Category — Brand equity
Tesla just announced that it is dropping “Motors” from its name to signal that it’s moving into businesses other than cars. They will, at least in the foreseeable future, be an unparalleled sustainable energy company. However, at the pace they are moving, one can only imagine what businesses they might ultimately be in. Will that name hold?
Apple did this several years ago by changing its name from Apple Computer to Apple. Obviously, this was a smart move that helped them broaden their portfolio of products and services.
There are many reason why a company might move to change its name —an obvious one being a legal issue. Beyond that, changes can be driven by consumer trends, broadening portfolios, over-coming negative perceptions, or just trying to stay relevant. For example, Kentucky Fried Chicken changed its name to KFC to avoid healthy consumers thinking about fried food. Or Philip Morris created new name, Altria, to be known as more than just a cigarette manufacturer, but a portfolio of businesses.
So, for fun, below are a list of several companies that completely changed their names. Can you identify who they are today?
Blue Ribbon Sports
Computing Tabulating Recording Corporation
Jerry’s Guide to the World Wide Web
Lucky and Goldstar Co.
Pete’s Super Submarines
Quantum Computer Services
Sound of Music
Tokyo Tsushin Kogyo
If you think about these things and are considering a business transformation, step back and look at your name.
There are interesting stories behind how these names became the ones we know today. How many did you know?
AuctionWeb, the first on-line marketplace, became eBay
BackRub was the original name for Google, based on the mathematical term “googol”,1 followed by 100 zeros
Blue Ribbon Sports was the business that became Nike
Brad’s Drink was the original name of a soft drink developed by a pharmacist that became Pepsi-Cola
Computing Tabulating Recording Corporation evolved into IBM, the name of its Canadian subsidiary
Confinity, started as a Palm Pilot payment company, renamed itself to become PayPal
Datsun today is Nissan based on the strategy to unify many products one-der one brand
Firebird is the original name for Firefox, changed for legal reasons
Jerry’s Guide to the World Wide Web became Yahoo, standing for “Yet Another Hierarchical Officious Oracle”
Lucky and Goldstar Co. is today LG Electronics
Pete’s Super Submarines is known today as Subway
Quantum Computer Services is today AOL, a shortening of America Online
Sound of Music became Best Buy, based on a successful fire sale after a tornado hit the company’s main store promising “best buys” on everything
Stag Party was the original name for Playboy after a law suit was threatened by Stag Magazine
Tokyo Tsushin Kogyo was a radio repair shop that is known for making the first transistor radio, and today is known as SONY
ValuJet became AirTran after a well-publicized plane crash. Today it is part of Southwest.
Wards Company adopted the name of a retail format they owned to become Circuit City
February 6, 2017 No Comments
The question is… can trust be revived in a brand that is seriously damaged? Almost every year there are brands that amaze us with incredible stupidity… mostly generated by a drive for bigger sales numbers. Volkswagen not only misled consumers and dealers about emissions and gas mileage claims, but
tried to make it a small and inconsequential issue until investigators uncovered an ever-growing circle of management and leaders who actually knew exactly what was going on. [Read more →]
September 30, 2016 No Comments
Brands are ultimately about meaning. Stories are the building blocks of meaning. And stories that connect your brand with a fundamental human need can help you build a powerful bond with your clients.
In our experience, this is as true for management consultants, accountants, law firms and architects as it is for carmakers, technology manufacturers, fashion designers and food brands. The difference is that while we have long accepted that emotional connection can drive consumer purchases, we like to think that business-to-business purchases are driven entirely by cold reason. They are not.
We have spent many years interviewing C-suite executives who purchase professional services. Sometimes one firm has a “silver bullet”, a tool or insight or method that nobody else has, so the choice is obvious. It happens, but it’s vanishingly rare (and quickly copied).
More often, clients have to choose between firms that have very similar offerings, people and approaches. So how do they pick? We have found that they make choices based on the story the brand tells them… the story that the brand allows them to tell about themselves.
Certain narrative patterns or storylines tend to recur within particular categories of professional services firms. The table below illustrates a few of the story patterns we often see in our work with these firms.
Each of these narrative patterns enables a brand to evoke and address a deep human need, even when offering an abstraction such as professional advice. And each of these stories can be told in a multitude of different ways.
By understanding these patterns, a professional service firm can drive differentiation and preference.
So how do you discover and then develop your authentic brand story? There are strong clues in your firm’s origin story and in the recurring iconic stories about the firm that your professionals tell themselves. The stories that clients tell about you (and the language they use to tell them) are also powerful sources. In both cases, it takes skilled questioning and astute listening to draw out the truth in the tale.
Once you have discovered the fundamental brand story that reflects the truth of your organization, it can then be developed into compelling market-facing messages, woven through all your communications and crucially, embedded in the culture of the firm and the behavior of your people.
August 7, 2015 No Comments
High growth globalizing companies often find it difficult and unprofitable to enter the U.S. and other developed markets. To achieve the turnover and ROI they seek, they are finding that it is the brand asset that differentiates an offering and drives higher margins and profitability. Particularly for companies in China, India, Brazil and other high growth countries, successfully expanding their global footprint is an enviable objective, but more difficult to achieve than ever. Many seek to minimize risk and expand with a price entry. However, unless corporations recognize and act upon the importance of building strong “brands”, they will most likely fail to achieve their U.S. objectives.
