Well, the year just ended was a momentous year that will be remembered for more wrongs than good that happened in the country. The invigorating election campaigns by our three political parties with the results that surprised some and left many seriously wounded across the political divide was one of the highlights that merit some comment.
Some disturbing features of the election included some leaders instead of engaging their opponents on issues, chose to be vicious and personal in a manner that left many wondering as to where we were headed to as a nation. Some even talked of war and instability that will happen if opponents were to win the elections.
Immediately after the election results, instead of party leaders and activists burying the hatchet and congratulating the winners, another round of war of words ensued to try to discredit some ‘winners’. The social media, the print media and the freedom squares became the battlegrounds for mud slinging and insults instead of them becoming plough fields for planting developmental ideas to build the country going forward.
As we start the year we must say no to insults and unnecessary self praise that some have found to be useful tools for silencing those who do not agree with them. Remember self praise has no commendation. Some would say it is only acceptable when used by entertainers, comedians or clowns. Generally those who use derogatory language do so to hide their ignorance and or to hide from some self inflicted pain mostly emanating from malicious or untruthful statements made in public by perpetrators and their cronies.
No one has the monopoly of knowledge. We must be willing to live and learn from one another regardless of our educational background or political inclinations. I urge all our politicians to engage positively to address pertinent national issues that continue to bedevil our republic, thus limiting our ability to attain the level of development we deserve.
We have lots of issues to address, ranging from education, employment creation, agriculture and food security, land availability, industrialisation, health care, tourism, sports, entertainment, the performing arts, including our electoral system that has managed to allow the minority to be the majority in the last general elections. This system yearns for a review by our parliament, don’t you think? With this long list we should all be searching frantically for solutions rather than engaged in unproductive negative talk in public forums.
My intention this year is to continue to share, probe and ‘nudge’ with a view to stimulate debate and perhaps contribute my ‘pennies worth’ in shaping the way forward towards 2019 and beyond. We must accept that this country needs significant change to become a modern country that can compete with the very best in the world. There is no reason why we cannot strive to be the best.
There is no reason why we cannot be globally competitive. We must start by accepting that we need to change our attitudes; that we need to start cleansing our governance practices; that we must continue to expose and isolate corruption in all its manifestations and that we must promote best practices in all spheres of our personal and public lives.
Those who continue to benefit from corrupt practices and continue to steal from public coffers by whatever means must know that the people are watching; one day they will be asked to account and may face relentless raging wrath of undefined magnitude from the people.
Let me go into my topic of today. I want to begin the year by talking about education, appropriate education I must emphasise. I believe appropriate education is the cornerstone that will anchor any significant development in any country. It is through appropriate education that we can become the best that we can be. I want to assert that everything we do as a nation is as good as the education we have given to our people. As the global village mantra becomes even more virulent, countries with substandard educational practices and poor governance practices will be found wanting. They will be rejected or left behind; even well meaning citizens will leave their country for better pastures elsewhere.
What is education? There is no single or simple definition. What is true though is that education is not defined only in terms of the number of years of schooling and the fluency in English as many people in this country seem to believe but more importantly it is defined in terms of the practical and usable skills and practices that are acquired during the schooling years.
This is what I would term appropriate education. Appropriate education must equip the recipient to be industry ready on completion of the chosen line of education, whether in teaching, whether in manufacturing, whether in mining, whether in agriculture, whether in tourism, whether in journalism, whether in whatever field! Imagine a medical Doctor who completes his medical studies without any practical skills! I do not even want to imagine what kind of doctor this will be.
I am sure none of us would like to be seen by such a doctor for medical care. I believe that’s why doctors spend seven years or so training before they can practice. It is a legal and professional requirement. In the military, would you expect our military men to get some classroom theoretical education and then send them to the battle field to defend our country? Would you? Why do we then expect people in other professions to be given classroom schooling and then expect them to practice as engineers, lecturers, artisans, accountants, human resources practitioners, managers etc? Why?
Our education since independence has been described by industry, general public and the opposition parties as both inadequate and inappropriate to meet our developmental and business needs. Although our government has also acknowledged this anomaly, addressing this inadequacy seems to be a serious challenge. Some say, it is due to lack of political will. This maybe somewhat true, but perhaps it is mainly due to lack of deep appreciation of the root causes of this inadequacy.
