5 ways to keep your brand relevant

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Hi listeners, it's Reed. You're about to hear a special episode of Masters of Scale called Five branding touchstones to make. And keep. You're brand relevant.

Your brand is at the heart of your identity. Your product. In your mission. It's the narrative you leave throughout your scale journey. In order for this narrative to resonate with your customers, it needs to be relevant to their lives.

But people change over time. As will technology. Society. and a competitive landscape. This is why brand relevance isn't a nice to have.

It's a need to have. It's how brand value is defined. A brand. That is no longer relevant. Isn't competitive.

and will rapidly descend into obscurity. By thinking about your brand in dynamic terms. you'll be able to make it relevant and keep it relevant. You'll actively drive the narrative around your company and product. They'll keep.

your existing customers engage while attracting new ones. You'll create a foundation of purpose and pride for your team. and you'll give a clear signal to current and future investors about your intended trajectory. So in this special episode of Master the Scale. We're going to extract some of the key lessons.

Our guests have shared about keeping their brands. Relevant. By reflecting on these and adapting them to your own situation. you'll be able to bolster your brand's relevance. Whether your organization is just starting out.

Or has been around for a while. This is. Five touchstones to make and keep. You're brand relevant.

You gotta have incredible talent at every position. Huge push. There are fires burning when you're going out. Such an idiot. And then you go back to this is totally gonna be amazing. There are so many easy ways. Sorry, we made a mistake. But you have to time it right. Oops. We're gonna add a free bedroom apartment. Not ball ten years later and be like, well, that's just how you do it. We haven't made it just how you do it. This is masters of scale.

I'm Reed Hoffman. Co founder of LinkedIn. Partner Greylock. And your host. And this is

Five touchdowns. To make And keep your brand relevant. Touchstone one. Stick your neck out.

One of the biggest dangers about branding. particularly for established scale organizations. is a slow slide. into blandness. This happens.

When you aim to appeal to the both people. By making as few waves as possible. But if you play it safe. Your brand will slip into irrelevance. You'll go from the dashing life of the party

To the oxygen sucking bore. In the corner of the room. Hammering on the same old talking points. Long after the conversation has left you behind. When you think of the word brand, one of the first names that comes to mind

Will probably be Nike. The iconic shoe and athletic apparel brand. Founded by Phil Knight. Phil and Nike. Are well known.

For sticking their neck out. When it comes to brand. One of the early examples of this. is when Nike was working with a storied advertising agency. Widen and Kennedy on a series of ads.

It would kick Nike. and a full sprint to scale. Let's listen. Phil wanted something different. for Nike.

Something stirring. Kinetic. Something more like. That's whoosh. Was the design and the advertising the beginning of saying

It isn't just the absolute best product. For the athletes and for the people who want to run But it also has to be a way of connecting with them so people understand that this product is the is the product that's for them.

For sure. That was the advertising message. Why didn't Kennedy wanted to kick off a brand revolution for Nike? So of course. That's what they called it.

We had John McEnroe swearing by it. You know, we had Bo Jackson being able to play three or four different sports. Michael Jordan jumping over the moon.

And it all came together. And really looking back It's Maybe just in that first real campaign is one of the best campaigns we've ever had.

springboarding off the sheer star power of these athletes would become a staple of Nike's strategy. shoes were made with the best in mind. and the proof was on the screen. The ad also used the Beatlesong Revolution. That got a lot of controversy and a lot of publicity, which we loved.

Why controversy? Well for one. Many people weren't comfortable with the idea of the Beatles. Selling out. Even though by then the rights to their catalog had already been sold, their record label EMI Capital owned the licensing rights.

while the publishing rights belonged to none other than Michael Jackson. It was a very strange time. The three surviving beetles sued Nike for the song's use. But the controversy. Reinforce Nike's image as an iconoclastic.

Irreverent company. That wasn't afraid to show their edge. We just wanted to One, wake people up. And then be honest on who we were.

And it became edgy. We didn't say okay, make it edgy. It just sort of reflected what we're trying to do. You can find that original 1987 commercial online. And however you feel about the Beatles, the ad is still electric. Not just because of the song. Or Mac and Row.

Or Michael. but because of the old couple speedwalking in the park. The little kid caught midair as he sails across the basketball court. The exhausted marathon are collapsing under their foil blanket after the race. The ad draws a direct connection between ultra elite athletes and the people who could be

You This is what spot on branding can do. It doesn't just showcase the best aspects of the product. It lets you believe that you deserve them. Maybe causing a massive public controversy.

