Ajit Jaokar explores design parameters of mobile devices and how they can inhibit, or facilitate, greater use of mobile platforms as we move forward.
This subject is relevant to those developing personal brand applications, since one of the goals of a PBA is to be the strongest customer platform possible. Device platform limitations can get in the way.
As a follow-up to my recent post on personal brand applications (PBA’s) on smartphones, here are some rough conceptual examples showing how various industries and organizations might use PBA’s.
As I noted in my post, “The most treasured PBA’s will be exclusive apps of elite circles of achievement.” Real personal brand applications would have much more depth and dimension than I sketch out here.
A personal brand application from the Economist or Financial Times might help subscribers deftly navigate the global village covered in detail by these publications. If I”m off to a conference in Singapore the PBA might give me an insider’s brief on local airport logistics, where to stay and maybe the best hawker centers for a dash of local food. Tell me the top 10 do’s and don’ts. Remind me how hot it gets and where to go on Clarke Quay (see above). Toss in a Metro map, main local phone numbers, and so on. You know what’s relevant for me because I read your pub. Your PBA is your sharable (neo-Keynesian) savoir faire. It should (in this concept) qualitatively enhance my visit to the Lion City–or any great city.
Would the brand charge for this? Absolutely. This is real value. Make it part of the sub.
Office furniture brands already understand that they’re no longer in the traditional “office furniture business.” They’re really in the workspace business, with the many additional opportunities that market affords. They may even be in the innovation business, and in the collaboration business—if their products can contribute in those value-added areas. Hence the strategy set forth in this podcast about Steelcase. The PBA of an office furniture brand might focus on helping customers innovate and collaborate, so the brand becomes a trusted innovation and productivity partner inside and outside the office.
This is what I mean when I call the brand a “value stream beyond the product proper.”
In the near future you’ll be able to build your brand with an app. No, check that. In the near future your brand will be an app. It will re-define itself as a personal brand application on a smartphone or similar device, where it can deliver unique brand value to customers 24/7. Apple’s current iPhone ad campaign, “There’s an app for that,” provides a glimpse of this brand future.
In other words, there’s a new brand game in town. Can your brand set the agenda here?
As I’ve noted previously, we’re now entering the era of personal brand applications (PBA’s). Personal brand applications are software applications on portable digital devices that enable customers to do more, and to be more, through the brand. They represent the intersection of high technology and brands in the palms and pockets of people, everywhere, and the chance for brands to be closer than ever to customers.
Personal brand applications are important because they forge a new 1:1 brand/customer relationship. Through this relationship they have the potential to create new classes of customers from the ground up, in new market spaces. In this process they can undermine traditional brands built on ad campaigns, images, messaging and mass media saturation. Most importantly, personal brand applications free brands (and the brand team) to use the full fruits of their imagination—and to use the brand to lead.
As applications, PBA’s are immediate and direct. They deliver results customers can use, now, and they build core brand trust in the process. While traditional brand campaigns may work wonders in building awareness and shaping perceptions, they’re not engines of brand trust. Personal brand applications are. They can accelerate and energize brand trust, compressing what used to take years into shorter time frames.
Since I first wrote about the concept of personal brand applications two years ago, we’ve witnessed amazing advances in wireless technology, digital handsets, user interfaces, online services, and software systems and platforms that tie everything together. With Apple’s iPhone, App Store and iPhone developers leading the way, we’re now are seeing a first flush of innovative smartphone apps that foreshadow the personal brand applications to come.
In many ways a personal brand application is the ultimate brand relationship, where the brand operates as both a trusty sidekick and a trusted advisor, as close as a second skin. PBA’s do more than “connect” the brand with customers. They transform the brand into a proactive customer platform of choices, directions and actions, helping the customer at a personal level to accomplish objectives and deal with life’s challenges. The brand becomes a central means (and platform) for customer growth and development.
Because they operate on hand-held devices that are wireless, Internet enabled and “always on,” PBA’s are personal, portable and persistent–the critical three P’s for brands going forward. In many ways they’re the ultimate brand presence. Think of them as perpetual touchpoints where the brand plays an active role in the culture, context and creativity of an individual’s life, day in and day out.
Yes, indeed. There’s every chance that brands going forward will be more like a mixed-up mutt than a pedigreed poodle. The days when the brand was paraded as a elite breed with champion bloodlines, showcased every step of the way and groomed to perfection, are drawing to a close. Adaptable, affable companion brands that are a mix themselves, and made to mix anew, are in. We’re entering an age of sidekick brands in which a resourceful brand mutt is the best pal any customer could want.
This revelation came to me as I was reading Steven Berlin Johnson’s SXSW speech on the future of news in the Internet era. While newspapers may be on the way out, Steven sees news itself as expanding online at local and grass-roots levels. (He provides local examples from Brooklyn, NY.) These new brands of news are like street-savvy mutts, blends of blogs, tweets, diaries, mashups, feeds and links that add meaning and context to local lives. Their forte is nap-of-the-earth immediacy, and a being-there credibility.
I see this model extending to other brands in the Internet era. I’ve written previously about a new class of brands called personal brand applications. These down-to-earth enabling brands live on digital devices as brand sidekicks: personal, portable and persistent. They go where you and I go. What they do defines who they are. Their provenance matters less than the loyal support they deliver. They may have the DNA of a dozen widgets.
Yes, brands will be judged by how loyal they are to you–as they should be.
There’s some strategic brand thinking going on over at National Public Radio (NPR). They’re developing new ways to make the NPR brand a personal brand application. Specifically, they’re enabling the NPR brand to become more personal, portable and persistent–essential qualities of brands to come.
