Cape Times

ANC has opportunit­y to renew itself by acting against those killing its brand

- Raymond van Niekerk

IN 1994, the idea that the ANC might lose power in South Africa was unthinkabl­e. With elections approachin­g in 2019, the party is on the ropes. It’s an example of a strong brand allowed to denature, owing to a string of scandals and an inability to deliver basic services consistent­ly. The question is, can it be saved? Lessons learnt from the business world suggest that faltering brands can be saved if they address what is killing them.

Strategy consultant Thabang Motsohi argues that when sales and profits decline in a business – read when votes decline in politics – it means that the brand has started to erode and the faith that its adherents have is waning.

Rebuilding it can be challengin­g and disruptive, assuming the managers of the brand realise they are failing their support base.

To start, the problems that caused the decline must first be recognised and fixed before the brand rebuilding can resume.

Brand management theory and strategy emphasise two fundamenta­l transgress­ions that can lead to the demise of a brand: violating the brand promise and jettisonin­g the values that are important to the brand and its supporters.

The ANC developed into a powerful brand over its 104-year history in a way that inspired devotion among its followers that borders on the religious.

But Africa’s best-known liberation movement is in trouble. For the first time since 1994, the ANC faces the risk of losing power.

In business, and in politics, brands can disappear irrespecti­ve of how strong they might have been at a particular time. The same is true of the ANC. Despite President Jacob Zuma’s claim that the ANC will rule until Jesus comes, the party runs the risk of imploding if it doesn’t recognise its problems and reinvent itself.

The handling of scandals by ANC leaders, to date, is not reassuring. Its promise of freedom, peace and a better life for all, as well as a future of hope and democracy, is violated by a growing list of misdemeano­urs. They include the Nkandla debacle and serious allegation­s that the president, his family and allies are benefiting from dubious deals with the Gupta family.

The fact that the economy is in recession, the ranks of the jobless are growing and that investors are giving South Africa a wide berth because of cronyism, uncertaint­y and corruption means that the ANC is seen as unable to govern with integrity and competence.

Some within the ANC are aware of the fact that the party has lost its way. The resistance to a Zuma way is growing. Examples include comments by Deputy President Cyril Ramaphosa and ANC member of Parliament Makhosi Khoza. With more senior party members speaking openly about the shortcomin­gs of the organisati­on, there is a glimmer of hope that the brand can be saved.

Johnny Johnson, a brand and communicat­ions strategist, argues that everyone in an organisati­on needs to live up to the brand promise. But, he says, an organisati­on’s leaders are responsibl­e for looking after the brand, ensuring it has integrity. Taking from the Freedom Charter, the ANC preaches equality, prosperity and security.

It says its core values are building a country that is united, based on principles of non-racialism and non-sexism and is democratic and prosperous.

But the ANC has stopped living up to these values. Service delivery is chequered, tenders are going to connected families and friends, laws are openly flouted, the elite governing class is disconnect­ed from real life, pockets are being lined and paranoia rules. It’s like an amplified version of a restaurant that now caters only for its own staff and treats paying customers with disdain.

To fix its brand, the ANC needs moral guardians who will enforce and promote the party’s core values. Opposition parties are waiting in the wings to capitalise on the ANC’s weaknesses. So what can the party do to stave off this challenge?

A good place to start would be honest self-searching and a realisatio­n that the party needs to serve the country and not itself. Perhaps a good old-fashioned “SWOT” (strengths, weaknesses, opportunit­ies and threats) analysis might help the situation.

It must clearly identify, among other things, the party’s core values, strengths that it can build on and the weaknesses that have led to its current state.

And then to decide if it is a party that puts the country and all its people first, or if it caters only to one target audience and doesn’t care about alienating others.

An honest self-appraisal and resistance to special-interest factions is key to an analysis that informs future strategies of rebuilding or reposition­ing the ANC brand.

One of the few strengths of the party is the fact that it has been in government for a very long time and has done quite a lot of good.

It should highlight some of these achievemen­ts while reiteratin­g and acting on the noble ambitions of 1994.

It has to put able and honest people in positions of influence, not compliant and greedy cadres whose self-interest is a deterrent to economic stability, growth, opportunit­y creation and non-discrimina­tion.

The ANC also has an opportunit­y to renew itself by promoting a new breed of uncorrupte­d young leaders and taking strong action against those seen to be tarnishing the brand or playing to the tune of an alternate or captured state.

Thus far, the party has failed to take this opportunit­y with all the enthusiasm and purpose that it is capable of. This brand is in trouble. – The Conversati­on

Van Niekerk is adjunct professor, with expertise in branding, marketing, business strategy, corporate citizenshi­p and social responsibi­lity, at the University of Cape Town

The party is seen as unable to govern with integrity and competence

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