"I am at my best nearing the finish of a race. Until then I am just another mediocre distance runner. Just one of the many run-of-the-mill competitors well back in the pack. Just one more old man trying to string together six-minute miles and not quite succeeding. But with the finish line in sight, all that changes.
Now I am the equal of anyone. I am world class. I am unbeatable. Gray-haired and balding and starting to wrinkle, but world class. Gasping and wheezing and groaning, but unbeatable." So writes Dr. George Sheehan in his book Running and Being (Simon and Schuster, 1978, p. 221).
An accomplished cardiologist, author and marathon runner, George Sheehan lived his life with passion and purpose. Even when confronted with terminal cancer in 1991, he demonstrated courage and determination.
He ran life's race and he finished strong. As the year 2015 is nearing its twilight, it's only natural to look back and reflect on the months gone by. No doubt it's been a year of mixed fortunes for most of us. We've laughed. We've cried. We've lost. We've won. And everything in between. But think back to January. You no doubt were full of optimism and enthusiasm about what the new year had in store for you. Perhaps you were even convinced that this was YOUR year to make great strides and accomplishments. Now, with December fading fast, you might be disillusioned and despondent. Few or none of your aspirations may have come true.
You are nearing the finish line of the 2015 marathon, a marathon you started with much zest and gusto in January. You started strong, but will you finish strong? As with Dr. Sheehan, the day will come for each of us to finish life's race. In 2 Timothy 4, we read how that time had come for Paul. In fewer than one hundred words, he shares with us the hardships of his present life, the heartbeat of his past, and the hope he holds for the future.
In this brief passage, Paul reflects on his entire life and ministry. He looks around, looks back and then he looks ahead. With the finish line in sight, as he picks up the pace, Paul sums up his dynamic life and his hope in death. The lessons we learn from this aging apostle will enable us to run well today, while encouraging us to finish strong tomorrow. Paul's words are dictated, probably to Luke the physician, shortly before his martyrdom at the decree of the Roman Emperor Nero in the year 66 AD.
For thirty years he has traveled, witnessed, worked and preached throughout the Mediterranean world. He has been helped and hated, assisted and attacked, blessed and cursed. Whatever else can be said of his faith and life, it certainly wasn't dull! Enduring imprisonment and anticipating his execution, Paul begins in verse 6 with two vivid metaphors telling us about the hardships of the present. First, Paul sees himself as a "drink offering" about to be poured out. What is the apostle saying? In ancient Rome, banquets commonly ended with a particular ritual: the symbolic act of pouring out on the ground a cup of wine in honor of the Roman gods. Here Paul borrows this oblation imagery.
He says that his life is an offering poured out for the Lord Jesus Christ. Of course, this fits with Paul's belief that all of life is to come under the Lordship of Christ. All of life is to be regarded as "a living sacrifice, holy, acceptable to God" as Paul writes in Romans 12. In effect, the apostle is saying, "The Roman authorities will not take my life. Rather I will die living my life, giving my life for the Lord.
I have been a living sacrifice, serving Him, since the day I was saved. Now I will complete that sacrifice by laying down my life for the One who gave His life for me." Second, in Romans 12:6, Paul also relates that the hardships he is facing in the present will soon cease. He writes, "The time has come for my departure." The word "departure" is a word that has many meanings. For one thing, it can mean to hoist an anchor and set sail. It seems that Paul looked upon his present hardships and his impending death as a release from the world. Like a seafaring mariner, he was about to embark on one last expedition – an eternal voyage. Paul saw death as an opportunity to set sail into eternity. Another meaning for the word "departure" refers to striking and taking down a tent.
The apostle longed to be freed from his battered and broken body – his earthly tent – now shackled in prison. He anticipates his martyrdom as a change of address and a journey home. As he told the Philippian Christians, "to live is Christ, to die is gain". Paul awaits his release from his present hardships in order to depart and to be with the Lord. At the same time, Paul affirms God's sovereignty over life and death. He trusts in a personal and compassionate Savior and Lord who will not place on him a burden greater than he with the Lord will be able to bear.
Rather than wrest control from God, rather than alleviate his brief present hardship and suffering by taking his own life, Paul reaffirms his confidence in God's will and way. In this way Paul is determined to wait upon the Lord. In 2 Timothy 4:6, the apostle looks around at his present hardships. Then in 2 Timothy 3:7, Paul looks back on his life. He remembers the heartbeat of his past. For over thirty years, he has faithfully served the Lord. In this verse we find three images drawn from the athletic arena. Paul likens his life and ministry to that of a long distance runner who has competed honorably in the ancient Olympic games.
