Why is there so much noise surrounding the Gap’s new logo?

Almost a week after the introduction of the Gap’s redesigned logo, people are STILL talking about it. While logos are important reflections of a company’s brand, the chatter seems so well orchestrated that I wonder if the Gap unveiled a new logo just to cause a stir in marketing and advertising circles.

But, since this is not the case, I wonder why the Gap created a new logo in the first place. According to Wikipedia, “a logo is a graphic mark or emblem commonly used by commercial enterprises, organizations and even individuals to aid and promote instant recognition. Logos are either purely graphic (symbols/icons) or are composed of the name of the organization (a logotype or wordmark).” Well-known examples include Coca-Cola’s red script, Google’s colorful letters, McDonald’s yellow arches in the shape of an “M,” and the script in Walt Disney’s name combined with the drawing of Mickey Mouse that together form the logo for The Walt Disney Company.

According to David Aaker, brand marketing expert, “An extended identity can help a brand break out of the box…consider the strategic role of the Wells Fargo stagecoach in the brand’s awareness level and associations of reliability and innovation.” The stagecoach image immediately tells a story for the Wells Fargo brand – and the story is an integral part of that brand. Aaker explained in his book, Brand Leadership, that there are several advantages to developing a rich brand identity:

• a richer brand identity more accurately reflects the brand
• the point of the brand identity is to provide guidance to decision-makers about what a brand stands for
• a brand identity should capture the values and culture of a company
• the extended identity helps the brand move beyond core attributes

So, here are my questions for the Gap’s new logo design team:

• What is the new logo telling consumers?
• How is the new logo’s story different from the old logo’s story?
• How does the new logo fit with the company’s culture?

I think the Gap’s new logo resembles Facebook’s logo – note that it appeared soon after the release of the movie “The Social Network.” Maybe, the question we should be asking is, how else will Facebook redesign our lives? What do you think?

Do your employees like your company or do they dream of moving on? A Review of “Lead Employees to Success, Not Out the Door”

Businesswoman and employee satisfaction researcher Wendy Duncan has written a book for everyone that has been touched by poor management in the workplace: supervisors, leaders, managers, and subordinates (employees). According to Duncan, studies show that the number one reason that employees leave companies is “the failure to connect with their boss or leader. People leave managers not companies.” That statement proves that too many people in supervisory roles just don’t understand the power they wield.

The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we;” they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit.” ~ Peter Drucker

In her book, Duncan adds names and descriptions to familiar workplace characters. Supervisors, leaders, and managers who embody these characteristics are the reason that employees don’t give 110%, aren’t totally engaged, and dream of moving on. You may recognize some or all of these characters in your workplace:

• The bull (aka, bull in a China shop)
• The intimidator/bully
• Every man for himself
• The credit taker
• The assumer
• See employee as a customer
• Bad mouth, loud mouth
• Discriminating Dick
• Introvert Ernie
• Promising Pete
• Lack of interpersonal skills
• Condescending Curt
• Micro-Mary
• Moody Marge
• The extreme macro-Mac/ghost manager
• Brown nose Betty
• The corporate climber
• Chatty Patty
• Executive Romeo
• The corporate sniper (aka, the black widow)

So, how can employees change their perspectives from dreaming of leaving to, instead, remaining and re-engaging? According to Duncan’s research, studies show that employees need trust in and respect for their direct supervisor as well as for their company’s leadership team. So, in order to create an environment where trust and respect can exist, Duncan provides 24 excellent questions that leaders and managers can ask themselves. While all provide areas where a leader or manager can improve his or her supervisory style, the following are my favorites:

• Do you bring value to your employees? If yes, what?
• Do you support your employees whether it is for completing daily job responsibilities or furthering their knowledge or career?
• Do you give credit where (and when) credit is due?

So, the next time an employee gives notice, consider what you, as the supervisor, could have done differently to make that employee feel more empowered, work harder, or be more motivated. Duncan’s book is a great tool to assist you with your evaluation.

Follow Wendy Duncan on Twitter: http://twitter.com/betterbossbooks

Check out Wendy Duncan’s website: http://betterbossbooks.com

What’s up with “About Us” pages on websites?

During the last few weeks, I have witnessed a great deal of chatter regarding “About Us” pages on websites. When I say that I witnessed a lot of chatter, allow me to clarify. I have received several e-zines in my email box, read several tweets on Twitter, and read several blog posts on this topic. As a result, I presume that one of three things is happening:

[1] companies are redesigning their websites and eliminating their About pages

[2] companies are focusing their Internet dollars on social media and eliminating their websites

[3] companies are moving the content from their About pages to different pages on their websites

When I consider these three possibilities, I have to shake my head and wonder. The implementation of any of these options will not help a company turn prospects into customers, nor will any of the options lead to increased sales. So I have to wonder, what’s up with About Us pages on websites?

