One of the very first blog posts I published in 2005 was a repurposing of an op-ed article I wrote for the Courier-Journal about the failure of the Unbridled Spirit “rebranding” of Kentucky. I’ve used that story many many times since then. It’s featured prominently in Brand Zeitgeist. I use it in my marketing keynotes when I speak about branding. Because I’m from the Bluegrass State, it’s one of my favorite ways to talk about misconceptions on brand strategy.
After seven years of lackluster response to Unbridled Spirit, someone decided to do something about it. A group calling themselves Kentucky for Kentucky has taken the task of reimagining the branding of the
They’ve replaced “Unbridled Spirit” with “Kentucky kicks a**” (no asterisks) complete with a YouTube video that’s gone viral and related merchandise.
Their campaign, which is only a few weeks old, has already outpaced the real campaign run by the Kentucky Department of Tourism in Facebook likes, video views, etc. It made a big jump when it picked up national exposure in the USA Today this week.
Many have faulted the state tourism department spokesman for their response, but I can see the point of the tourism bureaucrats trying to distance themselves from this homegrown branding effort because of the vulgarity of it. It plays well with certain demos, but will turn off others which is a death knell for tourism.
While I’ve gone on record against vulgarity, I do like the fact that this campaign does something right. It has emotion. It has personality. Instead of trying to cram a corporate brand message down someone’s throat, it takes the brand equity that is there and translates it into something people want to share and experience. State leaders should take a lesson of how to properly translate a brand message into something people want to share.
(btw. KY does kick a**.)
Another year has come and gone. As I do every year …        … I present what were the biggest hits of 2012 on the blog for you to revisit if you’re a regular or discover if you are a new reader:
- For raw numbers of traffic / visitors, it seems appropriate that AAA Marketing ranked first.
- My recent diatribe on evolving holiday traditions also did well according to the reliable folks at Google Analytics.
- One of my favorite posts from the past year dealt with the one essential rule for planning a great event.
hate strongly dislike JC Penney. They continue to fail further since I wrote that post in June.
- Kotex and social media are like peas and carrots.
- Probably one of the best things I’ve ever written deals with brand leadership. Great brands are built by people.
I’ve been meaning to write a short post about this, but here’s a good a place as any… For the past seven years, I have tried to maintain a laser focus on this blog. I tried to just write about marketing topics with very little tangent material. Frankly, I’ve beat most of the traditional marketing stuff to death and the world doesn’t need more blog posts on how to do social media. In the past few months, there’s been a slight shift in the focus of this blog. That shift will continue and may grow in the future. There will still be the old media, marketing, branding, etc posts, but there will also be some other stuff too.
As always, thanks for reading this stuff, no matter what I output. I truly thank you for being a reader of
the Shotgun Marketing Blog my blog. I hope to continue to provide you with useful and entertaining content in 2013. Don’t miss any of upcoming posts by either subscribing to the RSS feed (through a reader or by email) or following me on Twitter or on Facebook.
Almost two years ago, I wrote a scathing review of the new iPad only newspaper “The Daily”. Today, News Corp announced they’re closing down the Daily.
While I’ll stick with much of my initial critique of why it ultimately failed, there’s a simple distilled reason of its failure. A digital newspaper failed for the same reason that traditional newspapers are failing. It’s not about the platform, whether that be an iPad or newsprint. It’s about the content and the audience (and the revenue model)