Saul Hansell in the New York Times describes it:
National Public Radio has introduced a nifty little feature that lets you create your own custom podcast of NPR content on topics that interest you. Type in Obama or Madonna or whatever, and you can sign up for a stream of NPR clips that match your keywords that can be downloaded to your computer, smartphone, iPod or Zune.
As I’ve noted previously, the future of brands lies in digital devices. Brands will be universal enablers, as close as a second skin. It’s nice to see NPR taking a step in that direction. Of course, people don’t want mere “clips” from the information stream on those digital devices. They want a new context of insight into the world around them. That’s a large part of NPR’s brand challenge.
“No one wants a relationship with their mustard.”
Kara Swisher uses this quote (from an ad agency exec) to begin her post, Social ads not cutting the mustard? She examines why widgets and other forms of “social advertising” haven’t (yet) lived up to their billing.
She continues:
This odd but spot-on observation was about why big packaged-goods advertisers–who are the really big spenders of the ad business–might be less than interested in leveraging social-media advertising and its promise of deep engagement with consumers.
No one wants to interact over mustard or mayo or ketchup or most products that pay the rent up and down Madison Avenue.
In a narrow sense Kara is quite correct: we don’t need to chat with our jar of Grey Poupon, or have it update our Google calendar, or follow us around on Twitter. But no one really expects that, either. Such a focus on the jar or the tin is myopic. In the big picture of things—where brands play—relationships with products like mustard are very important indeed. They’re the essence of brands. What counts is the context of the relationship, and the ability of the brand itself to make that context sustainably engaging.
From a brand perspective, the blanket statement that, “No one wants a relationship with their mustard” is self-limiting. It precludes brand opportunities. Consumers can be open to such relationships—if they’re meaningful. Using mustard as an example, mustard brands have been designed to be very rich in relationships for decades. They certainly want relationships with their customers, beginning with brand trust and brand loyalty. And they certainly want their customers to have relationships with them—beginning with the brand experience of a consistently tasty product. These relationships are money in the bank.
Customers who use a particular mustard will often swear by it, testifying to their relationship. If they also use it for marinades, sauces and dressings, the mustard will play a significant role in their recipe repertoire and cooking lifestyle. This places the mustard in the brand Nirvana of the enthusiast, and believe me, in that space will be a relationship. Weber understands this quite well, for example. And would Weber ever think, even for a second, that people don’t want a relationship with their grill?
If you want your brand to innovate, you need to make it hackable. You have to cultivate brand hacks. Make your brand so your customers can grab it, bend it, and extend it, adding their initiative and intelligence to develop new forms of brand value.
Donna Bogatin has a nice post on how customers “configure culture” by altering product offerings—or inventing their own products—to meet their needs.
Donna cites a Radar Research report that lists these elements as typical of “configurable culture:”
These are also the qualities of a brand on the move.
The easiest way to cultivate brand hacks is to invite customers into your brand via brand API’s. Brand API’s are interactive application program interfaces. They provide convenient latch points for customers to grab onto brands and proactively shape the brand to their needs, in the process advancing themselves through the brand. The best brand API’s help convert customer initiative into brand initiative, through better brand content, context and value.
Make this process a team effort where your brand is a method for solving shared problems. Shape it as a partnership where you and your customers are on the same page because you’re writing it together.
When you develop your brand as a platform for brand hacks, the hacks you aim for are new contexts for your brand and your business. In other words, brand hacks are ways that customers can extend the scope of your business, by finding new applications and contexts of value. Through brand hacks, customers become your allies in innovation. And innovating a new context can be just as valuable as innovating a new product—and sometimes more so.
We should never forget that brands are code. The more brand programmers you can enlist, the more avenues your brand can explore.
Most people don’t realize it, but brands are code. At their core level, brands have much more in common with software development than they do with logos and product identities. Think of brands as a form of software. In fact, brands should be viewed as an extension of the product development process itself, rather than as a separate, multi-media “add-on” just before product launch.
This is because brands are much more than symbols, slogans and promises. Brands are programs to create customers. And as programs, they’re built of . . . code.
In this snapshot, let’s take a look at some of the reasons why brands are code, beginning at the outside and working in.
First, some interesting similarities between brands and software:
Brands have a language, too. In fact, they are written in only one language. It is called CUSTOMER. It is a language that is infinitely interoperable.
At a basic level, brand builders code customer solutions into the product. In this interactive process, they also code the whole customer back into the company. This enables customer DNA to flow through a company, through its employees, operations and innovations. At a more advanced level, brand builders code new freedoms into the customer through the brand, enabling customers to rise above commodities and other brands. In effect, they create a branded customer platform that advances the customer beyond what products alone can provide.
Of course, brands are not static images or frozen icons. Brands are action-oriented. They work for customers, and they get things done. In other words, brands are executables. Every brand is a “.exe.” When you execute on brand, you deliver value that customers can use. Strategically, your brand should be advancing customers beyond the reach of competitors.
Simply stated, brands are code for creating value. Their architectures, platforms, programs and interfaces transform latent product value into value realized by the customer. (This is no easy task.) At their best, brands do this in such satisfyingly brilliant ways that the customer leaves his or her old customer shell behind, and embraces the new brand going forward. When a great brand connects, there’s no turning back.
How exactly does a brand do this? First, brand building begins at the core of a company. Brands are not add-ons after the fact. Brands are a process of architecting customer progress into the product roadmap. Yep, the operative word is “progress.” The goal of a brand is to advance customers to progressively proactive levels, so in future months and years they will be demanding all those cool innovations you have up your sleeve. Thus, your brand strategy is part and parcel of your innovation strategy.
Agile brands, like agile code, call for iterative development. This is one reason why your brand should cultivate brand hacks as part of its deployment strategy.
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