Isn't the way every company should stick their neck out with their brand. But it's a clear example. I'm saying This is who we are. This is what we stand for.

And as we said before. If you play it safe. Your brand will eventually slip into irrelevance. Let's fast forward a couple of decades with a familiar ad agency. But to a different story.

To another example. of claiming what your brand stands for. Former chief creative officer at A Agency Wyden and Kennedy. Colleen DeCoursey. has helped scale organizations including Nike.

McDonald's. M Delta. Avoid this pitfall. The way she did this is by urging brands to stick their necks out. And take a stand to keep themselves relevant.

She spoke to Bob Safian. For rapid response. I think the thing to love about change is momentum. Momentum feels great. Momentum is just such a wonderful

gift to anybody who's trying to create anything. You can get addicted to momentum a little bit. But I also think that there is something in People who like change.

People who like to be аженсів чанж. Is that they like to be in opposition to the status quo. Colleen is an expert. And helping brands keep in step. And ahead.

Of huge change. And she knows you can seize momentum. By making your brand an agent of change. But that doesn't mean blindly inserting your brand into causes. Just the court controversy.

A brand by its very definition. Holds a strong set of opinions. About something. That would attract someone.

So This is not a moment to have no opinions. But This is also not a moment for everybody everywhere. To weigh in on everything.

It makes sense to me when Nike when we launched the Call Kapper network. If you don't recall Colin Kaepernick's work with IKEA. You'll at least recall. the controversy surrounding the former NFL quarterback at the time.

In two thousand sixteen Kapech put his career on the line. By kneeling during the pre game national anthem. In protest at racial injustice. Kapernick's bold statement.

Sparked other athletes. To follow suit. And inspired millions. In the struggle for a fair More just society.

And it fueled outrage. Among detractors. What I want to highlight about Nike's work with Colin Kabernick. is its authenticity. Nike wasn't jumping onto a popular movement.

Just to grab attention. It was tapping into the shared history. Nike is cultivated with athletes. It was a hugely risky move for Nike. The company faced backlash.

In the shape of protests. And boycott. and undoubtedly alienated some of its customers. But the move ultimately bolstered the relevance of the Nike brand.

Without feeling. Like an attention grabbing stunt. We try and talk to our clients. About What they're trying to achieve.

And to pull people away from the instinct. To just go wherever they get the most attention. Because if your brand is getting the most attention because of its political stance, not for its product I promise you that is a very short term gain. Be a good company.

Be a corporate citizen. Care about the environment you work in. But I think that Advertising.

Is highly in danger of becoming what celebrity advertising was. in the eighties and nineties. Which is rather than finding the truth in your own brand, you just attach it to somebody who gets a lot of attention. I think that's a short road. I really do.

Staying relevant. doesn't mean appropriating a cause to get attention. It means using the strength of your brand. To amplify messages. That are important to you.

And your customers. In doing so You'll elevate your brand. Which brings us to our second touchdown. For keeping your brand relevant.

Touched on two. Tell the same story. In new ways. Keeping your core brand relevant.

Depends on how you tell its story. The way you do this needs to change depending on your audience. And your stage of scale. Preeminent storyteller.

Scott Harrison. has many examples of this. Scott founded Charity Water with the aim of providing safe accessible water to millions of people across the world. In one sense, he's been telling the same story since he founded Charity Water in two thousand and six. From a scrappy email list to now.

When he holds galaas that raise millions each time. As we sit here and record this, seven hundred and eighty five million people. Liv without clean water every single day. And I realize this is something most people listening to probably take for granted, right? We woke up this morning, we brushed our teeth, we made our coffee, ten percent of the world. doesn't have any clean water and if you don't have water it impacts health.

But impacts education. It impacts the local economy. I could go on and on. Scott can and does go on and on. But he's always enthralling. That's because Scott has a keen awareness of the danger of brand fatigue. If you keep telling the same story again and again

And Keep telling it the same way. that brand fatigue will set in. This means more. Than just brand irrelevance for Scott.

It means massive. Preventable death for thousands. Perhaps millions of people. So Scott has a huge drive. To retell the charity water brand story.

Again and again. In ways that will seize attention. And keep the donations pouring in. So for ten years, the first ten years of charity water, it was a one time donation. model peer-to-peer fundraising, people would donate their birthdays to charity water, they would run marathons, kids would sell lemonade, all of these kind of extraordinary activities from a million donors globally.

