Toyota has spent decades, not to mention billions of dollars, spreading the message that their vehicles are superior – in safety, style and value. The recent PR debacle facing the automaker goes to show the vulnerability of a brand. Years of maintaining a solid reputation can be shattered in less than 24 hours.

Consumer confidence in Toyota is definitely at a pivotal point. First, the floor mats. Next the sticky accelerators – linked to 19 deaths. Then, with the promise of a “fix” on the horizon, Toyota announced last week that there is a problem with the Prius’s brake system. Where does it end?

Some think that the Toyota brand is done – that they should throw in the towel and start anew. After the contamination issue in 1982, Johnson & Johnson had to repair the Tylenol brand, but no need to scrap it all together. Neither did Firestone or Exxon after their respective catastrophes. Toyota’s major problem, aside from the obvious engineering flaw, in my opinion is the mixed messages being disseminated, further fueling consumer anxiety. Drive. . .Don’t drive. . .It’s electrical. . .It’s mechanical. . .We know. . . We don’t know. . . Get your message straight! This lack of clarity is just further aggravating an already fragile situation.

To a certain extent, loyal patrons are forgiving and would be willing to trust Toyota again. But when is enough, finally enough? As a Camry driver myself, I am waiting (and waiting. . .and waiting) to see if the company can pull a U-turn and boost my confidence or if the crisis will continue to go down hill.

If you were in the driver’s seat of Toyota’s messaging during this fiasco, would you have done anything differently?

Photo credit: Robert Vinet

The Wall Street Journal recently launched a multimedia branding campaign titled “Live in the Know.” The campaign stresses the value of the in-depth research that the paper brings that goes beyond chatter and sound bites. In a time where major newspapers are fighting to keep their readership, I thought the campaign was an interesting approach.

How do you define successful social media? I’m not so sure that there’s a simple definition that we’re all ready to accept quite yet. The medium is in its relative infancy — so best practices, rules and success are still a little murky.

But, there’s good news. Some companies are taking the bull by the horn — not only engaging, but generating viable results: improving customer service, increasing web traffic, strengthening product development or generating new business. I’ve noticed a flurry of case studies in the last few days from companies big and small touting social media successes. So, while there may not be a standard definition for Web 2.0 success, it’s generating positive outcomes nonetheless. These examples will help you see the potential:

• Fortune 500 series: FedEx delivers success through social media.
• Starbucks social media monitoring and community help it survive a brand attack.
• 6 Social Media Case Studies, courtesy of HubSpot, illustrates how communities can drive product innovation, improve marketing and sales, pique the media’s attention and attract customers.

At some point in everyone’s career, you reach a point where you feel like you’ve really accomplished something. Maybe when you’re a young PR pro getting your first national clip … or a seasoned veteran who finally — after years of lobbying — convinces management that the communication team deserves a seat at the decision-making table.

Whatever it is, there’s that moment when something clicks and you realize that your hard work is actually paying off. Well, what is that “moment” in social media?

Yesterday, I had the opportunity to participate in a “tweet chat” about social media, moderated by Jason Falls. One of the questions he asked really got me thinking: How do you know when you are “in-network?” Meaning, if you’re a brand, how do you know when you’re really accepted and welcomed into a social network?

My two cents from yesterday’s conversation:

What do you think? If you’re helping a brand engage in social media, what does it mean to be “in network” and how do you know when you’ve gotten there?

At Blogwell, a social media conference taking place today, Scott Cook (founder of Intuit), offered an interesting definition for a brand.  He said:

“A brand is no longer what we tell the consumer it is; it is what the consumers tell each other it is.”

Here’s the thing: Has defining a brand ever been as simple as what a company says?

At Costa DeVault, we’ve been in the “branding business” for more than two decades. But, we’re constantly reminding our clients that a brand isn’t a logo … or a tagline … or a piece of collateral. Those are tools that convey your brand.

A brand is the perception formed by your audiences about your company and/or product. That definition remains as true today as it was 20 years ago. Social media doesn’t change the definition. But, social media does offer a new set of tools that companies can leverage to help influence public perception. Companies that embrace social media can engage stakeholders and shape their perceptions.

No matter how many new tools are introduced to the marketplace, it’s important to remember that old adage, “The more things change, the more they stay the same.” A brand is still a brand — defined by public perception, not corporate speak.

With an estimated $20 billion in spending power, children have long been a desirable target for marketers. But, today’s kids and adolescents are wielding even more influence – and not just with the power of the purse. Youngsters have mastered the art of parental lobbying.

Just look at the recent New York Times article – crystallizing this young generation’s ability to shape their parents’ decisions. In family after family, children played the role of “eco-police,” ultimately convincing their parents to purchase more fuel-efficient cars, compact fluorescent light bulbs and even solar panels.

The greening of America is not a passing trend. In fact, protecting the environment is mission-critical for today’s kids. And, parents are responding to their message. According to a recent study, 92% of adults have a more positive view of a company that supports a cause they care about, and 87% said they are likely to switch from one brand to another if the other brand is associated with a good cause. For a large percentage of households, environmental issues top the list of causes to care about.

So, now what? Companies need to take a two-pronged approach. First, they must identify strategies to become more green (if they haven’t already). Second, they need to communicate their eco-friendliness in a manner that will pique the attention of young people. Incorporate words and graphics that “speak” to kids and teens and use modes of communication that reach young people.

The bottom line: Children are driving purchasing decisions … and they’re insisting that their parents go green. How does your company adapt to this market shift?