Brand Launch Quotes

Many times, the idea we come up with is not to fit for the current times but if launched at the right time can do wonders.

Everything is brand-new, I will be the first and only tribute to use this Launch Room.

Pandora launched into a detailed account of her conversation with the hermit crab, reporting that his name was Shelley, after the poet, whose works he admired. He was a well-traveled crustacean, having flown to distant lands while clinging to the pink leg of a herring gull who had no taste for shellfish, preferring hazelnuts and bread crumbs. One day, the herring gull, who possessed the transmigrated soul of an Elizabethan stage actor, had taken Shelley to see Hamlet at the Drury Lane theater. During the performance, they had alighted on the scenery and played the part of a castle gargoyle for the entire second act. Shelley had enjoyed the experience but had no wish to pursue a theatrical career, as the hot stage lights had nearly fricasseed him. Gabriel stopped digging and listened, transported by the wonder and whimsy of Pandora's imagination. Out of thin air, she created a fantasy world in which animals could talk and anything was possible. He was charmed out of all reason as he watched her, this sandy, disheveled, storytelling mermaid, who seemed already to belong to him and yet wanted nothing to do with him. His heart worked in strange rhythms, as if it were struggling to adjust to a brand new metronome. What was happening to him?

flip side: its growing vulnerability. A failed launch, a

The problem with MVPs, and with the “something > nothing” model, is that if you launch to a large customer base or a broad community, you build brand association with that first version.

Everything is brand-new, I will be the first and only tribute to use this Launch Room. The arenas are historic sites, preserved after the Games. Popular destinations for Capitol residents to visit, to vacation. Go for a month, rewatch the Games, tour the catacombs, visit the sites where the deaths took place. You can even take part in reenactments.

This is when the pill became widely known as The Pill, perhaps the only product in American history so powerful that it needed no name. Women went to their doctors and said they wanted it. They wanted The Pill. Some of them might still have been uncomfortable talking about birth control. Others might have been unsure of its brand name. But The Pill was The Pill because it was the only one that mattered, the one everyone was talking about, the one they needed.

When police arrested a New York bus driver for running down a schoolgirl in a crosswalk… the New York Daily News decried what it saw as mistreatment of one of the city’s bus drivers. The head of the transit union protested this enforcement of the city’s new Right of Way Law as “outrageous, illogical and anti-worker” while branding the head of a city street safety advocacy group “a progressive intellectual jackass.” The same union previously launched a work slowdown when another bus driver faced sanctions for killing a seventy-eight-year-old woman in a crosswalk in December 2014. All this occurred because police sought to enforce _misdemeanor_ charges in cases of pedestrians who were run over in crosswalks where they had the clear right of way.

The Bill of Rights is largely a prescription for preventing government from restricting the flow of information and ideas. But the Founding Fathers did not foresee that tyranny by government might be superseded by another sort of problem altogether, namely, the corporate state, which through television now controls the flow of public discourse in America. I raise no strong objection to this fact (at least not here) and have no intention of launching into a standard-brand complaint against the corporate state. I merely note the fact with apprehension, as did George Gerbner, Dean of the Annenberg School of Communication, when he wrote: Television is the new state religion run by a private Ministry of Culture (the three networks), offering a universal curriculum for all people, financed by a form of hidden taxation without representation. You pay when you wash, not when you watch, and whether or not you care to watch.

What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our copywriters? What content types do we already have? What contexts are appropriate for the delivery of our content, and how will we translate our information into multiple content types appropriate for different screens, resolutions, locations, and contexts? Is existing content still good? Is it still current, relevant, and brand-appropriate for our needs, our users’ needs, and the context in which we want to deliver it? How will we get more content to bridge the gaps between what we have and what we need? What is the workflow that already supports that, and do we need to refine it? How will we make the case for these new content types to other team members who help shape the user experience? Who will do this for launch? Who will maintain content on an ongoing basis? Who will train them? How will we help people find the answers, definitions, and other information they need? What are the relationships within our content?