The mega-trend shift towards high growth market-based companies who have been successful in their home countries trying to expand to the U.S. is based on sound logic:
- Drive for greater revenues and profits
- Appeal of the large middle class with strong per capita income
- High number of diaspora living in the U.S. that often become the first wave of “acceptors”
- Recognition that the U.S. ensures a stable government and significant economic incentives
- Access to skilled labor forces, technology, and strong distribution channels.
October 3, 2014 1 Comment
I was asked by a friend about the Washington Redskins name issue, which was so eloquently written about in the New York Times Opinion Pages on June 24 by Michael Lewis and Manish Tripath.
Here is essentially what I wrote as a reply….
This is an interesting branding question on many levels. I am in complete agreement with the Michael Lewis and Manish Tripath conclusion.
1. Money aside, (changing the name) is the right thing to do.
2. The “model” they used (have not seen it) indicates no significant loss in revenue. My experience with name changes would bear this out. In fact, the opposite is often the case. I understand the argument about existing brand equity, but there are other important factors.
3. We would advise that the team owners look at a new name as an opportunity to re-energize the fan base. What if it attracted more fans and advertisers? Looking at the upside might help all involved think about a different and better brand and future for the franchise.
4. Lewis’s idea of involving the Native American community leaders is a brilliant way to move forward in a positive manner. It could result in an even larger upside, albeit the process might be complex so as not to disenfranchise anyone.
Change is scary for many, but, in this case, necessary. Not only has the U.S. Patent & Trademark Office voted to strip the team of trademark protections, but changing the name is the right thing to do.
June 26, 2014 2 Comments
Intel just created its own proprietary corporate font to be easier to read in the global digital world. They call it “Intel Clear”. A smart move in a number of ways. First, it gave them the opportunity to assess the equity in their existing font and think through whether and how much to change. Second, It caused them to think about how their critical audiences, internal and external, national and international, should perceive Intel as the communications media evolve so dramatically and rapidly.
April 8, 2014 No Comments
The acquisition of Beam Inc. by Suntory Holdings of Japan, has created a storm of concern about whether the heartland American brands, Jim Beam and Maker’s Mark will change. With enormous heritage, both brands have very loyal franchises and passionate consumers.
And despite the fact that they have been around for a long time – Jim Beam was founded in 1795 and Maker’s Mark in 1958 – these brands continue to enjoy organic growth, and are benefitting, possibly even contributing to, a resurgence in the popularity of bourbons and whiskeys globally. [Read more →]
January 17, 2014 1 Comment
Ad Age reported that Velveeta inventory is running low, just as Superbowl parties are only a few weeks away. This has created yet another media feeding frenzy. The Chicago Tribune calls it “Cheesepocalypse”. But the underlying reason is quite deep. Velveeta has earned our trust as a brand that hasn’t changed, and in the confusing world we live in, anchor brands are very important. Moreover, anchor brands like Velveeta often become part of a national tradition, a cultural touchstone that has meaning and value beyond the functionality of the product.
Velveeta was invented in Monroe, NY in 1908 at the Monroe Cheese Company. By 1923, it was spun off into the Velveeta Cheese Company and subsequently sold to Kraft Foods. In the early 1950’s, the product was reformulated into a cheese spread, and has not wavered since. Used as a base for dips, and in sandwiches and macaroni and cheese, it has been a staple in homes in North America and Canada. It is also an ingredient in dips at Superbowl parties everywhere. [Read more →]
January 10, 2014 No Comments
David Brooks, an Op-Ed Columnist at the New York Times writes a very interesting article about the differences between the use of and understanding of brands between the Americans and the Chinese. His premise is that the Chinese are not good at building brands that connect with consumers in the West despite the fact that they have the largest economy in the world. This will hinder their achievement of global economic dominance. He is right.
However, one of his notions is only partly correct and flies in the face of what great brands work hard at every day. Brooks believes that “People who create great brands are usually seeking some inner longing of their own…”. In this he is thinking about romantic notions of founder-led brands like Nike or Ralph Laruen.
What he is missing is that great business leaders spend a great deal of time and energy to understand their customers and their needs, and then address them in a way that builds an enduring relationship that can last a long time. In most cases it is the diligence and hard work requiredto build stronger relationships with consumers than competitors in every category that leads to sustainable market leadership.
Much of what Brooks writes about is very true, and he is astute to recognize as much as he does. Where he misses the mark is realizing that there is a process and method to establishing and building a strong brand that connects with key audiences that works on it’s own and is not necessarily founder led. Just look at a few minor brands like IBM, General Electric, BMW, New York Yankees, Mayo Clinic, etc. Sure each was founded by great thinkers and leaders, but they have evolved into very strong brands generations past founder longing.
Congrats to Brooks for recognizing how brand have become an engine of the Western economic growth. His basic premise is more than correct.
May 31, 2013 No Comments
The postulate that “watering down” a brand has long-term affects is generally well understood by smart marketers everywhere. But recently, two brands have been caught up in literally and figuratively watering down their products and consequently, their brands. We’d suggest that the act of watering down a product, or even the suspicion of it, will have very serious and long-term impacts on the business.
The two brands are Maker’s Mark Kentucky Bourbon Whisky and Budweiser. Maker’s Mark announced that they were lowering the alcohol content of their premiere product from 94 proof to 86 proof because demand is exceeding capacity, and consumer testing had indicated that the difference was undetectable. While possibly statistically true, the idea that slowly diluting a product so that the perceived change in the taste profile is negligible could end up taking the teeth out of a product and without ever understanding why. This incremental product thinking almost always gets manufacturers in trouble. [Read more →]
March 1, 2013 No Comments