The new Botswana Brand: Are we on course?
| Wednesday August 6, 2008 00:00
A number of newspaper articles printed on the weekly Sunday Standard present sceptical appraisals of the brand; the national television broadcaster, Btv, also aired interviews with seemingly disaffected Gaborone residents echoing sentiments identical to those expressed by a specially elected MP who pronounced 'the brand is uninspiring'. To be fair, the brand is with its legion of supporters, among them BEDIA, the brand's official champions; it has not been easy to find others who speak as passionately about the brand though. It appears the brand project, like several national projects of its nature, is treated sensitively, either to avoid irritating authorities or to avoid unnecessary spats. In the meantime, it is clear crystal clear, that the new brand has not elicited or generated the magnitude of public goodwill and excitement it should have, as a brand should, to incur the desired success.
That Botswana is 'tranquil' is gospel, a narrative told as much by the serene and elegant countryside as by a long history of responsible democratic and political practice. Juxtaposed with 'opportunity', the word combination creates the impression, possibly, of a decent economy within a well-governed state, free of major political flashpoints. The brand suggests that this is perhaps just the place for many families living anywhere north of the Chobe (river) or deep into the rest of Africa. It could be a place too, for a recently retired western family or, sometimes, a place for adventurous professionals out of the western world. The attractive power of the implied brand positioning, may just end there. If this constitutes the core of Botswana's aspirations or the core intentions of the brand: fine.
High-tech investors based in 'Sillicon Valley' and in Texas, proprietary manufacturers in Europe or Asia and mass market service providers in New York will find the opportunity and tranquility they need in Dubai, Qatar, Behrain, India, Taiwan and Singapore for their expansion, cost-saving and geo-positioning needs. If they have to be in Africa, then the promise of 'possibility' in South Africa is often more alluring. To be sure, Africa without a compelling promise of minerals, fertile soils, exotic animals, oil, large retail markets (other than opportunity/democracy in general) is an especially difficult selling proposition. This is not to suggest that opportunity and tranquility are not a bonus if a country has some; but then, this is just the matter, that Botswana could be over-depending on what should be, really, a bonus (not a core selling point).
Neither is the image of Botswana as is envisaged by the new brand compelling to the Asian, European or North American tourist. This is a tourist who finds amusement in exotic and authentic scenery, pleasurable lifestyle and a different experience. It has come to light, that Ethopia's '13 months of sunshine' has aroused immense interest among western and eastern tourists alike. While by no means exceptional, Zambia's 'Experience the real Africa' and Tanzania's 'Authentic Africa' are stirring some interest too.
Another striking characteristic of the tranquility/opportunity brand concept is its indifference to the need to distinguish Botswana from its neighbours - South Africa, Namibia, Zambia and Lesotho all of whom are tranquil and are with opportunity. The new brand, it appears, squanders an opening to present Botswana as a truly unique, authentic, one in a million experience.
Jamaica's simple 'One Love' strikes an unmistakable chord with many, especially reggae-lovers, around the world. Latvia's 'Land that sings' is immensely popular, and keeps many Americans, Asians and Europeans glued to the internet, thirsting to know more about Latvia. Only recently, Alaska replaced the old 'Beyond your dreams, within your reach' to 'AlaskaB4UDIE'.
News out of North America is that a whole generation is now making a vow to visit Alaska at some stage of their lives, soon. Not every country has succeeded at the brand experiment, though. Neither is it true that there is a scientific way of discerning an ideal brand. Brands can be anything, take, for instance, Indias's 'Incredible India', Phillipine's 'Wow Philipines', Nicaragua's 'A country with heart', Vietnam's 'Hidden Charm', Maldives' 'Sunny Side of Life', Macedonia's 'Cradle of Culture' and Kenya's 'Magical Kenya'.
A brand position can also come out of a rich history or an immensely strong reality or reputation. 'The American Dream' is an evocative American 'gospel', exalted by a string of American heroes over the last 200 years. It is this 'American dream', along with America's relative economic success and immigrant culture that conceived the statement that America is 'A land of Opportunity'. It is a brand statement that is generally accepted around the world even if it is not necessarily an official brand. In the same spirit, South Africa's unique history and economic pedestal in the context of Africa make 'It is possible' a natural brand that evokes much nostalgia, sympathy and thrill, within and outside South Africa. It is a brand that is also distinct and one that South Africa can deliver on, to its sympathisers.
In general, overall measures of brand strength consider three attributes: whether the brand is authentic, refreshing, memorable or striking; if the brand brings out distinguishing or differentiating features about the country and; the extent to which the brand aligns to a country's aspirations or is reflective of the country's capacity to live up to the brand's promise. A high impact brand yields enthusiasm and results with relatively little effort (and phenomenal enthusiasm and results with greater effort). Put differently, a lackluster brand may work in the end, but at excessive effort and monetary resource expense.
A high impact brand does not mean the words alone of the tagline are adequate to communicate all the country wishes to say about itself. On the contrary, a high impact brand simply generates interest that translates into curiosity, follow-up and subsequent action on the part of target markets. However, each country defines for itself its aspirations and strategy for achieving those aspirations. A well-known strategy, for instance, is that of Singapore in the 1960s and 1970s when its leader, Lee Yew, pronounced a desire to leapfrog fellow-neighbours by focusing only on high-end, high-tech manufacturing; necessarily this entailed selecting specific manufacturers, particularly in the United States. The United Arab Emirates, until recently, has aggressively pursued financial services, tourism, retail and transportation services as anchors of a strategic thrust. Consequently, both countries, over the years, have branded themselves with a strong sense of purpose.
Although Botswana is clear and confident about its aspirations, enshrined in Vision 2016, the debate on certain aspects of strategy remain open. Sure, some strategic components are there for all to see: a stoic commitment to macroeconomic and monetary balance and stability, a preference for high-end tourism (echo-tourism), diversified mineral mining development (up and down stream) and a keen inclination towards financial services sector development.
The Information technology hub and education excellence hub are also increasingly taking the role of important levers for pursuing the information technology sector and supporting the desired national economic impetus in general. Still, Botswana often appears reluctant to boldly identify sectoral priorities with the same clarity and sense of purpose it has made pronouncements on the vision or macroeconomic management goalposts. These strategic components are as important in informing the national brand as are other considerations.
Are Batswana thrilled about the new brand positioning? Do they unconsciously use the brand in their personal relations when they are abroad? Does the brand lure the desired investors and the preferred tourists from abroad? These are the questions best left to the readers and the people of Botswana. Finding the right answers should not require a conference of physics professors.
How does Botswana enhance focus, or brand appeal, without compromising on what is true or on the capacity to deliver on the promise? The answer lies somewhere in the Okavango, in the minerals, in the people and in the special sector 'hubs' within which Botswana aspires to carve excellence. Why? It is in these things that Botswana can be uniquely positioned; scintillating, refreshing and inspiring words can come out of these and, in these, Botswana is able to live up to the promise. The sharpening, crystallisation and consensus finding for the truly overwhelming Botswana brand is something best left to a determined Government, an innovative BEDIA and a patriotic citizenry.
Ndaba Gaolathe
GABORONE