THE GENUINE ARTICLE

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What is authenticity?
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AUTHENTICITY The quality of being
genuine, honest, trustworthy, or real.
ORDINARY DEFINITION:
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AUTHENTICITY Staying true to ones
character, spirit, or sense of purpse
in the face of external pressure.
PHILOSOPHY DEFINITION:
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AUTHENTICITY Staying true to ones
character, spirit, or sense of purpse
in the face of external pressure.
PHILOSOPHY DEFINITION:
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What external pressures?
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
6. Commoditization
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
6. Commoditization
7. Investor expectations
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
6. Commoditization
7. Investor expectations
8. Competitive attacks
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
6. Commoditization
7. Investor expectations
8. Competitive attacks
9. Industry regulations
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
1. Short-term demands
2. Leapfrogging innovation
3. Speed of change
4. Talent wars
5. Social responsibility
6. Commoditization
7. Investor expectations
8. Competitive attacks
9. Industry regulations
10. Customer demands
SOURCE: MARTY NEUMEI ER AND STANFORD UNI VERSI TY
TOP 10 CEO PRESSURES:
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Why is authenticity important?
BUILT ON TRUST
BUILT ON TRUST
BUSINESS IS
BUILT ON TRUST
BUSINESS IS
EVERY
Trust is the bedrock of business
Trust is the bedrock of business
&
brand is the framework for trust
THERE ARE 1,349 CAMERAS ON THE MARKET.
HOW DO YOU DECIDE WHICH ONE TO BUY?
TRUST
Trust comes from meeting and beating customer expectations.
Trust comes from meeting and beating customer expectations.
T= d r+
Trust comes from meeting and beating customer expectations.
TRUST
T= d r+
Trust comes from meeting and beating customer expectations.
TRUST RELIABILITY
T= d r+
Trust comes from meeting and beating customer expectations.
TRUST RELIABILITY
T= d r+
DELIGHT
SERVICE
PRODUCT
B2B
B2C
SERVICE
B2C PRODUCT BRANDS B2B PRODUCT BRANDS
B2C SERVICE BRANDS B2B SERVICE BRANDS
PRODUCT
B2B
B2C
SERVICE
B2C PRODUCT BRANDS B2B PRODUCT BRANDS
B2C SERVICE BRANDS B2B SERVICE BRANDS
customers tend to
trust the company
customers tend to
trust the company
PRODUCT
B2B
B2C
SERVICE
B2C PRODUCT BRANDS B2B PRODUCT BRANDS
B2C SERVICE BRANDS B2B SERVICE BRANDS
customers tend to
trust the company
customers tend to
trust the company
customers tend to
trust the people
customers tend to
trust the people
PRODUCT
B2B
B2C
SERVICE
B2C PRODUCT BRANDS B2B PRODUCT BRANDS
B2C SERVICE BRANDS B2B SERVICE BRANDS
customers tend to
trust the company
customers tend to
trust the company
customers tend to
trust the people
customers tend to
trust the people
branding tends to
be visible
branding tends to
be visible
PRODUCT
B2B
B2C
SERVICE
B2C PRODUCT BRANDS B2B PRODUCT BRANDS
B2C SERVICE BRANDS B2B SERVICE BRANDS
customers tend to
trust the company
customers tend to
trust the company
customers tend to
trust the people
customers tend to
trust the people
branding tends to
be visible
branding tends to
be invisible
branding tends to
be visible
branding tends to
be invisible
PRODUCT
B2B
B2C
Business
Business
Brand
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What exactly is a brand?
LETS START BY DISPELLING SOME MYTHS.
FIRST
A brand is not a logo.
A brand is not an identity.
SECOND
X
FINALLY
A brand is not a product.
A BRAND IS A PERSON! S
GUT FEELING ABOUT
A PRODUCT, SERVICE,
OR ORGANIZATION.
Its a GUT FEELING because people
are emotional, intuitive beings.
Its a PERSONS gut feeling,
because brands are defined by individuals,
not companies, markets, or the public.
In other words...
IT!S NOT WHAT YOU SAY IT IS.
