Brand Community

A brand community is a community formed on the basis of attachment to a product. Recent developments in marketing and in research in consumer behavior result in stressing the connection between brand, individual identity and culture. Among the concepts developed to explain the behavior of consumers, the concept of a brand community focuses on the connections between consumers. A brand community can be defined as an enduring self-selected group of actors sharing a system of values, standards and representations (a culture) and recognizing bonds of membership with each other and with the whole.

Marketers in a variety of industries are trying to increase customer loyalty, marketing efficiency, and brand authenticity by building communities around their brands. Few companies, however, understand what brand communities require and how they work. For instance, many managers think of a brand community in terms of marketing strategy. In fact, for a community to have the greatest impact, it must be framed as a corporate strategy. Another common misconception is that a brand community exists to serve the business. An effective brand community exists to serve its members, who participate in order to fulfill many kinds of needs, such as building relationships, cultivating new interests, and contributing to society. Strong communities work to understand people's needs and to engage participants by offering a variety of roles. Finally, managers often think that a brand community must be tightly controlled. In reality, a robust community defies managerial control.

(Image source: Metaphorstudio.com)

How to Stop the Blame Game?

Playing the blame game never works. A deep set of research shows that people who blame others for their mistakes lose status, learn less, and perform worse relative to those who own up to their mistakes. Research also shows that the same applies for organizations. Groups and organizations with a rampant culture of blame have a serious disadvantage when it comes to creativity, learning, innovation, and productive risk-taking.

That's why creating a culture of psychological safety is one of the most important things a leader can do.

A set of recent studies showed that merely being exposed to someone else making a blame attribution for a mistake was enough to cause people to turn around and blame others for completely unrelated failures. This is different from the "kick-the-dog" phenomenon, where a person is more likely to blame the person below them in the hierarchy when they, themselves, have been blamed by a higher-up. Instead, it appears that all you have to do to "catch" the blame virus is to be exposed to someone else passing the buck.

How to prevent the spread of blame in one's organization??? Here are a few practical steps:

• Don't blame others for your mistakes - The temptation is huge to point the finger elsewhere when you make a mistake. Resist it. Not only will you gain respect and loyalty from your followers, you'll also help to prevent a culture of blame from emerging.

• When you do blame, do so constructively - There are times when people's mistakes really do need to be surfaced in public. In these cases, make sure to highlight that the goal is to learn from mistakes, not to publicly humiliate those who make them.

• Set an example by confidently taking ownership for failures - Our findings showed that blame was contagious, but not among those who felt psychologically secure. So try to foster a chronic sense of inner security in order to reduce the chances that you'll lash out at others.

• Always focus on learning - Creating a culture where learning — rather than avoiding mistakes — is the top priority will help to ensure that people feel free talk about and learn from their errors.

• Reward people for making mistakes - Some companies are actually starting to incentivize employees to make mistakes, so long as the mistakes can teach valuable lessons that lead to future innovation.

(Source: Harvard Business Review)