"I have fought the good fight." The word "fight" in the original text comes from a word which may refer to any athletic contest in the games. This phrase carries a much broader meaning than we commonly associate with a fight or a boxing match. The word is agon from which we derive our English word "agony." It pictures an athlete coming off the field, having given it his all and given it his best. Here Paul is truthfully saying that he has given his all for Christ. "I have run the race." Having given his best, Paul now sees himself as crossing the finish line. It is easy to begin a race.
It is easy to run hard for a few miles. But it is much harder to finish a long distance race, and harder still to finish strong. I believe that Paul is telling Timothy and each of us that the Christian life is not a sprint competition. Rather it is a long distance race, a marathon-type challenge, beckoning us to run well, to keep a healthy pace, to stay focused and to finish strong. There are too many strong starters but very few strong finishers. Too many people start with much aplomb and fanfare, but are nowhere to be seen at the finish line.
Years before Paul stated his life's purpose to the Church in Philippi, "I consider my life worth nothing to me, if only I may finish the race and complete the task the Lord Jesus has given me — the task of testifying to the gospel of God's grace." Here in 2 Timothy 4, Paul looks back and he is able to say "I have run the race to the finish." In both of these passages, the word for "race" is the word dromon.
It is a word that has a notable place in the ancient Greco-Roman world. Historians tell us that in the year 490 BC, a Greek dromo, a runner-messenger by the name of Pheidippides was dispatched by a Greek general to inform the citizenry of Athens that the Persians had been defeated at the Battle of Marathon. Pheidippides supposedly ran a route that took him south along the coast and up and across a series of coastal foothills before descending into Athens, a distance of about 26 miles from the plains of Marathon.
According to legend, as he arrived in Athens, Pheidippides announced, "Rejoice. We conquer!" Then he fell down dead! (see Hal Higdon, Marathon, Rodale Press, 1993). In honor of Pheidippides, the ancient Olympic games, of which the Apostle Paul was familiar, held several long distance runs. But it was the modern Olympic games, which resumed in Greece in 1896, which actually initiated the modern marathon of 26.2 miles in honor of the legendary Pheidippides. During the year 1998, figures show that approximately 450,000 American runners began and finished a marathon race of 26.2 miles.
Someone has said that the marathon is the most accessible ultimate challenge around – it is like a Mount Everest climb in a city near you! Perhaps some of you reading this have run marathons in recent years. There is a Gaborone Marathon, for example, that has run intermittently the last few years. These events are usually a blend of joy and pain, and hopefully more of the former than the latter. Still, many runners can relate to the sentiment of the great American marathoner and 1972-76 Olympic medalist Frank Shorter. While running in the marathon trials for the 1971 Pan American Games, at about 21 miles, just before dropping out of the race, Frank Shorter was really struggling. He had "hit the wall" and was fading fast.
As he was being passed by U.S. Olympian Kenny Moore, Shorter groaned one of the more famous quotes in running lore when he muttered at mile 21, "Why couldn't Pheidippides have died here?" (Higdon, Marathon, p. 😎. Although Frank Shorter and many other great marathoners have had to drop out of a particular race, the Apostle Paul never did. He stayed the course. He kept digging deep despite the temptation to quit. He saw his own life and ministry as that of a dromo, as a long distance runner and messenger for his Lord and Leader. Like Pheidippides, he had to make sure he delivers the message at all costs, even if it came at the ultimate cost – paying with his life.
Paul could claim, "I have finished the race." Then the apostle concludes his look back on his life by stating, "I have kept the faith." If we understand this statement in the context of the ancient Olympic games, Paul is telling us that he has run the race according to the rules. History reveals that the early Greek and Roman athletes took a solemn oath before the games. They pledged that they would compete honestly and honorably. Here is Paul, at the end of the race, affirming that his vows have been kept. And to whom were these vows made? To his Lord.
There are too many dishonorable men around; too many willing to cut corners; too many all too ready to try to cheat the system. I used to run middle distance, up to 10 km. I know firsthand the rigors of distance running. Paul is saying that throughout the long, lonely, difficult and demanding race, he has kept Christ uppermost in his heart and mind. His life goal for thirty years has been to be obedient to Christ's call. His faith, though tested, has grown stronger. And the Lord Jesus, in whom Paul has trusted and for whom Paul has lived, has kept and carried Paul through thick and thin. The Lord's grace is sufficient for his every need! Thus far, we have seen in verse 6 how the apostle looks around at his present hardships.
