a great post, I think brian is one of the most interesting commentators on brands today. I work for a large agency and have some major clients who need to embed this thinking as soon as they can. thanks for sharing brian. the argument is solid. brands have always been a construct of the perceiving audience, but the internet makes this real and vivid. the consequence is that brands will literally become the property of those consumers who choose to think about them. we are entering an age of democratic brands which are both defined and discussed in an online space. the atoms are real, but the interpretation will be virtual. this is a great post, I think brian is one of the most interesting commentators on brands today. I work for a large agency and have some major clients who need to embed this thinking as soon as they can. thanks for sharing brian.

]]> by: Brands Create Customers » Blog Archive » Some brands go medieval on their customers http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-33222 Wed, 17 Oct 2007 16:45:10 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-33222 [...] The medieval style of brands follows a containment agenda. It wants to freeze time, and to freeze customers in place—in 2007!—when customers have more to offer brands than ever before. In the medieval model, a brand that might become a joint (customer) venture with a live edge is reduced to a steady stream of preachments from on high, into a confined, compressed 2-D space without perspective or horizons—with no place for customers to grow. [...] […] The medieval style of brands follows a containment agenda. It wants to freeze time, and to freeze customers in place—in 2007!—when customers have more to offer brands than ever before. In the medieval model, a brand that might become a joint (customer) venture with a live edge is reduced to a steady stream of preachments from on high, into a confined, compressed 2-D space without perspective or horizons—with no place for customers to grow. […]

]]> by: Brands Create Customers » Blog Archive » Brands and the “persistence of context” http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-25174 Sat, 11 Aug 2007 17:50:38 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-25174 [...] After thinking about cinematic and landscape views a bit, it dawned on me that we could go a step further and analyze brands as to the type of “page view” they represent: portrait view, or landscape view. Traditional brands are hierarchy-driven, much like the standard “portrait view” page, a hierarchy of top to bottom. You put your brands at the top and your customers on the bottom. Customers become brand derivative, within a brand silo. Your brand agenda is to lock them into the page. In contrast, value-based brands are “landscape view,” because brand innovation and customer opportunity need the wide open spaces of a landscape, the opposite of the restrictive silo. Landscape brands are full of new vistas, fresh horizons and soaring vaults of heavens. They’re superior to  portrait view/silo brands because customers themselves are creatures of landscape mode. They want their brands to open out. [...] […] After thinking about cinematic and landscape views a bit, it dawned on me that we could go a step further and analyze brands as to the type of “page view” they represent: portrait view, or landscape view. Traditional brands are hierarchy-driven, much like the standard “portrait view” page, a hierarchy of top to bottom. You put your brands at the top and your customers on the bottom. Customers become brand derivative, within a brand silo. Your brand agenda is to lock them into the page. In contrast, value-based brands are “landscape view,” because brand innovation and customer opportunity need the wide open spaces of a landscape, the opposite of the restrictive silo. Landscape brands are full of new vistas, fresh horizons and soaring vaults of heavens. They’re superior to  portrait view/silo brands because customers themselves are creatures of landscape mode. They want their brands to open out. […]

]]> by: Brands Create Customers » Blog Archive » Social sites change the game for brands http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-21491 Mon, 02 Jul 2007 16:08:53 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-21491 [...] Yes, brands are tools that enable customers to interoperate with the universe. In that vast space, your brand gains power by giving customers the power to change themselves, in a universal frame, through you. From a brand perspective, this means a customer liberation strategy instead of a customer containment strategy. In the digital age, you can share an expanding universe, or rule one that steadily shrinks. [...] […] Yes, brands are tools that enable customers to interoperate with the universe. In that vast space, your brand gains power by giving customers the power to change themselves, in a universal frame, through you. From a brand perspective, this means a customer liberation strategy instead of a customer containment strategy. In the digital age, you can share an expanding universe, or rule one that steadily shrinks. […]

]]> by: Brands Create Customers » Blog Archive » Upward strategies for nonprofit brands http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-19213 Tue, 12 Jun 2007 14:47:41 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-19213 [...] Your brand agenda [...] […] Your brand agenda […]

]]> by: Brands Create Customers » Blog Archive » How great brands change the game http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-14197 Tue, 10 Apr 2007 17:40:33 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-14197 [...] If you want to really change the game, you can liberate the customer. [...] […] If you want to really change the game, you can liberate the customer. […]

]]> by: Brands Create Customers » Blog Archive » How brands create customers: Part 1 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-10396 Fri, 02 Mar 2007 19:07:07 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-10396 [...] Managing the brand agenda [...] […] Managing the brand agenda […]

]]> by: Brands Create Customers » Blog Archive » Zune: emergent brand or Trojan Horse? http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-4192 Wed, 22 Nov 2006 07:25:31 +0000 http://tenayagroup.com/blog/2006/09/29/managing-the-brand-agenda-for-customer-growth/#comment-4192 [...] Frankly, it’s hard to see any Zune brand strategy, or any noteworthy Zune brand proposition. It looks like Microsoft just wimped out on brand value, as if brand value didn’t really fit within the Redmond modus operandi. The world awaited a Zune brand splash. Instead, it got a Zune brand splat. Maybe Microsoft is simply brand averse, afraid of brands because brands empower customers. In certain respects, Zune throws the Microsoft brand into a backward-facing customer containment mode that no rational customer would willingly choose. [...] […] Frankly, it’s hard to see any Zune brand strategy, or any noteworthy Zune brand proposition. It looks like Microsoft just wimped out on brand value, as if brand value didn’t really fit within the Redmond modus operandi. The world awaited a Zune brand splash. Instead, it got a Zune brand splat. Maybe Microsoft is simply brand averse, afraid of brands because brands empower customers. In certain respects, Zune throws the Microsoft brand into a backward-facing customer containment mode that no rational customer would willingly choose. […]

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