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

Translator: Joseph Geni Reviewer: Morton Bast

Prevodilac: Maja Malinov Lektor: Ivana Korom

Companies are losing control.

Kompanije gube kontrolu.

What happens on Wall Street

Sve što se dogodi na Vol Stritu

no longer stays on Wall Street.

više ne ostaje na Vol Stritu.

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

Sve što se desi u Vegasu završi na YouTubu. (Smeh)

Reputations are volatile. Loyalties are fickle.

Ugled je promenljiv. Odanost je nepouzdana.

Management teams seem increasingly

Menadžment timovi postaju sve više

disconnected from their staff. (Laughter)

odvojeni od svog osoblja. (Smeh)

A recent survey said that 27 percent of bosses believe

Nedavno sprovedeno istraživanje pokazuje da 27 posto šefova

their employees are inspired by their firm.

smatra da su njihovi zaposleni inspirisani svojom firmom.

However, in the same survey, only four percent

Međutim, u istom istraživanju, samo 4 posto

of employees agreed.

zaposlenih se složilo.

Companies are losing control

Kompanije gube kontrolu

of their customers and their employees.

nad svojim mušterijama i zaposlenima.

But are they really?

Ali, da li je stvarno tako?

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

Ja sam prodavac, a kao prodavac, znam

that I've never really been in control.

da nikada nisam imao kontrolu.

Your brand is what other people say about you

Tvoj brend je ono što drugi govore o tebi

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

kada ti nisi prisutan, izreka kaže.

Hyperconnectivity and transparency allow companies

Hiperpovezanost i transparentnost omogućavaju kompanijama

to be in that room now, 24/7.

da sada budu u toj sobi dvadeset četiri sata dnevno.

They can listen and join the conversation.

Mogu da slušaju i da se pridruže razgovoru.

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

Zapravo, imaju više kontrole nad gubitkom kontrole

than ever before.

nego ikad pre.

They can design for it. But how?

Mogu da joj se prilagode. Ali kako?

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

Pre svega, mogu da daju zaposlenima i mušterijama više slobode.

They can collaborate with them on the creation of ideas,

Mogu da sarađuju sa njima u stvaranju ideja

knowledge, content, designs and product.

iskustva, sadržaja i proizvoda.

They can give them more control over pricing,

Mogu da im pruže više slobode u formiranju cena,

which is what the band Radiohead did

što je bend Radiohed i učinio

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

takozvanim "Plati po želji" internet izdanjem albuma "In Rainbows".

"In Rainbows." Buyers could determine the price,

Kupci su mogli da odrede cenu,

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

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

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

Ovaj album se prodao u više kopija nego prethodna izdanja ovog benda.

The Danish chocolate company Anthon Berg

Danska kompanija čokolade Anton Berg

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

je otvorila takozvanu "plemenitu prodavnicu" u Kopenhagenu.

It asked customers to purchase chocolate

Zahtevali su od mušterija da kupe čokoladu

with the promise of good deeds towards loved ones.

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

It turned transactions into interactions,

Pretvorili su transakcije u interakcije,

and generosity into a currency.

a darežljivost u valutu.

Companies can even give control to hackers.

Kompanije mogu da daju kontrolu čak i hakerima.

When Microsoft Kinect came out,

Kada se Microsoft Kinect pojavio,

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

dodatak Xboxu koji se kontroliše pokretom,

it immediately drew the attention of hackers.

odmah je privukao pažnju hakera.

Microsoft first fought off the hacks, but then shifted course

Microsoft se prvo branio od hakova, ali je potom promenio pravac

when it realized that actively supporting the community

kada su shvatili da aktivno podržavanje te zajednice

came with benefits.

može da koristi.

The sense of co-ownership, the free publicity,

Osećaj zajedničkog vlasništva, besplatan publicitet

the added value, all helped drive sales.

i dodata vrednost, sve je to pomoglo pokretanje prodaje.

The ultimate empowerment of customers

Najbolji način ohrabrivanja mušterija

is to ask them not to buy.

jeste reći im da ne kupuju.

Outdoor clothier Patagonia encouraged prospective buyers

Patagonia, proizvođač odeće i obuće, ohrabrivao je moguće kupce

to check out eBay for its used products

da provere na eBayu njihove polovne proizvode

and to resole their shoes before purchasing new ones.

i da poprave svoje cipele, pre nego što kupe nove.

In an even more radical stance against consumerism,

Sa još radikalnijim stavom protiv rasipništva,

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

ta kompanija je pustila reklamu koja glasi "Nemojte da kupite ovu jaknu"

advertisement during the peak of shopping season.

kada je potrošačka sezona bila na vrhuncu.

It may have jeopardized short-term sales,

Možda im je to kratkotrajno ugrozilo prodaju,

but it builds lasting, long-term loyalty

ali je izgradilo dugotrajnu odanost

based on shared values.

zasnovanu na zajedničkim vrednostima.

Research has shown that giving employees more control

Istraživanja pokazuju da ako pružimo zaposlenima više kontrole

over their work makes them happier and more productive.

nad njihovim radom, oni će biti srećniji i produktivniji.

