That’s where it all started for me.

I read his book, Uncertainty, Turning Fear and Doubt Into Fuel for Brilliance. And for those that know me, I NEEDED it. I can’t say it changed my life. I’ve personally understood what he wrote in the book for 20 years, but it revealed a path on which I could take the first step.  Read it today, I highly encourage it…

So, this morning, as I traveled on that path with meetings for a new venture, creating an outline for new campaigns, dreaming of the future and my plans for personal growth and “World Domination,”  I looked through my email and was shown just another hint of the brilliance that Jonathan Fields was willing to share with us.  It was a notification from Slideshare that Jonathan had posted a new slide deck.

Big deal, right? I get that notification as people I follow in SlideShare post new decks and videos daily. But this one stood out. It simply showed Jonathan Field’s portrait and the title “Annual Report 2011: Serve | Aspire | Transcend” 

I had to click.

What I saw was inspiring. What I read was engaging. What I felt was motivated to make 2012 the start of MY future to Serve, Aspire and Transcend.  I had my start with his book, but Jonathan’s slide deck (a look back for him), which I humbly share here, has become the blueprint for TheBrandChef (Andrew B. Clark) and how I choose to move through my life moving forward.

View…

Annual Report 2011: Serve | Aspire | Transcend

OOOOOOH are things heating up the TheBrandChef’s kitchen this morning? Thanks Jonathan Fields (@jonathanfields) for the permission to dream and act on my dreams.

NOW…  you go do the same!

Keep Cooking!
Andrew B. Clark
The Brand Chef

image credit: Salon.com / Timothy Goodman

Timothy Goodman, new Salon author, reflects on how social media has changed the direction in which branding professionals like me and others aim when it comes to effectively communicating to a client’s target audience. It’s no longer the Don Draper “Tell ‘em and they’ll believe it – ’cause it’s F*&n’ TV, damn-it…” generation. Social media has provided an open source sensibility to marketing and communications and Goodman brings that point to clarity very eloquently in, “How do we brand our evolving selves?” Goodman describes the Jungian classification of “Archetypal Character Traits” that they could then classify brands into and beautifully ties it into one of my favorite movies:

It makes me think about “Ferris Bueller’s Day Off” when Mr. Edward Rooney’s secretary, Grace, speaks about Ferris: “Oh, he’s very popular, Ed. The sportos, the motorheads, geeks, sluts, bloods, wasteoids, dweebies, dickheads — they all adore him. They think he’s a righteous dude.” And this is exactly the role social media outlets are playing. These brands don’t have to be archetypal anymore, they just have to gainfully house all archetypes.

Integrating Carl Jung into my chosen career certainly gives it a little “Cerebral Credibility”

It (social media) has turned the tables on the “brand warriors” (not you Mark) out there.  We, as advertisers and communications specialists, have a responsibility to develop a brand for, in and around an ever-evolving target audience. It’s no longer a push marketing model. It CAN’T be a react marketing model either.

Unfortunately, I left my clairvoyance license in a bar somewhere in 1992.  I wonder if that would be doing me (or anyone else) any good today?

Thanks to Cathy J. Prince (site coming soon) for pointing out the post, and thanks to Timothy Goodman for reminding us all what the task at hand is. Keep the needle moving and we’ll all be headed in the right direction…  until they change their minds. 

Be the story.

Keep Cooking!
Andrew B. Clark
The Brand Chef

As you look at it you see more than a dusty, old building. You see a lifetime of sweat equity. It’s not just a barn, it’s part of your life. From a simple point of view, it provided shade on hot, Summer days. But in perspective, it created a focal point for your entire existence. It sheltered livestock and equipment. It kept dry the seed and fertilizer for the upcoming planting seasons. It was a playground for you and your family. But through the memories, through the anxiety of change, you realize… it’s time.

So, with your hand on you son’s shoulder, just as your father did with you, you say, “Well, boy, it’s time to paint the barn.” He looks up at you not realizing this is HIS time.  Time to take the first step into his own destiny.

How do you think you, the farmer, would continue that conversation? Do you picture handing the boy a big bucket of red paint (’cause all barns are supposed to be red, you know) and yelling “HAVE AT KIDDO!” I’m sure the boy would have loved that! Ker-SPLASH! Or do you think “the farmer” would have knelt down beside the boy and explained the need for planning and preparation?

It’s a story that we hear almost on a daily basis (especially those of us in the Midwest). The passing of the torch. The changing of the guard. It’s called succession. Succession is the road map that the above farmer’s family has lived on for generations. While this story talks of a farmer and the “family business,” it applies perfectly to any business looking for success and longevity. It’s imperative when it comes to planning for business and development. It’s imperative to remember when branding.

It’s all about PLANNING for the future.

So, what happened with the boy and the farmer?

Of course, as the boy rolled his eyes, the farmer told him about preparing the surface of the walls for painting. He told him about removing aged paint and sanding the rough spots. He told him about pulling old nails and replacing boards that were too weathered.

He explained to the boy that protecting the barn was one of the most important jobs on the farm, for the barn provided the shelter and a starting point for virtually everything that took place around them. And he told him that his father taught him these things, just as his grandfather had done. And some day, the boy would pass the same advice and values on to his children.

When the farmer was done talking, they both stood there surveying the barn. It was huge. It was going to be a lot of work to paint this barn. It would take days, if not weeks for the two of them to get the barn back to it’s original glory. Intimidating. Tiring. Frightening.

Soon, the boy looked up at the farmer and said, “Dad, why don’t we just rip it down and sell the scrap to craft shops and mills at 170% more than your original purchase price? Then we can parcel off the land to out-of-state commercial developers for $3,500 an acre making you and mom millionaires! That way, I could go off and live on a beach with my gorgeous, yet vapid trophy wife…”

Sigh.

