Tuesday, April 21, 2015

Re-igniting the brand

While not usually a line item on a balance sheet, the strength of company’s brand is essential to its overall success. The greater a brand’s equity, the larger the value at which a company can sell its products. And the greater the value of the brand, the greater the value of the entire company.

It’s very common for a good company to lose its brand edge over the years. Its products start to appear to be dated, its uniqueness is being usurped by newer, hungrier companies and customers may view their products as commodities in some cases. And not to be forgotten in all of this are the employees, who are there on the front lines seeing it all unfold. They want to be part of something exciting, vibrant—a winning team again.

The answer isn’t a new logo or a pretty website; it’s something far more strategic that cannot be covered in a blog. Be our guest and download our LABOV Brand Re-engineering “Bluepaper” on our website: www.labov.com/brand-re-engineering.

The re-birth of brand can be an extraordinary experience for employees, customers and the bottom-line. 


Barry LaBov
LABOV Marketing Communications and Training
www.labov.com/brand-re-engineering

Tuesday, April 7, 2015

Winning and succeeding

As I get older, and hopefully slightly wiser, I have begun to realize the difference between winning and succeeding. I used to feel I needed to win and if I didn't, well, I was a failure.

Now I realize it is very possible to win, yet lose as well. Execs have to watch that they don't throw their weight around, demonstrating their power, and in the process, fall short in what their goals are.

If success to you is defined as an engaged company, happy clients and meaningful work, then that means there will days when you aren't the conqueror—just the person who sees to it that there's success for all.

Barry LaBov
LABOV Marketing Communications and Training

Wednesday, March 25, 2015

Knowing the answers

Knowing the answer to a question is nice, but it's only valuable if that answer is acted on. If the person who knows what to do, doesn't do it, what does it matter that they know the answer?

An assumption I used to make was that if something wasn't happening as I expected, then I needed to make sure the person responsible understood the big picture or even the small picture of why it was important. You know what I found out? Most of the time, that person fully understood what was important and why it was expected. They just didn't do it...

So what do you do? Well, I pondered that and of course the usual answers were to take aggressive action (a warning for example) or remove the person from the position or to just give up. I'd guess these are what happen 99% of the time.

There is another approach if the previous answers are not appropriate: You just change the game. You no longer allow that action (or inaction) to take place—it's just not an option. That can be accomplished by eliminating, for instance, the person's authority to make certain decisions alone or it could be a checks and balances system that detects early on if something is off kilter and stops everything until it is solved correctly. Over time, the person learns—either that he or she can't cut it or that a bad decision is a lot worse (and harder) than doing the right thing. And it ceases to be a personal thing; there's no emotion. It's pretty simple actually.

No matter the solution, if we remove the power or temptation to take the wrong actions, we might just have a better answer.

Barry LaBov
LABOV Marketing Communications and Training