Tim Leberecht: 3 ways to (usefully) lose control of your brand

Translator: Joseph Geni Reviewer: Morton Bast

Prevoditelj: Sanda L Recezent: Tilen Pigac - EFZG

Kompanije gube kontrolu.

Companies are losing control.

Što se dogodi na Wall Streetu,

ne ostaje više na Wall Streetu.

What happens on Wall Street

Što se dogodi u Vegasu, završi na YouTubeu.

no longer stays on Wall Street.

What happens in Vegas ends up on YouTube. (Laughter)

Ugled je promjenjiv. Odanost je nepouzdana.

Reputations are volatile. Loyalties are fickle.

Menadžment timovi postaju sve više

odvojeni od svog osoblja. (Smijeh)

Management teams seem increasingly

disconnected from their staff. (Laughter)

Nedavno istraživanje pokazuje kako 27 posto šefova vjeruje

A recent survey said that 27 percent of bosses believe

da su njihovi zaposlenici inspirirani njihovom tvrtkom.

Međutim, u istom istraživanju,

their employees are inspired by their firm.

samo 4 posto zaposlenih se složilo.

However, in the same survey, only four percent

Kompanije gube kontrolu

of employees agreed.

nad svojim klijentima i zaposlenicima.

Companies are losing control

of their customers and their employees.

No, je li to zaista tako?

Bavim se marketingom i znam

But are they really?

I'm a marketer, and as a marketer, I know

da nikada nisam stvarno imao kontrolu.

that I've never really been in control.

Vaš brend je ono što drugi govore o vama

kada niste s njima u prostoriji, tako kažu.

Your brand is what other people say about you

when you're not in the room, the saying goes.

Pretjerana povezanost i transparentnost omogućuju kompanijama

Hyperconnectivity and transparency allow companies

da sada budu u toj prostoriji, 24/7.

to be in that room now, 24/7.

Mogu slušati i pridružiti se razgovoru.

Zapravo, imaju više kontrole nad gubitkom kontrole

They can listen and join the conversation.

nego ikada prije.

In fact, they have more control over the loss of control

Mogu joj se prilagoditi. Ali kako?

than ever before.

They can design for it. But how?

Prije svega, mogu dati zaposlenima i klijentima više kontrole.

First of all, they can give employees and customers more control.

Mogu surađivati s njima u stvaranju ideja,

They can collaborate with them on the creation of ideas,

znanja, sadržaja, dizajna i proizvoda.

knowledge, content, designs and product.

Mogu im dati više kontrole u formiranju cijena,

što je učinio bend Radiohead

They can give them more control over pricing,

opcijom dobrovoljnog plaćanja za njihov online album "In Rainbows."

which is what the band Radiohead did

with its pay-as-you-like online release of its album

Kupci su mogli odrediti cijenu,

"In Rainbows." Buyers could determine the price,

ali je ponuda bila ograničena i samo je vrijedila za određeni vremenski period.

but the offer was exclusive, and only stood for a limited period of time.

Taj album se prodao u više primjeraka, nego njihova prethodna izdanja.

The album sold more copies than previous releases of the band.

Danska kompanija čokolade Anthon Berg

The Danish chocolate company Anthon Berg

otvorila je, takozvanu, "Velikodušnu trgovinu" u Copenhagenu.

opened a so-called "generous store" in Copenhagen.

Kupce su tražili da kupe čokoladu,

uz obećanje da će činiti dobra djela prema onima koje vole.

It asked customers to purchase chocolate

with the promise of good deeds towards loved ones.

Pretvorili su transakcije u interakcije,

It turned transactions into interactions,

a velikodušnost u valutu.

Kompanije mogu dati kontrolu čak i hakerima.

and generosity into a currency.

Kada je izašao Microsoft Kinect,

Companies can even give control to hackers.

When Microsoft Kinect came out,

što je dodatak Xbox konzoli koji se kontrolira pokretom,

the motion-controlled add-on to its Xbox gaming console,

odmah je privukao pažnju hakera.

it immediately drew the attention of hackers.

Microsoft se prvo branio od hakova, ali je potom promijenio smjer,

Microsoft first fought off the hacks, but then shifted course

kada su shvatili da aktivno podržavanje te zajednice

when it realized that actively supporting the community

može biti od koristi.

Osjećaj zajedničkog vlasništva, besplatna promocija,

came with benefits.

dodana vrijednost, sve je to pomoglo prodaji.

The sense of co-ownership, the free publicity,

Najbolji način ohrabrivanja kupaca je

the added value, all helped drive sales.

tražiti ih da ne kupuju.

The ultimate empowerment of customers

is to ask them not to buy.

Patagonia, proizvođač odjeće i opreme, ohrabrivao je moguće kupce

Outdoor clothier Patagonia encouraged prospective buyers

da provjere na eBayu njihove rabljene proizvode

to check out eBay for its used products

te da poprave svoje cipele, prije nego što kupe nove.

and to resole their shoes before purchasing new ones.

Još radikalnijim stavom protiv potrošačkog mentaliteta,

kompanija je objavila oglas "Ne kupujte ovu jaknu"

In an even more radical stance against consumerism,

the company placed a "Don't Buy This Jacket"

na vrhuncu prodajne sezone.

advertisement during the peak of shopping season.

Možda im je to kratkotrajno ugrozilo prodaju,

ali je izgradilo odanost na duge staze,

It may have jeopardized short-term sales,

but it builds lasting, long-term loyalty

temeljenu na zajedničkim vrijednostima.

