[#21cbrand] “What is a 21st Century Brand?” por Laura Chiavone, VP de Planejamento da DM9DDB

Da série #21cbrand que discute as marcas no século 21.

Abaixo, a participação de Laura Chiavone, VP de Planejamento da DM9DDB — do original em inglês.

“But, wait a minute. Can a brand learn? If we take learning and adapting as behaviors that brands could assume, the answer is yes. If you observe, that is exactly the way some of the most prestigious 21st century brands behave: learning as the skill to read the context and adapting as the capability to react taking advantage of the context. 

Take Lego for example. It is reinventing itself everyday, establishing a real conversation with the target by acknowledging it’s brand purpose way beyond physical little colorful blocks, but through its clever multichannel experience platform adapting the brand spirit to entertainment, parks, games and education. Taobao.com, the Chinese website,  beat eBay China by the strategy of keep moving by learning from Chinese trade culture and adapting it’s format and tools accelerating it’s growth over eBay China in a very aggressive way. Like those two, well-recognized brands as Netflix, Nike and Starbucks are in constant learning and adaptation process, showing successfully that its worthy for brands to assume this type of behavior nowadays. 

Apparently the way these brands behave is becoming part of a new successful branding culture, because it gives both competitive advantage to enterprises, and also because these behaviors are what people expect today from brands. 

’In a complex and evolving, knowledge-intensive system, agents not only have to learn, they have to learn how to learn, and to adapt and create anew.’ (Hodgson, Geoffrey 2000: 89) 

You might be thinking that these behaviors are cultural for these iconic companies. But if we assume these behaviors can be the key to succeed in the 21st century, what about the non-iconic companies, the ordinary brands? Can we encourage brands to learn?  In order to influence and to provoke clients to give a chance to this learning-adaptation way of thinking, we might use some circumstantial shortcuts: a certain uncomfort about the competition, a lack of alignment with target’s new habits or even admiration for iconic love brands. It might turn out to be a good alternative strategy to engage clients with this 21st Century set of behavior as learning and adapting. 

Is it adequate for any brand? Will it work for any client? Probably not. However, you’ll never know unless you give it a chance to learn. And a chance to adapt.“

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