In 2 Timothy 4:7, Paul looks back on his life, remembering the heartbeat of his past. Then finally, in 2 Timothy 4:8, the aging apostle looks ahead and writes about his hope for the future. "Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day – and not only to me, but also to all who have longed for his appearing." In the ancient Olympic games, a winning athlete was rewarded with the coveted laurel wreath or a garland of oak leaves. With this the victor was crowned. To wear such a crown – a crown of victory called stephanos – was the greatest honor that could come to any athlete. But this crown, in a few short days, would wither. Paul knows that there is for him a crown which would never fade, and this crown of righteousness is God's reward to those who are faithful and obedient to His Son. As Paul writes to Timothy, he knows that in a very short time he will stand before the Roman judgment seat and that his trial will have but one outcome. He knows what Nero's verdict will be.
The judges in Rome were not righteous. If they were, they would have released Paul. Worse still, Nero was one of the most despotic and cruel emperors the ancient world had ever seen. Paul knew that Nero would have him beheaded. How many times had he been tried in one court after another! Yet now he faces his last Judge, his Lord and Savior Jesus Christ, the righteous Judge who always judges correctly. William Barclay once observed that a person who is dedicated to Christ is ultimately indifferent to the verdict of any human court. He cares not if they condemn him so long as he hears his Master's voice saying, "Well done, good and faithful servant." This is Paul's hope and joy as his life nears its end. He looks ahead with confidence and certainty.
He shares his joy with Timothy, reminding his young friend and protégé that this crown awaits not only him, but also Timothy and all others who trust, serve and live for Christ. Consider your own life. Do you have this same kind of hope and assurance? You may feel pressed and pressured on every side.
The challenges, at times, may seem relentless. You may feel a lot like Paul must have felt. Yet, do you have the hope and assurance which he knew as his death neared? Do you have the strength and the stamina to see your race out? Whether your race has just begun, is reaching the midpoint or is nearing the finish, you can have the peace of God in your life, and you can be at peace with God. How? Do what Paul did. He confessed his sin and admitted his need for God's forgiveness. He accepted God's love and accepted God's Son, Jesus Christ as the Savior and Lord of his life. That is what Paul did and that is what each of us must do. Only with the Lord will we be able to run life's race to the very best of our ability, and only with the Lord will we be able to finish strong.
The story of Eric Liddell, the 1924 Olympic 400 meter gold medalist, is widely known through the 1981 Academy Award winning film Chariots of Fire. Liddell, the son of Scottish missionaries to China, himself became a missionary serving Christ in China. Like Paul, Eric Liddell was imprisoned and died for his faith and witness for Christ. Like Paul, Eric Liddell was also committed to "run for God and let the whole world stand in wonder" (a quote from Chariots of Fire, 1981). As you and I run the race set before us today and tomorrow, take time to reflect on your running. Remember Paul's words to Timothy. Realize that with the Lord, you, too, can fight the fight, run the race and keep the faith. 2015 is ending but has not yet ended. You might be on your last legs, but you can still finish whatever unfinished business you still have. Sadly, and this is a fact of life and not a prophecy of doom, some will not finish this year. None of you reading this piece is guaranteed 2016. You still have the now – 2015 – to finish. With the Lord, you can run well and finish strong!
IEC Disrespects Batswana: A Critical Analysis
The Independent Electoral Commission (IEC) has recently faced significant criticism for its handling of the voter registration exercise. In this prose I aim to shed light on the various instances where the IEC has demonstrated a lack of respect towards the citizens of Botswana, leading to a loss of credibility. By examining the postponements of the registration exercise and the IEC’s failure to communicate effectively, it becomes evident that the institution has disregarded its core mandate and the importance of its role in ensuring fair and transparent elections.
Incompetence or Disrespect?
One possible explanation for the IEC’s behavior is sheer incompetence. It is alarming to consider that the leadership of such a critical institution may lack the understanding of the importance of their mandate. The failure to communicate the reasons for the postponements in a timely manner raises questions about their ability to handle their responsibilities effectively. Furthermore, if the issue lies with government processes, it calls into question whether the IEC has the courage to stand up to the country’s leadership.
