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Somewhere along the
way to becoming a lawyer (or whatever it is we are), most of us develop a
work-voice and use it for nearly everything we writeno matter how
inappropriate the work-voice is to the audience and purpose of the
document.
I think the reason
many of us (lawyers in particular) so habitually use our work-voice is because
we want to sound professional. Fair enough too. But if we look up and think
about "professional" writing, we don't really see anything. So it's difficult
to see how to write professionally. Then I think what happens is we decide that
in order to write professionally, we'll write in a way that is "formal" and
"traditional"in the hope that that will equal "professional". But
"formal" plus "traditional" doesn't equal "professional". It equals pompous and
out of date. We can write a letter that's warm, human, clear, and friendly and
still be completely professional.
Having thought
about voice, let's think about brand.
8.2
Brand
Today, in these
communication saturated times, an organization's reputation is expressed
through a clearly defined brand. The brand represents the essence of an
organization: everything it stands for, and everything that differentiates it
from its competitors. To quote the global management consultants McKinsey &
Company:
A name becomes a
brand, when consumers associate it with a set of tangible, or intangible,
benefits that they obtain from that product or service. To build brand equity,
a company needs to do two things: first, distinguish its product from others in
the market; second, align what it says about its brand in advertising and
marketing with what it actually delivers.36
Perhaps the best
way to understand the concept of brand is to imagine me offering you a sports
car and asking you to choose from 3 leading models each from a different
manufacturer. The vehicles are labelled Model A, Model B, and Model C. The
trouble is you have to choose your car on the basis of the anonymous
manufacturers' vehicle specifications and performance criteria (no photographs
of the car either).
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36
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McKinsey
& Company Journal, 1997. As quoted by THOMAS FRIEDMAN in THE LEXUS AND
THE OLIVE TREE, HarperCollins 1999, p189. |
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