The Importance of being different - brand identity

One of the key concepts of any initiative of brand identity is to help organizations understand their differentiation. It is one of the most difficult parts of the process, but it is also one of the most critical. Philip Kotler, Professor at the Kellogg School of Management has written, "the art of marketing is the art of the construction of the mark." If you are not a brand, you are a commodity. Then everything is in the price and the low-cost producer is the only winner. »

This can be seen more clearly than in the example of Imax theatres. IMAX has had a very good recession, according to an article published in the January 30 New York Times.

A few years ago, Imax has been deeply suffer debt and sought in vain for investors. Cut in 2011. Overall revenues to more than double Imax cinema year last to $ 546 million, $ 270 million in 2009.

Like other media companies are fighting against the effects of the digital revolution and piracy, Imax takes advantage of the fact that it offers a unique viewing experience - one that is difficult to reproduce in other theatres or at home. Its curved screens are massive, about 72 feet by 52 feet, although some are much larger. The film screen resolution is also higher than what is shown in traditional theatres.

The ticket price average for an Imax film last year at the United States has $13, about $5 more than the ticket price average traditional theatre, and the company was able to reduce costs, 2007. That year, Imax switched to a digital, analog projection system replaces prints which were costs about $30,000 per theater with digital versions costs $ 175 per theatre. That made it possible to add multiple monitors. At the end of 2011, the company will double its number of screens around the world in 600 total, from 2005, when he was about 300.

This story is one of transformation, but also a fairy tale image of best in its category. He was a company who knows what it was, one who saw an opportunity to apply its distinction of the market to succeed, and continued to build and promote its own unique set of characteristics.

According to Richard Gelfond, CEO, "around the world, people are willing to pay for the content of the premium," he said. "They want something they can not get home."

This is a classic case of differentiation study. IMAX has seen the challenges of the digital age and place of the abandonment of their model, they it has strengthened and managed to find a way to build the brand by adding screens. Basically, they were banking on the idea that consumers would pay a premium for a quality display of experience that cannot match. And they were right.

Instead of hunting the problem, Imax went in the other direction. They adopted their image of the big screen. The company was able to see that their force was in the unique value proposition, they have offered to viewers. Knowing this clear distinction in its market provided the basis for the trust to fund expansion at a time that encourages a lot of confidence in the future of the company.

Today, the company launches a V.I.P. cinema in Moscow in April. For those who choose to relax in oversized leather chairs by looking at their blockbuster desired choice, it should be quite an experience. The price of a ticket for one of the 80 seats: close to $100. If it is successful, Imax has plans for several VIP theaters in cities such as St. Petersburg.

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It is a frightening concept, this business of commands out and be different. I know by experience that it is much easier to use the same old borrowed language in the industry we serve. Walk out the din of thousand agencies barking all the same feel as the brink. It can be scary for people in group dynamics, and it is proportionately more daunting for an organization.

A consultant once shared with me that the most successful, sustainable brands were those who have created a memorable experience for its customers. He felt strongly that the best brands, those who resonate with us for a life, are those that appeal to our emotions and passions, as opposed to those which are based on an intellectual benefit. Citing companies like Harley Davidson, Apple, Polo Ralph Lauren, among others, he argued that the brand differentiation, one was his heart and soul.

I believe that this is also what Mr Godin referred by the analogy of the now famous purple cow.

Another consultant has said: "no company ever lost by taking the road." I know that can mean many things, and perhaps meant that it is important to remain based on principles. Or perhaps, this means that the luxury market brands are always more sustainable in the long term.

But I like to think that he was speaking on the importance of is over the Scrum, packaging controls and project an image - indeed, living a brand promise and the image - that is bold, unique and clear, and which can never be confused with another mark. Such recognition and the distinction that sets separated high-performing brands, the kind which elevates the company well particularly competitors - it's a goal that each company must be.