Istraživanja pokazuju da ako zaposlenima damo više kontrole

based on shared values.

Research has shown that giving employees more control

nad njihovim radom, oni će biti sretniji i produktivniji.

over their work makes them happier and more productive.

Brazilska kompanija Semco Group poznata je po tome što

The Brazilian company Semco Group famously

dozvoljava zaposlenima da sami odrede svoj raspored rada

pa čak i svoje plaće.

lets employees set their own work schedules

Hulu i Netflix, između ostalih kompanija,

and even their salaries.

imaju otvorenu politiku o godišnjim odmorima.

Hulu and Netflix, among other companies,

Kompanije mogu dati ljudima više kontrole,

have open vacation policies.

no, mogu dati i manje.

Companies can give people more control,

but they can also give them less control.

Tradicionalna poslovna mudrost drži da se povjerenje

stiče predvidivim ponašanjem,

Traditional business wisdom holds that trust

is earned by predictable behavior,

ali kada je sve utvrđeno i standardizirano,

kako stvarate smislena iskustva?

but when everything is consistent and standardized,

Omogućiti ljudima manje kontrole može biti divan način

how do you create meaningful experiences?

Giving people less control might be a wonderful way

da se suprotstavimo mnoštvu izbora

i učinimo ih sretnima.

to counter the abundance of choice

Uzmite kao primjer Nextpedition, usluge za putovanja.

and make them happier.

Take the travel service Nextpedition.

Nextpedition pretvara putovanje u igru,

Nextpedition turns the trip into a game,

praćenu iznenadnim preokretima i promjenama.

with surprising twists and turns along the way.

Ne govore putniku gdje ide

sve do posljednjeg trenutka, a pružaju informacije

It does not tell the traveler where she's going

točno kada treba. Slično tome, nizozemska avio kompanija KLM

until the very last minute, and information is provided

just in time. Similarly, Dutch airline KLM

pokrenula je kampanju iznenađenja, naizgled nasumično,

launched a surprise campaign, seemingly randomly

dajući male poklone putnicima

na putu do njihovog odredišta.

handing out small gifts to travelers

Interflora, sa središtem u Engleskoj, pratila je na Twitteru

en route to their destination.

korisnike koji su imali loš dan

U.K.-based Interflora monitored Twitter

i onda im poslala besplatan buket cvijeća.

for users who were having a bad day,

and then sent them a free bouquet of flowers.

Mogu li kompanije što učiniti

kako bi njihovi zaposlenici osjećali manji vremenski pritisak? Da.

Is there anything companies can do to make

their employees feel less pressed for time? Yes.

Natjerajte ih da pomažu drugima.

Force them to help others.

Nedavno istraživanje govori da ako zaposlenici

A recent study suggests that having employees complete

izvrše tijekom dana neki nesebičan zadatak,

njihov ukupni osjećaj produktivnosti raste.

occasional altruistic tasks throughout the day

increases their sense of overall productivity.

U Frogu, gdje radim, održavamo

At Frog, the company I work for, we hold internal

susrete ubrzanog upoznavanja koji povezuju stare i nove zaposlenike,

speed meet sessions that connect old and new employees,

što im pomaže da se brže upoznaju.

Uspostavljanjem striktnog procesa dajemo im manje kontrole,

helping them get to know each other fast.

By applying a strict process, we give them less control,

manje izbora, ali im omogućavamo više bogatijih društvenih odnosa.

less choice, but we enable more and richer social interactions.

Kompanije same stvaraju svoje bogatstvo

i kao svi mi, one su potpuno prepuštene slučajnostima.

Companies are the makers of their fortunes,

and like all of us, they are utterly exposed to serendipity.

To bi ih trebalo učiniti skromnijima, ranjivijima

That should make them more humble, more vulnerable

i ljudskijima.

and more human.

Na kraju, budući hiperpovezanost

At the end of the day, as hyperconnectivity

i transparentnost iznose ponašanje kompanija

na svjetlo dana, ostati vjeran sebi

and transparency expose companies' behavior

in broad daylight, staying true to their true selves

jedini je održiv prijedlog.

is the only sustainable value proposition.

Ili kako je rekao baletan Alonzo King,

"Ono što je zanimljivo o tebi si ti."

Or as the ballet dancer Alonzo King said,

"What's interesting about you is you."

Da bi bit kompanije bila izražena,

For the true selves of companies to come through,

glavna je otvorenost,

openness is paramount,

ali radikalna otvorenost nije rješenje,

but radical openness is not a solution,

jer kada je sve otvoreno, ništa nije otvoreno.

because when everything is open, nothing is open.

"Osmijeh su vrata koja su poluotvorena i poluzatvorena,"

"A smile is a door that is half open and half closed,"

napisala je spisateljica Jennifer Egan.

Kompanije mogu dati svojim zaposlenima i klijentima

the author Jennifer Egan wrote.

više ili manje kontrole. Oni mogu brinuti o tome

Companies can give their employees and customers

more control or less. They can worry about how much

koliko otvorenosti je dobro za njih, a što treba ostati zatvoreno.

openness is good for them, and what needs to stay closed.

Ili se samo mogu nasmiješiti i ostati otvoreni

Or they can simply smile, and remain open

za sve mogućnosti.

Hvala. (Pljesak)

to all possibilities.

(Pljesak)

Thank you. (Applause)

(Applause)