A service can be sold with expertise alone, but to have your clients come back again and again requires goodwill and trust. Relationships make clients stick. Crowe Soberman's culture of relationships is a clear differentiator for their brand. They value real personal connections, and believe it's an integral part of their success.
National Logistics services: The Cost Of Repositioning
Repositioning a business can be one of the most costly and painful transitions a company go through. National Logistics Services (NLS) went through 18 months of sales purgatory when it repositioned from a general logistics provider to experts in fashion and footwear. Today NLS has a sticky brand, but it was a challenging journey. Peter Reaume, CEO of NLS explains, "It was one of the scariest thing I've ever done. We knew we had to specialize, but the transition was hard."
Talent is a foundational building block of a sticky brand. Capital Iron has grown a sticky brand with a very purposeful HR strategy. Close to 90% of their staff are full time employees compared to the retail industry standard of 15 to 20%. Their staffing strategy is designed to support a highly unique retail experience.
Bureaucracy comes with growth, but it's the antithesis of creating outstanding brand experiences. WildPlay is growing a sticky brand in a period of heady growth by baking their values into everything they do. They view their culture like a sourdough starter. With each new park they launch they break a piece of their culture off to seed the new facility.
Curiosity is a lost art in our age of broadcast marketing. Karen Flavelle, CEO of Purdy's Chocolates, bucks the trend. She encourages her staff to be curious and ask questions. Being curious can shift the brand experience. Ask your customers a question or two, and encourage them to share their story.
A brand's heritage is a competitive advantage. There's something remarkable in saying your company has been around for 20, 30 or 50 years. And it’s even more remarkable if you can say your company is 92 years old.Vets Sheet Metal has a unique brand asset: its heritage. They are a 92 year old, fourth generation family business. Their heritage is a competitive advantage, and their stories, relationships and history are brand assets.
A great brand name and packaging is only valuable if you get your product onto the store shelves. The foundation of a great brand is relationships—strong ones that you grow and nurture. There are always gatekeepers who will either support you or block you. Without their endorsement, your brand doesn't stand a chance.
Changing a company name can be highly disruptive, especially with a well established brand. Archway Insurance rebranded in 2011, and got its team involved to support the process. Rebranding is sure to fail without your staff's buy-in.
Distinctive Appliances: Control What’s In Your Control
Distributors have one of the toughest branding scenarios. Their job is to operate behind the scenes, and build other companies’ brands. And if they do a good job they grow the brands they represent from niche products into industry standards. The challenge for distributors is to manage their brand as strategically as the brands they represent.
Theodore Levitt wrote, "People don't want to buy a quarter-inch drill, they want a quarter-inch hole." This quote is famous, because so many companies confuse their corporate purpose. They position their brands on what they do, and lose sight of what they deliver.