PRAISE FOR THE BRAND WHO CRIED "WOLF" "Powerful brands command.
Read this insightful book and allowScott to share how to make your
brand stand out and deliver youbuckets of money!" Mark Victor
Hansen, bestselling author of the ChickenSoup for the Soul(r)
series "Deming's approach to branding is not about gimmicks. It's
aboutrelationships-the real formula for building and sustaining
yourbrand and your business." Rieva Lesonsky, Editorial Director,
Entrepreneurmagazine "It doesn't matter what you sell. We're all
selling service.Deming's book shows businesses of all sizes how to
createincredible brand power through innovative service levels.
TheBrand Who Cried Wolf will not end up on your book shelf; itwill
stay in your briefcase or on your desk as a daily referenceguide.
If you want to grow your business, get this book!" John Valletta,
President, Super 8 Motels "Deming's revelations on creating an
emotionally engagingexperience between you and your customer are
without equal!" Joel Bauer, bestselling coauthor of How to
PersuadePeople Who Don't Want to Be Persuaded "The Brand Who Cried
Wolf explains how every customerinteraction, large or small,
impacts your brand's image andreputation. This is an easy-to-read
book veryone inyour organization needs to own." Patrick Sweeney,
coauthor of the New York Timesbestseller Succeed on Your Own Terms;
cohost of thenationally syndicated radio show Winning in Business
"Deming delivers an essential message to businesses and deliversin
a way you won't forget. You know the fairy tales, just adapt itto
your unique brand: you!" Wayne Kandas, CFP and host of nationally
syndicatedBloomberg Radio "Stories sell, and that's what helps sell
the ideas in thisbrilliant book. If you're in business-any
business-you need thisbook. Get it now!" Robert G. Allen,
bestselling coauthor of Cracking theMillionaire Code; CEO of The
Enlightened MillionaireInstitute Chapter 8: Just Call Me Slick!
People Really Hate to be "Sold" What We ve Accomplished So Far By
now you know that branding is not exclusively about
businessidentity in the form of a logo or advertising. You
mightrecognize the Nike brand from its iconic swoosh logo. Youmight
immediately think of McDonald s when you think of fastfood because
McDonald s commercials are ubiquitous, but bythis point, you know
that icons and awareness do not constitute abrand. You also know
that big businesses are not the only brands. Your business does not
have to be the size of GM, Microsoft, AOLTime Warner or Wal-Mart.
Your business could be run out ofyour home with you as the sole
employee. You could conductbusiness from a small office with a
single assistant, or in a storewith several employees. The size,
scope, and location of yourbusiness does not change the fact that
it s a brand, norshould any of these factors truly impact your
brand if you refocusing on one-on-one relationships. Businesses are
not the only brands, either. Everyindividual is a brand, as are
organizations from non-profits topolitical parties to social clubs.
For example, the GatesFoundation, the Red Cross, UNICEF,
Make-A-Wish Foundation, BoyScouts, Girl Scouts, Kiwanis Clubs,
Rotary Clubs, Republican Party,and Democratic Party all are brands.
The concept ofbranding I ve been articulating is personal, which
meanseveryone needs to develop one. Each category from individuals
to organizations tobusinesses large and small brings with it its
own branddevelopment challenges. At the same time, however,
thesechallenges are minimized when you understand your
brandidentity. Throughout this book, I have written about
creatingunique and memorable experiences for your customers.
Chapter2 defined a brand in terms of establishing relationships
with yourcustomers. Chapter 3 distinguished between types
ofexperiences you can generate for your customers, and
differentiateda brand experience from ones that are merely
transactional orsimply meet customer expectations. Chapter 4
highlighted theimportance of changing your perspective to adopt
yourcustomer s point of view, rather than emphasize your productor
service. Chapter 5 analyzed the results of changing
yourperspective. Chapter 6 admonished you to avoid overstatingyour
own worth. Finally, Chapter 7 focused on the rippleeffects of your
actions. Thus, most of the facets of brandingI ve been articulating
since the beginning of this book haveemphasized how you affect the
customer s perceptions. In other words, I ve been talking about the
customer sconnection to your brand. Now I m going to talk abouthow
you perceive your own brand, and about yourconnection to your own
brand. Creating An Authentic Brand Identity: Sincerity Can tBe
Faked! First, you must take stock of your brand identity. In
theIntroduction to this book I stated that everyone is abrand.
Everyone has a brand identity, but not everyoneunderstands their
own brand correctly, or even knows what itis. You cannot develop an
authentic, sincere brand withoutthis understanding. And you cannot
create brand evangelists people who trust you and praise your brand
every chancethey get without an authentic, sincere brand. Youearn
someone s trust through your actions, soyou d better know how to
act! Understanding your brand identity, and developing the trust
thatturns your customers into evangelists, involves knowing what
yourown beliefs and values are. The fact is, when you walk inyour
customer s shoes, when you change your perspective todeliver the
impossible, you re reflecting a core element ofyour identity, your
values, and your beliefs. When you aresincere about trying to
understand your customers needs,desires, and what they d truly love
from you, a genuineconnection is made that is the foundation of
trust between you andyour customers. Compassion and sincerity can t
be faked. Branding isnot a matter of putting on a persona that
others will like. It s not playing a role, putting on a mask, or
pretending all that is superficial, a veneer that covers up the
real you. Moreover, a veneer can be quicklyspotted. I don t think
there s anyone thathasn t had the experience of being sold. It s
uncomfortable precisely because it s notauthentic. The experience
simply feels hollow. Thinkabout the slick car salesman who s going
to do what ittakes to get you into this car! Maybe he s heavyon the
hale fellow well met, demeanor, or drenchesyou with flattery. When
the time comes to make an offer onthe car, he engages in an overly
dramatic show of anxiety. I m gonna see my manager right now and
see if I cantalk him into this one. Between you and me, he s
havinga bad day, but I m really gonna work on him. Eventually, the
long, drawn out ceremonial dance ends with yousigning the lease or
sale papers, but you walk away knowing thewhole experience could
have been different, and you dread theprospect of going through it
again. Why do you dread it? What has soured you on going throughthe
process again? In a word: insincerity. Insincerityis the wolf
trotting around in sheep s clothing pretending tobe something he s
not. When you experience a wolf insheep s clothing, you re soured
on futureinteractions. It is this sort of insincerity that destroys
abrand or prevents an authentic one from being established. The car
salesman example is cliche, just like the salesgirl at the clothing
store who tells you every single piece ofclothing you try on looks
so good! Thoughthey re cliche for a reason, we tend to forget just
whatthat reason is. We instantly recognize the cliche, butnot what
made it true in the first place.
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