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

The issue is not merely one of false stories, incorrect facts, or even election campaigns and spin doctors: the social media algorithms themselves encourage false perceptions of the world. People click on the news they want to hear; Facebook, YouTube, and Google then show them more of whatever it is that they already favor, whether it is a certain brand of soap or a particular form of politics. The algorithms radicalize those who use them too. If you click on perfectly legitimate anti-immigration YouTube sites, for example, these can lead you quickly, in just a few more clicks, to white nationalist sites and then to violent xenophobic sites. Because they have been designed to keep you online, the algorithms also favor emotions, especially anger and fear. And because the sites are addictive, they affect people in ways they don't expect. Anger becomes a habit. Divisiveness becomes normal. Even if social media is not yet the primary news source for all Americans, it already helps shape how politicians and journalists interpret the world and portray it. Polarization has moved from the online world into reality. The result is a hyper-partisanship that adds to the distrust of "normal" politics, "establishment" politicians, derided "experts," and "mainstream" institutions--including courts, police, civil servants--and no wonder. As polarization increases, the employees of the state are invariably portrayed as having been "captured" by their opponents. It is not an accident that the Law and Justice Party in Poland, the Brexiteers in Britain, and the Trump administration in the United States have launched verbal assaults on civil servants and professional diplomats. It is not an accident that judges and courts are now the object of criticism, scrutiny, and anger in so many other places too. There can be no neutrality in a polarized world because there can be no nonpartisan or apolitical institutions.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

If we do not stop these mar-makers not,...it will soon be too late. We are the only nation that can halt this crusade. It might be too late in America, but it isn't too late here. Without British support the whole scheme would collapse. For that reason the future of all nations depends upon the policy which is decided in this House. More than that, the final position of Britain in the world is being decided. If we support these anti-Communist crusades through the world as we have supported it in Greece, then our good name and existence will be threatened by the hatred of all free-thinking men. We cannot suppress all desire in Europe and Asia for social change by branding it communism from Russia and persecuting its supporters. Social change doesn't have to come from Russia, whatever the Foreign Office or the Americans say. It is a product of the miserable conditions under which the majority of the earth's population exist. There are fighters for social change in every land, here as well as anywhere.... We Socialists are among them. That is the reason for our predominance in the House to-day. The very men that we try to suppress in other countries are asking for far less liberty than we enjoy here, far less social change than we Socialists hope to initiate in Great Britain. Are we going to betray these men by labelling them Communists and crushing them wherever we find them until we have launched ourselves at Russia herself in a war that will wipe this island off the face of the earth? The American imperialists say that this is the American Century. ARe we to sacrifice ourselves for that great ideal, or are we to stand beside the people of Europe and Asia and other lands who seek independence, economic stability, self-determination, and the right to conduct their own affairs? Are we going to partake in an anti-Red campaign when we ourselves are Reds? ...... Some among us might think that there is political expediency in following this anti-Russian crusade without really getting enmeshed in it, creating a Third Force in Europe of their friends, a balancing force for power politics. In that you have the real policy of our Government to-day. But how can we avoid final involvement? Our American vanguard will stop at nothing. They hold their atom bomb aloft with nervous fingers. It has become their talisman and their faith. It is their new weapon of anti-Communism, a more efficient Belsen and Maidenek. Its first usage was morally anti-Russian. It was used to end Japan quickly so that Russia would play no part in the final settlement with that country. No doubt they would have used it on Russia already if they could be certain that Russian did not have an equal or better atomic weapon. That terrible uncertainty goads them into fiercer political and economic activity against the world's grim defenders of great liberties. In that you have the heart of this American imperial desperation. They cannot defeat the people of Europe and Asia with the atomic bomb alone. They cannot win unless we lend them our name and our support and our political cunning. To-day they have British support, in policy as well as in international councils where the decisions of peace and security are being made. With our support America is undermining every international conference with its anti-Russian politics.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

CreativeCommons.org

...a long-term reputation is only at risk when companies engage in vocal launch activities such as PR and building hype. When a product fails to live up to those pronouncements, real long-term damage can happen to a corporate brand. But startups have the advantage of being obscure, having a pathetically small number of customers and not having much exposure. Rather than lamenting them, use these advantages to experiment under the radar and then do a public marketing launch once the product has proved itself with real customers.

The final option to have your book completed is to hire a ghost writer. The challenge with this option is that it is important to note that your voice IS an integral part of your branding. When you hire someone else, what your readers will ultimately get is their voice. When they see you later at your website or on your social media, your voice will not be the same. This will trigger a feeling of inconsistency when relationships need to be built upon trust and authenticity. Your audience will eventually come to think you are not the “real deal” and will find another to replace you. Finally, your book is a springboard and launching pad to greater things such as speaking, interviews, a product line, etc. Will your ghost writer be available for all of that as well? How will you be able to “ghost write” your way through an interview? Hence the reason I stress speaking in your own voice. You may think you are not perfect, but your authenticity will speak in volumes to your followers and they will be customers for life if they see your true being.

