http://money.cnn.com/2011/01/05/news/companies/starbucks_new_logo/index.htm
Monday, February 28, 2011
Starbucks' New Logo: Great Idea or a bit too much?
In this article with a video attached there is a discussion about why Starbucks created a new logo, some of the parts of that logo, and public response to the logo. The article demonstrates the power of the branding strategy that is significant to even the larger of companies. If this is the case then is it not equally important the emerging companies make the same consideration. Also note that in the video Schultz makes reference to the 'team' as an important part of the Starbucks' success story.
http://money.cnn.com/2011/01/05/news/companies/starbucks_new_logo/index.htm
http://money.cnn.com/2011/01/05/news/companies/starbucks_new_logo/index.htm
An Interview with John Stiernberg of Stiernberg Consulting
www.stiernberg.com
My interview was with Mr. John E. Stiernberg of Stienberg Consulting. I first came across John many years ago when I was first considering a career in performance and recording. His book detailing the legal part of the business was insightful and practical specially for the emerging artist with the desire to succeed. Many years later I ran across his name on Facebook where we continued to communicate via chat and discussion boards. I learned that John was particularly interested in Social Networking Consulting in regard to improving the business, marketing, and promotion of the entertainment business as well. I asked him to share some of his thoughts on the subject and this is what he had to say.
The notion of social networking as a practical and cost-effective way of developing a company is essential to emerging talent. And so the team that is to be created is a team that should be sensitive to the possibilities of social networking. In other words as one creates a brand one should ensure that the team shares similar concerns and actively participates in that branding. It is my firm belief that emerging artist who contribute to the larger project also develop their personal branding that will assure them the best chances of developing their personal vision. Whether they are leaders, participants or both such concerns and considerations make for future success. It is my intention to build such a team where the individuals not only contribute to my company but to their own success.
While the concept of social networking, developing channels, distribution and branding holds infinite possibility it should also be approached with a keen analytical and critical eye toward the proper application of the tools of social networking. It is essential that the team leader encourage their team to broaden their understanding in this regard.
I am sure that the following interview will provide much food for thought!
Bill Gerardino, CabaretSolstice Productions
Bill: Your corporate page states that you develop “Target Market Snapshots” that are “scaled into specific segments by market, channel, product category, or application. What are the implications of the proliferation of social networking on developing your research? What ways does this change the way your clients use in developing their marketing strategies and what is the overall cost effect to the client?
John: Social networking is a relevant and useful tool for market researchers. We are active on LinkedIn, Facebook, Twitter, and Plaxo. While we do not field surveys directly on any of those services for security reasons, we do use them to identify target informants, monitor competitors, and scan for industry trends.
For our clients, social network presence is the new website. In other words, if you don’t have a presence on Facebook (for example), you are not taken seriously. This is much how websites were circa 1995—2000.
Bill: You offer an “Opportunity Analysis” that features “comprehensive Market Reports by Product Category, Vertical Venue Market, or Application.” What, in your opinion, has changed in consideration of invasive or interruptive marketing through social networking? For instance. Google, Inc. boasts that a lion's share of its revenue comes through advertising. Some analysts believe that this is a shortsighted strategy that may cost Google in the future. Do you agree?
We have adjusted to the presence of advertising everywhere: online, mobile phones, in elevators, etc.—not just print, radio, and TV. The natural reaction of a disinterested person is to “tune out”—change the channel literally or metaphorically. So, as a culture we have adjusted to the disruptive aspects of all media, not limited to online social media.
John: Regarding the Google advertising strategy, it is working and will likely continue to be successful for them. It is a smart company and they are becoming increasingly diverse. When the revenue from advertising becomes compromised, they will shift to other products.
Bill: Where are the new growth areas and how do they relate to social networks?
John: Not sure I understand this question. If it relates to the Google question above, I think they will develop cloud-based content management services and premium subscriptions to what they are offering now for free or cheap.
Bill: Social networks have attracted much attention. Facebook, for instance, has recently achieved the 500,000 mark in official members. LinkedIn has significantly increased its professional visitors. Twitter has become a popular real-time source for news and events. MySpace is aggressively pursuing the business of music on a corporate and independent level. Do you think that the current growth trends can continue to grow or will they stabilize? How does this effect the methods you use in your research and your final advise to your customer base?
John: Right now there are still too many services competing for the mainstream audience. I think Facebook and Twitter have the best chance of surviving in popular culture. MySpace, LinkedIn, and others are already more narrowly focused, and will survive by not trying to be Facebook.
Regarding our advice to clients on promotion, the first question that we ask them to answer (and sometimes answer for them) is this: Where and how do your target customers get their product information? There is no single answer to this question, and the most frequent answer is “It depends.” That points to diversity and multiple elements in any promotional campaign. Social media is one of many tools, not the only tool.
Bill: Technology is rapidly moving towards miniaturization while maintaining its accessibility. For instance, Facebook and others are directing their efforts towards mobile technology. What sort of impact does this have on trends and what sort of advice does your corporation offer its small, medium, and large businesses?
