When Brands Mess with Our Emotions

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Jess Goulart of BTRtoday recently asked me how I think branding has changed over the years. I told her that although businesses are sharing their brand stories in more inventive ways than ever before, some of the traditional elements of a successful brand remain unchanged. For instance, a company’s name and logo are powerful elements of a brand. Case in point: the Internet firestorm caused by Instagram’s new logo and Budweiser’s temporary name change.

On May 10, Budweiser went to “potentially ingenious, potentially absurd branding extremes” in the words of Fast Company‘s Mark Wilson by announcing that the King of Beers was changing the name on its cans and bottles from Budweiser to . . . America. In a press release, Budweiser noted that the renaming coincides with “what should be the most patriotic summer that this generation has ever seen, with Copa America Centenario being held on U.S. soil for the first time, Team USA competing at the Rio 2016 Olympic and Paralympic Games.” The voice of Bud noted that “that these cans and bottles aim to inspire drinkers to celebrate America and Budweiser’s shared values of freedom and authenticity.

The cans not only say America, but they contain text referring to the Pledge of Allegiance, the Star Spangled Banner, and America the Beautiful. The rollout for the special-edition cans and bottles features the tagline “America Is in Your Hands.”

Why the name change? Because nothing says America like swigging beer in the summer, right? And Budweiser has a history of appealing to patriotism with its branding. The renaming amps up something Budweiser has been doing already.

Not surprisingly, the rebrand evoked a response, and not all of it positive, as the predictable flood of tweets illustrates:

Budweiser

On the other hand, the rebrand attracted a lot of coverage from A-list news media, such as Fast Company, The New York Times, and The Wall Street Journal — the kind of coverage, as they say, that you cannot buy with advertising.

For my part, on Facebook, I couldn’t help but consider the ironies of the rebrand in this most bitterly fought and surreal of election years. Would the special-edition American carry a corrosive taste resulting from bitter political squabbling and screaming into the social media void?

Meanwhile, as social media was going crazy over Budweiser, Instagram was changing its logo. And boy, did Instagram ruffle some feathers. By shedding its well-known image of a retro camera to a more conceptual, colorful image, Instagram annoyed the many members of the digerati who loved the old look.

Instagram unveiled a new logo Wednesday, and it may well go down as one of the biggest design fails of the year,” wrote Adweek‘s Tim Nudd in an article with the strident headline, “Instagram’s New Logo Is a Travesty. Can We Change It Back? Please?” Meanwhile, Chris Gayomali of GQ pouted, “Instagram spent YEARS building up visual brand equity with its existing logo, training users where to tap, and now instead of iterating on that, it’s flushing it all down the toilet for the homescreen equivalent of a Starburst. Sad!”

And, the Internet griped, as it did with Budeiser/’Murica. Liam Stack of The New York Times summarized much of the backlash in his article, “The Great Instagram Logo Freakout of 2016,” in which he pointed out some of the sarcastic Internet memes and otherwise widespread cringing that occurred.

Budweiser might have faced some backlash with a name change. But Instagram got crapped on.

Instagram

On Medium, Ian Spalter, Instagram’s head of design, analyzed the reasons for the logo change, which is a fine read if you want to dig into the rationale, but 99 percent of Instagram’s 400 million users don’t care for the backstory. They’re either going to like what they see or barf, and context be damned.

Why? Because names and logos create emotional connections, which is what branding is all about: the power of emotion. You can do all the left-brain analysis you want to measure the power of branding, using yardsticks such as brand lift, and you can analyze your reasons for the choices you make. But numbers and explanation don’t capture the emotional appeal of a brand.

People don’t like to have their emotions messed with, and when a business changes its name or its logo, that’s exactly what happens. But just as we get over romantic break-ups, the passage of time eventually heals the emotional break caused by a change in a name or a logo. Remember the uproar when Andersen Consulting changed its name to Accenture? The critics mocked the “accent on the future” meaning. Nobody’s laughing anymore, are they? On a less dramatic scale, Google raised eyebrows in 2015 when the company tinkered with its word mark. But now we are comfortable with the san-serif Google.