The contents of a website’s About Us page should include the following:

• company name
• company address and/or contact information (at a minimum, phone and email)
• company purpose, i.e., what it does or sells (this can be done with a few sentences, a tagline and logo, a mission statement, a vision statement, a values statement, a brief overview of a strategic plan/company initiatives, or a positioning statement/competitive advantage statement)
• Optional but recommended: company milestones – if company has 25, 50, or more years of history
• Optional but recommended: CEO’s, president’s, or founder’s welcome (with the person’s photo)
• Optional but recommended: video of how to use the product
• Optional but recommended: link to a press room page or another page with a corporate backgrounder, company fact sheet, or press kit
• Optional but recommended: link to FAQ page
• Optional but recommended: link to privacy policy

Unless your company has several websites with different URL’s, a main corporate website has to be a “one-size-fits-all” marketing tool. It has to satisfy many requirements and welcome different audiences simultaneously. Therefore, a website welcomes visitors with no knowledge of your company while also welcoming existing customers. It has to welcome members of the media as well as competitors, investors, and job seekers. As a result, your About Us page must contain information that you may consider repetitive, unimportant, or a waste of space.

But the simple truth is, your About page may be the most important page of your entire website.

A Review of “Leaders Without Borders: 9 Essentials for Everyday Leaders”

Leadership expert Doug Dickerson has compiled an excellent anthology of inspiring anecdotes and guidelines designed for leaders at every level within an organization to develop their leadership skills.

As a leader, how often do you ask yourself these questions? Doug answers them with memorable examples as he breaks down the borders that surround leaders.

¨ How can I energize my employees?

¨ How can I teach my employees to embrace priorities?

¨ How can I share optimism?

¨ How can I establish and motivate a team?

¨ How can I exhibit a positive attitude?

¨ How can I demonstrate authenticity in my actions?

¨ How can I create loyalty?

¨ How can I express kindness?

¨ How can I develop my legacy?

The simple truth is that leaders with borders become insulated from their followers, or in other words, from their employees. This can, and often does, result in disillusioned employees, lackluster work product, stifling office politics, incompetent teams, dissatisfied customers, and decreasing sales. However, when leaders remove the borders around them, they become empowered and able to make a positive long-lasting impact on their employees and companies.

The common theme of all of Doug’s anecdotes was people, and my favorite lines were:

¨ Simplifying the mission is about people in your organizational structure being able to connect the dots because leadership made sure they saw the big picture and knew where the ship was headed.

¨ A leader expanding his borders understands that his success is tied to the success of others around him.

¨ If you are going to leave a strong legacy as a leader, people must be your priority.

In the words of Doug Dickerson, “keep expanding your borders,” and you may be amazed at the results.

Follow Doug Dickerson on Twitter:

www.twitter.com/managemntmoment

Check out Doug Dickerson’s Blog:

www.dougsmanagementmoment.blogspot.com

Connect with Doug Dickerson on Facebook:

www.facebook.com/pages/Management-Moment-Leadership-Services/185947674152

The “Other” Social Media Policy – the One in the Personnel Manual

Much has been written by social media and marketing experts (this blogger included) advising companies to “look before they leap,” or in other words, “create a social media plan before jumping into social media.” While some companies follow this recommendation, some do not. The results for not following this recommendation can be dismal: few followers on Twitter, few fans on Facebook, few subscribers on YouTube, and few followers on LinkedIn. However, when a company’s marketing team or senior management team write a detailed social media plan and adapt it to its customers and prospects, the results can be impressive: increasing number of followers and fans on all social media sites and excellent conversations with customers and prospects - all leading to increased sales.

However, there is another social media policy that doesn’t get as much attention. This “other” policy defines “social media” for a company. Does it only refer to family photos on Facebook? Does it only refer to videos on YouTube? Does it only refer to business connections on LinkedIn? Does it only refer to 140-character quips on “The Twitter,” as Betty White calls it? Employees need to know.

Employees also need to know if any social networking sites can be accessed during office hours. If access is allowed, employees need to know the amount of time they may spend and on which sites as well as from which equipment access is allowed. Due to security concerns, it may not be wise for a company’s IT department to allow access from laptops and mobile devices.

Employees also need to know if the company owns their social networking accounts. For instance, if employees use LinkedIn strictly for sales leads, the question arises if the company owns those contacts or the employee owns the contacts. To address this issue, an employee might create two accounts (one personal and one for the company) or use a personal email address instead of a business email address to access his or her account.

Since specific employees may be involved with social media as part of their job for your company, as social media managers, they need training as to the company’s “official voice.” How do you want your tweets to sound, your Facebook posts to read, etc.? Do you want to use an informal manner of speech, lots of abbreviations, lots of contractions, etc.? Training is critical so that there is a consistent voice for your company – and consistency helps your brand. Some Twitter examples include @Best Buy and @StaplesTweets and @ComcastCares.