Another possibility is that the IEC lacks respect for its core clients, the voters of Botswana. Respect for stakeholders is crucial in building trust, and clear communication is a key component of this. The IEC’s failure to communicate accurate and complete information, despite having access to it, has fueled speculation and mistrust. Additionally, the IEC’s disregard for engaging with political parties, such as the Umbrella for Democratic Change (UDC), further highlights this disrespect. By ignoring the UDC’s request to observe the registration process, the IEC demonstrates a lack of regard for its partners in the electoral exercise.
Rebuilding Trust and Credibility:
While allegations of political interference and security services involvement cannot be ignored, the IEC has a greater responsibility to ensure its own credibility. The institution did manage to refute claims by the DISS Director that the IEC database had been compromised, which is a positive step towards rebuilding trust. However, this remains a small glimmer of hope in the midst of the IEC’s overall disregard for the citizens of Botswana.
To regain the trust of Batswana, the IEC must prioritize respect for its stakeholders. Clear and timely communication is essential in this process. By engaging with political parties and addressing their concerns, the IEC can demonstrate a commitment to transparency and fairness. It is crucial for the IEC to recognize that its credibility is directly linked to the trust it garners from the voters.
The IEC’s recent actions have raised serious concerns about its credibility and respect for the citizens of Botswana. Whether due to incompetence or a lack of respect for stakeholders, the IEC’s failure to communicate effectively and handle its responsibilities has damaged its reputation. To regain trust and maintain relevance, the IEC must prioritize clear and timely communication, engage with political parties, and demonstrate a commitment to transparency and fairness. Only by respecting the voters of Botswana can the IEC fulfill its crucial role in ensuring free and fair elections.
Fuelling Change: The Evolving Dynamics of the Oil and Gas Industry
The Oil and Gas industry has undergone several significant developments and changes over the last few years. Understanding these developments and trends is crucial towards better appreciating how to navigate the engagement in this space, whether directly in the energy space or in associated value chain roles such as financing.
Here, we explore some of the most notable global events and trends and the potential impact or bearing they have on the local and global market.
Governments and companies around the world have been increasingly focused on transitioning towards renewable energy sources such as solar and wind power. This shift is motivated by concerns about climate change and the need to reduce greenhouse gas emissions. Africa, including Botswana, is part of these discussions, as we work to collectively ensure a greener and more sustainable future. Indeed, this is now a greater priority the world over. It aligns closely with the increase in Environmental, Social, and Governance (ESG) investing being observed. ESG investing has become increasingly popular, and many investors are now looking for companies that are focused on sustainability and reducing their carbon footprint. This trend could have significant implications for the oil and fuel industry, which is often viewed as environmentally unsustainable. Relatedly and equally key are the evolving government policies. Government policies and regulations related to the Oil and Gas industry are likely to continue evolving with discussions including incentives for renewable energy and potentially imposing stricter regulations on emissions.
The COVID-19 pandemic has also played a strong role. Over the last two years, the pandemic had a profound impact on the Oil and Gas industry (and fuel generally), leading to a significant drop in demand as travel and economic activity slowed down. As a result, oil prices plummeted, with crude oil prices briefly turning negative in April 2020. Most economies have now vaccinated their populations and are in recovery mode, and with the recovery of the economies, there has been recovery of oil prices; however, the pace and sustainability of recovery continues to be dependent on factors such as emergence of new variants of the virus.
This period, which saw increased digital transformation on the whole, also saw accelerated and increased investment in technology. The Oil and Gas industry is expected to continue investing in new digital technologies to increase efficiency and reduce costs. This also means a necessary understanding and subsequent action to address the impacts from the rise of electric vehicles. The growing popularity of electric vehicles is expected to reduce demand for traditional gasoline-powered cars. This has, in turn, had an impact on the demand for oil.
Last but not least, geopolitical tensions have played a tremendous role. Geopolitical tensions between major oil-producing countries can and has impacted the supply of oil and fuel. Ongoing tensions in the Middle East and between the US and Russia could have an impact on global oil prices further, and we must be mindful of this.
On the home front in Botswana, all these discussions are relevant and the subject of discussion in many corporate and even public sector boardrooms. Stanbic Bank Botswana continues to take a lead in supporting the Oil and Gas industry in its current state and as it evolves and navigates these dynamics. This is through providing financing to support Oil and Gas companies’ operations, including investments in new technologies. The Bank offers risk management services to help oil and gas companies to manage risks associated with price fluctuations, supply chain disruptions and regulatory changes. This includes offering hedging products and providing advice on risk management strategies.
