Freedom from the corporeal

No Logo by Naomi Klein

Overnight, "Brands, not products!" became the rallying cry for a marketing renaissance led by a new breed of companies that saw themselves as "meaning brokers" instead of product producers. What was changing was the idea of what - in both advertising and branding - was being sold. The old paradigm had it that all marketing was selling a product. In the new model, however, the product always takes a back seat to the real product, the brand, and the selling of the brand acquired an extra component that can only be described as spiritual.

Advertising is about hawking product. Branding, in its truest and most advanced incarnations, is about corporate transcendence. It may sound flaky, but that's precisely the point. On Marlboro Friday, a line was drawn in the sand between the lowly price slashers and the high-concept brand builders. The brand builders conquered and a new consensus was born: the products that will flourish in the future will be the ones presented not as "commodities" but as concepts: the brand as experience, as lifestyle.

Ever since, a select group of corporations has been attempting to free itself from the corporeal world of commodities, manufacturing and products to exist on another plane. Anyone can manufacture a product, they reason (and as the success of private-label brands during the recession proved, anyone did). Such menial tasks, therefore, can and should be farmed out to contractors and subcontractors whose only concern is filling the order on time and under budget (ideally in the Third World, where labor is dirt cheap, laws are lax and tax breaks come by the bushel). Headquarters, meanwhile, is free to focus on the real business at hand - creating a corporate mythology powerful enough to infuse meaning into these raw objects just by signing its name.

As Nike CEO Phil Knight explains, "For years we thought of ourselves as a production-oriented company, meaning we put all our emphasis on designing and manufacturing the product. But now we understand that the most important thing we do is market the product. We've come around to saying that Nike is a marketing-oriented company, and the product is our most important marketing tool." This project has since been taken to an even more advanced level with the emergence of on-line corporate giants such as Amazon.com. It is on-line that the purest brands are being built: liberated from the real-world burdens of stores and product manufacturing, these brands are free to soar, less as the disseminators of goods or services than as collective hallucinations.

Tom Peters, who has long coddled the inner flake in many a hard-nosed CEO, latched on to the branding craze as the secret to financial success, separating the transcendental logos and the earthbound products into two distinct categories of companies. In this high-stakes new context, the cutting-edge ad agencies no longer sold companies on individual campaigns but on their ability to act as "brand stewards": identifying, articulating and protecting the corporate soul.

The famous late graphic designer Tibor Kalman summed up the shifting role of the brand this way: "The original notion of the brand was quality, but now brand is a stylistic badge of courage." The idea of selling the courageous message of a brand, as opposed to a product, intoxicated these CEOs, providing as it did an opportunity for seemingly limitless expansion. After all, if a brand was not a product, it could be anything! Never again would the corporate world stoop to praying at the altar of the commodity market. From now on they would worship only graven media images. Or to quote Tom Peters, the brand man himself: "Brand! Brand!! Brand!!! That's the message . . . for the late '90s and beyond."