IT!S WHAT THEY SAY IT IS.
I T ! S W H A T T H E Y S A Y I T I S .
IM A GREAT
LOVER.
1. MARKETING
IM A GREAT
LOVER.
2. TELEMARKETING
HELLO
TRUST ME.
HES A GREAT
LOVER.
3. PUBLIC RELATIONS
IM A GREAT LOVER.
IM A GREAT LOVER.
IM A GREAT LOVER.
4. ADVERTISING
5. DESIGN
I UNDERSTAND
YOURE A GREAT
LOVER.
6. BRANDING
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Do brands have a dollar value?
AND HOW.
BRAND
NAME
COCA-COLA
MICROSOFT
IBM
FORD
MERCEDES
HONDA
BMW
KODAK
GAP
NIKE
PEPSI
XEROX
APPLE
STARBUCKS
THIS SELECTION FROM INTERBRANDS TOP 100 LIST
SHOWS WHY BRANDS ARE WORTH PROTECTING:
2001
BRAND VALUE
($MM)
68,945
65,068
52,752
30,092
21,728
14,638
13,858
10,801
8,746
7,589
6,214
6,019
5,464
1,757
% CHANGE
BRAND VS.
PREVIOUS YEAR
-5%
-7%
-1%
-17%
+3%
-4%
+7%
-9%
-6%
-5%
-6%
-38%
-17%
+32%
BRAND VALUE
AS % OF
MARKET CAP
61%
17%
27%
66%
48%
33%
62%
82%
35%
66%
9%
93%
66%
21%
COKE S MARKET CAP,
INCLUDING BRAND VALUE:
$120 BILLION
COKE S MARKET CAP,
NOT INCLUDING BRAND VALUE:
$50 BILLION
WITHOUT THE BRAND,
COKES GLASS WOULD
BE HALF EMPTY.
Its the real thing.
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What do customers value most?
1950 1900 2000 1925
FEATURES
What it is
1950 1900 2000 1925
FEATURES
What it is
BENEFITS
What it does
1950 1900 2000 1925
EXPERIENCE
What you feel
FEATURES
What it is
BENEFITS
What it does
1950 1900 2000 1925
EXPERIENCE
What you feel
FEATURES
What it is
IDENTIFICATION
Who you are
BENEFITS
What it does
1950 1900 2000 1925
EXPERIENCE
What you feel
FEATURES
What it is
IDENTIFICATION
Who you are
BENEFITS
What it does
1950 1900 2000 1925
Branding today is about creating tribes.
People join different tribes for different activities.
People join different tribes for different activities.
DRI VI NG VOLKSWAGEN
READI NG AMAZON
COOKING WI LLI AMS-SONOMA
TRAVEL ORBITZ
SPORTS NIKE
BANKING CITIBANK
COMPUTING DELL
ON SUNDAYS THEY WORSHIP HARLEY,
GOD OF THE OPEN ROAD.
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How do you lead your tribe?
Branding starts on the inside.
EXTERNAL
BRAND
INTERNAL
BRAND
Branding starts on the inside.
SHARED
VISION
Branding starts on the inside.
Branding starts on the inside.
!
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What is an authentic purpose?
?
Where does inauthenticity show up?
Disloyalty programs
PITFALLS:
Disloyalty programs
Me-too products
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
Asymmetrical benefts
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
Asymmetrical benefts
Punitive pricing
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
Asymmetrical benefts
Punitive pricing
Finger-pointing leaders
PITFALLS:
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
Asymmetrical benefts
Punitive pricing
Finger-pointing leaders
Vague purpose
PITFALLS:
Our mission is to continue
to effciently facilitate
diverse methods of
empowerment and
professionally disseminate
performance based
deliverables to meet our
customers needs.
Disloyalty programs
Me-too products
Unfocused growth
Runaway extensions
Exaggerated claims
Predatory business models
Customer traps
Asymmetrical benefts
Punitive pricing
Finger-pointing leaders
Vague purpose
Investor-frst attitudes
PITFALLS:
?
How do you build a genuine brand?
OUR BRAND
IS THE ONLY

THAT .