| The message is determined by analyzing the brand | | | | offers controversial language and partialnudity, but the |
| being marketed, and doingso with clear vision and | | | | Disney Channel won't ever consider such a thing. If |
| self-knowledge. Too many marketing executives | | | | Disneyproduces a show on Broadway, you can rest |
| relyon their own concept of the brand's identity, and | | | | assured that children will beadmitted and the content |
| never bother to discover whatattributes the public has | | | | will not offend their parents. |
| assigned to a product. Just because you've | | | | Disney has become the tremendous conglomerate it is |
| decidedthat you want to project a certain image | | | | today by makingpromises to its consumers and |
| doesn't mean that's the image you'reprojecting. | | | | keeping them consistently since the |
| Extremely high-profile marketing campaigns have failed | | | | company'sinception. Anything that bears the Disney |
| becausenot enough market research and | | | | name has a special trust, a covenantwith the |
| communication with the consuming publicwere done. | | | | consumer, and Disney lives up to that covenant every |
| For example: | | | | single time. |
| When AT&T Wireless decided to consolidate its | | | | It's easy to ridicule the seemingly fanatical insistence |
| wireless phone, pager, and | | | | Disney has on referringto its employees as cast |
| Internet technology into something called mlife, it gave | | | | members, in considering the consequences of |
| the public examples ofwhat the company meant. | | | | everyword spoken on every program its networks air, |
| Unfortunately, the public still doesn't understand,and has | | | | in not allowing its maleemployees to grow beards, or in |
| no idea what the m stands for (it is messaging). | | | | its sanitized image that seems unrealistic inmodern |
| United Airlines has long invited the public to "fly the | | | | society. But it would be foolish to attack the surface of |
| friendly skies of United." | | | | the Disneybrand and overlook the unprecedented |
| The public has noticed that the experience on the | | | | success it has enjoyed for a number ofdecades. The |
| plane is not terribly friendly,and is now distrustful of all | | | | company continues to grow, but never for a moment |
| airlines' claims. | | | | does it takeits covenant,the promises it makes to its |
| The criteria for effective public relations messages | | | | audience for granted. |
| should be: (1) is it true? (2) | | | | Go to the Disney Web site at and you'll see the |
| Is it unusual? (3) Is it interesting? | | | | company'sdedication to its core philosophy at work |
| On the other hand, if a company already exists in the | | | | with every click. Want to discuss avacation at Walt |
| marketplace, a newmessage will have to be identified. | | | | Disney World in Florida? You can book your vacation, |
| For retail companies, the addition of a newproduct | | | | includingairfare, car rental, hotel, and theme park tickets, |
| category or a price reduction are always effective | | | | through Disney online. If youneed personal assistance, |
| messages. | | | | phone numbers are always available. News |
| Sales promotions, particularly very public or extremely | | | | aboutupcoming movies from the Disney studios can |
| unusual ones, makegood messages. Anything out of | | | | be found, including comingattractions trailers. Games |
| the ordinary being done by the company inthe name | | | | are available for children and adults. Want to buysome |
| of public service or community aid is a legitimate | | | | Disney merchandise? The Disney Store has an online |
| message. | | | | catalog. There isalways the option of speaking to a |
| In order for the message to be even rudimentarily | | | | Disney representative with any question orconcern |
| effective, it absolutely mustbe true. Remember, the | | | | you might have. And the Disney Web site is careful |
| message is being disseminated by the legitimate | | | | not to provide linksto ABC, Touchstone, or Miramax, |
| newsmedia; a false message will be discovered and | | | | because those companies deal in materialthat, although |
| exposed, and win immediatelybrand the company | | | | affiliated with the parent company, does not conform |
| negatively. It will do more damage than having no | | | | to the |
| messageat all, and such situations must be avoided at | | | | Disney brand. They are separate brands and are |
| all costs. | | | | treated separately. They havetheir own Web sites. |
| Unique messages are going to be more noticeable and | | | | While the philosophy is not directly presented to the |
| more attractive to thegatekeepers who determine | | | | consumer in words, it isnot in the least difficult to |
| which stories are told and which are not. So anunusual | | | | discern or understand. Disney will provide you |
| message--something a company is doing that no one | | | | withhigh-quality, attentive customer service and a |