Pixlr.com

Companies should launch new brands with PR, not advertising. Advertising today doesn’t have the credibility to put a new idea into human minds.

The feedback cycle in business today isn’t a segmented part of the process or a period of time for interaction after which no more questions or input are allowed. Now it’s a fluid and never-ending process that involves the brand stewards — the audience — and they’re the people who feed it. Technology facilitates a fragmented process that’s hard to define and requires constant experimentation and iteration. It requires a process where it doesn’t really start and end like it used to. The needed approach from marketers today is to remove the launch mentality.

Josh and his wife, Jacq, launched Bahen & Co. in 2011. Bahen handcrafts every bar of chocolate, using just two ingredients: cacao beans and cane sugar. The beans are sourced from a handful of farmers whom Josh has looked in the eye. The beans are ground

We are all creative, from the mother adding an extra pinch of garlic to her meal, to the entrepreneur launching a brand new product, to the business consultant who creates a more effective way for corporate departments to communicate. The call requires creativity.

There is no logical reason to think that a tire company should be a food critic, but a hundred years ago, Michelin tires started reviewing rural restaurants to encourage people living in the cities to drive farther and wear their tires out more quickly. Guinness created the Guinness Book of World Records to reinforce its brand and give people something to talk about in the pubs. Similarly, I predict that one day a brand like Nike could put out its own sports programming and compete successfully against ESPN, or Amtrak could launch a publication that could stand up to Travel + Leisure.

When Pfizer was getting ready to launch their impotency drug Viagra or sildenafil citrate, they realized that the topic was taboo and would provoke intense debate if the drug was presented as a cure for impotency. Which old man would admit he was impotent, went the argument. So the business and markeing strategist decided to work on what may have been termed the ‘social justice’ angle of presenting the problem. Since impotency was seen as an almost terminal disease that could not be cured, was there a way of repositioning it by a change in terminology? A few years before Viagra was launched, the company started seeding media about a new problem facing American men, it was termed ‘Erectile Dysfunction’ or ED. I came across an article on ED in Fortune magazine a year or so before the official launch of Viagra. The company had managed to create a new disease which had an acronym that could be remembered by the lay consumer instead of the derogatory term in use till then, ‘impotence’. When the drug, and the brand Viagra, was finally launched, it found ready acceptance and went on to become a billion dollar seller that created a whole new industry. Even US Presidential contender Bob Dole appeared in a television commercial for Viagra. Unlike in India, where prescription-only brands are not allowed to be advertised on television and print media, in the US, even politicians are game for starring in television commercials. Viagra

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

The British public first fell in love with Jamie Oliver’s authentic, down-to-earth personality in the late ‘90s when he was featured in a documentary on the River Café. Jamie became a household name because of his energetic and infectious way of inspiring people to believe that anyone can cook and eat well. In his TV shows and cookery books and on his website, he made the concept of cooking good food practical and accessible to anyone. When Jamie Oliver opened a new restaurant in Perth, it naturally caused a bit of a buzz. High-profile personalities and big brands create an air of expectation. Brands like Jamie Oliver are talked about not just because of their fame and instant recognition, but because they have meaning attached to them. And people associate Jamie with simplicity, inclusiveness, energy, and creativity. If you’re one of the first people to have the experience of eating at the new Jamie’s Italian, then you’ve instantly got a story that you can share with your friends. The stories we tell to others (and to ourselves) are the reason that people were prepared to queue halfway down the street when Jamie’s Italian opened the doors to its Perth restaurant in March of 2013. As with pre-iPhone launch lines at the Apple store, the reaction of customers frames the scarcity of the experience. When you know there’s a three-month wait for a dinner booking (there is, although 50% of the restaurant is reserved for walk-ins), it feels like a win to be one of the few to have a booking. The reaction of other people makes the story better in the eyes of prospective diners. The hype and the scarcity just heighten the anticipation of the experience. People don’t go just for the food; they go for the story they can tell. Jamie told the UK press that 30,000 napkins are stolen from branches of his restaurant every month. Customers were also stealing expensive toilet flush handles until Jamie had them welded on. The loss of the linen and toilet fittings might impact Jamie’s profits, but it also helps to create the myth of the brand. QUESTIONS FOR YOU How would you like customers to react to your brand?

