Where (in the world) are our best clients?

Forum Contributor Denis Riney (of BrandLogic) has asked this question: 

“I would like to know more about differences in the level of client maturity around the world. For example are UK buyers more design savvy than US buyers? Do Asian clients more highly value identity work? If there are differences, in which countries do clients have a higher propensity to buy our services?” 

Rather than simply posting Riney’s question for general comments, I decided first to find out what other Contributors think. Several among us have worked extensively across borders and cultures, and should have some useful insights to offer.

My own sense, to begin, is that as a rule European leaders are culturally more attuned to design (and visual culture in general) than are most American leaders. My theory is that an aristocratic tradition of patronage of the arts lingers in European executive suites. This provides a more welcoming environment in Europe for designers of corporate identity (corporate livery, if you will.) It is significant that the two Walters who essentially founded “Corporate Identity” as a professional specialization were Europeans by birth and education - Walter Margulies, from eastern Europe by way of France, and Walter Landor (originally Landauer), the son of a German architect. 

America’s leadership culture, in contrast, still reflects our historic flight from, indeed our revolution against, that same European aristocracy. We are nakedly populist. Although today, as a people, we increasingly enjoy and engage in the arts, in leadership circles and boardrooms it is still all too common to hear design disdained as cosmetic, if not effete - and certainly unworthy of serious attention by senior leadership, at least in public. (Over the years, my three best clients did indeed engage very personally in the logo design process - CEOs of NYSE-listed companies, mind you, actually coming unattended to the studio - but I don’t remember any them later taking credit for that.) For this reason, in America perhaps more than in Europe we are best advised to sell identity only incidentally as design - and to sell design as a cost-effective quality-control enhancement. 

Writing from Antwerp, Tom Vanderbauwhede (Lemento) notes differences even among European cultures: 

“The Netherlands is a country where design is more valued than in Belgium. Although we speak the same language, and are only a few kilometers away from each other, there is a big difference. The reasons, in my opinion, are (first) that larger companies (Shell, Philips…) have had headquarters in the Netherlands since early in the 20th century. In past years this helped to inject money in the sector. 

“The government can help or hurt too. While public tenders in Belgium only have one major criterion, price, in the Netherlands, quality is the more important factor. 

“Finally, there is real difference in respect for the designers’ skills. In Belgium, only few people really are willing to pay for design. If somebody wants a logo, the just ask a printer.” 

Sounds depressing, Tom. In the U.S. we’re at least a little better. Our first-tier default logo source is the incumbent ad agency or annual report designer, rather than the printer. 

Writing from Dubai, Dan Dimmock (Fitch), sees a real cultural proclivity for the visual components of identity, but too little as yet for the strategy side: 

“The United Arab Emirates certainly isn’t adverse to good identity design, that’s for sure. 

“However, it is clear to see that many Middle Eastern organisations value more the visual and physical expression of identity, than strategy - thus, in my opinion, missing an obvious and immediate need to help define their positioning, purpose, mission, culture, personality and values. Typically, even before the present downturn, brand strategy and positioning is too often seen to be expendable. 

“Design is respected, I think, because art, design, calligraphy and craft are inherent within the culture of the Emirates. And I believe the country’s, indeed the wider region’s enthusiasm towards the sourcing of expert (and Western) identity design practice can be attributed to these cultural traits. 

“Other historical, political and commercial influences contributed, as well. First, the British protection of the Emirates (before 1971, the Trucial States) led to familiarity with the presence of many Western institutional brands - later reinforced by the discovery of oil, and the likes of BP and Gazprom entering the region. After the formation of the United Arab Emirates, 39 years ago, global corporations wishing to operate in the country had to do so in partnership with a local sponsor - an established business, individual or family. (I am sure a similar requirement applied in other neighbouring countries within the wider Gulf Cooperation Council region.) As a result, regional sponsors have not only benefited from the associated brand value of their new partners, and learned to appreciate commercial value of a good identity - as well as the need for expertise to effectively manage its implementation and roll-out. 

“As a result, in the last decade, many international practitioners and consultancies (our colleagues, if you will) have taken advantage of this welcoming marketplace, extending their reach into MENA (the Middle East and North Africa) via such places as Dubai or Abu Dhabi. Together with Arab business leaders and their managers, we have helped to create and implement a number of incredibly successful visual brand identity systems for institutions like Al Jazeera, Emirates Airlines, Etisalat, Jumeirah and Zain. And with economic recovery, increased competition and advancing information technology, I believe the region’s demand for full-service identity consultancy can only increase.”

It is reasonable, too, to see better markets for identity work in any more rapidly developing free-market economy, whether fueled by oil wealth or by political change. If you seek a professional community supercharged with joy in branding, visit our colleagues in Romania. The world’s best (indeed, the only) corporate identity journal is the magazine Identity, published in Moscow (by Forum contributor Andrew Pourtov). 

Another view, from my New York neighbor Scott Lerman (Lucid Brands), is that while there may be indeed national cultural differences, there is also an increasingly global management culture, commonly trained and mobile:  

“In the corporate branding arena, the United States, Japan, the UK, France and Germany tend to be more sophisticated, simply because they are the homes for the majority of the world’s largest multi-national companies. But other markets are fast building their own expertise through cross-pollination–so geographic markets don’t necessarily determine client sophistication. I’ve worked with brand/identity executives in all corners of the world that are extremely well educated and have experience and training from world-class corporations. It’s not unusual to work with a Stamford grad in China, or an ex-Citibanker who is leading brand development at a Latin American bank. 