The Brazilian company Semco Group famously

Kompanija iz Brazila, Semco Group, sada već slavno

lets employees set their own work schedules

dozvoljava svojim zaposlenima da sami odrede svoj poslovni raspored

and even their salaries.

pa čak i svoje plate.

Hulu and Netflix, among other companies,

Hulu i Netflix, između ostalih kompanija,

have open vacation policies.

imaju otvorenu politiku o odmorima.

Companies can give people more control,

Kompanije mogu da daju ljudima više slobode,

but they can also give them less control.

ali mogu isto tako da im daju manje slobode.

Traditional business wisdom holds that trust

Tradicionalna znanja iz oblasti biznisa nalažu da

is earned by predictable behavior,

se poverenje stiče iz predvidljog ponašanja,

but when everything is consistent and standardized,

ali kada je sve usklađeno i standardizovano,

how do you create meaningful experiences?

kako da stvorite značajna iskustva?

Giving people less control might be a wonderful way

Omogućiti ljudima manje kontrole može biti divan način

to counter the abundance of choice

da se suprotstavimo mnoštvu izbora

and make them happier.

i da ih time usrećimo.

Take the travel service Nextpedition.

Uzmite na primer Nextpedition uslge za putovanja

Nextpedition turns the trip into a game,

Nextpedition pretvara putovanje u igru,

with surprising twists and turns along the way.

praćenu iznenađujućim preokretima.

It does not tell the traveler where she's going

Ne govore putniku gde ide

until the very last minute, and information is provided

do poslednjeg trenutka i pružaju informacije

just in time. Similarly, Dutch airline KLM

baš na vreme. Slično tome, holandska avio kompanija KLM

launched a surprise campaign, seemingly randomly

je pokrenula kampanju iznenađenja, naizgled nasumično

handing out small gifts to travelers

dajući male poklone putnicima

en route to their destination.

na putu do njihovog odredišta.

U.K.-based Interflora monitored Twitter

Interflora, sa sedištem u Engleskoj, je pratila na Twitteru

for users who were having a bad day,

korisnike koji su imali loš dan,

and then sent them a free bouquet of flowers.

i slala im besplatan buket cveća.

Is there anything companies can do to make

Postoji li išta što kompanije mogu da urade

their employees feel less pressed for time? Yes.

da njihovi zaposleni ne bi osećali vremenski pritisak? Da.

Force them to help others.

Naterajte ih da pomognu drugima.

A recent study suggests that having employees complete

Nedavno sprovedeno istraživanje govori da ako zaposleni

occasional altruistic tasks throughout the day

izvrše poneki nesebičan zadatak u toku dana

increases their sense of overall productivity.

njihov ukupni osećaj produktivnosti raste.

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

U Frogu, kompaniji u kojoj ja radim, održavamo

speed meet sessions that connect old and new employees,

sesije za ubrzano upoznavanje koje povezuju stare i nove zaposlene,

helping them get to know each other fast.

što im pomaže da se brže upoznaju.

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

Time što uspostavljamo striktne procese, dajemo im manje kontrole,

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

manje izbora, ali im omogućavamo bolje i bogatije društvene odnose.

Companies are the makers of their fortunes,

Kompanije su tvorci svoje sreće,

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

i kao svi mi, one su potpuno prepuštene slučajnim otkrićima.

That should make them more humble, more vulnerable

To bi trebalo da ih učini skromnijim, ranjivijim

and more human.

i više ljudskim.

At the end of the day, as hyperconnectivity

Na kraju krajeva, kako hiperpovezanost

and transparency expose companies' behavior

i transparentnost obdanjuju ponašanje kompanija,

in broad daylight, staying true to their true selves

ostati veran sebi

is the only sustainable value proposition.

je jedini korisni održivi predlog.

Or as the ballet dancer Alonzo King said,

Ili kako je baletski igrač Alonzo King rekao,

"What's interesting about you is you."

"Ono što je interesantno o tebi si ti."

For the true selves of companies to come through,

Da bi srž kompanija isplovila,

openness is paramount,

otvorenost je nenadmašna,

but radical openness is not a solution,

ali radikalna otvorenost nije rešenje,

because when everything is open, nothing is open.

jer kada je sve otvoreno, ništa nije otvoreno.

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

"Osmeh su vrata koja su polu otvorena i polu zatvorena,"

the author Jennifer Egan wrote.

napisala je Dženifer Egan.

Companies can give their employees and customers

Kompanije mogu da daju svojim zaposlenima i mušterijama

more control or less. They can worry about how much

manje ili više slobode. Oni mogu da brinu o tome koliko

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

otvorenosti je dobro za njih i šta treba da ostane zatvoreno.

Or they can simply smile, and remain open

Ili prosto mogu da se nasmeše i ostanu otvoreni

to all possibilities.

za sve mogućnosti.

Thank you. (Applause)

Hvala. (Aplauz)

(Applause)

(Aplauz)