It's not easy being green

A year ago David Cameron pledged the 'greenest government ever' (he reiterates it in this clip, below). It was an exciting promise. Bold, brave... and attractive to voters. So, is the Coalition delivering on that promise? Their record so far has been reviewed, and it makes disappointing reading.



Each of the key elements for a more sustainable way of living and doing business have been assessed. There are some successes (Renewable Heat Incentive), and some big disappointments (Feed-In Tariffs)... but there is still the opportunity to fulfill that promise. (Read the full article here).

But what I find interesting here is the similarity between business and politics. Like David Cameron, many businesses make claims about their environmental credentials - and with good reason. Just as in politics, it's a great opportunity to create a competitive advantage and win new opportunities. But there's more to it than simply making promises, which is where the Government are falling short.

If you make claims - or are as bold as to make a promise - about your green credentials or aspirations, you need to deliver. If you fail you might be accused of 'greenwash' ('The act of misleading consumers regarding the environmental practices of a company or the environmental benefits of a product or service'). Like the boy who cried wolf, mislead your audience once, and they won't give you a second chance.

To find a role-model the Coalition need look no further than the High Street. In January 2007 M&S launched Plan A, a five year plan to achieve a list of 100 commitments to a more sustainable way of doing business. By 2009 Plan A was already a success. Sir Stuart Rose, then Executive Chairman of M&S said, “Despite unprecedented global economic uncertainty, the business case for Plan A continues to strengthen. The plan is now cash positive with savings more than offsetting investments and, as well as delivering significant benefits for our business, stakeholders and the environment, Plan A is changing consumer behaviour.”

Plan A is such a success that they've now extended it to 180 commitments, with a goal of becoming the world's greenest retailer by 2015.



Just like the Government, M&S made a bold statement - to deliver on 100 commitments. But unlike the Government they haven't made excuses, lost interest, or changed their mind. Because unlike the Government, M&S know that finding a more sustainable way of doing business is the only way to achieve success in the long-term. And they know that when you make a promise you need to deliver... or lose your credibility. The business world is an unforgiving environment. You rarely get a second chance.

But don't be put off. Don't be discouraged by the shortcomings of the Government, or over-whelmed by the success of M&S. Making a commitment to a more sustainable way of doing business - and delivering on that commitment - isn't restricted to the big brands. Take a look at the Devon Environmental Business Initiative and their annual awards. The winners are typically small and medium-sized businesses. Each has made a decision to find a more sustainable way of doing business. They have declared their commitment, changed their behaviour, been rigorously assessed, and rewarded.

It's a great example of what can be achieved when your commitment is not just words, but action. Perhaps we should invited David Cameron to the 2011 awards. He might learn something.

Your brand: Time for a change?

I came across an article on the Time magazine site that looked at the changing logos of some established (mainly US) brands. It's demonstrating how they're trying to adopt a 'gentler' image. I'm not sure about that particular argument, but it's interesting to see them side by side and see the process of transition.



It got me thinking about logos (and brands) and changing them. It's a question I often get asked at networking events: 'When should I change my logo?' The best thing about this question is that there is a very simple answer. There's only one situation when it's appropriate to change your logo or your brand: When your business experiences some kind of 'change'.

I put 'change' into one of two categories: Proactive or Reactive

Proactive change is driven from within the business. It's often triggered by an opening in a new market or sector, and a desire to exploit that opportunity. It's usually part of a wider business plan. It can be the result of a merger or acquisition. But it's all about taking control of a situation and influencing it in your favour. (The recent change to the Starbucks logo is an example of this).

Reactive change is driven by external influences, and is not part of a long-term business plan. It can be triggered by new competitors moving into the marketplace, or changes in technology that lead to changes in behaviour (either by the business or by its customers). It's a response to a changing situation that the business can't control or influence.

Whether the need for change is proactive or reactive, the reason for change is the same. The image that the brand is communicating is no longer relevant, either to the business (typically proactive change) or the target audience (typically reactive change).

So the question you ask yourself shouldn't be 'Is it time for a change?', but 'What's changed?'. When you can answer that, then you can take the next step.

If you do want to take the next step, you might be interested in our free seminar: Unlock the value of your brand.

Get tough (and prosper)

As a business owner you have to be ready (and able) to make some tough decisions. One of the first is: 'Who is my target market?'. It was this question that got some interesting discussion going at our seminar last week.



