May 19, 2020

How Tim Hortons continues to successfully build customer trust

Tim Hortons
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2 min
How Tim Hortons continues to successfully build customer trust

Tim Hortons has been mentioned a lot lately—for good reason, too! Whether the company is making waves with a new commercial or introducing a new product, the fast food chain is doing something right. Most recently, Tim Hortons topped the list of the most-trusted brands in Canada.

RELATED TOPIC: Can other restaurants learn from Tim Hortons’ recent marketing technique?

As the company continues to build customer trust and find success, it’s important for other businesses to take a look at Tim Hortons’ strategy and see what methods can be learned and possibly followed. After all, rankings depended on various factors that included quality, innovation, value, leadership and social responsibility—shouldn’t all companies (no matter how small or big) strive for greatness in these areas?

RELATED TOPIC: Top 10 franchises born and raised in Canada

Originally reported by the Globe and Mail, the Peter B. Gustavson School of Business at the University of Victoria conducted the test. A sample of 3,125 Canadian consumers ranked a total of 249 brands in 22 various industries. As a recent survey by global PR firm Edelman discovered that Canadians are losing trust in a range of institutions and companies, the test was conducted by the business school to learn which businesses were doing and right and which ones desperately needed to step up their game.

“That’s a key part of what we were looking at,” Dr. Klein said. “Why overall trust is going down, why some brands are performing poorly but others are doing well. The idea is to focus on the ones doing well to understand why.”

RELATED TOPIC: Will McDonald’s new menu items last?  

Once the test was officially completed, it was found that consumers trust on two different levels: functional and emotional. Functional trust comes from metrics that include quality, reliability and consistency. However, emotional trust comes from what the brand is specifically doing and how that resonates with customers.

Therefore, it would appear that Tim Hortons has these two areas locked down. The company consistently offers quality products to its customers, all the while earning the client’s emotional trust by paying particular attention to what its brand represents.

Tim Hortons also most likely received bonus points due to the fact that Canadians seems to have a strong preference for local names.

For the latest news in the food industry, visit our sister brand Food Drink & Franchise

RECENT TOPIC: Some Canadian companies are nailing content marketing  

[SOURCE: The Globe and Mail]

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Jun 13, 2021

Marketing matters: from IBM to Kyndryl

Kate Birch
5 min
Former CMO for IBM Americas Maria Bartolome Winans was recently named CMO for Kyndryl. Maria talks about her new role and her leadership style

Former Chief Marketing Officer for IBM Americas, and an IBM veteran of more than 25 years, Maria Bartolome Winans was recently named CMO for Kyndryl.

Prior to joining Kyndryl as Chief Marketing Officer, Maria had a 25-year career at IBM, most recently as the tech giant’s CMO where she oversaw all marketing professionals and activities across North America, Canada and Latin America. She has held senior global marketing positions in a variety of disciplines and business units across IBM, most notably strategic initiatives in Smarter Cities and Watson Customer Engagement, as well as leading teams in services, business analytics, and mobile and industry solutions. She is known for her work with teams to leverage data, analytics and cloud technologies to build deeper engagements with customers and partners.

With a passion for marketing, business and people, and a recognized expert in data-driven marketing and brand engagement, Maria talks to Business Chief about her new role, her leadership style and what success means to her.

You've recently moved from IBM to Kyndryl, joining as CMO. Tell us about this exciting new role?

I’m Chief Marketing Officer for Kyndryl, the independent company that will be created following the separation from IBM of its Managed Infrastructure Services business, expected to occur by the end of 2021. My role is to plan, develop, and execute Kyndryl's marketing and advertising initiatives. This includes building a company culture and brand identity on which we base our marketing and advertising strategy.

We have an amazing opportunity ahead at Kyndryl to create a company brand that will stand apart in the market by leading with our people first. Once we are an independent company, each Kyndryl employee will advance the vital systems that power human progress. Our people are devoted, restless, empathetic, and anticipatory – key qualities needed as we build on existing customer relationships and cultivate new ones. Our people are at the heart of this business and I am deeply hopeful and excited for our future.

What experiences have helped prepare you for this new opportunity?

I’ve had a very rich and diverse career history at IBM that has lasted 25+ years. I started out in sales but landed explored opportunities at IBM in different roles, business units, geographies, and functions. Marketing and business are my passions and I landed on Marketing because it allowed me to utilize both my left and right brain, bringing together art and science. In college, I was no tonly a business major, but an art major. I love marketing because I can leverage my extensive knowledge of business, while also being able to think openly and creatively.

The opportunities I was given during my time at IBM and my natural curiosity have led me to the path I’m on now and there’s no better next career step than a once-in-a-lifetime-opportunity to help launch a company. The core of my role at Kyndryl is to create a culture centered on our people and growing up in my career at IBM has allowed me to see first-hand how to prioritize people and ensure they are at the heart of progress in everything Kyndryl will do.

How would you describe your leadership style?

I believe that people aren't your greatest assets, they are your only assets. My platform and background for leadership has always been grounded in authenticity to who I am and centered on diversity and inclusion. I immigrated to the US from Chile when I was 10 years old and so I know the power and beauty that comes from leaning into what makes you different from other people, and that's what I want every person in my marketing organization to feel – the value in bringing their most authentic self to work every day. The way our employees feel when they show up for themselves authentically is how they will also show up for our customers, and strong relationships drive growth.

I think this is especially true in light of a world forever changed by the pandemic. Living through such an unprecedented time has reinforced that we are all humans. We can't lead or care for one another without empathy and I think leaders everywhere have been reminded of this.

What’s the best leadership advice you’ve received?

When I was growing up as an immigrant in North Carolina, I often wanted to be just like everyone else. But my mother always told me: Be unique, be memorable – you have an authentic view and experience of the world that no one else will ever have, so don't try to be anyone else but you.

What does success look like to you?

I think the concept of success is multi-faceted. From a career perspective, being in a job where you're respected and appreciated, and where you can see how your contributions are providing value by motivating your teams to be better – that's success! From a personal perspective, there is no greater accomplishment than investing in the next generation. I love mentoring younger professionals – they are the future. I want my legacy as a leader to include providing value in work culture, but also in leaving a personal impact on the lives of professionals who will carry the workforce forward. Finding a position in life with a job and company that offers me a chance at all of that is what success looks like to me.

What advice would you give to your younger self just starting out in the industry?

I've always been a naturally curious person and it's easy for me to over-commit to projects that pique my interest. I've learned over years of practice how to manage that, so to my younger self I’d say… prioritize the things that are most important, and then become amazing at those things.

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