| else hasconsidered or been creative enough to | | | | dedication to family. It's thereon the Web site, in the |
| conceive-will be considerably moresuccessful than one | | | | theme parks, and in the entertainment provided by |
| that seems tired or old simply because it has been | | | | thecompany under its own name. Under no |
| seenbefore. | | | | circumstances does the Disney |
| It goes without saying that the message must be | | | | Company ever renege on those promises, and it holds |
| interesting. If it is unique,unusual, and true, but without | | | | firm to them in everyaspect of its branded business. |
| any interest to the general public, the messagebeing | | | | On those occasions when there is even the |
| delivered will most likely never find the light of day. If it | | | | suggestion of a break with thecovenant, Disney works |
| does, it willundoubtedly be ignored, or worse, ridiculed. | | | | swiftly to correct the situation. When some |
| Many companies make themistake of assuming that if | | | | videocopies of its animated film The Little Mermaid |
| a message seems unusual and interesting to them,it will | | | | were rumored to have an off-color visual joke in three |
| be those things for the general consuming public. | | | | frames (1/8 of a second), the company made sure |
| People in businesstend to find their business fascinating; | | | | therumors were dispelled, and the offending three |
| it is the thing they spend most of theirtime thinking | | | | frames, although they reallydidn't contain what the |
| about, so they are more knowledgeable about and | | | | rumors said they did, were cut from subsequent |
| concernedwith their business than any casual observer | | | | copies. |
| or consumer would be. That isonly natural and proper. | | | | Disney takes its covenant very seriously. |
| But it is far too easy to make the miscalculation that | | | | BRANDING IS ESSENTIAL |
| amessage that might be fascinating to an industry | | | | Everything impacts on Branding--the smell of the |
| insider-for example, "Ours isthe only paper bag made | | | | bathroom, the signs in thewindow, the product being |
| with 100 percent maple fibers"-will also be of interestto | | | | sold in the store, the things people say. One of |
| a casual user of the product. In almost every case, | | | | themost powerful things that impacts all people's |
| that assumption will beproven untrue. | | | | perceptions is what they read,see, or hear about in the |
| So, commununication with the consuming public is an | | | | media, because it carries with it the imprimatur of |
| essential component toany successful Branding | | | | themedia outlet. |
| venture. Discovering from the public what its | | | | To illustrate: If a garage band pays to produce its own |
| truefeelings are about the brand identity being | | | | CD and sends out fliersto every record store in the |
| contemplated, as well as anychanges being discussed | | | | country saying the album is a breakthroughcollection, it |
| concerning an existing brand identity, can help a | | | | won't carry a fraction of the impact that same CD win |
| wisemarketer avoid miscalculations that can prove | | | | have ifsomeone on MTV uses the exact same words, |
| disastrously costly and possiblyfatal to the brand, the | | | | because now the brand of thegarage band has been |
| product, or the company. | | | | enhanced with the brand MTV. |
| This is not to imply that the public must be allowed to | | | | The old saying, "There is no such thing as bad publicity" |
| dictate all Brandingdecisions, however. What's more | | | | is absolutelyincorrect, however. Having a brand's name |
| important is for anyone involved in Brandingto have a | | | | mentioned in the media is a verystrong influencer, and it |
| clear-eyed view of their brand identity. Wal-Mart | | | | can cut both ways. Should a media outlet |
| remains a wildlysuccessful brand by not trying to be | | | | saysomething negative about a brand-even if the |
| Tiffany's. McDonald's, although it hasslipped | | | | information is proven to betotally inaccurate-the |
| precipitously as a trusted brand in recent years, still has | | | | negative repercussions on the brand identity can |
| the goodsense not to hire Wolfgang Puck to rethink its | | | | bedevastating. It can take a lot of damage control, in |
| hamburger recipe. | | | | the form of advertisement,retractions from media |
| When a Branding professional loses sight of the original | | | | outlets, and strong statements from the brand itself, |
| mission-that is, thebrand identity-and tries to be all | | | | toundo one misplaced comment from a credible media |
| things to all people, the results are almostalways | | | | outlet. Sometimes thedamage can't be controlled or |
| calamitous. The archetypal example of New Coke | | | | undone. |
| works as a warningabout so many different Branding | | | | When public relations is done properly, an item of |
