FCB-TAP05

Como parte de nuestro interés y pasión por las marcas, hoy hacemos una reflexión sobre las personas que están detrás de ellas. Frente a esto, nos gustaría compartir contigo un término muy interesante, que está emergiendo en las empresas, y que nos parece clave en la construcción de las marcas con las que trabajamos todos los días. El CBO (Chief Brand Officer). 

  • De acuerdo con la Universidad de East Anglia en UK y su curso  “The Secret Power of Brands” el trabajo de los Brand Managers hoy se está retando y está cambiando:
  • DE manejar una marca A ser el verdadero líder de la marca
  • DE mantener las cosas que funcionan  A ser 100% innovadores, arriesgándose a probar cosas nuevas
  • DE mantener consistencia A impulsar la cohesión
  • DE actuar como un guardian del logo y la marca A ser un “COACH” de la marca
  • DE trabajar con reglas de marketing A trabajar -across­ toda la compañía compartiendo herramientas

Hoy el brand manager usa con orgullo el “casco” de guardián de marca, la invitación es no aferrarse a un casco sino a utilizar distintos “sombreros” en pro de tener un rol altamente creativo, de habilitador de experiencias alimentándose de lo que hay afuera de dónde siempre se aprende, sin tener miedo a proponer cosas nuevas, incluso puntos de vista diferentes dentro de la empresa.

Aquí compartimos los “Four Hats” que distinguen y potencian el rol del CBO.

Como gente clave detrás de las marcas te proponemos abrazar estos retos, adoptarlos y abrir con tu equipo y socios estratégicos la posibilidad a hacer mejor trabajo para nuestras queridas marcas!!!

Que tengas un gran fin de semana!

 

The four hats of the chief brand officer

There’s a new role emerging in organizations: chief brand officer. The job used to be called brand director, or head of brand, and usually still is – but the role is changing. They used to be, in effect, head of the brand police, and their role was mainly policing an organization’s visual identity. But that’s all changing. The new CBO has four hats – none of them a police helmet.

Creative director

In an era when attention spans have never been shorter, every organization needs constant renewal. It needs constant creativity, imagination, ingenuity. As Bob Dylan says (and this is Steve Job’s favorite Dylan line) ‘he not busy being born is busy dying’. This is renewal not just in products but also in meaning, raison d’etre, value to people, role in the world. The CBO’s job is no longer about defending a positioning, but constantly renewing a sense of purpose, using not an old-fashioned brand book, but something much more alive.

Coach

People believe not the messages an organization delivers, but the experiences. A brand is built not identity but experience. The CBO can no longer be the custodian of an identity, but the enabler of an experience. And because that experience depends on people across the organization understanding what to do, the CBO must become the organization’s coach, teacher, trainer, using an array of educational media and practical toolkits. Their goal is to give their organization the competence and the confidence to experiment.

Lookout

Brands exist outside their organization – in the heads of thousands or millions of people out there in the world. That’s the source of their amazing power. You therefore can’t control them – but you can watch how that mass of perceptions (and misperceptions) change, and take action to nudge them in the right direction. The CBO therefore needs to be lookout, watching how the brand evolves out there, using the most sensitive kinds of brand metrics. And looking for other brands to work with – collaborators that can multiply their brand’s power.

Court jester

Finally, however important an organization says its brand is, in reality a lot of other forces drive decision-making. Shareholder pressures, sudden threats, internal politics, all that kind of thing. Someone near the CEO needs to be allowed to say what no-one else can. Like: ‘are we trying to hit our short-term targets, or build a long-term brand?’ There’s never a right answer, but the long-term option needs a champion – not just to whisper in the ear of the CEO, but to create an organization-wide climate of brand-led leadership.