Last Updated : 2020-05-31 17:15:50
If an analyst had been asked in the 1990s if he thought that Apple was going to end up being one of the most valuable brands in the world and one of the companies with the highest valuation on the stock market, he might have indicated that he was not. In the 1990s, Apple was a far cry from a promising success story and was rather among the stories of old glories.
The company had been one of the great booms of the previous decade, but it had fallen into disillusionment and lost its tug among the public. The return to the leadership of Steve Jobs set her on the path to success again and was what allowed her to position herself at the starting point that would lead her to be what she is today, that precious brand that analysts could not have seen.
The key to what Apple did to reposition itself in the market is in the changes. The company managed to occupy new positions because it changed the place where it was starting. He made adjustments and, using the language of the self-help articles, stepped out of his comfort zone. The changes made reached the category of iconic movements of revolutionary changes. Apple did not put patches but dynamited to the foundations that were not working and built on its new bases and new structures. And for all this, Apple is a perfect example of the power of change and the effect that powerful movements achieve.
Those movements and those changes have mighty transformative power. They are also what allows brands and companies to remain relevant in markets where they were doomed to dilute and forget. That is what they explain in a Warc analysis, based on what Daniel Binns, the CEO of Interbrand New York branch, pointed out at a recent congress. Creating strong brands is very difficult and very hard, but more so, he added, making those decisions that will make them continue to be relevant to consumers, forcing changes in what is done, how, and in what way. In the race to remain relevant and to continue to meet consumer expectations, brands and companies must often undergo a profound transformation or make decisions with significant impact.
They are very complicated, complex, and courageous decisions, so making them within companies is very difficult. Those who do, however, position themselves more efficiently so that their brand has much more solid luck for the future. What successful brands are doing are these transformative changes - daring moves - that change completely as the consumer sees the category, says Binns.
In addition, it is not only about making brutal changes that reset the counter almost to zero, as Apple did at the time, but also maintaining a kind of constant change trend. As the manager explains, those brands that positioned themselves at the top of the list of the most valuable brands in the world are brands that are in a constant process of change and innovation. They are constantly launching new things, adjusting their offer, or adapting to the times never to cease to be relevant.
Equally interesting to understanding the power of change is the way Binns presents it within the brand narrative. If brands are stories, iconic movements are chapters in those stories, he says. That is, they are movements similar to that moment in a television series in which something substantial happens and in which the viewer reconnects even more with the story. You were going to stop seeing her, maybe, until that happened.
About Author : Sazid is a freelance writer and editor passionate about writing on the realm of business tech. He currently works with SMEs through North America and Europe.
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