And what are the ramifications for employees if they do not follow the social media policy? The details must be written out and explained to new employees and existing employees as social media marketing and social networking evolve. So, does your company have a social media policy in its personnel manual?

Note: If you would like to read some good policies, here is a link to 150+ policies.

Note: I wrote a related post in 2009: Before you jump into social media, ask who speaks for you.

When Do You Send Emails to Customers?

Does your company follow the industry standard approach when it comes to sending emails to customers, whether your company is B2B or B2C? This means that on Tuesday or Wednesdays, you finalize your email message, your distribution software or vendor, and click send. But do mid-week, late morning, and early afternoon emails generate the highest read rates, click-thru’s, and responses?

A recent AOL survey reported that 62% of respondents checked their work email over the weekend, which raises the question, “Are Saturdays or Sundays better days to send business emails?” While this is an interesting idea for marketers, many Americans wish to better manage their work-life balance, but with gadget overload, this is becoming more and more difficult. If businesses add more emails to the mix, there will be no “off switch,” and employers will expect all employees to be available 24/7/365.

Here’s a sample of for-profit and non-profit email arrival (all are Pacific time):
• Ford’s emails arrive on Wednesdays at 7:30am
• Staples’ emails arrive on Wednesdays at 2:30am
• The Daily Grill’s emails arrive on Thursdays at 9:05am
• PF Changs China Bistro’s emails arrive on Thursdays at 10:15am
• Cheesecake Factory’s emails arrive on Wednesdays at 6:30am
• Brandweek’s emails arrive daily at 7am
• Harvard Business Review’s emails arrive daily at 5am
• Disney’s emails arrive on Fridays at 12:15 am
• Starwood Hotel’s emails arrive Wednesdays at 8:30am
• Kimpton Hotels’ emails arrive on Wednesdays at 6:45 am
• Joe de Vivre Hotels emails arrive on Wednesdays at 7:15am
• Canine Companions for Independence’s emails arrive on Wednesdays at 10am
• World Wildlife Fund’s emails arrive on Fridays at 3am

While the majority of this email sampling arrive mid-week, would I prefer to read 100-200 emails over the weekend as opposed to during the week? Here’s a better idea, would I just prefer to decrease the number of emails that I receive by 100-200 a week? Since that option is not realistically possible (unless I change email addresses), email messages will continue to arrive at a myriad of times on every day of the week – with the hope of standing out so I take notice and take action.

What about you? Are you reconsidering when to send your company’s emails?

Are your marketing and sales teams at odds?

Savvy business experts describe marketing and sales teams as two ends of the same book, but that doesn’t mean that they know how to work together effectively. More often than not, neither the marketing team nor the sales team understands what the other is doing, and what’s worse, why.

So that we are all on the same page, here are the basic definitions:

MARKETING = the business function responsible for messaging and strategy by which companies create interest (or buzz) in products or services – the marketing umbrella can and often includes brand strategies, competitive positioning strategies, collateral (newsletters, annual reports, flyers, etc.), email marketing, direct marketing, advertising, public relations and media outreach, market research, special events and tradeshows, partnerships, websites and webinars, and social media

SALES = the activity of selling products or services in return for money

According to Wikipedia, “Marketing and sales differ greatly, but have the same goal. Marketing improves the selling environment and plays a very important role in sales. If the marketing department generates a list of potential customers, that can benefit sales. A marketing department in an organization has the goal increasing the number of interactions between potential customers and the organization.”

Due to the advent and continuing evolution of social media combined with effective brand marketing, customers have assumed more power in the buying process and often direct the conversation. But sales and marketing teams must be in alignment for products and services to sell. Here are some useful resources.

Creating Customer Evangelists
How Loyal Customers Become A Volunteer Sales Force
By Ben McConnell and Jackie Huba
c. 2007

The Referral Engine
Training Your Business to Market Itself
By John Jantsch
c. 2010

The Profit Maximization Paradox
Cracking the Marketing/Sales Alignment Code
By Glen Peterson
c. 2008

Word of Mouth Marketing
By Andy Sernovitz
c. 2009

Sales and Marketing the Six Sigma Way
By Michael Webb and Tom Gorman
c. 2006

Marketing Metrics: The Definitive Guide to Measuring Marketing Performance
By Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein
c. 2010

Marketing ROI: The Path to Campaign, Customer, and Corporate Profitability
By James D. Lenskold
c. 2003

Measuring Marketing
103 Key Metrics Every Marketer Needs
By John Davis
c. 2006

Engage: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web
By Brian Solis
c. 2010

Groundswell: Winning in a World Transformed by Social Technologies
By Charlene Li and Josh Bernoff
c. 2008

Six Pixels of Separation
Everyone Is Connected. Connect Your Business to Everyone.
By Mitch Joel
c. 2009

What secrets does your business use to align your marketing and sales teams or departments?