Advisory and support for sustainability initiatives that the industry undertakes is also key to ensuring that, as companies navigate complex market conditions, they are more empowered to make informed business decisions. It is important to work with Oil and Gas companies to develop and implement sustainability strategies, such as reducing emissions and increasing the use of renewable energy. This is key to how partners such as Stanbic Bank work to support the sector.
Last but not least, Stanbic Bank stands firmly in support of Botswana’s drive in the development of the sector with the view to attain better fuel security and reduce dependence risk on imported fuel. This is crucial towards ensuring a stronger, stabler market, and a core aspect to how we can play a role in helping drive Botswana’s growth. Continued understanding, learning, and sustainable action are what will help ensure the Oil and Gas sector is supported towards positive, sustainable and impactful growth in a manner that brings social, environmental and economic benefit.
Loago Tshomane is Manager, Client Coverage, Corporate and Investment Banking (CIB), Stanbic Bank Botswana
Brands are important
So, the conclusion is brands are important. I start by concluding because one hopes this is a foregone conclusion given the furore that erupts over a botched brand. If a fast food chef bungles a food order, there’d be possibly some isolated complaint thrown. However, if the same company’s marketing expert or agency cooks up a tasteless brand there is a country-wide outcry. Why? Perhaps this is because brands affect us more deeply than we care to understand or admit. The fact that the uproar might be equal parts of schadenfreude, black twitter-esque criticism and, disappointment does not take away from the decibel of concern raised.
A good place to start our understanding of a brand is naturally by defining what a brand is. Marty Neumier, the genius who authored The Brand Gap, offers this instructive definition – “A brand is a person’s gut feel about a product or service”. In other words, a brand is not what the company says it is. It is what the people feel it is. It is the sum total of what it means to them. Brands are perceptions. So, brands are defined by individuals not companies. But brands are owned by companies not individuals. Brands are crafted in privacy but consumed publicly. Brands are communal. Granted, you say. But that doesn’t still explain why everybody and their pet dog feel entitled to jump in feet first into a brand slug-fest armed with a hot opinion. True. But consider the following truism.
Brands are living. They act as milestones in our past. They are signposts of our identity. Beacons of our triumphs. Indexes of our consumption. Most importantly, they have invaded our very words and world view. Try going for just 24 hours without mentioning a single brand name. Quite difficult, right? Because they live among us they have become one of us. And we have therefore built ‘brand bonds’ with them. For example, iPhone owners gather here. You love your iPhone. It goes everywhere. You turn to it in moments of joy and when we need a quick mood boost. Notice how that ‘relationship’ started with desire as you longingly gazed upon it in a glossy brochure. That quickly progressed to asking other people what they thought about it. Followed by the zero moment of truth were you committed and voted your approval through a purchase. Does that sound like a romantic relationship timeline. You bet it does. Because it is. When we conduct brand workshops we run the Brand Loyalty ™ exercise wherein we test people’s loyalty to their favourite brand(s). The results are always quite intriguing. Most people are willing to pay a 40% premium over the standard price for ‘their’ brand. They simply won’t easily ‘breakup’ with it. Doing so can cause brand ‘heart ache’. There is strong brand elasticity for loved brands.
Now that we know brands are communal and endeared, then companies armed with this knowledge, must exercise caution and practise reverence when approaching the subject of rebranding. It’s fragile. The question marketers ought to ask themselves before gleefully jumping into the hot rebranding cauldron is – Do we go for an Evolution (partial rebrand) or a Revolution(full rebrand)? An evolution is incremental. It introduces small but significant changes or additions to the existing visual brand. Here, think of the subtle changes you’ve seen in financial or FMCG brands over the decades. Evolution allows you to redirect the brand without alienating its horde of faithful followers. As humans we love the familiar and certain. Change scares us. Especially if we’ve not been privy to the important but probably blinkered ‘strategy sessions’ ongoing behind the scenes. Revolutions are often messy. They are often hard reset about-turns aiming for a total new look and ‘feel’.
