3 ways to (usefully) lose control of your brand
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0:01 - 0:04Companies are losing control.
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0:04 - 0:05What happens on Wall Street
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0:05 - 0:08no longer stays on Wall Street.
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0:08 - 0:12What happens in Vegas ends up on YouTube. (Laughter)
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0:12 - 0:16Reputations are volatile. Loyalties are fickle.
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0:16 - 0:18Management teams seem increasingly
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0:18 - 0:21disconnected from their staff. (Laughter)
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0:21 - 0:25A recent survey said that 27 percent of bosses believe
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0:25 - 0:28their employees are inspired by their firm.
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0:28 - 0:30However, in the same survey, only four percent
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0:30 - 0:32of employees agreed.
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0:32 - 0:34Companies are losing control
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0:34 - 0:38of their customers and their employees.
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0:38 - 0:40But are they really?
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0:40 - 0:43I'm a marketer, and as a marketer, I know
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0:43 - 0:46that I've never really been in control.
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0:46 - 0:49Your brand is what other people say about you
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0:49 - 0:52when you're not in the room, the saying goes.
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0:52 - 0:56Hyperconnectivity and transparency allow companies
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0:56 - 0:59to be in that room now, 24/7.
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0:59 - 1:02They can listen and join the conversation.
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1:02 - 1:05In fact, they have more control over the loss of control
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1:05 - 1:07than ever before.
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1:07 - 1:10They can design for it. But how?
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1:10 - 1:14First of all, they can give employees and customers more control.
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1:14 - 1:17They can collaborate with them on the creation of ideas,
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1:17 - 1:21knowledge, content, designs and product.
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1:21 - 1:23They can give them more control over pricing,
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1:23 - 1:25which is what the band Radiohead did
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1:25 - 1:28with its pay-as-you-like online release of its album
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1:28 - 1:31"In Rainbows." Buyers could determine the price,
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1:31 - 1:36but the offer was exclusive, and only stood for a limited period of time.
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1:36 - 1:40The album sold more copies than previous releases of the band.
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1:40 - 1:43The Danish chocolate company Anthon Berg
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1:43 - 1:46opened a so-called "generous store" in Copenhagen.
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1:46 - 1:49It asked customers to purchase chocolate
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1:49 - 1:52with the promise of good deeds towards loved ones.
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1:52 - 1:55It turned transactions into interactions,
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1:55 - 1:58and generosity into a currency.
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1:58 - 2:01Companies can even give control to hackers.
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2:01 - 2:03When Microsoft Kinect came out,
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2:03 - 2:07the motion-controlled add-on to its Xbox gaming console,
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2:07 - 2:10it immediately drew the attention of hackers.
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2:10 - 2:14Microsoft first fought off the hacks, but then shifted course
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2:14 - 2:17when it realized that actively supporting the community
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2:17 - 2:19came with benefits.
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2:19 - 2:22The sense of co-ownership, the free publicity,
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2:22 - 2:25the added value, all helped drive sales.
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2:25 - 2:27The ultimate empowerment of customers
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2:27 - 2:30is to ask them not to buy.
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2:30 - 2:34Outdoor clothier Patagonia encouraged prospective buyers
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2:34 - 2:37to check out eBay for its used products
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2:37 - 2:41and to resole their shoes before purchasing new ones.
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2:41 - 2:44In an even more radical stance against consumerism,
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2:44 - 2:46the company placed a "Don't Buy This Jacket"
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2:46 - 2:50advertisement during the peak of shopping season.
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2:50 - 2:53It may have jeopardized short-term sales,
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2:53 - 2:55but it builds lasting, long-term loyalty
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2:55 - 2:57based on shared values.
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2:57 - 3:01Research has shown that giving employees more control
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3:01 - 3:04over their work makes them happier and more productive.
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3:04 - 3:07The Brazilian company Semco Group famously
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3:07 - 3:10lets employees set their own work schedules
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3:10 - 3:12and even their salaries.
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3:12 - 3:14Hulu and Netflix, among other companies,
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3:14 - 3:17have open vacation policies.
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3:17 - 3:20Companies can give people more control,
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3:20 - 3:24but they can also give them less control.
