Ipod is about the last company that will question a TM violation.
The iPod changes the game in brand identity
The dramatic success of the Apple iPod is a major business story, but the iPodโs innovations in brand identity are a major brand story as well. The iPod represents a game-changing shift in how brand identity is developed and managed. It shows how brand identity can become more effective when itโs less about the company and more about the customer. For brand builders this may seem counter-intuitive, but the iPod demonstrates it can work with great effect.
The iPodโs brand identity innovation
The iPod has moved beyond traditional brand identity approaches in two critical areas. First, it shifts brand identity from a company context to the context of the customer. This is a big change that greatly expands the scope of โbrand identityโ itself. It allows for many new layers of brand innovation. Second, placing brand identity in a customer context opens many new avenues for creating customers, and for advancing customers beyond the reach of competitors. The iPod itself is testament to how this can be done.
Iโll discuss the iPodโs brand identity innovation below, but first Iโll review some of the problems with traditional approaches to brand identity.
Problems with the traditional brand identity approach
In a traditional brand identity approach, the brand team develops a brand identity thatโs company-centric. The identity stems from a unique company โessenceโ that differentiates the brand from competitors and supports marketing goals. Unfortunately, this approach comes with a major problem out of the box: it treats brand identity as a proprietary โpackageโ thatโs separate from the customer. Because itโs company property, itโs not meant to be shared. The customer is simply invited (or persuaded) to embrace it, and to become, in effect, a (passive) brand follower.
The traditional approach makes no attempt to add value to the customerโs own identity through the brand. By its nature, it tends to reduce brand identity to a perception play. Because companies desperately want customers to embrace their brands, the marketplace becomes flooded with competing brand campaigns broadcasting โme, me, meโ brand identity calls, much like preening birds in the jungle, vying for mates. For customers, this typically results in too little signal, too much noise.
The generic weakness of the conventional approach is that it produces a brand identity in the context of the company, whereas the market exists in the context of the customer. Thatโs a disconnect. Brands use advertising to bridge this gap, but advertising is imperfect and expensive, and increasingly locks the brand into a perception-play spend.
An alternative to the standard approach
There is a brand identity alternative. Why not: 1) add value with your brand identity; 2) share it with the customer; and 3) frame it in the context of the customer, rather than the company? This can provide you with a more direct path to creating customers in the first place, and then keeping them for the long haul.
And thatโs where the iPod points a new way.
Identity is all about the customerโnot the company
Customers care about brand identity when it helps them grow their own identity. In truth, they want
their identity, not yours. In other words, effective brand identity is about
them, and not exclusively about
you. The genius of the iPod brand is that it elevates customers to a new identity, without trying to impose its own. This is an act of liberation, not an act of conversion. It changes the game of brand identity from being company-centric, where dozens of brands compete head-to-head, to being customer-centric, where a brand teams with the customer to create a shared identity platform.
Buy an iPod, be a DJ
The iPod nurtures a customer identity from below, rather than projecting a brand identity from above. Through this organic process, the iPod becomes a customer identity enabler. It raises the customer from being a lowly โbuyer of musicโ and a lowly โbuyer of an mp3 playerโ to a superior identity: that of being a DJ โ with the creative power of 10,000 songs.
Why buy an mp3 player from Creative or Dell when one can be a DJ via Apple?
Being is superior to
buying.
As an identity enabler, the iPod delivers
demonstrable coolness. The iPod includes iTunes, and with iTunes every iPod customer can create customized playlists for every mood and occasion. Yes, playlists are a
creative act. The iPod elevates the customer from a passive listener in his/her room to a mobile music creator and performer (the DJ), ready to share oneโs taste, sets, mix and rhythms.
Brand identity is customer identity
The iPod does more than give customers power over their music. The iPod offers them their own musical identity. And thus, buying an iPod is an investment in oneโs own identity. This is real, not symbolic. iPod customers are unlocking a part of themselves thatโs been repressed and constrained. Apple understands this, which is why the integration between the iPod, iTunes and the iTunes Music Store is so strong. It is โseamless,โ as is the identity it enables.
In fact, the iPod presages a coming convergence of brand identity and brand experience, where identity is forged as part of the brand experience process. This also means that brand identity/customer identity becomes deeply interactive.
Identity that makes a market
The goal of any brand identity effort is to create an identity that makes a market. For this to happen, that identity must be a customer identity. Instead of trying to โsellโ a brand identity to the customer, or hook the customer on an illusion, the iPod simply frees a powerful identity driver within the customer. Note how Apple highlights the customer in iPod campaigns. The Apple logo and the iPod donโt dominate the stage. We see persons totally at one with their music. And theyโre not mere โlisteners.โ Theyโre manifestations of a new brand identity that exists as a customer identity: dancers, DJโs, performers, creators.
Hosting the new brand/customer identity
Creative and Dell used traditional, company-context identity strategies against the iPod and failed to gain market traction. In effect, their โcompany firstโ brand identities had to compete against customer identities fueled by the iPod. It was โno contestโ because the iPod had already changed the game. The iPod strategically repositioned digital music identity from the product to the customer. Using its โumbilical cordโ of iTunes and the iTunes Music Store, Apple now
hosts this new identityโa very enviable position, indeed.
http://tenayagroup.com/blog/2006/08/30/the-ipod-changes-the-game-in-brand-identity/
