One of my brand strategy clients, The Berkeley, won The Cateys this month - what they call "The Hotel Oscars".
The Berkeley hotel stands out in the crowded field of luxury hotels in London because they really know what they stand for. Part of the work we did together was to codify WHO they are and HOW they do things - what many companies call values, but they call 'The Berkeley Spirit'.
When we wrote the words under The Berkeley Spirit, one of the phrases we used, that we debated for a while, is the idea of having the ‘freedom to break the rules’.
Now, in luxury hoteliery they get measured. A lot. By many outside organisations trying to rank them on things like, 'Did they answer the phone in 3 rings?'. 'Is the knife half an inch from the side of the plate?' On the details that constitute excellence - or so these companies say.
So telling their staff that they have the freedom to break the rules was a...
Wherever you stand on the impending US election result, it’s likely that you’re emotionally invested in the outcome.
That’s partly because, when we vote for a particular person or party, we’re casting a vote for what we believe in. It can feel very personal – do they value what I value? Do they believe and stand for what I do?
And politicians know this:
“The character of the country is on the ballot. Our character is on the ballot. Look at us closely,” said Joe Biden in the last Biden-Trump head-to-head debate.
It turns out that it’s not just our politicians’ values that we’re looking at closely.
Increasingly, prospective employees and customers are scrutinising organisations to understand their values.
“Candidates are seeking workplaces where they can intertwine their beliefs with those of the company, and work together on a common vision of purpose and success.” Harvard Business...
In my Brand Strategy Academy course this week, we’ve been talking about how to do competitor research, in order to ensure that your brand strategy is sufficiently differentiated.
I choose these words carefully, because despite the old adage of, “DIFFERENTIATE OR DIE!”, the reality is that it’s just not realistic to write a brand strategy where every single idea in it is different from your major competitors’. This is particularly true when you get to writing WHO you are and HOW you do things – what companies often call their values, beliefs or behaviours.
Take Visa, Mastercard and American Express – 3 of the 35 most valuable brands in the world.
If you look at WHO they are and HOW they say they do things, all three talk about integrity:
And they all include the idea of...
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