John: “Push” promotion to mobile phones is like social media in that it is one tool, not the only tool. A key trend is that many people and businesses are doing away with duplicate landlines and only using their mobile phones for voice, e-mail, text, and web browsing. The iPhone “app” (and equivalents for Android, etc.) is another tool. Our advice to our clients is to shift emphasis from print and websites to social media and mobile media where it makes sense. Again, it depends on how the customer likes to access product information. There are so many customer segments and sub-segments that our clients need to embrace the full range of promotional media methods.
Bill: Social networking plays a significant role in branding. How does this impact your development of surveys that target present and future trends?
John: That depends on the depth of the survey. One question can be answered via text message. Multiple questions require a bigger screen, more time, a more comfortable environment that is conducive to thought, etc. Some surveys are best done by phone because of the spontaneous interaction between the interviewer and the subject.
Bill: How has social networking altered the “Voice of the Customer Studies,” focus group design, and facilitation?
John: We do fewer in-person focus groups these days because of the new media described above. They are most useful today when the target customer needs to touch and feel something (like a prototype product) and/or when group interaction in real time is part of the research methodology. Telepresence (high definition big screen videoconferencing) is also changing that.
Bill: Thanks for your time
To conclude: John is a very accessible, intelligent, and experienced in the field of both music and social networking. It is my intention to continue to maintain a conversation with him as my own career develops.
John: Social networking is a relevant and useful tool for market researchers. We are active on LinkedIn, Facebook, Twitter, and Plaxo. While we do not field surveys directly on any of those services for security reasons, we do use them to identify target informants, monitor competitors, and scan for industry trends.
For our clients, social network presence is the new website. In other words, if you don’t have a presence on Facebook (for example), you are not taken seriously. This is much how websites were circa 1995—2000.
Bill: You offer an “Opportunity Analysis” that features “comprehensive Market Reports by Product Category, Vertical Venue Market, or Application.” What, in your opinion, has changed in consideration of invasive or interruptive marketing through social networking? For instance. Google, Inc. boasts that a lion's share of its revenue comes through advertising. Some analysts believe that this is a shortsighted strategy that may cost Google in the future. Do you agree?
We have adjusted to the presence of advertising everywhere: online, mobile phones, in elevators, etc.—not just print, radio, and TV. The natural reaction of a disinterested person is to “tune out”—change the channel literally or metaphorically. So, as a culture we have adjusted to the disruptive aspects of all media, not limited to online social media.
John: Regarding the Google advertising strategy, it is working and will likely continue to be successful for them. It is a smart company and they are becoming increasingly diverse. When the revenue from advertising becomes compromised, they will shift to other products.
Bill: Where are the new growth areas and how do they relate to social networks?
John: Not sure I understand this question. If it relates to the Google question above, I think they will develop cloud-based content management services and premium subscriptions to what they are offering now for free or cheap.
Bill: Social networks have attracted much attention. Facebook, for instance, has recently achieved the 500,000 mark in official members. LinkedIn has significantly increased its professional visitors. Twitter has become a popular real-time source for news and events. MySpace is aggressively pursuing the business of music on a corporate and independent level. Do you think that the current growth trends can continue to grow or will they stabilize? How does this effect the methods you use in your research and your final advise to your customer base?
John: Right now there are still too many services competing for the mainstream audience. I think Facebook and Twitter have the best chance of surviving in popular culture. MySpace, LinkedIn, and others are already more narrowly focused, and will survive by not trying to be Facebook.
Regarding our advice to clients on promotion, the first question that we ask them to answer (and sometimes answer for them) is this: Where and how do your target customers get their product information? There is no single answer to this question, and the most frequent answer is “It depends.” That points to diversity and multiple elements in any promotional campaign. Social media is one of many tools, not the only tool.
Bill: Technology is rapidly moving towards miniaturization while maintaining its accessibility. For instance, Facebook and others are directing their efforts towards mobile technology. What sort of impact does this have on trends and what sort of advice does your corporation offer its small, medium, and large businesses?
John: “Push” promotion to mobile phones is like social media in that it is one tool, not the only tool. A key trend is that many people and businesses are doing away with duplicate landlines and only using their mobile phones for voice, e-mail, text, and web browsing. The iPhone “app” (and equivalents for Android, etc.) is another tool. Our advice to our clients is to shift emphasis from print and websites to social media and mobile media where it makes sense. Again, it depends on how the customer likes to access product information. There are so many customer segments and sub-segments that our clients need to embrace the full range of promotional media methods.
Bill: Social networking plays a significant role in branding. How does this impact your development of surveys that target present and future trends?
John: That depends on the depth of the survey. One question can be answered via text message. Multiple questions require a bigger screen, more time, a more comfortable environment that is conducive to thought, etc. Some surveys are best done by phone because of the spontaneous interaction between the interviewer and the subject.
Bill: How has social networking altered the “Voice of the Customer Studies,” focus group design, and facilitation?
John: We do fewer in-person focus groups these days because of the new media described above. They are most useful today when the target customer needs to touch and feel something (like a prototype product) and/or when group interaction in real time is part of the research methodology. Telepresence (high definition big screen videoconferencing) is also changing that.
Bill: Thanks for your time
To conclude: John is a very accessible, intelligent, and experienced in the field of both music and social networking. It is my intention to continue to maintain a conversation with him as my own career develops.
I would encourage you to visit John's website and share some information about contacting him should you have need of his services:
J
Website: www.stiernberg.com
Website: www.stiernberg.com
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