But most of them gave once or fundraised once. Charity Water's power. Lies in how it lets donors connect to its cause. by telling their own donation story. The problem was most fundraisers only told that story one time.

This meant Scott needed to find new ways to tell his brand story. Create a more sustainable fundraising model. I was fortunate to take Daniel Eck of Spotify to Ethiopia and spend a week with him in the back of Land Rovers looking at some of the work that he'd funded. He kind of commented on

Just how Our business model must be exhausting to wake up January one, have the ticker roll back to zero. And say we have to do that all over again, and then somehow do more so that we can grow. So that was really a big pivot for us in year ten. We launched what we call the spring. Which is

Spotify or Netflix, except it's a donation. subscription for clean water. We're a hundred percent of What everybody gives every single month goes straight to the field, helps people get clean water. That grew really quickly right up until the pandemic to over twenty million dollars in

Annual recurring donations. So being able effectively to start Jan one, knowing where the next twenty million was coming from and being able to build on that base. Scott also saw the value. Of telling the charity water story to these spring donors. in new ways.

Ways that would inspire the donors to keep up their support. Она за біст опорнісфі. as a leader was I was able to host about thirty plus events. With our smallest supporters.

Smallest by dollar amount. And we would invite these spring members. To an hour Zoom, and like six hundred people would turn up from Slovenia to Ghana to Seattle. And I would report to them almost as shareholders. I would thank them.

Sincerely for their five and ten dollar a month. gifts, their loyalty. I would let them know they were very much needed. And then I would do QA at the end. So I got to connect with more members of the Charity Water Global community. Scott also knew A powerful way to keep a story fresh is to bring in new perspectives and experiences through other storytellers.

We brought our partners in from Uganda and Madagascar and India. to talk to our community. So that was kind of a huge win and now a paradigm shift. All these new approaches to storytelling. kept the charity water brand relevant to these spring donors and kept them giving. Scott also works hard to keep charity water relevant to another important group of donors that he calls the well.

A hundred and twenty five entrepreneurs. Business people and their families who pay for charity water's running costs. He does this by connecting them. With some trademark cherry water storytelling. We would do these galaxies every year. We'd raise about seven million dollars of the gala, and it's a pretty big production, and it's months and months of teams putting together.

innovative displays or one year we showed a virtual reality film In synchronicity to four hundred people in the Met Museum in New York City. Another year we built a screen in the round that was the length of a football field, and we shot all the content in 360, and we had a moment where we drilled for water in Ethiopia and we sprayed the whole crowd. So water started falling down on them. So you know, kind of over the top experiential

visceral galas to put people in the story. And then encourage them to be generous. When the Covid pandemic put a hold to these all important live gala's. Scott had to quickly new way to tell a charity water story to the well. So Scott.

Decided to make the galaxy. Virtual. But Scott knew trying to recreate the drama of one of his live gala's. Via Zoom call.

Trying to make an Avengers movie. В часто іфон. And a pack. of damp firecrackers. So

He went all out. I went out to Columbus, Ohio. We found a production company who built us a COVID safe studio. In the middle of the convention center. And we did an hour long meeting for those hundred and twenty five families. We talked to them about

The progression of our partners. Across Africa and India and South East Азія. How Covid had impacted our work. We talked about Wells being repaired at health clinics. We talked about the hand washing stations.

That we were building. We talked about the social distancing education that we were engaged in now across 20 some countries. I'm in a tux talking to people as if they've attended a gala. But they're connected on Zoom and at the end of the last five minutes we said Hey, we just want to give you an opportunity to give. What's in your heart?

There's no chicken dinner, there's no big experience here. Here's the importance of our work. Here's where we're at as an organization. And in the last five minutes. Of that Zoom call. With about a hundred and twenty families. We raise five million dollars.

Scott. is a storytelling chameleon. Working hard to keep the charity water brand fresh and relevant in the mind of fundraisers. Even if the stakes for your organization aren't quite as extreme. You still need to work hard at how you tell.

And retail. It's not just your brand that needs to be dynamic. But the way you tell it. You need to bring people into the conversation.

Which brings us to our third touchdown. Touchdown three. Start and maintain. A conversation.

