Tim Leberecht: 3 ways to (usefully) lose control of your brand

Summary

The video discusses how companies are adapting to a world where they have less control over their customers and employees due to hyperconnectivity and transparency. The speaker suggests that businesses can embrace this loss of control by giving people more or less freedom, depending on the situation. Examples include customer-driven pricing models, surprise experiences, and altruistic tasks for employees. The key to success lies in openness and authenticity, enabling companies to build trust and create meaningful experiences in a world where loyalty and reputations are constantly shifting.

Takeaways

• 📉 Companies are losing control over their customers and employees, but hyperconnectivity allows them to participate in conversations and regain some influence.
• 🗣️ Your brand is what others say about you when you're not in the room, but now companies can join the room 24/7 through online engagement.
• 🤝 Companies can empower customers and employees by giving them more control, such as collaborating on ideas, pricing, and even product development.
• 🎧 Microsoft Kinect embraced the hacking community, realizing that co-ownership and user engagement could drive sales and build loyalty.
• 🧥 Patagonia's 'Don't Buy This Jacket' campaign promoted long-term loyalty by advocating for sustainability over short-term sales.
• 😃 Giving employees control over their work, like setting their schedules and salaries, increases happiness and productivity, as seen in Semco Group's approach.
• 🌍 Less control can also enhance experiences, as demonstrated by Nextpedition’s travel service that surprises customers with unknown destinations.
• 💐 Interflora's spontaneous flower delivery to brighten someone's day illustrates how small, thoughtful actions can build brand connection.
• 🕒 Giving employees less control, such as through structured social interactions or altruistic tasks, can actually reduce stress and increase productivity.
• 😊 Companies must find a balance between openness and privacy, maintaining authenticity and humility in an era of radical transparency.

Q & A

What is the main argument of the speaker regarding companies losing control?

The speaker argues that while it may seem like companies are losing control over their customers and employees, they actually have more control than ever. This is due to hyperconnectivity and transparency, which allow companies to listen, join conversations, and design strategies around this perceived loss of control.

How can companies give customers more control according to the speaker?

Companies can give customers more control by collaborating with them in the creation of ideas, designs, products, and even pricing. For example, Radiohead allowed buyers to set their own price for their album, 'In Rainbows.' This increased customer engagement and boosted sales.

What example does the speaker provide regarding turning transactions into interactions?

The speaker gives the example of the Danish chocolate company Anthon Berg, which asked customers to buy chocolate by promising good deeds towards loved ones. This turned a simple transaction into an interaction where generosity became a form of currency.

How did Microsoft Kinect change its approach towards hackers, and what was the result?

Initially, Microsoft fought off hackers who modified its Kinect gaming system. However, it soon shifted course and embraced the hacking community, recognizing the benefits such as free publicity, a sense of co-ownership, and added value to the product. This helped drive sales and improved the overall product experience.

What radical approach did Patagonia take that exemplifies giving customers control?

Patagonia encouraged customers not to buy their products, specifically asking them to check eBay for used products or repair old items. They even ran a 'Don't Buy This Jacket' advertisement during the peak shopping season, focusing on long-term loyalty over short-term sales.

How can giving employees more control improve their productivity?

Research shows that giving employees more control over their work increases happiness and productivity. Examples include companies like Semco Group, where employees set their own work schedules and salaries, and companies like Hulu and Netflix, which offer open vacation policies.

What is an example of a company giving less control to create meaningful experiences?

The travel service Nextpedition is an example of giving less control to customers. It turns travel into a game by keeping the destination a secret until the last minute, creating surprise and anticipation that enhance the experience.

What strategy did KLM use to surprise its customers and create a memorable experience?

KLM ran a surprise campaign where they gave small, thoughtful gifts to travelers at random, creating a positive and memorable experience for their customers.

How can companies help employees feel more productive by doing less work?

Studies show that engaging in occasional altruistic tasks during the workday, such as helping others, can make employees feel more productive overall. This counters the feeling of being pressed for time while improving their sense of achievement.

What does the speaker mean by 'staying true to their true selves' for companies?

The speaker suggests that in a world of hyperconnectivity and transparency, companies can only build sustainable value by being authentic and true to their core values. Openness to both control and loss of control, and to various possibilities, allows companies to remain genuine in their interactions with customers and employees.