AIG: Brand trust, actions speak louder than words

Just don't get it. Don't understand what leadership could possibly be thinking. Because their actions are in such stark contrast with what you'd expect from an organization that should be doing all it can to win back our collective trust.

Maybe things like reputation and trust just don't matter to a leadership team who has already been bailed out once, and who've recently put in their second request for additional funds. Maybe it's easy to turn a blind eye when you know your back is covered, regardless of your actions.

Whatever the reasoning, why AIG would go off to Phoenix for a second boondoggle and spend another $340k (or thereabouts) is beyond my understanding. On top of this, to travel incognito and think that you wouldn't be exposed is just stupid. I called AIG, because I wanted some answers. I spoke with a senior member of their communications team. He told me that they traveled anonymously because AIG employees were being harassed as they entered their NYC headquarters. I was told that the majority of the trip was not actually paid for by AIG. But who cares? The reality of the situation is that we've bailed you out once, you're back again with your hand out, and you're at a resort in Phoenix.

I do feel for the vast majority of employees who had absolutely no knowledge of the incompetence and arrogance of their leadership. It's got to be very tough right now, and I'm sure, going to work each day really challenges their moral compass. In fact, the communications liaison I spoke with made a point of saying that he was not one of those fat cats. That he too is suffering through this.

At the end of the day, actions speak louder than words. Brand trust has eroded, and these actions just rip at brand reputation even further. From my vantage point, I see no signs that AIG is trying to endear itself to those of us (all of us) who bailed them out.

Promotional partners to help brand dollars go farther

Dollars are scarce. Value (added-value) is high on your customers list. Brand-enhancing promotional partners are one way to make marketing dollars work harder - helping you garner attention, boost image and and drive sales.

Some considerations:

• start with your consumer - about how you can surprise and delight them
• the simpler the better - they should see it and get it immediately
• your partner should make sense - for your customer and for your brand
• your organization-fit needs to make sense – as you'll need to work closely together
• retailers need to think it makes sense - so get their buy-in before you're too far down the road
• what are measures of success - both image and impact, and agree up-front
• are there any other third-party participants/sponsors - that can provide additional spin

Rebranding Pitfalls to Avoid

Your brand isn't running on all cylinders. There are indicators that you're leaving reputation, relationships and business behind. So you've made the decision to re-brand. Some organizations have the skills, discipline and stamina to execute a strategically and tactically brilliant, organization-changing result. Others, while good intentioned, leave something [if not a lot] behind.

Here are common common pitfalls to aviod:

a. Ready, Fire, Aim. The significant time and expense of re-branding warrants tangible returns. Isolate and agree upfront to the most important business and brand issue(s) that you'll address through the effort.

b. Not Realizing What's On The Table. As your brand encompasses all the characteristics, both tangible and intangible, that surround your offerings, realize that everything your organization says and does makes up the brand experience. So everything, as it should be, is up for evaluation and refinement.

c. Going It Alone. Just as you wouldn't diagnose your own physical ailments, the objectivity and expertise of an external consultant is critical to evaluating, creating and credibly selling internally to your leadership and teams.

d. Not Having Key Influencers and Decision-Makers On Board. Do not undertake this effort until these important allies are on board. Understand their opinions and expectations. And keep them appraised along the way.

e. Lack of Demonstrated Senior Leadership Commitment. All the time and expense of this endeavor will never be taken seriously, and will certainly never stick, unless leadership has explicitly communicated [and is ready to demonstrate] their commitment.

f. Inward Perspective. Your external audiences are the arbiters of your success, so understand how they view the organization. Contrast and reconcile these perspectives against your own to determine the gaps that need to be filled to realize your objectives.

g. Disregarding Your Legacy. While you can't be led by the past, you don't cast aside those equities that you've worked so hard to create. Don't disregard what's working, because these are the building blocks for enhancing your relevancy.

h. Bypassing Insiders. Your employees will make or break the initiative. They need to understand and believe in the program and the desired outcome. And most important, they need to be emotionally engaged.

i. Branding As A One-Time Event. As James Gandolfini would say "fuggedaboudit." Because branding is akin to a marathon, not a sprint to the finish line. It will take longer, and cost more, than you imagined.

j. Neglecting To Patrol And Control The Airwaves. Monitor and share in the web-based conversations about your organization. Participate in the blogisphere. Help yourself control (at least as much as you can) your own destiny.