Yeah, we get over the hurt that comes when a brand crumples up our loyalty into a paper ball and tosses it in our faces. We scream and pout, but we move on. For that reason, I think the Gap made a mistake in 2010 when the company ditched its new logo amid howls of protest. Had the company remained patient, I can assure you no one would care about the old logo today except for fans of nostalgia.

At a time when consumers are supposedly more empowered than ever before, ironically the uproar caused by Budweiser and Instagram remind us of an essential truth: being empowered doesn’t mean we want to call the shots completely. We want a relationship with brands. And brands wield power in that relationship. Otherwise, why would we care so much about someone changing their name or logo?

The Art of Co-Branding

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On May 7, music mogul Jermaine Dupri and I were fortunate to have a byline published in Fast Company concerning four tips for successful co-branding. Co-branding  — or sharing your own brand with an outside brand — is an increasingly popular way for celebrities like Justin Timberlake and major corporations such as Budweiser to generate awareness and to promote launches of products and services. The following post contains the unabridged version of our byline in case you’d like to have a bit more context about how my employer iCrossing has successfully built a co-brand with Dupri. Our bottom line: don’t co-brand to create hype. Focus on co-creating value.

To build your brand, sometimes you have to share your brand. And increasingly, big companies like Budweiser and Harley-Davidson choosing to co-brand with celebrities like Justin Timberlake and Kid Rock through relationships that range from sponsoring each other’s activities to the celebrity taking on quasi-roles such as strategic counselor or creative director.

But for co-brands to endure beyond the superficial level of a one-off press release, both parties need to stipulate realistic goals and co-create value. Those are among the lessons iCrossing and Jermaine Dupri have learned through an unusual co-branding relationship that has helped reinvent Dupri’s image as a technology leader, increased membership for his Global 14 social media community, and developed iCrossing’s image as a creative, socially savvy agency.

After forming our relationship in February 2012, within 10 months we boosted membership for Dupri’s Global 14 community by 43 percent, improved Dupri’s Twitter following from 381,000 to 620,000, increased iCrossing’s own Twitter following by more than 40 percent, and, most importantly, gave both iCrossing and Dupri recognition among mainstream influencers.

Here’s what we’ve learned along the way.

Define Realistic Goals

A co-brand starts with an understanding of what you both want out of the relationship before you start working together. And your expectations need to be realistic. In 2011, Madonna and Smirnoff formed the Nightlife Exchange with goals of building digital reach for Smirnoff and generating business for both Madonna and Smirnoff.

SMIRNOFF MADONNA

According to Christopher Swope of Live Nation, the relationship (which featured a special global dance talent search in 2011) has helped Smirnoff achieve double-digit sales growth in key markets (with the help of a specially branded Madonna VIP Access Smirnoff Limited Edition pack) and generate 1.8 billion media impressions. The relationship also helped Madonna make her MDNA tour the highest grossing of 2012. Not bad at all.

The relationship between iCrossing and Jermaine Dupri also started with agreed upon goals and a plan to achieve them. Dupri wanted iCrossing help to drive membership for his Global 14 community, which he launched in 2011 as a platform for young entrepreneurs and musicians to share common interests with himself and each other. He was already a music legend. He also wanted to develop his reputation as a technology and business leader.

iCrossing wanted build our reputation for thought leadership, creativity and social media by tapping into the convergence of entertainment and technology.

But our goals needed to complement each other, too. Had Dupri aspired to increase his visibility among the hip-hop community, he didn’t need iCrossing’s help. But iCrossing could definitely help him drive Global 14 membership through social media and content marketing. Conversely, iCrossing needed to define goals that Dupri was in a position to help iCrossing achieve, such as increasing awareness for our own social media and thought leadership expertise.

Co-Create Value

Co-creating means co-developing products, services, and ideas. U2 and Apple ignited the flame of celebrity/corporate co-creation in 2004, when they collaborated on the launch of the iPod U2 Special Edition, housed in a special black case, and laser-engraved with the signatures of each band member on the back.

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As part of their co-brand, Apple and U2 also made U2’s single “Vertigo” exclusively available on iTunes as well as a first-of-its kind digital box set of U2’s catalog. What made the arrangement special was that two icons were sharing their most prized assets to create specially branded products, a model that we’ve often seen emulated, a recent example being Kid Rock and Harley-Davidson agreeing to offer limited-edition, co-branded Rebel Soul merchandise featuring a line coined by Kid Rock: “I can’t hear you over the rumble of my freedom.

