The Arab uprisings in the Middle East have dominated the news agenda this year, a startling reminder of what people power can achieve. At the same time, says Jonathan Gibson, the revolutions teach us much about branding communications

It’s been a stormy few months for North Africa and the Middle East. Putting aside the political ramifications of the unrest, we’ve been struck by the way traditional brand marketing approaches were used to drive what’s become the major revolutionary wave of our times. It may seem an unlikely point, but we’ve probably never witnessed a better branded revolution. So what can we learn?

Brands provide direction and credibility – both of which attract support
Like every revolution in history, the recent movements each started with some sort of flashpoint – where a quiet murmur becomes a rowdy mob. What was unique about these revolutions, however, was how quickly the unstructured mob was turned into something that had purpose and unity. In Tunisia, this happened when the term ‘Jasmine Revolution’ was coined by journalist Zied El Hani and if ever you’ve ever doubted the power of branding, consider its effect.

On the ground, participants were instantly given something tangible to believe in and an appreciation that what they were doing was part of a larger force – with this came confidence and resilience. Internationally, the disparate pockets of action were packaged into something credible and consumable that media pundits could debate.

And with media commentators driving public opinion towards the side of the masses, Western powerhouses were forced into a non-committal flip-flopping that gave those on the street the time they needed for revolution to take hold.

Increasingly, successful brands are built from the bottom up – using social media
Recent revolutions lacked a centralised leadership. The audience-inciting orator traditionally at the heart of the revolutionary process was notably absent. In its place, social media was a virtual megaphone through which all could be heard.

Facebook and Twitter combined with event naming to create destination occasions, such as ‘The Day of Rage’ and ‘The March of the Millions’, which not only mobilised protestors, but also told them what was expected of them in action and attitude. Entire communities emerged providing guidance on things from safe routes for marches to the best way to wash tear gas from your eyes.

And in the absence of an honest narrative from state-owned news channels, social media became unofficial reporter – with the trending of content giving locals a clear picture of what was happening and bringing key events to the attention of international news crews. Powered by social media the first truly leaderless revolutions had emerged.

Listen, learn and stand for something
These are groundbreaking times but the outcomes that we, as communicators, can take away from them shouldn’t be. Like political leaders, brands rise and fall on an ability to stay relevant, but rising to prominence with one generation provides no guarantee of popularity with the next. Consider Marks & Spencers’ choppy corporate journey over recent decades to witness how easily brands gain and lose traction – and why it’s never been more vital to know what others are saying about you.

Ultimately, brands, like politicians, work best when they stand for something: when they have a viewpoint, perspective or belief. It’s this that gives you purpose, attracts followers and creates credibility. So if your brand has lost the ability to speak passionately and proudly about what it is that you do and how it is that you add value, there’s never been a better case study for listening and taking immediate action. Just ask ex-Presidents Mubarak or Ben Ali. Chances are they’ve got some time on their hands.

Jonathan Gibson is senior strategic planner for creative communications group Tayburn. Tayburn.co.uk