| errors that it seems clichéd to mention it, | | | | information is disseminatedto media gatekeepers, who |
| butconsider: The fundamental miscalculation being | | | | then decide to report the information either directlyor |
| made was the level of loyaltythe average Coca-Cola | | | | indirectly. Reportage is done, research is accumulated, |
| drinker had for what was, and remains, | | | | interviews areperformed. Eventually the information |
| unquestionablythe most well-known, best-loved brand | | | | item becomes a media report, and it isat that moment |
| identity on this planet. To think it wasa good idea to | | | | that the public relations professional can no longer |
| remove this beloved product-in favor of a formula | | | | control itentirely. Media outlets-particularly the most |
| thatemulated the competition and was bound to | | | | desirable, most credible ones-operate autonomously, |
| alienate Coca-Cola loyalists whohad stuck with the | | | | reporting the information they deem necessary |
| brand, in some cases, for decades-is astonishing. | | | | orinteresting and excluding all else. Time constraints, |
| A FEW BASIC PROMISES | | | | space limitations, and therealities of economics play as |
| Public relations can operate effectively only when a | | | | prominent a role in the decision-making processas the |
| clear, realistic brandidentity has been conceived. | | | | newsworthiness of the information being considered. |
| Certainly, PR, professionals can be part of theteam | | | | If a company is launching a new brand, the temptation |
| that establishes that identity, but it must be, above all | | | | will exist to try tosaturate the market with information |
| else, a trueidentity. That means it must have specific | | | | on that brand. Often, when my companyis contacted |
| attributes, specific philosophicaltenets, and, most | | | | about the creation of a new brand or a new product, |
| important, a few basic promises made to the | | | | the requestwill be, "Get us as much exposure as you |
| consumer thatwill never, ever be broken. | | | | can." That is absolutely the wrongthing to request at |
| These promises, which should be written down in the | | | | that time, because it is not a strategic position. |
| simplest languagepossible and distributed on a regular | | | | Such a company should be requesting a strategic plan |
| basis to every employee of the company,are a | | | | that is consistent withtheir short-, middle-, and long-term |
| covenant made with the public. They define the brand | | | | goals. (Short-term is defined as 6months, mid-term as |
| identity; theyprovide reasons to patronize the brand; | | | | 18 months, and long-term as 36 months.) It's |
| and they offer, at the most basic level,differentiation | | | | veryimportant to define those goals before seeking |
| from all competing brands. They are never to be taken | | | | media exposure, because thelack of a goal is the lack |
| lightly byany employee, and under no circumstances | | | | of a plan, and that will obliterate any hope of |
| are they ever to be broken for anyreason. | | | | Brandingbefore it ever has the opportunity to begin. |
| If your business is a store that sells items that cost $1 | | | | In Lewis Carroll's Alice's Adventures in Wonderland, |
| apiece, you must nevercharge $1.05 for anything. If | | | | there is a marvelousmoment in which Alice, trying to |
| your restaurant prides itself on cleanliness, therest | | | | find her way through the maze that is |
| rooms have to be absolutely spotless anytime anyone | | | | Wonderland, asks the Cheshire Cat for direction. The |
| walks in. If yourpromise is that every customer will be | | | | cat asks, quite logically,where Alice's destination might |
| served within 30 seconds of entering,you'd better have | | | | be, and she replies that she doesn't care whereshe |
| a stopwatch on every employee's wrist and be sure | | | | ends up, but needs to know which road to take. Told |
| it'soperating accurately. | | | | that Alice doesn'tcare where she's going, the Cat |
| The promises your business makes are the central | | | | replies, "Then it doesn't matter which way yougo." |
| core of that business. Ifyou've promised to provide the | | | | Companies that want to create brands but don't know |
| longest hot dogs in town, and you providethem, no | | | | what their specific goalsare for the next 6, 18, or 36 |
| reasonable person is going to complain that you don't | | | | months can't possibly be expected to define theirbrand |
| have the bestcrêpes suzettes as well-unless | | | | identity or the proper kind of media coverage they |
| you've promised that too. | | | | need to best exploittheir brand's possibilities. |
| It's extremely important that the promises you make | | | | A good percentage of Americans believe that Elvis is |
| flow from your brandidentity. Understand what you are | | | | still alive; there's noaccounting for what people might |