How does your company plan for the future? Are you looking for growth, sustainability and generations of pride and quality? Or are you looking for a quick buck and an escape to an “easier” life with little effort or accountability?

Food for thought.

Keep Cooking (for a future worthy of your children)
Andrew B. Clark
The Brand Chef

Good character, like TRUE branding, is based on a very specific set of criteria. For TRUE branding, we’ve determined that the brand must be True, Relevant, Unique and Engaging to have a strong, marketable brand foundation. But when it comes to character, there are six traits that form the strongest foundation:

•  Trustworthiness
•  Respect
•  Responsibility
•  Fairness
•  Caring
•  and Citizenship

Not one of those characteristics has anything to do with increasing market share or ROI.

There’s more than the bottom line. There’s more than the marketing. There’s more than 60-hour workweek. There’s more than the executive washroom. There’s more than accounting or sales. More than copier paper, toner, staples… There’s simply more, and it’s called character. While it shouldn’t be confused with your company brand, good character and a TRUE brand should go hand-in-hand.

Can British Petroleum (BP) say they’ve got a good character? If you evaluate the company character based on the simple six criteria listed above, they’re failing miserably! They’ve broken our trust, shown absolutely NO respect, taken no responsibility for their actions and have been deplorable in their dealings since the spill (can we even call it a spill any more?). And let’s not even talk about caring and citizenship. It’s a perfect case study in complete corporate character implosion. Even based on the TRUE branding criteria, I’d say their brand (and company) is in a world of hurt.

I love the recent statement by Laura Ries when she identified BP’s “brand problem.”

“The spill in the Gulf has pulled the curtain off of a company that has been blowing smoke up our butts for years. No consumer, regulator or politician will soon forget this tragedy”

And she concludes with,

“Strong brands with a reputation for quality, safety and honesty are able to survive even the worst tragedies and negative PR stories. Toyota, Tylenol and Goldman Sachs have faced some dark days recently, but for them the future is still bright because the brands are strong. For BP, not so much. A brand with a poor reputation facing one of the worst oil spills ever is damaged goods. No amount of advertising can fix this. Anything BP says will no longer be believed. You can fool us once, but never again.”

Because of recent events, BP is the obvious example, but what other companies have been branding themselves as the “community company” when its character, deep down, is flawed, selfish, myopic and detrimental to the community in which they serve? Finding the truth within your brand is imperative. It’s the foundation on which all else is built. Ironically, truth is a core component for good character as well.

I can’t emphasize the importance of the correlation here.  There’s an important connection. When the two support each other, everyone wins!

What has your company done to educate and foster good character? Does good character start in the corner office and spread on down through the ranks or is it simply a happy face panted over oil slicks, smoke screens and broken promises?

Food for thought…

Keep Cooking! (TRUE character-driven business)
Andrew B. Clark
The Brand Chef

For more information on the six pillars of character, check out these links:

http://www.charactercountsiniowa.blogspot.com/
http://charactercounts.org/sixpillars.html
http://www.drake.edu/icd/
http://josephsoninstitute.org/business/

What the heck are the marketers for the London 2012 Olympics committee smoking?

VIDEO:

Sorry about the auto play… (Notice the kids giving the Nazi salute to them? WTH?)

To have such a prestigious organization adorn your city would be an honor to last a lifetime. But it seems like the folks marketing for the occasion have taken the opportunity and turned it into a Duran Duran meets The TeleTubbies on LSD experience.

Let me back up about four years… If you haven’t read it yet, I did a blog post (June 2006) about the incredibly ill-conceived logo designed for the London 2012 Olympics. Saying:

“I’m saddened when I think of the world’s athletes that have put so much effort and time into achieving the honor of competing in the Olympics having to walk around the Olympic Village slathered with a logo that looks like they just got back from a Duran Duran concert.”

And now the marketers have launched a campaign to show off the new mascots. All I can say for them is at least they’re consistent.

Good Lord, They look like the love child of Timothy Leary and TinkyWinkie! I’m thinking the Aztecs saw this for 2012 and just decided to end it all there. What the heck would be the point of living after that?

Marketing in a Vacuum?

Normally, in these horribly off-the-mark situations, I’d point my finger at some self indulgent agency or myopic company trying to be “cutting edge” without the first hint of research or understanding of the target market. But according to The Telegraph UK, the chairman of the London Organizing Committee, Lord Coe and his marketing group spent 18 months and did over 40 focus groups in preparation and development of these atrocities!

40 FOCUS GROUPS?!?

What did they do, design them AND THEN hold focus groups until they found someone to say they liked them?

Here are a couple more images that come to mind when I see these mascots:

At least Vancouver 2010 Mascots related to the region and didn’t scare the hell out of people…

Also from The Telegraph UK:

Stephen Bayley, the prominent design critic, said: “What is it about these Games which seems to drive the organisers into this cretinous infantilism?

“Why can’t we have something that makes us sing with pride, instead of these appalling computerised Smurfs for the iPhone generation?”

“If the Games are going to be remembered by their art then we can declare them a calamitous failure already.”

I mean c’mon, if one of the biggest design critics in your country says they suck, shouldn’t you reflect on the direction you’ve taken?

So, what is the London 2012 Olympic committee to do? It’s too late to start over. It’s too ugly to ignore. Is this a public relations issue now? Can they make this all make sense somehow?

I’d love to know what you think. And for a little fun, here’s a little spoof from Gawker…

Keep Cooking! (at least tasteful branding decisions)
Andrew B. Clark
The Brand Chef