The Evolving Name Game – When (and When Not) to Change Your Brand Identity

A brand name is a cornerstone of a company’s identity.  It’s part and parcel of how it is known legally, financially, and publicly.  It is typically the legal identity of the organization.  A company’s name appears on everything.  From small items — like business cards and letterhead — to important items — like deeds, patents, and incorporation papers — the company name plays a pivotal role.  In marketing, the name is usually on sales and promotional items from the domain name to the signage on the door or building.  It also appears on every financial document from bank accounts and checks to the IRS’ Employee ID number and tax returns.  Indeed, for a business, the company name is an intricate part of everything from brand to balance sheet.  Given that, the question arises: should a company ever consider changing its established name?

How Brand Names Shape Perception and Drive Sales

A brand name is not just a silent salesperson, it’s the first salesperson.  Before an ad, website, brochure, or a customer review says anything about a company, the name itself whispers promises, shapes customer perception, and influences purchasing decisions.  Most would agree that it transcends mere identification.  But just how much does a brand name shape perception?  Does it drive sales in a measurable way?  Does it affect other things besides sales?  Just what is scientifically proven about the so-called transcendent power of a brand name? 

In business, some argue that diversification is the solution to competition.  Do a little of everything and the company will always be busy and safe from being unemployed or out of business.  But, some argue, dabbling is not career insurance.  In fact, it often has the opposite effect.  Dabblers make up the majority of current society.  Today’s culture rewards professional experimentation and career variation.  The problem is that such people are caught up in the excitement of “the next big thing” syndrome.  They are invariably lured and distracted by the shiny object, and pursue that for a while, until the next big thing surfaces.

Applying Genchi Genbutsu to Even Complex Industries

For the last two weeks, we’ve been looking at Genchi Genbutsu, one of the building blocks of continuous improvement that is part of the thirteen pillars of the Toyota Production System for manufacturing cars.  The Japanese term means “go and see for yourself”.  “Genchi” means actual place, while “Genbutsu” means actual thing. It was established to empower people to solve the problem by seeing the issue for themselves.

The objective of the Genchi Genbutsu principle is to emphasize the importance of being on the job site where actual work is happening in order to fully understand the processes, examine the working environment, and determine what is wasteful, inefficient or ineffective.  It is a good practice because managers who have done Gemba Walks can advise the best possible solution immediately when problems arise. 

The Universal Applicability of Genchi Genbutsu and Gemba Walks

In September 1956, US President Dwight D. Eisenhower delivered a speech at Bradley University in which he said “Farming looks mighty easy when your plow is a pencil, and you’re a thousand miles from the corn field.”  He was talking about the relationship between government and farmers, but he could just as easily been referring to the relationship between leadership and employees in any industry.  In essence, he was saying that from a distance, any problem can seem easy to solve.  Anyone who is removed from the workspace cannot fully understand the workplace and therefore cannot solve problems.  It is not until you step into the worker’s shoes — walk a mile in their boots, see what they see and hear what they hear — that it is possible to truly understand the daily challenges faced and think about how best to fix them. 

Unveiling the Power of Genchi Genbutsu and Gemba Walks

There is an old saying that “seeing is believing.”  But for Japanese business leaders, seeing is not focused on whether information should be trusted and believed but instead on fully grasping and comprehending what is being communicated.  For them, “seeing is understanding”.  This idea that one must see for oneself in order to understand lies at the core of a philosophy called Genchi Genbutsu used by many major Japanese companies to solve problems. 

According to Genchi Genbutsu, a business leader must visit a jobsite to comprehend and validate information that might have otherwise been presented in a report offering theories and opinions.  The phrase means “go and see the actual place” or in American vernacular “see for yourself.”  While it started in Lean manufacturing, it has expanded and is now utilized in many industries.  It has been used successfully by US business leaders to improve quality, reduce inefficiency and boost productivity. 

How we look at and think about things matters a lot.  Our thoughts make a HUGE difference in our attitude, energy, creativity and enthusiasm.  And, in business, one’s perspective can either overlook a problem or shed light on solving it.  It can cause someone to do the same-old same-old or spark an epiphany.  One’s perspective – the way the person looks at a task — can avoid change or it can lead to a break-through idea. 

Business is not always exciting.  Between peak moments – landing a big client, forging an important partnership, expanding into a new market or launching a new line of business – there are many tasks that are just ordinary and routine.  Payroll.  Bookkeeping.  Inventory.   Filing.  Office maintenance.  Budgeting.  Project Management.  Logistics.  From entry level clerks to C-Suite executives, everyone has tasks on their plate that are tedious and dreary.  Routine creeps into practically every business, making even the most exciting ventures feel stagnant.

White Glove Service vs Consumer Advocacy Groups and Complaint Forums

There is a general trend of declining customer service satisfaction in the US.  White Glove service is becoming extinct.  This decline can be attributed to several factors, including:

• Increased reliance on automation: The rise of chatbots and self-service options has reduced human interaction and personalized service.
• Staffing shortages and employee burnout: Many businesses have struggled to staff up during and after the pandemic, leading to longer wait times and overworked employees.
• Focus on cost-cutting: Companies may be prioritizing profit over customer satisfaction, leading to cuts in training and support for customer service representatives.

Delivering the Velvet Touch

In the age of convenience, instant gratification, apps and online shopping carts, standing out from the crowd takes more than just a competitive price tag, techy gimmick or polite employees. Consumers today crave authentic interactions and exceptional experiences.  That is where White Glove service comes in. This term, evoking images of meticulous care and personalized attention, goes beyond smiles, on-time delivery of products or services and general satisfaction.  It’s about exceeding expectations and creating lasting positive memories.