Robert Dickey

Differentiation Is Missing Element in Differentiation Is Missing Element in Differentiation Is Missing Element in Differentiation Is Missing Element in
Branding Korea Branding Korea Branding Korea Branding Korea
By Robert Dickey
Branding is powerful, and reaches beyond the obvious. Diverse
concerns of modern Korea can all be traced back to the weak
image Korea projects globally.
While many Koreans view the branding issue in terms of the financial
aspects of export sales and inbound tourism, global lack of support
or unawareness of Korea's position in battles such as the naming
of the East Sea, integrity of Korean lands such as Dokdo and Mt.
Baekdu, Korean history such as the independence of Balhae and
Koguryo, and even the origin of Kimchi point
to a brand failure.
According to the World Travel and Tourism Council's 2008
statistics, Japan's inbound tourism is only 20 percent greater than
Korea's. Yet there is no doubt that Japanese global influence now
reaches far beyond Korea's.
Tourism and culture should not dictate branding. The national brand
is the face of Korea for tourism, industry and beyond.
Too often branding is confused with marketing, just as marketing is
sometimes intentionally blended with sales. Each has its own role, and influences the others.
Branding is more than a name, more than a service mark, logo or jingle. Branding is a concept or
idea that represents a collection of facts and impressions, and does so in a memorable and
positive way.
The American Marketing Association defines a brand as a ``name, term, sign, symbol or design, or
a combination of them intended to identify the goods and services of one seller or group of
sellers and to differentiate them from those of other sellers. Brand is a sense beyond pure logic,
the sum of an individual's experiences and perceptions. Some of these can be influenced through
marketing and public relations, and some cannot. The Exxon Valdez oil tanker disaster will forever
be associated with Exxon oil products, yet the brand name was powerful enough to withstand the
catastrophe.
With differentiation as a central prerequisite, the flaw in mimicking the practices of competitors
becomes immediately apparent. Instead, the aim should be to distinguish in a positive manner,
even if the line of products is quite diverse.
When you think Xerox, do you think photocopier? For many xerox is a verb. Yet the company
failed in the computers business, and IBM too is no longer making personal computers.
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On the other hand, Nike is more than shoes.
"Just do it" and the swish conveys the message. Domestically, Samsung has a strong brand
across the fields of electronics, construction, retail sales, and even automobiles.
Many companies across the globe envy the fierce loyalty Samsung enjoys from its consumers.
Yet outside of Korea, the brand suffers through association with Korea's national brand.
Ask a Vietnamese or Thai whether they would prefer an equally-priced air conditioner from
Samsung or Toshiba. The Japanese product wins. Or choose LG or National, still Japan is
preferred. Same for cars. The Korean Wave has promoted culture, but hasn't yet "closed the
deal" economically.
Forty years ago Japan suffered from similar branding failure.
"Japanese Junk" was the reputation in the early 1960s, but by the early 1980s Japan was renown
for quality. Honda autos beat BMW in consumer satisfaction reports, Toyota bested Volkswagen,
and Seiko watches were right up there with the best Swiss factory pieces.
Nikon and Canon cameras were considered unparalleled. There was no "Singapore Girl" vision, no
"Amazing Japan" tune. Instead, Datsun became Nissan and from a "good little truck" it started
kicking the pants out of Chevy. In fact, the "Zero Defect" and "Quality is Job One" advertising
campaigns by American automakers were an admission that the Japanese brands had won their
place through quality, not marketing. "Made in Japan" had turned from a joke to pride of place.
Nobody built it better than Japan. "Made in Japan" was the national brand.
Formulating Korea' s Brand Formulating Korea' s Brand Formulating Korea' s Brand Formulating Korea' s Brand
Branding is too often confused as marketing's poor cousin. Korean marketing, as discussed in
many other articles in this series, has focused on Korea's own domestic perceptions and
misperceptions of their offerings, but have failed to incorporate a "mountaintop view" big picture
approach of the totality of Korean offerings from a foreign perspective.
Marketing research has been haphazard, most resources poured into advertising, and a logo or
gimmick tacked on to bundle it all together.
Instead, a serious branding study must look from the SWOT analysis perspective: Korea's
Strengths, Weaknesses, Opportunities, and Threats in global competition. As quick examples, not
to get immersed in what should be done as part of branding research, Haeinsa Temple's Tripitaka
Koreana printing blocks and Gyeongju's Cheomseongdae observatory are two world-class marvels
that establish a historical base of culture and technology, while the Mugunghwa satellite and IT
bring Korea fully up-to-date and beyond, how many countries can boast of such? (Hint: the
answer is less than one.) Instead, we hear about Korea's mountains, temples, palaces, and
shopping. Hardly unique or compelling even for inbound tourism, and absolutely useless for other
purposes. A focus on sales of domestic-interest tourism has prevented a more encompassing
branding design from supporting a wider cross-section of Korea's needs.