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3:24 - 3:27Traditional business wisdom holds that trust
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3:27 - 3:29is earned by predictable behavior,
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3:29 - 3:32but when everything is consistent and standardized,
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3:32 - 3:35how do you create meaningful experiences?
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3:35 - 3:38Giving people less control might be a wonderful way
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3:38 - 3:41to counter the abundance of choice
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3:41 - 3:42and make them happier.
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3:42 - 3:45Take the travel service Nextpedition.
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3:45 - 3:48Nextpedition turns the trip into a game,
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3:48 - 3:52with surprising twists and turns along the way.
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3:52 - 3:54It does not tell the traveler where she's going
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3:54 - 3:57until the very last minute, and information is provided
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3:57 - 4:01just in time. Similarly, Dutch airline KLM
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4:01 - 4:04launched a surprise campaign, seemingly randomly
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4:04 - 4:07handing out small gifts to travelers
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4:07 - 4:09en route to their destination.
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4:09 - 4:12U.K.-based Interflora monitored Twitter
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4:12 - 4:14for users who were having a bad day,
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4:14 - 4:18and then sent them a free bouquet of flowers.
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4:18 - 4:20Is there anything companies can do to make
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4:20 - 4:24their employees feel less pressed for time? Yes.
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4:24 - 4:26Force them to help others.
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4:26 - 4:30A recent study suggests that having employees complete
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4:30 - 4:33occasional altruistic tasks throughout the day
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4:33 - 4:37increases their sense of overall productivity.
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4:37 - 4:40At Frog, the company I work for, we hold internal
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4:40 - 4:45speed meet sessions that connect old and new employees,
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4:45 - 4:48helping them get to know each other fast.
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4:48 - 4:51By applying a strict process, we give them less control,
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4:51 - 4:56less choice, but we enable more and richer social interactions.
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4:56 - 4:59Companies are the makers of their fortunes,
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4:59 - 5:03and like all of us, they are utterly exposed to serendipity.
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5:03 - 5:07That should make them more humble, more vulnerable
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5:07 - 5:09and more human.
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5:09 - 5:12At the end of the day, as hyperconnectivity
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5:12 - 5:15and transparency expose companies' behavior
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5:15 - 5:18in broad daylight, staying true to their true selves
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5:18 - 5:22is the only sustainable value proposition.
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5:22 - 5:24Or as the ballet dancer Alonzo King said,
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5:24 - 5:27"What's interesting about you is you."
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5:27 - 5:31For the true selves of companies to come through,
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5:31 - 5:33openness is paramount,
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5:33 - 5:36but radical openness is not a solution,
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5:36 - 5:40because when everything is open, nothing is open.
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5:40 - 5:44"A smile is a door that is half open and half closed,"
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5:44 - 5:47the author Jennifer Egan wrote.
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5:47 - 5:49Companies can give their employees and customers
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5:49 - 5:53more control or less. They can worry about how much
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5:53 - 5:56openness is good for them, and what needs to stay closed.
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5:56 - 6:01Or they can simply smile, and remain open
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6:01 - 6:02to all possibilities.
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6:02 - 6:06Thank you. (Applause)
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6:06 - 6:09(Applause)
- Title:
- 3 ways to (usefully) lose control of your brand
- Speaker:
- Tim Leberecht
- Description:
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The days are past (if they ever existed) when a person, company or brand could tightly control their reputation -- online chatter and spin mean that if you're relevant, there's a constant, free-form conversation happening about you that you have no control over. Tim Leberecht offers three big ideas about accepting that loss of control, even designing for it -- and using it as an impetus to recommit to your values.
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 06:30
Thu-Huong Ha edited English subtitles for 3 ways to (usefully) lose control of your brand | ||
Thu-Huong Ha approved English subtitles for 3 ways to (usefully) lose control of your brand | ||
Thu-Huong Ha edited English subtitles for 3 ways to (usefully) lose control of your brand | ||
Morton Bast accepted English subtitles for 3 ways to (usefully) lose control of your brand | ||
Morton Bast edited English subtitles for 3 ways to (usefully) lose control of your brand | ||
Joseph Geni added a translation |