One surefire way. to brand irrelevance. is insulating yourself from your customer experience. That's why you need to start and maintain a dialogue with your customers. Doing so.

will also be a source of new ideas and will keep you engaged with what your customers need and desire. The Iwear Brand. Warby Parker. Made their brand relevant. by inviting their customers into the conversation early on

When they were still trying to work out how much to charge for their glasses. Here's one of Warby Parker's co-founders, CEO Neil Blumenthal. Talking about those early conversations about the company's brand. We approach the head of the marking department at Wharton. Who's a professor who sort of specializes in pricing and we build a beautiful business plan. I mean if there was one thing that we could do, we could build, you know, amazing decks. So we go into this meeting and we say,

We are going to disrupt the eyewear industry. We're gonna charge$45 for$500 glasses. And he looked at us. He said uh That's not gonna work. And we're like

What are you talking about? You haven't even looked at our sort of presentation here. Look, all the graphs go up and to the right. And He said listen. It's just outside of the realm of believability that you can charge forty five dollars for a five hundred dollar product, right? One tenth the price people just won't believe it's the same quality. Neil already knew from experience that it was the perceived value people were paying for when they spent hundreds on their glasses. But that also meant

A forty five dollar price point. was going to negatively affect how their own brand was perceived. We walked out of that meeting a little dejected, but We then tested that learning and we put together a survey. We mocked up product page of our website with a pair of glasses and had a few different versions. The only difference was the price, you know, from forty-five dollars to several hundred dollars.

The four co founders. Created a list of friends and family members, and sent out the survey. We asked, how likely are you to buy this pair of glasses? We found that the willingness to purchase increased with price up until about a hundred dollars, at which point it plateaued and came down. The randomized survey results. Show the truth.

So we knew what he said was right and forty five dollars was too low, but a hundred dollars was probably right. There would be customers told them What price point would signify both quality and and accessibility. And from there.

They made some final adjustments based on their own internal compass. The external information Made its way seamlessly. into their founder's plan. So we thought, okay, well we could price that ninety nine dollars, that would maximize revenue. But in sort of

our hearts, we felt like that seemed a little discounty and right and all entrepreneurship is combination of art and science. So we settled on ninety-five dollars. We also thought aesthetically it looked good. It seemed super deliberate. And that was a key to our success was having pricing right. That combination of art and science is that some of your decisions are going to be measured and others

And that Especially true when it comes to building your business. Some aspects of your brand. will be defined by what customers tell you. And others.

will be governed by what you tell them. In other words, branding isn't static. It's a conversation. However For established organizations, kicking off and continuing that conversation can be a challenge.

This is what Sarah Hirschland Thought early in her tenure as CO of the US Olympic and Paralympic Committee. Sarah knows conversation is not just about talking. But listening.

And this is their central approach when talking with athletes about how to keep the US Olympic and Paralympic brands relevant to them. My job is to listen, but to be effective in listening and learning things that are valuable to me and my role, I also have to ask really good questions. And so I try to go into those conversations and ask thoughtful questions that will allow them To share things with me. that I can act on, right? That I can actually use in planning the organization in our strategic work. So at times I talk with athletes about the competitive support that they're getting.

And the resources that they're getting. At times I talk with them about life transition. These conversations Fed into a bold move that Sara pushed to make the committee's brand more relevant and inclusive. Bringing together.

the Olympic Committee and the Paralympic Committee. Under the same brand. It was so inherent. To the values and culture that I wanted and needed to create in this movement. Around being an organization that was truly inclusive and really fostered a sense of belonging for everybody.

It was an enormous barrier to doing that. And you have to walk the walk. One of the very first very clear Issues that I saw in the organization was we were operating An Olympic committee and a paralympic committee.

And those two things were not integrated. And were not equal in the way this organization thought about them. And so for me to go out and say We're gonna be inclusive. We're gonna represent everybody in this country and we're gonna mean that. I couldn't do it without starting to take some very clear steps.

Toward walking that walk. Part of continuing that journey Is continuing the conversation. It was a first step. And a signal to say this is the direction we're going. This is the path that we're gonna go build as an organization. And that path is going to be one of

Setting a standard of what inclusiveness looks like, not diversity. Inclusiveness. Those two things are Certainly complementary, but they are not the same thing. And to be clear, this is a lifelong journey. I will be here for some period of time to advance and move that journey forward.

But there's no destination here. This is not a road that ever ends. Keeping your brand conversation open. is key to keeping it relevant. It's also a way. To clearly define what your brand means.