We had quite a few new businesses in the audience last week, so the question of identifying - and then reaching - your target market was high on the agenda. The question asked was, 'I need to appeal to several different audiences, because I'm a new business and I need as much work as I can get. How can I do it?'.

The simple answer: 'You can't.'

Identify your ideal customer, and sell to them. Develop messages and communication channels that target them - specifically. Because they will make your business a success*. That's why they're 'ideal'. You need to be picky. Most businesses - new or old (or anywhere in between) - don't have the resources to target 'everybody'. So you need to choose.

(*Whatever characteristics your ideal customer has, the fundamental one - which applies to every business - has to be that gaining their custom will generate sufficient income for your business to grow. If they can't do that for you, they're not ideal, however attractive they may be in other ways).


So come on, get tough. If you want to be successful you need to know who will take you there. And ignore those who won't (for the time being at least!).

To learn more about reaching your ideal customers, you might like to join us at one of our free seminars: Unlock the value of your brand. It would be great to meet you!

Stay focused

If you want to be desirable, you need to stay focused. That's one of the lessons to take from a recent study asking British consumers which brands they most desired. (You can read about the survey here). According to the study, one of the attributes of a desirable brand is a simple proposition - clarity about the values they stand for.

It seems simple. But it's a brave step to take. Because to have real clarity of message and offer, you are targeting one sector of the market - and excluding the other.

The example used in the article is Bang & Olufsen (19th on the list). They produce high-end, high quality products... with a high price. That's their positioning, and they don't deviate from it. They focus on quality. And therefore exclude anyone who can't, or won't, pay for that level of quality.

Another example of a very focused (and successful) brand is Apple. They have four (yes, four!) entries in the top 20 (The iPhone, iPod, iTunes, and the Apple brand itself). Different products, but the same values - the same proposition - behind each one: great user experience. That's a customer focused brand. Everything about the Apple brand is focused on the user experience. (We've written about this before).

So take a look at your business. What's your proposition? What do you stand for? What benefit do you give to your clients? If you can focus on the answers to those questions, your customers will focus their attention on you.

If you'd like to know more about those questions - and their answers - you might be interested in our free seminar.

Brand position: What's yours?

When you look at your sector and your competitors, where do you position yourself? Are you at the top end, targeting the customers with high expectations and budgets to match? Are you at the bottom end, with the customers looking for a cheap deal? Or do you sit in the middle, hoping to catch everything else?

The question of positioning is an interesting one, and it's a topic that came up during our last brand seminar, in January. We had the usual interesting mix of organisations join us for the evening, from a start-up in their first 12 months of business, to one company close to celebrating 25 years of trading. There were not-for-profits, manufacturers and professional service firms. A variety of backgrounds, but one purpose: to understand what their brand can do for their organisation.

We were discussing customers, and the importance of identifying who they are, and what it is they're looking for from you. One of the guests gave an example of their experience as a customer, and the poor service they had received, at Primark. Their point was that it wouldn't take a lot to improve customer service at Primark, and with a profit of £340m, they can afford to invest in it! The response from another guest was: if you can make a profit of £340m with poor service, why change?

And this is where the question of positioning comes in. It doesn't really matter where you position your business, as long as you can make a profit. The Primark model is fairly crude: Low quality product, low quality service, low cost, but massive profits. A successful business model. Their brand proposition is value. Customers know what to expect. If they want higher quality - and higher prices - they'll go somewhere else.

So what lesson can we learn from Primark?
• Choose where you want to position your business.
• Be clear about who that positioning will appeal to.
• Use your brand to engage that audience.
And if you get it right, you'll make a healthy profit too!

If you would like to unlock the value of your brand and join us at one of our free seminars, you can book a place here. It would be good to meet you.

Past, present and future

I read an article about Pret A Manger in Marketing Week last week, and it raised an interesting issue: How the past can impact the future, unless you take some action in the present.



Pret A Manger is a chain of sandwich shops (240 outlets), and for a time they were part-owned by McDonalds. Now they're not (for the past 3 years), but it's proving difficult to get rid of the legacy. So they're about to embark on communication campaign to change that perception.

I came across a similar story in conversation with an organisation that are local to us in the south west. They haven't been tarnished by an association with a global purveyor of junk food, but they have got a legacy that they are struggling to leave behind. Their audience has two perceptions of the organisation - one relating to a geographic location, the other to an activity they were associated with (which wasn't a core business activity). They are no longer involved in either, but the perception remains, 4 years later, and it's restricting their ability to move the organisation forward.