In a classic study, marketing researchers Peter Golder and Gerard Tellis compared the success of companies that were either pioneers or settlers. The pioneers were first movers: the initial company to develop or sell a product. The settlers were slower to launch, waiting until the pioneers had created a market before entering it. When Golder and Tellis analyzed hundreds of brands in three dozen different product categories, they found a staggering difference in failure rates: 47 percent for pioneers, compared with just 8 percent for settlers. Pioneers were about six times more likely to fail than settlers. Even when the pioneers did survive, they only captured an average of 10 percent of the market, compared with 28 percent for settlers.

One successful example is the Starwood hotel chain, which launched a 3-D, computer-generated prototype of its planned Aloft brand inside the virtual world of Second Life in October 2006.

Yink in Trinidad for clothing is first online apparel customization company, which launch their own brand, design, color fit of apparel for both men and women.

Thinking back, it wasn’t an easy step for Dabur India, an Ayurvedic company with almost no equity in foods, to embark on a bold and ambitious journey and launch what would later become the dominant brand of juices in the Indian market.

In addition to the exterior packaging, don’t forget the items that go inside of the package, such as hang tags, free stickers, posters, postcards and other freebies. You can get stickers printed for a low cost at 123stickers.com. For postcards and any other printing, we recommend NextDayFlyers.com. You can also make hang tags yourself by printing them as business card and punching ⅛” holes into them (then attach them to your products using a tagging gun). Use your creativity to come up with additional affordable packaging ideas.

Because the ice cream would be a coup d’état, in one fell swoop staking her social territory, plastering her brand across gossip sites, and launching the battleship of her marriage,

In this day and time, a digital brand can launch you into a billion-dollar business.

Here are some myths you may have heard about niches: • If there are big, established blogs in a niche, stay away from it. • If you don’t have enough experience and knowledge in the niche, don’t even attempt it. • Your niche has to be original.

Think of your blog in terms of the problem it solves. In its essence, a niche is a solution to a problem. People want to be better versions of themselves.

Personal development • Fitness • Food • Budgeting or personal finance • Fashion/Beauty • Lifestyle – Home decor – Organization – Travel – Outdoor/Survival

You need to figure out • The types of problems you want to solve for your audience. • Your Business Model (Your pathway to making money. Because if you don’t monetize, you don’t have a business.) • Your core or essence (Your brand, which will be responsible for attracting your ideal readers or buyers.)

For instance, let’s take the example of a single mom who wants to start a VA business. Here are some topics that I came up with for readers who are at different stages.

Why a VA business is perfect for moms and why you need to start one today – Problem Unaware o 13 things holding you back from launching your VA business –- Problem Aware o 10 steps to start your VA business in 2 weeks – Solution Unaware o Think you have no skills to start a VA business?

Think you have no skills to start a VA business? Think again. Here’s why you may be perfect for the role – Solution Unaware o How this mom makes $10K a month from her VA business – Desire o The only e-book you need to start your VA business in 10 days flat – Action and Implementation

I find that sometimes it’s easier to define what you don’t want, rather than what you do want. So think about this from this angle. • My ideal reader is unlikely to be… • My ideal reader is unlikely to identify with the term… • My ideal reader is unlikely to be interested in… Start with this if you’re really stumped on defining your ideal reader. Here’s an example of my ideal reader description when I started out.

So focus on just ONE reader. Write for this ONE reader.

But how do you actually get this information? To get a deep picture of who your audience are and what they want, you need to 1. Research your ideal reader. 2. Create a persona based on that research. I’m going to give you a hack that I regularly use to find this information.

Search Facebook Groups to Find Reader Motivations

Join Facebook groups where your ideal audience members are likely to hang out.

Once you have access to a Facebook group, use the “Search this group” box and type in the following keywords (including the quotation marks): • “need help” • “desperate for” • “newbie” • “have no clue” • “advice about” • “question about

This allows you to quickly zone in on your target audience’s pain points without spending hours scouring through the feeds.

Look at products within your niche. What reviews and comments do they have? What are your audience saying? All of this data is gold because when you keep a swipe file of the exact ways your audience are describing their pain points, you can use these very words on your home page, about page, and landing pages to connect with them. More on this in the upcoming chapters.