Hard rebranding is risky business. History is littered with the agony of brands large and small who felt the heat of public disfavour. In January 2009, PepsiCo rebranded the Tropicana. When the newly designed package hit the shelves, consumers were not having it. The New York Times reports that ‘some of the commenting described the new packaging as ‘ugly’ ‘stupid’. They wanted their old one back that showed a ripe orange with a straw in it. Sales dipped 20%. PepsiCo reverted to the old logo and packaging within a month. In 2006 Mastercard had to backtrack away from it’s new logo after public criticism, as did Leeds United, and the clothing brand Gap. AdAge magazine reports that critics most common sentiment about the Gap logo was that it looked like something a child had created using a clip-art gallery. Botswana is no different. University of Botswana had to retreat into the comfort of the known and accepted heritage strong brand. Sir Ketumile Masire Teaching Hospital was badgered with complaints till it ‘adjusted’ its logo.
So if the landscape of rebranding is so treacherous then whey take the risk? Companies need to soberly assess they need for a rebrand. According to the fellows at Ignyte Branding a rebrand is ignited by the following admissions :
Our brand name no longer reflects our company’s vision.
We’re embarrassed to hand out our business cards.
Our competitive advantage is vague or poorly articulated.
Our brand has lost focus and become too complex to understand. Our business model or strategy has changed.
Our business has outgrown its current brand.
We’re undergoing or recently underwent a merger or acquisition. Our business has moved or expanded its geographic reach.
We need to disassociate our brand from a negative image.
We’re struggling to raise our prices and increase our profit margins. We want to expand our influence and connect to new audiences. We’re not attracting top talent for the positions we need to fill. All the above are good reasons to rebrand.
The downside to this debacle is that companies genuinely needing to rebrand might be hesitant or delay it altogether. The silver lining I guess is that marketing often mocked for its charlatans, is briefly transformed from being the Archilles heel into Thanos’ glove in an instant.
So what does a company need to do to safely navigate the rebranding terrain? Companies need to interrogate their brand purpose thoroughly. Not what they think they stand for but what they authentically represent when seen through the lens of their team members. In our Brand Workshop we use a number of tools to tease out the compelling brand truth. This section always draws amusing insights. Unfailingly, the top management (CEO & CFO)always has a vastly different picture of their brand to the rest of their ExCo and middle management, as do they to the customer-facing officer. We have only come across one company that had good internal alignment. Needless to say that brand is doing superbly well.
There is need a for brand strategies to guide the brand. One observes that most brands ‘make a plan’ as they go along. Little or no deliberate position on Brand audit, Customer research, Brand positioning and purpose, Architecture, Messaging, Naming, Tagline, Brand Training and may more. A brand strategy distils why your business exists beyond making money – its ‘why’. It defines what makes your brand what it is, what differentiates it from the competition and how you want your customers to perceive it. Lacking a brand strategy disadvantages the company in that it appears soul-less and lacking in personality. Naturally, people do not like to hang around humans with nothing to say. A brand strategy understands the value proposition. People don’t buy nails for the nails sake. They buy nails to hammer into the wall to hang pictures of their loved ones. People don’t buy make up because of its several hues and shades. Make up is self-expression. Understanding this arms a brand with an iron clad clad strategy on the brand battlefield.
But perhaps you’ve done the important research and strategy work. It’s still possible to bungle the final look and feel. A few years ago one large brand had an extensive strategy done. Hopes were high for a top tier brand reveal. The eventual proposed brand was lack-lustre. I distinctly remember, being tasked as local agency to ‘land’ the brand and we outright refused. We could see this was a disaster of epic proportions begging to happen. The brand consultants were summoned to revise the logo. After a several tweaks and compromises the brand landed. It currently exists as one of the country’s largest brands. Getting the logo and visual look right is important. But how does one know if they are on the right path? Using the simile of a brand being a person – The answer is how do you know your outfit is right? It must serve a function, be the right fit and cut, it must be coordinated and lastly it must say something about you. So it is possible to bath in a luxurious bath gel, apply exotic lotion, be facebeat and still somehow wear a faux pas outfit. Avoid that.
Another suggestion is to do the obvious. Pre-test the logo and its look and feel on a cross section of your existing and prospective audience. There are tools to do this. Their feedback can save you money, time and pain. Additionally one must do another obvious check – use Google Image to verify the visual outcome and plain Google search to verify the name. These are so obvious they are hopefully for gone conclusions. But for the brands that have gone ahead without them, I hope you have not concluded your brand journeys as there is a world of opportunity waiting to be unlocked with the right brand strategy key.
Cliff Mada is Head of ArmourGetOn Brand Consultancy, based in Gaborone and Cape Town.