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Creative planning where wealth works together. Learn more at creative planning dot com slash masters of scale. Humans will never be more intelligent than AI. Those were great at AI and those that went out of business because they weren't. How do we build a future? That is human centered.

I'm Rana El Calyubi. And on my podcast Pioneers of AI, we answer that question and so many more. As an AI scientist, entrepreneur, and investor, I know what it takes to build AI that works for everyone. Every week, I sit down with the pioneers shaping our future. And we take you behind the scenes of the AI that's transforming our lives. Find pioneers of AI wherever you tune in.

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to make and keep your brand relevant. If you're enjoying this episode, share it with friends by clicking the share button in your podcast app. And to hear my complete conversations with iconic founders like these, become a master scale member. at masterscale dot com slash membership. Touchdown four.

Stake out your brand's borders. Great brand. Plus great brand. Plus. Great brand.

Does not necessarily equal Even greater brand. In fact. Bringing together brilliant brands. Without considering how to keep their identities separate.

can be like mixing together a set of vibrant paints. You end up With an unappealing sludge. That will slip. From relevance.

This is why it's important to stake out your brand's borders and maintain them. For a master class in this. Let's turn to Disney's Bob Iger. Bob orchestrated four of the most significant purchases in Disney's history. Pixar. Marvel.

Lucasfilm. And twenty first century Fox. One of the challenges of acquiring all those titles, characters, and stories is how to maintain brand cohesion without forcing those very different properties to start acting too much. Like each other. You want Star Wars to feel like Star Wars.

And Thor. To feel like Thor. But you also want them to seem like they belong in the same universe. The consumer looks at Marvel as Marvel and Disney is Disney and Pixar as Pixar and Star Wars is Star Wars. Now there have been times we put them together. We've discovered over time that

You don't wanna call it Avengers a Disney film.'Cause the fans don't want that. But it's perfectly fine if you go to Disneyland. To see a Marvel presence there. But we've managed the brands separately. And brought them together when it has real value and it doesn't seem like it gets in the way of consumer perception and the love the consumer has for those brands.

What place did these properties have in the Disney ecosystem? How could these birds of very different feathers possibly get along. The answer. is in one of Bob Iger's very first strategic goals.

Embrace technology. In this case, by turning some of these new holdings into a launchpad for their new streaming service, Disney Plus. Disney Plus launch in November two thousand nineteen. And in a way, it works a lot like Disney's theme parks. Lining up different attractions side by side.

on a single plot of land. Or in this case. on your home screen. Just before the launch, Bob confirmed that not all of Fox's holdings. would immediately appear on the platform.

He knew. Many of the brands would work together. But he did not force some of the more mature content. to sit under the Disney banner. Instead.

Mature content was directed to Hulu. In an exclusive deal. Since then As Disney Plus has proved successful. Those properties have been introduced to the platform.

Widening the broad reach of the Disney Plus platform. But keeping the clear borders. Between the likes of Disney, Marvel, and Star Wars intact. When we put those brands up that we've been talking about this whole time Pixar, Marvel, Lucas.

Disney. twenty first century Fox with that came National Geographic. And all of those franchises from Lion King to the Avengers to Black Panther to Star Wars to Mickey Mouse. It was hard for anybody to say, Well, this won't work.

Because look what's on the screen. It is in so many ways the future. And it goes all the way back. To those strategic priorities, which is Make high great high quality branded content.

And use technology to bring it to consumers in more modern, more relevant, more ubiquitous ways. Ultimately. This streaming strategy. Let it keep its various brands relevant to its audience. without muddying them.

If you have multiple brands You need to find ways to deploy them together. That are mutually reinforcing. If you have just a single brand. You can still take inspiration from Bob Iger's strategy.

When thinking about other brands you might work with. Which brings us For a fifth and final touchdown. For keeping your brand relevant.

Touchstone five. Elevate your brand. With partners. New acquisitions aren't the only way to keep your brand relevant. You can also achieve this through partnerships.

This is exactly what Natalie Massinet did. When she built online fashion business. Netta Porte. Netaporte pioneered online shopping for fashion. At a time.

When buying anything online. was seen as impossibly new. Especially By established luxury fashion brands. I just vividly saw it. It was like I was on a moving conveyor belt and I was meant to do it.

She started with the building block she needed most. A functioning e commerce platform. And participation. By major brands. There were a number of different magical acts that I think you pulled off very presciently and very early.

But one of them of course is getting brands. Cause don't like to innovate. They like to like hold on to the brand, the franchise, the exclusivity, et cetera. So here you are saying be part of the dial up modem experience. That must have been a Super difficult conversation.