Corporate or National Branding is challenging, it reaches far beyond marketing of specific items. It
cannot succeed with components that violate the joint brand concept.
A nation's line of "products" reaches far beyond one type of good or service. The "Thai smile" is
not just advertising, but a critical component of "Amazing Thailand." Swiss precision and German
efficiency are brands crafted through hundreds of years. Branding delivers the core message
clearly, confirms credibility, motivates potential consumers and seals it all with emotional loyalty.
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Ultimately, quality branding and a quality product will lead to "word of mouth" advertising that
money cannot buy.
More than the swirl of colorful Hanbok, Korea's brand must incorporate the fundamental
characteristics of Korean society, culture, and industry. This land of passion must move past "the
Morning Calm" and put those attributes to work in developing a brand worthy of itself.
Who Is Robert Dickey? Who Is Robert Dickey? Who Is Robert Dickey? Who Is Robert Dickey?
Robert Dickey is an associate professor at Gyeongju
University's International Tourism & English department. He is
also a faculty advisor to the School of Business at Linton
Global College, Hannam University. Rob holds advanced
degrees in public administration and law, and has been
involved in various aspects of marketing and branding in both
Korea and the United States. Involved in community-based
organizations for nearly 30 years, he led the branding and
marketing research and development aspects for a half-dozen
groups. Most recently his focus has been on improving the
status of services to teacher in Korea through the
organization Korea TESOL. He has resided in Korea since
1994. He may be reached at rjdickey@content-english.org
Steps Ahead for Korea Steps Ahead for Korea Steps Ahead for Korea Steps Ahead for Korea
Differentiation: Differentiation: Differentiation: Differentiation: The creativity of competitors can inspire, but
their branding should not dictate yours. The ``sandwich
effect'' for Korea is based on a failure to differentiate from
China and Japan, instead being seen as "sort of between"
those two labels. Copying India or Thailand further muddies
the waters.
Think Long-term: Think Long-term: Think Long-term: Think Long-term: Branding is not an overnight success, nor
should branding strategies change each year. A five-year
commitment can lead to 20 years of success, it's worth a
6-18 month investment.
SWOT the Circumstances: SWOT the Circumstances: SWOT the Circumstances: SWOT the Circumstances: Consider not only your strengths,
but weaknesses, opportunities, and threats, both now and for
the foreseeable future.
From the Top: From the Top: From the Top: From the Top: Branding comes from commitment by the
board room and CEO. In Korea's case, direct commission
from the Prime Minister's Office or the Blue House, with
support from industry. It's not just tourism, don't make this a
job for the Korean Tourism Organization!
Include All Concerned: Include All Concerned: Include All Concerned: Include All Concerned: Everyone with an interest in branding
success, from corporate CEOs to gift shop clerks, must be
invited to share their ideas and concerns during the brand
development research period. Three blind men each "see" the
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elephant differently, but 1,000 blind men, working together,
would come up with an excellent vision.
Permeate the Organization: Permeate the Organization: Permeate the Organization: Permeate the Organization: All aspects should incorporate
this brand. A photo postcard purchased in a hotel gift shop or
neighborhood mini-market includes the brand, as should
popular brand goods for both domestic and international
markets. Everyone knows the Red Maple Leaf. "Be the Reds"
was a huge domestic hit, this same spirit must envelope the
new national brand.
First Things First: First Things First: First Things First: First Things First: Base marketing and advertising on the
completed branding study, instead of developing a theme
based on who you think you want to sell to. It's not cheap.
Good branding will pay for itself 1,000 times over. Buy quality
advice. Give them time to do their job.
Outsider' s Perspective: Outsider' s Perspective: Outsider' s Perspective: Outsider' s Perspective: International consultants with global
reach can provide insights that someone too close to the
problem cannot see. It's not nationality, but a "mountaintop
view."
Resist Niggling: Resist Niggling: Resist Niggling: Resist Niggling: The research is best done by outsiders, and
the recommendations adopted by the organization without
each manager "adjusting" things.
Do Not Fine-tune or Adjust: Do Not Fine-tune or Adjust: Do Not Fine-tune or Adjust: Do Not Fine-tune or Adjust: The message must be clear
and consistent. Either accept the consultant's
recommendation, or get a new consultant.
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