Two very different stories, but a similar impact and outcome. Past perceptions restricting the ability for an organisation to move forward.

It's not so hard for it to happen. There are lots of situations where it might occur:
• It could be the skills or experience you're associated with; your skills and experience move on, client perceptions don't.
• It could be your geographic reach; your services spread further afield, but customer perception doesn't follow.
• It could be negative associations your new audience has of previous clients or suppliers. You've left them behind, but the negative perceptions have followed you.

So take a look at your business, and ask yourself:
• Does your audience really understand who you are now?
• Or is their perception stuck in the past?
• And what impact will that have on your future?

If you don't like the answers to those questions, you might be interested in joining us at one of our seminars: Unlock the value of your brand.

Or you can email jonathan@alderandalder.co.uk or call 01392 248107.

The story of Big and Small

This a story of two companies, one big, one small. The Big One is a national company, with a head office in London, run by cold-hearted bean-counters*. The Small One is a local company, based in the provincial city of Exeter, and run by people who care about local people and local business. (*I don't know if this is true, but it adds a sense of drama).

It's set in the turbulent summer months of 2010, as Great Britain comes to terms with its coalition government and the prospect of savage* spending cuts. (*More drama). As companies wrestle with the impact of the recession it is a time of change and upheavel, and it's no different for central characters in this story; The Big One and The Small One.

They are rivals in a niche market, but rivals on a very different scale. The Big One is based in London with offices spread across the country, and enjoys a high profile in its market, attracting big name customers. The Small One has just one office, in Exeter, and provides their service to local customers.

But times are changing. The Big One is going through a transition. Cuts are being made. Costs are being reduced. Services are being rationalised. Local offices are being trimmed, with more services delivered from London.

And now The Small One sees an opportunity. Local customers want a local supplier. Not a company based 200 miles away. Being The Small One is a benefit. They are more nimble, more flexible, more responsive. More local. They can deliver something that The Big One can't. Their positioning as a local company (the message they have always communicated) strengthens their brand, and the values and culture it represents.

Now this story isn't over - it's only just beginning - so we don't know how it ends. But we can still learn valuable lessons from The story of Big and Small:

1/ Being The Small One in your market is not (necessarily) a disadvantage. Understand your position in your marketplace. What's your USP (Unique Selling Point)? Why should customers buy from you? What's the benefit of the product or service you sell? How does that make you different? Use your brand to communicate these messages to your audience.

2/ There are always opportunities, whatever the state of the economy. There will always be winners and losers. You can choose (to a certain extent) which you want to be. Some people are so busy looking at the obstacles, they forget to look for the opportunities.


If you would like to apply these lessons to your business, you might be interested in our autumn workshop series. You can find out more here.

(The names have been changed, but this is a true story, told to me - by The Small One - at a networking meeting recently).

As seen on TV... Part 5

Not a great advert for Rochdale this week on Mary Queen of Shops. Lots of footage of bleak streets and empty shops. But another interesting lesson about brand, specifically:

Brand positioning and delivering the brand promise.

This week we visited a hair salon in Rochdale - John Peers - that had enjoyed its heyday in the 80's and 90's, but was now in steady decline. At the height of his success John had established his salon and positioned it at the top end of the market, with prices to match. But overtime he had lost his enthusiasm, attention to detail and customer-focus (see last weeks post), and the salon was struggling.

Now, positioning is really important, and tied very closely to your customer focus. Think of Mercedes. Everything about their brand: the product (and its price), their staff, their showrooms and the way they communicate these, reflects luxury. They clearly position themselves as a premium, top-end brand, aimed at a very specific customer. They make a promise to that customer, and they deliver it.

The reason John Peers salon struggled was because he made a promise, but failed to deliver.

The interesting thing was, when Mary went in with her team of experts, she repositioned the salon, and actually moved it down a notch or two. Because that was where she identified there was a market (again, customer focus). And because the positioning was revised, and realistic, the salon was able to deliver on the promise they made to those customers. (If anything, they over delivered - a great way to develop customer loyalty and a high level of word-of-mouth referral).

You don't need to position yourself at the top-end of the market. You just have to be sure that you deliver on the promise you make. So what's your brand promise? And do you deliver?

If you'd like to have a chat about developing your brand promise, email jonathan@alderandalder.co.uk or call 01392 248107.