Branding always has it problems. Often, they’re international in nature; remember the Unix systems vendor Arete? They had big problems in France where arrete means “stop.” Who wants to buy the stop computer?
Sometimes, they’re cultural — I remember at Business Objects when the (English) product manager for BusinessMiner proposed a product icon that had two huge letters BM along with a flashlight running across them. I also remember when I lived in Paris literally begging the French to stop abbreviating Business Objects as “B.O.”
But I digress. Sometimes, the brand name is just dumb. Remember Monday? Some professional services firm (was it PwC?) was trying to rebrand itself as a day-of-the-week right before they were acquired. Imagine this conversation: “hey, we’re meeting with the Monday guys on Tuesday … or was it the Tuesday guys on Monday.”
In that vein, I am frankly amazed that UPS has continued its “brown” campaign for so long. Are they actually trying to re-brand themselves as brown (as the tagline “what can brown do you for” suggests), or is it a just an expense exercise in synonym creation? While I’m riffing, one wonders if the Mexican Groupo Bimbo should regionally brand their “Bimbo” baked good products much as we call it Hellman’s mayonnaise on the East coast and Best Foods out West, or Hardee’s in some states and Carl’s Junior in others.
Sometimes you successfully run the gauntlet of brand naming only to explode on logo design.
I remember once at (the original) Ingres when marketing spent hundreds of thousands on a new corporate identity only to discover from an engineer at the internal launch that: “the logo looks just like Borland’s new logo.” But by then it was too late to do anything: new cards had been printed, new signs had been made, new ads had been placed. Watching that one experience permanently cured me from the “unveil mentality” that I see common in most marketers.
But this post was inspired by a story in the UK’s Telegraph about the Office of Government Commerce which, despite a simple and descriptive name, managed to blow up on the logo design. Viewed as intended, the logo is a simple set of initials. But in the text message, emoticon culture of today people don’t always view things as intended. Often you look at things sideways, as with the smiley face :-) emoticon.
Sadly for the OGC and its design agency, I guess they didn’t show their new logo to enough generation Y types because, when viewed sideways, the otherwise-innocuous logo resembles, … well, of all things, an aroused snowman. Whoda guessed?
The simple moral — don’t unveil; show your draft work early and often to a wide variety of people.
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End note: I revised the post revised to remove the accidental inclusion of not one, but two, urban myths: the Chevy Nova anecdote and the Gerber baby food tale (about which I admit being a bit nervous while typing, but heck, it made it into Harvard Business Review in 1984).
I’m Dave Kellogg, technology executive, investor, independent director, adviser, and blogger. I’m also a hiker, oenophile, and fly fisher.
From 2012 to 2018, I was CEO of cloud enterprise performance management vendor Host Analytics, where we quintupled ARR while halving customer acquisition costs in a highly competitive market, ultimately selling the company in a private equity transaction.
Previously, I was SVP/GM of Service Cloud at Salesforce and CEO at NoSQL database provider MarkLogic. Before that, I was CMO at Business Objects for nearly a decade as we grew from $30M to over $1B. I started my career in technical and product marketing positions at Ingres and Versant.
I love disruption, startups, and Silicon Valley and have had the pleasure of working in varied capacities with companies including ClearedIn, FloQast, GainSight, Lecida, MongoDB, Recorded Future, Tableau and TopOPPs. I currently sit on the boards of Alation (data catalogs) and Nuxeo (content management) and previously sat on the boards of agtech leader Granular (acquired by DuPont for $300M) and big data leader Aster Data (acquired by Teradata for $325M).
I periodically speak to strategy and entrepreneurship classes at the Haas School of Business (UC Berkeley) and Hautes Études Commerciales de Paris (HEC).
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