The death of a brand
Karol Wojtyla stood out as a dedicated guardian of the mother of all brands. Over the course of a quarter-century of his work, however, the brand manager himself became a megabrand.
Column Karol Wojtyla was hired as the supreme guardian of the mother of all brands. In the quarter of a century of his work, however, the brand manager himself became a mega-brand: he made brilliant use of them, reproachfully noted the media, for whom he made headlines and thus sales for over two decades. And he had divided the church and left it a difficult legacy. It is questionable whether the half-empty churches in Europe are due to the Pope's policies or whether they are more a result of our affluent society. In any case, the critical comments contrast rather sharply with the fact that more than three million people made a pilgrimage to Rome within seven days to pay their last respects to John Paul II. Was this demonstration of affection and respect really just the product of ingenious public relations? Of course, Karol Wojtyla was a gifted, charismatic communicator. And it is a nice paradox that this pope from communist Poland, of all people, pursued a more modern marketing strategy for years than many companies in the Western private sector. The Vatican used the internet as a communication platform early on, and the Pope himself sang on CDs to reach young target groups. However, this alone does not explain his lasting impact. Because if the brand essence is not right, even the cleverest marketing program is useless. But the Pope's brand identity was right. His critics accused him of offending many believers with his conservative stance. However, with his clear message, he was also able to convince many people and rally them behind him.
A more moderate approach would hardly have been so successful. Every major brand is characterized by a clear profile. This inevitably means that some people love it and others reject it. There is no brand in the world that appeals to everyone. Neither Coca-Cola nor McDonald's would have become leaders if their products were not polarizing. In the consumer society, polarization is part of (good) business. It makes the headlines, and the headlines make for buyers or - as in the case of the Pope - for followers.
Completely unbiased: do people in Switzerland talk more about the profile-less Joseph Deiss or the edgy Christoph Blocher? And just as soberly asked: Would the media really have given Pope John Paul II the same attention and thus the same platform if he had chosen a more conformist middle course on celibacy and abortion? Of course not! An uncontroversial pope would have been ignored by the media and consumers (believers) alike. However, John Paul II did not set his course on the basis of such considerations. Neither market research nor strategic positioning analyses led him to his messages. He was guided solely by his own convictions.
Whether he was reading the riot act to the communists in Warsaw or the Sandinistas in Nicaragua; whether he was doing the wave with tens of thousands of young people or kissing a baby: Wojtyla always remained authentic. The masses instinctively sensed that the man in front believed in what he was telling them.
John Paul II thus embodied the three most important criteria for the success of a brand: he had a profile, was authentic and had excellent communication skills. This trinity of brand management was so pronounced in the late Pope that the former brand manager of the Catholic Church became a brand himself over the course of a quarter of a century.
The cardinals who are now choosing Wojtyla's successor therefore have no easy choice. The fisherman's shoes have become a lot bigger in the last 26 years. And the competitive environment in which the new pope will have to assert himself is a lot tougher.
> Sacha Wigdorovits is a former journalist and head of the Zurich communications agency Contract Media.
A more moderate approach would hardly have been so successful. Every major brand is characterized by a clear profile. This inevitably means that some people love it and others reject it. There is no brand in the world that appeals to everyone. Neither Coca-Cola nor McDonald's would have become leaders if their products were not polarizing. In the consumer society, polarization is part of (good) business. It makes the headlines, and the headlines make for buyers or - as in the case of the Pope - for followers.
Completely unbiased: do people in Switzerland talk more about the profile-less Joseph Deiss or the edgy Christoph Blocher? And just as soberly asked: Would the media really have given Pope John Paul II the same attention and thus the same platform if he had chosen a more conformist middle course on celibacy and abortion? Of course not! An uncontroversial pope would have been ignored by the media and consumers (believers) alike. However, John Paul II did not set his course on the basis of such considerations. Neither market research nor strategic positioning analyses led him to his messages. He was guided solely by his own convictions.
Whether he was reading the riot act to the communists in Warsaw or the Sandinistas in Nicaragua; whether he was doing the wave with tens of thousands of young people or kissing a baby: Wojtyla always remained authentic. The masses instinctively sensed that the man in front believed in what he was telling them.
John Paul II thus embodied the three most important criteria for the success of a brand: he had a profile, was authentic and had excellent communication skills. This trinity of brand management was so pronounced in the late Pope that the former brand manager of the Catholic Church became a brand himself over the course of a quarter of a century.
The cardinals who are now choosing Wojtyla's successor therefore have no easy choice. The fisherman's shoes have become a lot bigger in the last 26 years. And the competitive environment in which the new pope will have to assert himself is a lot tougher.
> Sacha Wigdorovits is a former journalist and head of the Zurich communications agency Contract Media.
