Kim Rozdeba
speaker
62 appearances
2 recordings
1 series
first heard Aug 2024
last heard Aug 2024
Kim Rozdeba’s voice in public audio — every appearance, attributed to the second.
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Appearances
I mean, think of your personal situation. If somebody doesn't deliver on a promise, Your trust level changes. Now, there's situations, you know, that you'll give them the benefit of the doubt. And you'll do the same with a brand. If a brand falls down, and they do all the time, you know, systems fall down, things don't work. Employees have a bad day. You know, you have a bad experience.
The question is, how do they fix it? That becomes the important element to all of it. That's where the accountability comes into because everyone has to be accountable and delivering. And if you don't, somebody has to fix it and acknowledge that. And people are willing to give the benefit of the doubt if a brand doesn't deliver. But if it doesn't deliver over time consistently...
then they have to reevaluate. I mean, banks, banks is a really interesting one because how many times do you change a bank? I've got two banks I deal with. One, my parents actually started and I had an account with it when I was a kid. And the other one I started from university because they were on the campus.
I've gone to others, come and gone, didn't treat me as well as I thought, but it has to be really something really big to make that change.
St. Regis Hotel, high luxury hotel, beautiful hotel. They empower their employees who are accountable for that service delivery, every one of them. If there's a problem, they have, I believe it's about $2,000 at their discretion to solve a customer's issue. They don't have to go anywhere. They don't have to get approval. Every employee in that company can solve up to $2,000 a customer's problem.
So I got to start with the first, there's 20 entrepreneurial women in this book called Branding Queens. And they all, how we came up with the name was each one of them was referred somewhere in the media of Queen of Something. So it was kind of an obvious, it was like aha moment for me. I had several other titles before that, but it started repeating itself. I'm going, this is it.
This is what the book should be called. But The first woman that I actually, this started the whole idea, was the champagne Veuve Clicquot. Very familiar. Huge fan. So if you translate Veuve, it's widow in English. I didn't know that either. And I go, why would you put widow on a champagne bottle? I didn't know that it was actually a woman behind the champagne house.
So it got me intrigued to go, okay, there's a woman behind this product. She started in 1810. Napoleon was raging in wars around France. Women were basically second-class citizens. How did this happen? So that was my journey. That was the start. And then I go, and why did she put widow? Well, you have to read the book to find out.
So then I started saying, well, is there other women out there that I'm not aware of? There's quite a few that I am, and they're actually in the book. But are there others that I'm not aware? And I started digging. And the hard part was, as you go back in time, I mean, brands are a relatively new concept. They really came into their place back in the 1970s.
20s, 30s, boomers, all the different brands that came up during the boom. 1940, there was a lot of brands that started. Prior to that, everything was just sort of a commodity. There was no printing presses and stuff. There was no way to communicate personal attachments to these things or where it came from. And that's kind of the intent, right? Is people want to know where this... Is it safe?
Is this a reputable organization? Am I going to die if I eat this? These are important things to know. But there were. There were women out there. Bissell, the vacuum cleaner. In a lot of cases, they started with their husband. They were joint in the business because they intimately knew the business. Their husbands passed away fairly young, particularly in today's world.
Did they have to continue with the company? In a lot of cases, they didn't. A lot of cases they had like four or five kids, but they wanted to, and they saw the vision of what this brand was, and they actually built the brand. So I took situations here where they actually took whatever they had when they started, and then did they actually grow it? And did they actually make an iconic brand?
And did they have enough evidence attached to it that they actually did get involved in building the brand themselves? So they just weren't an icon associated with the brand. And I found 20 women. The youngest is Sarah Blakely Spanx. Just recently stepped down as the CEO of her organization. I think she's got three kids, three or four kids. But these are fascinating stories.
They're fascinating stories because in many of these cases, they had no experience of building a brand. They had no experience of building a product. And when you think of building a product, I'll go to Elizabeth Arden. She's a Canadian. She was born in Canada. And she moved to New York City and she started working, a cosmetician, doing a lot of facials and stuff.
And she came up with a product, a cream. She called it a jar of hope. So she already understood the why, what she was doing. And the why usually doesn't come right when you start. Apple didn't understand what they were doing at the beginning. It took them a while to figure out their why. And most products and most brands, this is the case.
You don't really start with something big, colossal, you're going to change the world. You're just trying to make a product that's better than any other product and it's affordable and you can actually put it at a distribution center and you can put a retail plan, you could get employees, all of these things.
So the interesting aspect to all of this is all these women had to learn and they were ferocious in their ability to learn different things because they came with just their passion. If anything, most of them came with is they knew that there was a problem and they were the customer in a lot of cases.
I mean, don't be hard on yourself that you have to be a brand as a person. You know, I took the challenge and said, I'm going to build a brand. It's a lot of work to build a personal brand. And I don't know if all of us need to be a personal brand. Sometimes I think this is a social media platform wanting all of us to build content, right? It's to keep all the social platforms full.
And again, as I said, be yourself. Do you need to present a, particularly on LinkedIn, a professional brand? viewpoint of yourself? Yes. But that shouldn't stop you from having your cooking Instagram, your TikTok.
I know quite a few people have TikToks for hobbies and to have all these different things and not feel that you are deviating from your purpose or your goal because that puts you in a box. That consistency puts you in a box because that's what a brand is. It's going to be consistent all the time. It's going to always act this way. And human beings, we can change, right?
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