| to the public and what is expected of you,and you can | | | | think. But the reality is that a Brandingcampaign, fueled |
| make bold but realistic promises. Try to provide every | | | | by public relations efforts, will fail miserably if it doesn't |
| solution toevery problem, and you win end up providing | | | | havespecific, well-defined goals in place for various |
| nothing that is the least biteffective. | | | | points in the future before itbegins. |
| Consider, for example, the Disney brand. Here is a | | | | How do the elite Branding experts determine their |
| company whose name andlogo are recognized in | | | | goals ahead of time andpass that information on to |
| every country on the planet, whose message is | | | | public relations professionals? It helps to be first inyour |
| receivedand understood everywhere from Beverly | | | | field. Those companies that came to the marketplace |
| Hills to Beirut. It was once estimatedthat Mickey Mouse | | | | before anyone else - |
| was the most recognized figure anywhere on Earth, | | | | Wal-Mart, Johnson & Johnson, Kleenex, |
| morethan the president of the United States, more | | | | Coca-Cola, Disney, McDonald's-had anadvantage |
| than Tom Cruise, actually morethan Santa Claus (who | | | | before they generated their first media placement. |
| is famous in only about one-third of the | | | | Nobody wasahead of them, and they knew precisely |
| world'scountries). | | | | what they intended to do. |
| On the surface, Disney might appear to offer all things | | | | Keep in mind that most of those brands established |
| to all people. Besidesits movies and television programs | | | | themselves very early withvery little (in many cases, |
| under the Walt Disney name, it alsoproduces | | | | close to no) advertising budget to work with. |
| entertainment under the Touchstone and Hollywood | | | | Theymanaged to create an impression in the minds of |
| Picturesbanners. Disney has a network television show | | | | consumers without spendingmillions in magazines and |
| on a network it owns (ABC), andalso provides | | | | newspapers or on radio or television (in those |
| programming on cable TV via the Disney Channel and | | | | caseswhen radio and television existed at the brand's |
| ABC | | | | inception). |
| Family. The company owns theme parks in California, | | | | They did it almost exclusively with public relations. |
| Florida, Japan, and | | | | These companies had aplan, a course of action, long |
| France. It also owns ESPN, publishing companies, video | | | | before they had a brand name or a brandidentity. |
| distribution companies,real estate, and retail stores. | | | | They projected the possible sales for their products |
| Disney logos appear on merchandise rangingfrom | | | | and services andhad realistic goals for the coming six |
| souvenir Mickey Mouse ears to fashions created by | | | | months, the coming year, the comingthree years. In |
| respected designers,electronics, calendars, furniture, | | | | many cases, those goals were far exceeded, due in |
| musical instruments, sound recordings, andtimepieces. | | | | large part tothe brilliant public relations campaigns that |
| Disney produces Broadway shows. It even owns a | | | | had been launched and executedto establish and |
| town in Florida. | | | | support the brand. Without those plans, goals, |
| But no matter how widely it casts its net, Disney | | | | andprojections, there would have been no road |
| always promises itscustomers the same things: high | | | | map-and, as the Cheshire Catwould say, there would |
| quality, fanatical customer service, and adedication to | | | | be no point in choosing one road over another, since |
| the family. It might produce some R-rated movies | | | | itwouldn't matter where you ended up anyway. |
| under its | | | | It is extremely important, then, to set realistic goals. In |
| Touchstone, Miramax, or Hollywood Pictures umbrella, | | | | order to do that, thesmart Branding practitioner needs |
| but never with the | | | | to have a clear-eyed view of his or her ownproduct |
| Disney name. It will provide scary thrill rides in its theme | | | | and company. Only with that can a true brand identity |
| parks, but you'dbetter believe the streets in that park | | | | be created, onethat will capture the imagination of the |
| will be clean and the "cast members" whowork there | | | | targeted consumer and differentiate thenew brand |
| will find a way to solve virtually any problem a guest | | | | from whatever competition currently exists or will exist |
| might haveduring the stay. Guests at Walt Disney | | | | in thefuture. Keep in mind that even those who were |
| World are never told, "We can't do that";they are | | | | first ended up dealing withcompetition. Kleenex may be |
| always given at least an alternative solution. Maybe | | | | the most famous brand of tissue available today,but it |
| the ABC networkwill broadcast NYPD Blue, which | | | | is far from the only one on the market. |