Well I told them That it was gonna be brand enhancing and that they would reach their customers and they would reach customers that they didn't have. They were used to fashion magazines singing their praises. And Netaporte was built like a fashion magazine that was shoppable. So I used the iconography, the magic that was built around putting your brand in front of the right audience. Something that they understood, but also something that I intuitively wanted to

build the business on. And I was like, Okay. All right. Come with me to the future. As an unproven brand. In an unproven space. Natalie saw that the only way to make Neta Porte relevant to luxury consumers was to partner with the brands they coveted most.

while helping those same customers to cut through the challenges of obtaining those luxury goods. The business model made sense. But It meant gaining brand relevance by securing these partners. Here's how she did it.

Natalie describing Netta Porte as a shoppable fashion magazine. As opposed to a super duper futuristic website. Help luxury brands understand a proposal. Like a science fiction writer setting her story Five minutes in the future.

She used a familiar framing. To explain a new idea. This is something successful entrepreneurs do constantly. You keep the circumstances as relatable as possible. So that investors and consumers alike can warm up to a change.

The more you do that. The less resistance you'll meet. We got Chloe and Mark Jacobs and Michael Coors and Fendi to come on board and

Every new brand that came on board and validated that people would want to buy without seeing or touching. Was a proof point. Those legacy brands help make Neta Porte. Relevant to the wider fashion world of suppliers, customers, and press. And it gave the partner brands a safe avenue.

Into the new world of online shopping. Natalie made the Neta Porte brand. More than relevant to her customers and her suppliers. She made it essential. Another founder who has made partnerships a key part of boosting his brand's relevance.

is Ajaz Ahmed. Ajaws founded the Digital Design and Communications Agency, AKQA. In nineteen ninety four. At the age of twenty one. He new landing big name brand clients.

Was essential. in scaling AKQA's business. and its own brand relevance. One of the first major brands that AKQA had the opportunity to woo was Nike. Despite respected agencies also aiming to secure the account.

The presentation went so well. That Ajaws and the team left the pitch with confidence and swagger. A couple of weeks went by. The client from Nike Got in touch with us and said, we absolutely love the recommendations, we love the creativity.

But this project is a pan European project. We can't take the risk. Of working with an organization that only has one studio And

I remember Putting the phone down. I'm paying Absolutely gutted. A K QA.

Spent the next few years building not just their volume of clients, but specifically targeting those with high name value. who also wanted to expand online. Eventually. They got traction with high profile brands like Coca-Cola and BMW. A brand that became synonymous with AKQA was Virgin.

AKQA and Virgin formed a thriving. working relationship. Growing up in the UK when I did Richard Branson. Is

T. Ultima. On visionary and pioneer. Perhaps no entrepreneur.

better embodies the drive full speed ethos than Sir Richard. Having started a record label as a teenager. Branson saw kindred spirit in Rajas. Virgin got in touch with us because Virgin wanted to launch a new product called Virgin Net.

They wanted an organization to facilitate the interface and the onboarding and on all of those components. Because of the success of that. We then received a number of other commissions from other parts of Virgin. So An example is Virgin Radio.

where Virgin Radio became The first radio station on the planet. to broadcast live radio on the internet. This strengthened Ajas and Richard's already fruitful relationship and cemented a long road ahead together.

Building partnerships with brands like Virgin, Coca Cola, and BMW. quickly made the AKQA brand relevant. Making it synonymous with innovative campaigns. Each new partnership they add in. Strengthen the value proposition.

the next potential client. When you find brand partners. Who share your values and goals. It will have a multiplier effect. In keeping your brand relevant.

Relevance. Isn't a nice to have. It's a must have. It's how brand value.

is defined. Because of brand. That is no longer relevant. Isn't competitive. And won't last.

Fortunately. You now have some of the tools to keep your own brand relevant. Fresh and thriving. And for a deeper dive. Into more branding lessons.

Keep an eye out for a forthcoming branding course. Available soon. Through the Master the Scale app. Visit. Masterscale dot com

Slash membership. to download it right now. I'm Reed Hoffman. Thanks for listening. Masters of Scale is a Wait What original.

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Alfonso Bravo. Call Howard. Willem Crowls Tim Cronin. Kelsey Capitano.

Samuel Putta. And a Pizzano. Sarah Tarter. Le Metas. Charlie Manessus.

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