“National cultures, however, have a profound effect on affinity (or bias) toward certain approaches to branding. I’ve found, for example, that UK-based branders are very suspicious of research and analytically-based design processes, while US-based brand consultants have long been inclined to develop measures and models that can inform and gauge design success. In trying to foster cross-culture teams, we’ve often had to reconcile notions like ‘American CEO’s lack the insight and courage to push design/brand boundaries’ or ‘Europeans are driven by emotion and aesthetics.’ The truth, of course, is that insight and science can be a powerful combination. Rather than dismiss cultural leanings, it is far better to harness and balance them with new, even ‘foreign’ ideas. 

“It is also true that emerging markets are different than mature markets in their need for and response to branding and identity approaches. Many global markets are yet in their early stages and can benefit from simple, ‘vintage’ brand strategies - including building iconic, well crafted corporate identities.” 

I have asked Roger van den Bergh (Onoma, New York) to add his unique perspective, as a Netherlands-trained New Yorker who routinely serves clients on both continents. Are there meaningful identity market differences, Roger? 

“The short answer is no. The reality is somewhat more intriguing and therefore requires an explanation:

Memorable identity programs are the result of close collaboration by the Client and Designer who both have intensely worked to translate a Plan (strategy) into the Appearance (end result). Whether this happens in Europe, the Pacific Rim or the Americas is irrelevant, as these three subjects are interchangeable in today’s environment of world trade and modern technology. 

“Where there is a will (Client + Plan), there is a way (Appearance)

“Client + Plan
Last week something extremely interesting was announced in the trade press: In less than 25 years, AT&T had transformed from a land line telephone utility to a totally different provider whereby 70% of her revenues is now generated by mobile voice and data communications. This total change of company and her customer base had obviously caused a huge gap between reality and the actual current perception. It would call for a substantial brand identity adjustment, requiring unorthodox shock treatment. 

“Appearance
AT&T therefore went back to Interbrand, the original creator of the 3d AT&T globe and commissioned them to distill a less “corporate” version from the brand identifier, resulting in a (revolutionary) application by rendering it in different colors and textures. This approach is not new (please review: http://www.identityworks.com/forum/logo-design/aol-and-dynamic-branding-when-is-it-a-good-idea/), but the potential positive implications will be enormous. It also illustrates a major shift in conventional brand identity appearance in the US towards more exciting and compelling programs. As always, strictly disciplined and consistent implementation will be imperative to ensure success. 

“Appearance, in the public sector
Traveling on the underground, say from Central London to Heathrow, is a much more civilized experience than a subway ride connecting Kennedy Airport’s Howard Beach station with Manhattan, even using the brand new cars on the A-train. Why? Because Frank Pick, in the 1930s head of the newly merged London Transport, had the foresight to hire designers such as Harry Beck (tube map) and Charles Holden (architect of stations), to mention only part of the team, to lay the groundwork for a total design approach for London Transport, from comfortable (upholstered) train seats through route maps (used today at the world’s other subway systems as well) and clear, fool-proof directional underground signage systems. Today, the original look-and-feel of the 1930s identity elements is still being used in a modern version of two main expansions of London Transport: the new Jubilee Line and the DLR (Dockland Light Rail) system.  

“The totally different experience by the public of mass transit systems at both sides of the Atlantic is directly related to the different visions of American and European transit management. The latter is more focused on a long term strategy, with subsequently more funds to finance infrastructure projects. It is also much easier to outlay transit capital in Europe as this is drawn from a much larger revenue source: after all, Europeans pay an average of 32% more in taxes (of GDP per country) than Americans do. The good news is that the Obama Administration is planning to change that, using some of the TARP budget for transit infrastructure. 

“Informed clients
Clients inform themselves more and more by reading weekly columns such as “On the fast track” (by Tyler Brûlé in the FT) or Technology Quarterly (in the Economist). Many international clients are member of DMI (Design Management Institute), or attend corporate image symposia organized by the Conference Board and participate in design entries at Rebrand 100 or Red Dot Awards; almost all of them read Tony Spaeth’s “Identityworks” site; the more knowledgeable the client, the better the end result of the design process! 

“Designers from everywhere
US, Japanese or European creative types work all over the world; there are many European designers working in the Pacific Rim and the US, American designers work overseas or have there clients overseas. Nowadays (as oppose to 20-30 years ago) it is quite common to have an international design team at any identity firm.  

“Vision and willingness to take risks
When Wally Olins’ team at Saffron can produce memorable, high quality design for brand appearance, every genuinely talented designer, no matter where in the world, can do the same. There is one condition: It will require vision, foresight, knowledge and guts of a client to hire firms like Saffron to achieve that.” 

The consensus of Forum Contributors, so far: Yes, there are regional and even country-to-country identity-market differences, perhaps more driven by differences in economic development (and therefore identity need) than by differences in leadership culture. But more and more, any such differences are effectively leveled by globalizing influences - worldwide firms, mobile managers, international media, conferences, and competitions (like Moscow’s HiBrand), and obviously the Internet.