With all the best political will in the world, can meaningfully transformation of our education system be effected without a deep appreciation of what is wrong and what is causing that which is wrong? Therefore, there is perhaps a need to unpack the pertinent educational issues so that we can begin to understand what makes our education what it is.
Someone long ago defined education ‘as a process by which a person begins to learn how to learn’. This sounds like the truth to me. Without understanding the need to learn, one can never learn. Once this understanding is instilled in the individual then learning will be easier and continuous. Education is a never ending process. It does not end when one receives a certificate; the certificate is just the beginning that opens the door for real life learning to start.
Education is officially defined as schooling, teaching, learning, tutoring, instruction, edification and culture. Real education must have all these seven elements to produce a well rounded person who is ready to conquer the world on acquiring this education.
Culture is very important; it is the way of life, the way we do things here, the way we behave here, the way we talk to each other here, the way we work here; basically our work ethics. Without the right culture the work relations and the business suffer.
This is a fact that we do not seem to appreciate as a nation. Instruction; being instructed and taking instruction are things we often take for granted but this has to be taught during the schooling years, can you succeed in any industry if you are unable to take instructions? Tutoring implies an element of training to horn on specific skills needed; all jobs require specific skills to be learned.
Learning implies owning the knowledge you have acquired. Once you are well taught the knowledge becomes yours forever. Edification is all these things bundled together. In our current education system, we emphasise the number of years of schooling and the number of certificates acquired. The result is what we see. Quality and relevance are more important features of any education.
If the education we provide defines the kind of country we desire, then we must define the education that will move us towards being the best destination as pronounced by our national motto or tagline ‘Botswana my pride, your destination’. If we want to build a world class educational system we need to first define what a world class educational system is and what it will do for us.
What are the ingredients of a world class education system? The educator from preschool to tertiary must be well educated, well resourced, well supported, well paid and well motivated. Without these elements forget about world class education. It is the educators that we must entrust to provide this world class education.
An educator at university, at technical/professional school, at a secondary school, at a primary school, at a preschool must be well educated from both a theoretical and practical point of view. They must possess a certificate that shows that they have acquired enough appropriate theoretical knowledge and a certificate of competency that shows that the individual has acquired enough practical skills to be able to impart knowledge to the recipients.
Despite, the fact that we are talking of educators, we must acknowledge that the education of these people is different and must be appropriate to the area of education they provide. For example, a pre school teacher education cannot be the same as that of a university lecturer.
Both the theory and practice are very different. What is mostly missing in our education is the practical side as alluded to earlier. Practical learning most invariably come from existing institutions, not only nationally but internationally if we want to be global competitive.
University lectures train their student for the world of work and they must have practical knowledge about the world of work. They must have worked in industry to have the practical skills to impart to their students. The students must also be exposed to industry as part of their studies. This is crucial for an effective and complete education.
However, a well educated educator/teacher is not enough; the teacher must be well resourced with a decent classroom, relevant teaching aids and books; a library and computer room for research and continuous learning. Teaching under a tree will not produce the results we desire. The students must also be willing and hungry to learn.
They must be consequences that are clearly defined for both the teacher and the student if learning is not happening as required. The student must also be given appropriate roles to play in helping to run the school. The parent must play a significant role in the school to support the teacher, to support the school and to support the child. The school becomes a second home for the child and the teacher becomes the second parent to the child.
In addition, they must be a supportive environment for the teacher and the school. The school management must be visible and approachable to the teacher. They must ensure that all her/his teaching and social requirements are recognised and supported. The school buildings and facilities must be regularly maintained.
The maintenance resources need to be provided and managed by the school to ensure that a clean and conducive learning environment is availed always. Management of schools must be decentralised with the central governing body providing the necessary oversight to ensure compliance with general standards.
The schools must be given autonomy to be innovative and to be creative. More importantly they should be encouraged and a given budgetary provision to compete with other schools nationally, regionally and internationally.
