From Brand Love to Brand Relevance: A New Paradigm in Brand Building
In the evolving landscape of brand marketing, we often hear about the pursuit of "brand love" – that magical connection where consumers don't just buy your product but fall in love with your brand. But what if we're asking the wrong question? What if the goal isn't to be loved, but to be genuinely understood and valued?
The Paradigm Shift: From Love to Relevance
The truth is, your brand isn't about making customers love you. It's about understanding what they need from you and delivering it consistently. Success isn't measured by how many hearts your brand can capture, but by being top-of-mind when your customers have a need, want, or aspiration.
This shift from pursuing brand love to building brand relevance isn't just semantic – it's strategic. Here's why it matters and how to make this transition effectively.
The Three Pillars of Brand Relevance
1. Define Your Value Proposition
Start with your "Why, What, and How." This isn't just about crafting a clever mission statement – it's about crystallizing the value you bring to your target customers. What problems are you solving? Why should they choose you? Your value proposition should answer these questions clearly and convincingly.
2. Embrace Your Specific Audience
One of the biggest mistakes brands make is trying to be everything to everyone. Remember: You can't – and shouldn't – try to appeal to everyone. Your brand's strength isn't measured by universal appeal but by its resonance with those who matter most to your business. Are you building a brand that demands attention, or one that earns it through consistent value delivery?
3. Foster Organic Brand Presence
Think about brands like Panadol, Pampers, or Coca-Cola. When people have a headache, need diapers, or want a cola, these brands come to mind automatically. Why? Because they've established themselves not just through advertising, but through consistent delivery of value. It's what customers say about you when you're not advertising that truly defines your brand.
The Integration Imperative
When leaders ask me about improving brand perception and scores, they're often asking the wrong question. Instead, ask: "What broke down for our customers?" Because brand relevance requires holistic integration across:
- Sales interactions
- Customer service
- Employee behavior
- Leadership visibility
- Digital presence
When any of these touchpoints fails, customer trust erodes. Why? Because you're no longer doing right by them. You're not giving them what they want or need. They feel betrayed.
Building Sustainable Brand Value
1. Maintain Unwavering Consistency
- Across all channels
- Through time
- In messaging and delivery
2. Align with Your Target Audience
- Speak their language
- Address their specific needs
- Show up where – and when – they need you
Think of it as a relationship where loyalty is as good as your ability to serve their needs.
3. Demonstrate Value Continuously
Don't fall into the "too big to fail" mindset. Instead:
- Prove your worth through actions
- Deliver meaningful solutions
- Create tangible impact
Remember: It's a perpetual courtship.
4. Recognize and Reward Loyalty
Too many companies focus on acquiring new customers at the expense of existing ones. Build sustainable value by:
- Rewarding continued engagement
- Building long-term relationships
- Creating organic advocate communities
The Bottom Line
The question isn't whether your brand is loved – it's whether your brand is relevant. In today's market, relevance beats romance every time. Your brand's strength lies not in universal appeal but in its ability to consistently deliver value to those who matter most.
Are you building a brand that demands attention, or one that earns it through consistent value delivery? The answer to this question might just be the key to your brand's future success.
Mad About Marketing Consulting
Advisor for C-Suites to work with you and your teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.
Sorry is the Hardest Word?
Is it pride, ego or just plain cluelessness?
Having managed social and crisis communications for companies that I have worked for previously and now advising clients on their own communications approach, it seems that the word “sorry” is sometimes not found in the companies’ dictionary.
It is in fact often harder to get a company to apologize sincerely to their customers than to win the local lottery.
If statements like “we apologise if this might have caused you any inconvenience” or “we are sorry if you have been inconvenienced” sound familiar, you might have been a victim of gaslighting if you are a customer reading this.
If you are the company responsible for this statement, you have just absolutely gaslighted your customers and possibly caused even more frustration.
The main reason these statements have an issue is the way they are being phrased. By using the words “if”, “might” and “perhaps” suggest that companies are providing an outlet for themselves to excuse their own behavior and misdemeanor.
Take for example a recent case I heard from a friend about an airline misplacing her luggage. She had to buy clothes and other necessities not provided by the hotel the moment she landed as she had everything in her luggage. The airline eventually managed to deliver the luggage to her hotel the next day with the following apology note “we apologise if we might have caused you any inconvenience having misplaced your luggage”.
They might as well say “Though we have misplaced your luggage, whether we think it’s our fault or not depends on whether you have been inconvenienced. We think you might be or you might not, who knows (or cares?)”.
They should have placed themselves in the shoes of their customer and think empathetically before they craft the note and decided on the appropriate actions.
If it’s them, would they not feel frustrated, stressed and absolutely inconvenienced being in another country without their own belongings? Would they be absolutely delighted to have an airline that they entrust to transport them and their belongings from one place to another without fuss - lose their belongings? It’s not rocket science that customers expect the bare minimum of what they paid for when they decide to fly with said airline.
