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The brand is sleeping? Mirko Nesurini


Che cosa hanno in comune il piumino Moncler , la Fiat 500 , le caramelle Sanagola , l’ amaro Chinapedroni ?

Ce lo svela Mirko Nesurini nel suo Re-Brand – Come risvegliare i brand che dormono , edito da Hoepli, 2009.

Questi, e altri, analizzati nel libro, sono tutti casi di ritorno al successo di brand che, dopo essere stati famosi in passato, sono usciti di scena, fino al momento in cui sono stati ripresentati al pubblico.

Il libro si incentra infatti sul brand revival , definito dall’autore come “la rinascita o il rilancio di un brand collegato a un prodotto o servizio di un periodo storico anteriore, solitamente, ma non sempre, aggiornato agli standard contemporanei di prestazione, di funzionamento o di gusto.”

Il consumo di retro brand – scrive Nesurini - dà al consumatore maturo la perceizione di non invecchiare, viaggiando indietro nel tempo e sentendosi di nuovo giovane. C’è una grossa carica di idealizzazione dietro questo fenomeno, per cui, soprattutto in epoche di crisi, i tempi passati si ricordano come età dell’oro e gli oggetti che vi appartengono ne beneficiano di riflesso.

Re-Brand esamina casi di brand storici ancora sul mercato (la Liquirizia Amarelli, i Confetti Pelino, Beretta arms, textiles Crespi 1797, the London brand Fortnum & Mason, Twinings tea are to name a few) and what differentiates them from other equally famous at one time and then disappeared. Trafficking

then some cases of brands that have been awakened with success and others in the process of awakening, all exited the market before returning, a necessary condition for being considered retro brand.

The book stems from research done by the SDA Bocconi and study groups European Community initiative on Master Study of Ex-Brand Institute in Lugano, aimed to "develop a methodology to assess the possibilities for reviving the dormant brand" .

The second part of the book explains how to find out if in fact an "awakening" can be successfully and how to proceed if this is the way you want to undertake.

The ability to transform an old product in a "classic" is certainly one of the main requirements for assessing the likelihood of success of a brand that sleep which, remember, is already known to the public and therefore requires less investment and advertising communication (re) create awareness among potential buyers.

Nesurini SWOT also offers a comparative analysis of the sleeping brand versus a brand from scratch, as well as a model to determine the potential brand of sleeping, not to mention the legal aspects of the issue, but secondary when you have to do with trademarks.

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awakens so many roles for the public speaker?

When it comes to operational or strategic role of public speaker you actually refers to a variety of roles in different circumstances require different skills.

In summary, even though in practice often the boundaries are less well defined, we can identify the following (this list is not meant to be exhaustive):

a) mediator : when the audience is already predisposed to act in a certain way, the rapporteur providing public resources to help facilitate the uptake of the desired behaviors. Largely operational role, the aim is to urge the public to overcome inertia and take action in the desired direction. The tools are many: brochures, FAQ list with answers, complete and return questionnaires in pre-paid envelope, interactive web tools (discussion forums, etc..), Instructions on how to do, logistical support, etc..

b) role of persuader : Rapporteur acts on public values \u200b\u200band emotions of his audience by presenting information in a more focused and manipulative in order to convert, change or preserve the attitudes and opinions of the public in a manner favorable to the organization. The information provided may be selective and / or partial, but never neutral in language reflecting the views of the organization. It 's probably the most controversial role, crimson called "engineering of consent" (Bernays EL) or spinning . It is a form of communication in a way, even if not preclude the use of feedback to measure the effectiveness of the message.

c) role of partners: the role of symmetrical and two-way. The most difficult and challenging. The only one who can rightly be called strategic. In which we interact with stakeholders requesting working together to find solutions that go well for everyone. The information is exchanged openly, we adopt common goals, share tasks and responsibilities.