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She was pleasant, smiling, knowledgeable and about to let her company’s brand die....
I was standing in the lobby of my bank (when was the last time you were actually in a bank lobby?) and she was my teller. I was asking for a little consideration. I felt compelled to give her a bit of personal history with my request, “I’ve banked here for 18 years. In spite of six buyouts and name changes I have stayed. So, can you please arrange to have ALL of today’s deposit available immediately rather than your standard 24-hour clearance policy?”
The “brand-killer” replied, “I’m sorry, but I can’t. The computer system is designed to allow only $200 to be immediately available until the rest of your deposit clears –- no matter who you are.”
So, that was that. I sensed this bank’s brand was dying and was sure it would be dead before I got back to my car -- there was nothing that could save it.
Then something remarkable happened: A co-worker, overhearing the conversation, interrupted with a “defibrillator” to shock the bank’s brand back from certain death. “You can cash this gentleman’s check, then make a cash deposit -- all the funds will be available right away.”
Suddenly “the patient” had a steady pulse and was stabilized. I decided not to move my business elsewhere.
Financial services in general, and banks in particular, drive me crazy. I’ve had several as clients and have yet to find one brave enough or creative enough to do what it takes to be brand owners. When asked how they are different from their competitors, a bank’s standard answer is, “It’s our people!” Gee… I’ve never heard that one before. But I digress.
Who will save your brand? It will be someone who:
- Knows the brand well enough to identify when its dying in the eyes of your customers
- Knows that it’s OK to creatively solve problems in a moment of need
- Knows rules are occasionally acceptable to break when it’s in the interest of saving the brand
- Knows that work is more fun if you do what’s right for the people you serve
- Knows how to own the brand for themselves
When your brand goes “code blue” you can’t wait for the CEO to authorize the next big advertising campaign - you need “first responders” to save your brand.
I advise my clients to hire, develop, and coach their “first responders.” Remember, the brand you save may be your own.
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Comments
Thanks, Mike, for a great post. There are so many customer touch points for a brand: and the employee to customer contact is the most vital one. If companies really want to "create meaningful brand experiences" for the customer, they ought to start with employee training and internal branding. It is sorely needed in service intensive businesses, as you so aptly pointed out.
Posted by: Ted Mininni | 07.11.06
Couple questions...
For the CEO - how do they know who the first responders are / should be?
For the First Responders - how do you tell the CEO that he's letting the brand he's in charge of managing is dying? And, what if the CEO doesn't know you are a first responder?
I've been in several situations where alerting of a code blue would or did get me in trouble. And even if I did not get in trouble there is disagreement on the status of the brand.
I have written before that successful brand revitalization starts from the inside. But how do you get the ball rolling - if you are a little guy or a CEO?
Posted by: Andy Brudtkuhl | 07.11.06
Ted - you are so right. Invest in the frontlines!
Andy - I love your questions. You cut to the chase. I wish I knew the answer to your question - how do you get the ball rolling? In part the answer becomes easier when everyone knows what the brand is.
Posted by: MIchael Wagner | 07.13.06