The above will not be enough. A teacher must be well paid with a salary package that is commensurate with our expectation of a globally competitive teacher. There is no reason why our teachers should be paid less than their counterparts in industry or across the border. We must benchmark and find the right package that will keep our teachers motivated to provide the best education for our children. We need to have ‘win – win’ relationships for success in this area.
Having described the educator we need, we need to define the human resources we need to produce? We want teachers, we want technicians, we want artisans, we want accountants, we want business specialists, we want builders, we want road engineers, we want computer specialists, we want water and electricity engineers, we want all the human resources that support our economy; we want people to support our hospitality industries; we want a lot of different specialisations.
Those entrusted with the management of our education must systematically and holistically look at all our human resources needs including sporting, music, and the performing arts and design a well researched and matching educational system.
These are not new concepts. The first world and the developing world have already developed and defined appropriate educational systems. We do not need to reinvent the wheel. We need to be smart like the Chinese, the Singaporeans, the Brazilians, and the Japanese etc. We need to adopt and adapt to survive. We should not waste our resources doings things that have already been done by others.
In closing let me give an example of a failure that I believe was a result of our poor educational system. BEDIA was formed with good intentions of bringing direct foreign investment in our country. If we are honest with ourselves we will acknowledge that we have invested millions of our hard earned money into bottomless pits in our effort to attract this allusive direct foreign investment through BEDIA now BITC. There are a number of reasons why we have not attracted the investment we wished for.
The reasons include among others poor infrastructure, poor governance processes, poor services, inadequately trained human resources. Chief amongst these will be inadequately trained human resources as this will not only impact directly on the business itself, but it will also impact on the other inadequacies that we continue to battle with.
Hyundai Motor Manufacturing Company was established in Botswana in 1992 and folded around 2001. Why? I really do not know but I have a good idea. The official reason you normally get for such failures is never the real reason. Hyundai is a car manufacturing company from South Korea with manufacturing bases outside of South Korea including Brazil, China, the Czech Republic, India, Russia, Turkey and the U.S. amongst others.
There is a US$1.7 billion assembly and manufacturing plant in Alabama in the USA which employs over 3000 people who are responsible for bringing to life all the Hyundai modern car designs to the American market and beyond.
This is a significant investment in one factory. I do not know how much Hyundai had invested in Botswana. However, the reason they left would have been an unattractive business environment punctuated by poor infrastructure, poor services, unfriendly regulations, unkind processes and so forth. We lost a golden opportunity to be an exporter of the Hyundai dream cars. Whether we like it or not, the chief reason for failure would have been poorly trained human resources. This would never have been given as an official reason; you will only hear about it in the corridors and within closed doors.
A car manufacturing factory is a highly specialised industry that requires diverse skills. You will need automobile engineers in the electrical and electronic field, mechanical engineers specialising on car manufacturing, specialised welders and painters, computer specialists, designers, planners, accountants, marketing specialists, human resources practitioners etc.
These specialists must understand the uniqueness and intricacies of the motor industry. Have we trained these people and are they available for us to start or support an automobile industry? No. Are you surprised then that the Hyundai car assembly factory failed?
If a foreign company has to rely on foreign experts in large numbers to start a business, they will be significant cost implications in bringing these experts, social implications, accommodation constraints, inadequate schooling for foreign children, industrial relations issues etc. These companies might be attracted by what they read and hear from the likes of BEDIA, but when they start operating here the reality on the ground is different and paining and many of them if not all will leave. Examples abound.
Therefore my take is that if you want a lasting direct foreign investment in car manufacturing industry you must first invest in appropriate education and training. Establish a car manufacturing academy to train your people in all areas of car design, manufacturing and maintenance. Some of these people will establish their own car manufacturing companies.
Some will find work in other companies, even abroad. When large companies want to invest in Botswana they will find ready made people in the country for their business. The foreign investor will only need to bring their core staff thus significantly increasing chances of success.
This example will apply to any areas you need foreign direct investment in the country. Let us therefore work towards adopting an appropriate educational system that will produce well rounded individuals who will in turn promote best practices, unlock many doors for our prosperity and attract much needed international investment and expertise.
I hope these thoughts and insights are helpful. Let us look forward to a more successful and more positive engagement as the year progresses.
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.
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
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.