Co-creation is at the heart of the iCrossing/Jermaine Dupri partnership, but we’ve taken co-creating a step further by creating original content such as thought leadership about social media, audience insight, and creativity. For instance, we’ve created blog posts together on topics such as business lessons for start-ups and video interviews on creativity and social media. We published a point of view about the secrets of creating engagement on your own social community based on Dupri’s experiences with Global 14. We have also co-written a byline for Fast Company and co-presented about social media and audience intimacy at the 2012 PSFK Conference San Francisco. This thought leadership provides valuable insight to iCrossing clients and helps us meet the goals we defined.

Jermaine Dupri, David Deal: Injecting Community Back Into Social Media from Piers Fawkes on Vimeo.

By co-creating content, we are both developing a product to support our goals — akin to Justin Timberlake and Budweiser actually making a beer together. Co-created thought leadership is important because content consist of iCrossing’s product given the work we do as an agency.

iCrossing also acts as a co-publisher, relying on our own social spaces to disseminate our ideas and Dupri’s among Fortune 500 influencers — our own clients.

Find Natural Areas of Interest

A hip-hop mogul and a digital agency. The mogul runs a record label. The agency helps companies like Coca-Cola build connected brands. What do they have in common? Well, it didn’t take long to find out. Dupri loves social media and technology; so does iCrossing. Dupri hustles content ranging from his blog posts to Instagram photos. So does iCrossing. We’ve defined a credible intersection of our shared pursuits that makes sense for our brands.

Finding common passions makes for a more authentic relationship. For instance, Dodge Ram and country musician Zac Brown have successfully joined forces around a common interest: community goodwill. In 2010, Ram and Zac Brown launched the Letters for Lyrics partnership to deliver 1 million letters to U.S. soldiers, and in March Brown and Ram joined forces to put up for auction his own Ram truck in order to benefit Camp Southern Ground, which provides programs for children including those with learning disabilities and behavioral disorders. The relationship is no gimmick — Ram has a history of working with country artists to support charitable causes, and Brown founded Camp Southern Ground. Theirs is a relationship centered on a true passion for both brands.

Defining common areas of interest also helps you rule out activities that don’t help us meet our goals. For instance, it does not make a whole lot of sense for iCrossing to promote Dupri’s gigs as a DJ. We are not in the music and artist promotion business. Nor will you find Dupri collaborating with iCrossing on a paid search campaign anytime soon. We’re focused only on the activities that make sense for us both.

Be Committed

One announcement does not make a relationship. A co-brand, like a garden, needs to be nurtured to grow.

Certainly Nike and Michael Jordan created the gold standard for a committed relationship between a company and a superstar individual brand. After launching their relationship in 1984, the two brands embarked on a journey that helped change the way brands and celebrities work together — and a journey that has endured highs (six NBA championships for Jordan) and unexpected turns (such as Jordan’s shocking but temporary retirement from basketball to play professional baseball). Jordan did more than collaborate with Nike on the launch of a line of shoe wear; he literally became a business partner. The Jordan Brand, a division of Nike, helps Jordan earn $80 million annually in retirement. And Nike has obviously benefitted, releasing its 28th shoe in the Jordan franchise in 2013 and commanding 58 percent of the shoe market in the United States according to SportsOneSource.

Jordan and Nike have provided a model for anyone who aspires to create a long-term relationship, including iCrossing and Jermaine Dupri. We have also stayed committed to achieving our goals for more than a year, investing our time and effort to brainstorm on ideas, adjusting our approaches when needed, and refining our messaging as Global 14 has evolved. We focused first on creating content on social media and then more actively brought event appearances into the mix, and we’ve also adapted our story to bring in fresh thinking, such as how a CEO like Jermaine Dupri can become more effective thanks to social media.

Relationships are going to experience occasional hiccups, such as the awkward moment that occurred when it was reported that Alicia Keys uses an iPhone after she signed a co-brand with Blackberry. No relationship is perfect, and you’re both going to need to be open to learning and growing together in order to succeed.

We believe that iCrossing and Jermaine Dupri are creating a model for co-branding because of our focus on creating content together. Stay tuned. We’re just getting warmed up.