The Livestrong Foundation is under an incredible amount of public relations pressure as I sit here and compose a review of Karen Post's Brand Turnaround. (Post specifically mentions Lance Armstrong's pending woes in the early part of the book, pp. 19, 26) Needless to say, it is quite a relevant backdrop with which to assess her new work. This publication is intended for practitioners and presents a seven-step program to protect and revitalize brands given the tumultuous realities of a “24/7 media jungle” (p. 72). In establishing this program she uses case studies to develop themes and support her managerial prescriptions.
In presenting her case Post uses a rather straightforward approach. She opens a chapter up with a declaration, “Bad things happen to good companies and to people every day … ” (p. 163), and then sets out to conceptually integrate the chapter's main point with several brand turnaround stories. The simple mechanics are that she uses selective case analysis mixed with other respected writers' beliefs, like Malcolm Gladwell (p. 148), to assert her point. It should be noted that relevancy is important in such managerial narratives, and, to her credit, she mixes some classic PR cases (Tylenol) with fairly contemporary examples (Charlie Sheen). As one might notice from the Sheen reference, a unique aspect of the book is that Post looks at a mix of brand typologies (e.g. celebrities and non-profits). Overall, while I think most points are fairly supported, a reader may be left feeling aspects of the text are not as original or substantive as the author purports. For example, several of the book's key points may appear a little too familiar to any reader who has studied a mainstream Principles of Marketing textbook. Having said that, I believe the primary value of Post's book is how to apply those core concepts, like target marketing, once a publicity fiasco has taken place.
In organization the book is divided into two parts. Part 1, “It's a Brand New Game,” basically sets the stage with brief cases and points that assure the reader that: brands can indeed be turned around, “brand-shaking events” (p. 25) can happen anytime, and the right changes can set your organization apart. The three chapters that make Part 1 by my estimation are not as valuable as the second part, entitled “Seven Game Changers That Made the Difference.” As one can probably figure out, this is the major section that outlines the turnaround process. Those seven “game changers” that demarcate Chapters Four through Ten are: (1) Take Responsibility, (2) Never Give Up, (3) Lead Strong, (4) Stay Relevant, (5) Keep Improving, (6) Build Equity, and (7) Own Your Distinction.
If I had editorial control I would have liked to see fewer chapters representing the process for more narrative impact. For instance, perhaps a condensed four-step process would have been more valuable to the intended audience: (i) Own up and Be an Adult (Step 1), (ii) Be Tenacious (2 and 3), (iii) Get Better and Stay Competitive (4 and 5), and (iv) Keep Your Distinction (6 and 7). Speaking of a less-is-more ethos, the Introduction notes that 75 such cases illustrate the book's promise. And while I did not verify the exact number of cases, I sense it is a true number. Honestly, I would have preferred the most illuminating 45 to 50 examples, as some seemed redundant or trivial. I suspect this higher-quantity approach was a way to increase the book's heft and, at the same time, quietly acknowledge clients. No real fault, but a reader should be ready for a little more self-direction in navigating the text than normal.
So, how could this book help the Livestrong Foundation? First, Post would suggest that they be vigilant, because brands are under constant threat due to constant media scrutiny. I do not think that would come of much of surprise to them considering the norms of celebrity culture. She would then go on to recommend that Livestrong promote a culture of transparency and honesty. That might be difficult considering the years of cover up involved. It might be especially tricky considering that so much of the embodiment of the organization's mission is historically linked to Armstrong. In addition to being honest and upfront with the public, the Livestrong's management team should be strong willed and not “cry [like a] baby” (p. 69). Given Livestrong's webpage content they seem to be not shedding too many tears, as they support their primary mission (Albeit, they do not seem to be admitting to much either). Given that, for Livestrong it might be a potentially useful exercise to do what closes out Chapter 4 (“Twenty-five Ways to ‘Meet the Press’”, pp. 93-5). After meeting, Chapter 6 prescribes that Livestrong's management team never give up (“Find Conviction, Beyond Conviction” p.97) and secure a “great leader” (p. 119). Chapter 7 goes on to suggests that a shaken brand like Livestrong find the right type of customer (i.e. donors and volunteers), who I imagine can forgive and forget past transgressions. Once that new target group is found, Livestrong needs to take nothing for granted and keep improving on what value it provides society (Chapter 8). Then, Livestrong's brand equity will surely improve in tow (Chapter 9). Rounding out the seven-step process is a sort of continual assessment of a brand's distinction. This itemized series of questions pretty much involve Livestrong's managers continually challenging themselves concerning its brand's true difference(s) and value. On trying to apply the process to the Livestrong case, I can credit that there is definitely some sort of framework to approach these ills, but I am not sure the one-size-fits all is as easy to employ as asserted. The fact that different cases are cherry picked to highlight particular steps, as opposed to the process in its entirety, only reinforces my doubts.
In terms of rhetorical style, I sense that with its heavily-bulleted text and direct reference to public presentations, this book was at one point a series of PowerPoint overheads that was fleshed out into a publication. That's not necessarily a bad thing given the audience, but some sections end on an abrupt, staccato note (e.g. pp. 36 and 44), and then there are moments needing better copy editing (“Celebrities … worn [sic] them,” p. 147). In terms of essence, Brand Turnaround could be read as an easygoing and pun-heavy self-help book if you replace the word you for brand at several junctures. (If you are sensitive to heavy uses of alliteration and puns consider yourself forewarned.) It also has a heavy dose of brand cheerleading that seems quite common in branding evangelical business publications. Overall, I would mildly recommend this book for practitioners, if only for the branding resources and self-assessment activities provided. However, I would calibrate expectations on its true amount of novel insights. I also believe that some aspects of the reading could make for an engaging marketing class assignment or discussion.