The customer is not even expecting the airline to go the extra mile to send a goodwill token of apology and appreciation for her support when in fact, a self-respecting world class airline should do that.
In contrast, I recall an incident when a driver drove off with my bag accidentally when I was in Japan and was uncontactable because his mobile phone was out of power. He turned up later in the evening and apologized profusely without any “ifs” or ”mays” and the next morning, got me a small token of apology though I was not expecting it at all.
This goes to show that everyone can make that impact and difference in customer centricity; it’s a matter of your core values and if you genuinely care enough to do so or not.
From a communications perspective, it is also better to be more transparent and forthcoming in owning the issue, acknowledging mistakes, and apologizing for them sincerely. No organization is too big or important for an apology when it’s warranted; just as no organization is too big to fall.
So, the next time when a mistake is made, how ready are you to own it sincerely?
About the Author
Mad About Marketing Consulting
Ally and Advisor for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.
What I learnt about Customer Centricity in Japan
While I pride myself to be largely empathetic and customer centric in thinking and approach, I learnt something new and meaningful as well in my recent travel to Osaka and Kyoto. The experience epitomizes the true spirit of customer centricity and provided lessons for me as well in my thinking and approach.
During our trip, all our various interactions have left a deep and lasting impression on the service and customer oriented mindset of the Japanese living and working there. From the big actions taken to the smaller details observed, even when things didn’t go as planned, they more than made up for it.
Experience one - we left a bag of personal belongings in the driver’s car and he unfortunately lost touch with us and our guide as his mobile phone malfunctioned. We were initially anxious and even disappointed that he wasn’t at the pick up location for our next pit stop. Our cynical minds started wondering about all sorts of scenarios, including lost items and what-nots. Turned out, he was equally anxious and was shuffling to and from various places he thought we would be, before he finally dropped the bag off at our accommodation during dinner time. The next morning, he arrived bright and early with a little token of apology though he didn’t have to and showed us not one but 4 mobile phones he has brought along as back-up! In return, we got him a little gift token in exchange on our last day as we know tipping is considered as an insult to the Japanese.
Lesson learnt here - always place yourself in the shoes of the customer when trying to solve the problem at hand. Treat others the way you would like to be treated.
Experience two - the chefs, regardless of whether its the head chef or sous chef at all the small dining establishments would make an effort to see each set of diners out after their dinner, including ensuring they are able to get to their mode of transport. They would stand outside of their restaurant, seeing the guests off, which reminds us of a house owner seeing their guests off after a visit. The interactions with the service staff, be it hotels, cafes and shops were always unhurried and attentive even during peak periods. No one tried to peddle their stuff or hard-sell to us or the people around us. They went out of their way to show us the exact location of where certain things were if we looked uncertain. It shows us not just the hospitable side of the place as a whole but the pride as well they take in ensuring the experience with them is complete and satisfactory. The end result of this is that we were happy to buy or order more on our own accord without needing any push from them.
Lesson learnt here - take genuine pride and ensure you have a solid value proposition in what you do and offer as a complete service to your target customer. This goes a long way in demonstrating the value you bring to them without needing to hard-sell.
Experience three - We were enroute to a restaurant located at an obscure building and part of the city. The location was such that we would need to walk by foot after alighting though we were blissfully unaware of the fact. The wise and knowing taxi driver parked at the side of the road, stopped the meter and directed us all the way to the entrance of the building and showed us to the lift up to the restaurant with a big smile and zero hint of impatience. In another instance, we needed to head back after dinner but chose the wrong pick up location unknowingly. The second driver we encountered made the effort to find his way to us though we were at fault for choosing the wrong pick up location at an obscure spot. Throughout the process, he was polite and extremely patient with us and when he reached our pick-up spot, he remained cheery and even apologetic though we were in the wrong! The end result of these two incidents were that we were equally apologetic for causing much hassle and provided tips through the app to try and make up for the lost time and additional mileage they needed to cover in order to help us.
Lesson learnt here - although the customer is not always right, the point is not to harp on mistakes or who is right or wrong. Instead, enable your employees to use such situations to identify opportunities to create a win-win outcome.
I know that providing consistent good customer experience and service is tough and the truth is, not everyone is cut out for it. It helps to have the right mindset to start with and I always believe as well that it starts from how organizations treat their own employees and enable them with the right mindset as happy employees will often result in happy customers. It’s a type of pay it forward attitude.
Although good customer experience don’t always pay off in terms of direct or immediate revenue or growth, it does pave the way to longer term rewards and loyalty. The current consumer psyche is also such that catering for such experiences should almost be a given and not conditional based on how much commercial value you think you can derive out of each customer. This is especially if you are not the only player in the market offering the same set of products and services. What differentiates you could also be the experience you offer as a whole. It could be part of your total value proposition.
About the Author
Mad About Marketing Consulting
Ally for CMOs, Heads of Marketing and C-Suites to work with you and your marketing teams to maximize your marketing potential with strategic transformation for better business and marketing outcomes.