Your BRAND isn’t the logo or color palette you choose. Rather it’s the experience someone has with you.

What experience do you want to create? That’s what should influence your color palette. That’s what should influence your choice of font or logo.

The biggest branding sin is thinking about your colors and fonts without thinking about what you want to be for your reader.

You can’t build a personal brand if you try to be all things for all people.

When building your brand, think of it as a person.

question that helped me a lot in defining my brand was this: “If you were a well-known blogger, who would you be?

• I want my target audience persona to feel that I’m ________ when they read my posts and watch/listen to my content (e.g., motivating, approachable).

Most people would describe me as _________ (e.g., professional, confident, knowledgeable, fun).

My blog business believes in_________.

I was a well-known blogger, I would be_______.

would never want to be seen as ____________.

I would never want my content to be ___________.

What feelings do I want my brand to evoke?

Knowing exactly the type of feelings you want your brand to evoke in your ideal reader from the beginning will help you immensely in making that dent.

Visual aspects are important. But beyond visual branding, your name has to evoke certain emotions.

And it’s up to you to define what those emotions are and what you want to be known for.

brand voice is nothing but how you communicate with your audience.

The words, tone, and style you use in your writing say a lot about it. You need to be consistent in the voice you project across different content pieces and even platforms.

Put these together using the ADDE (Attribute Markers – Dos – Don’ts – Expressions)

Do’s are a short description of what your attribute markers actually mean.

Don’ts define how you don’t want your brand voice to come across.

And the expressions drill down into the tiny nuances of how your brand voice comes across.

When you write like everyone else and sound like everyone else and act like everyone else, you’re saying, ‘Our products are like everyone else’s, too.

Think now about the brand voice you're projecting. Is that how you want to come across?

Always ask yourself, Does this sound and feel like you?

Does this represent your brand?

BRANDING YOUR SITE

The colors and fonts you pick for your site should be closely linked to the brand attributes you identified in the previous chapter. So make sure you do that first.

Use the 60/30/10 rule for colors.

at Adobe Color5 or explore predesigned color palettes at Color Hunt

primary color should take up 60% of the space. For contrast, 30% of the space should be occupied by the secondary color.

The remaining 10% should be used for the accent

Not sure which colors to use? Look at your answers from the previous chapters and think about the colors that lend to the words you have used to describe your brand. Use a word association exercise like the one at Viget7 to help you select your brand colors. Then head to FontPair8 to pick a set of complimentary fonts.

You should use a maximum of 2–3 fonts on your site.

You could use one font for your headers, one font for your body of text, and an accent font which you should use sparingly on your sidebar or images.

WHAT WILL BE YOUR PRIMARY CONTENT CHANNEL—THE MEDIUM YOU USE TO BUILD TRUST AND GROW YOUR AUDIENCE?

The primary goal of this content channel will be to attract as many people as possible and build trust with your readers so that you can convert them to subscribers.

2. WHAT WILL BE YOUR PRIMARY TRAFFIC CHANNEL?

Here are some examples of traffic sources: • Pinterest • YouTube • Instagram • LinkedIn • Borrowing others’ platforms (i.e., guest posting) • Influencers

HOW WILL YOU BUILD AUTHORITY AND CREDIBILITY?

Yes, you need to think of this element even if you’re new. Can you get featured on podcasts and guest posts? Can you coach or help people in exchange for a testimonial? How can you work on displaying more authority markers such as “as seen in” logos?

With an email list, it’s almost like a chicken and egg equation. You think you need it only after building an audience but without it, it’s hard to nurture an audience as well. And even if you have a product ready for sale now, you wouldn’t be able to sell it because you don’t have a pool of subscribers to sell it to. That’s one of the reasons I recommend having an email list from Day 1.

Whether you need an email list or not very much depends on your business model.

your business model is mostly ads or click-based affiliate marketing, then sure, you don’t need an email list. But if you’re building a personal brand... Selling coaching, digital products, or even affiliate marketing of tools, programs, or services for that matter, you’ll regret not having an email list from Day 1.

And remember that the content channel that you choose not to focus on now isn’t closed off forever.

Whichever channel you pick, make sure you’re clear on the goals of that channel. Your primary content channel is to attract an audience, build trust, and entice them to sign up for your email list.

ACTION Explore the answers to these questions: What will be your main content channel? What will be your primary and secondary traffic platforms? What methods of building authority and credibility will you use?