A Quote by Dan Levitan
We always talk about how you have to build a brand from the inside out, not the outside in. Brands are not wrappers. Brands are based on the values of the founders, and then they spread to the people who work for the company, and then that psychological contract is spread to the customer.
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Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.
You can totally work with brands. People love seeing that, but you have to build stories. You have to build credibility, and those brands have to really be the perfect fit for yourself.
Brands are in your face 24/7; I'm sure you've consumed a couple brands today. So it's fun working with them. People recognize brands, and people are starting to recognize my brand.
Of all the things that your company owns, brands are far and away the most important and the toughest. Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth.
Brands are the solution, not the problem. Brands are how you sort out the cesspool. ... Brand affinity is clearly hard wired. It is so fundamental to human existence that it's not going away. It must have a genetic component.
When I was growing up, the brands that were most powerful were people brands, like Michael Jackson or Madonna. They stood for something that, perhaps, wasn't wholly who they were, which then became an image that they sold. That's still a brand to me.
Building a more compassionate society is going to be a bilateral exercise between individuals and the brands that represent their aspirations, their values and their truths. People make brands. If people are compassionate, brands will be compassionate in return.
I see "demand creation" as a 20th-century construct that's bound up with advertising. It's an outmoded view of marketing that says, "First, we build a product or service, then we advertise it into people's lives." Embedded this view is the belief that companies control brands. This is a myth. My message all along has been that brands are actually created by customers, not companies. Companies only provide the raw materials - the products, messaging, behaviors - that people use these to create brands.
Between the time I first started working in advertising in 1998 and now, the word brand has replaced identity. We are no longer individuals so much as we are brands. We're individual brands. Individuals are basically left to define their individuality by staying off the internet, which in and of itself can be a brand, the opting-out brand.
Ordinary people can spread good and bad information about brands faster than marketers.
Talking to people from the heart matters, and it's unfortunately something brands have forgotten about. Celebrity endorsement deals try to gain recognition for brands, but at their core, what matters is if the celebrity truly backs the brand.
I do endorse brands: brands that I believe in individually, brands that I use, brands that I am proud to sell. But I wouldn't do that for my films because that's something I do separately. What I do with my films is something I am extremely passionate about.
There's an adage that is an apt description of the new dynamic at work between brands and consumers connected through social media: People support what they help to build. But now that many brands are launching community-driven cause marketing campaigns, the challenge becomes what to do next?
When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.
Brands are the solution, not the problem. Brands are how you sort out the cesspool.
The reality is the only place a company's culture is going to start and end is at the beginning of that company. And it always starts with the founders. So if you can't create an environment of founders and founding employees who are going to represent the company you want, then you are never going to get there. You have to look at your own network and find what you are missing. So if you don't have a female or someone who has an international perspective or a person with a bio degree, but those perspectives matter to the firm or product you want to create, then it's never going to work out.
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