Core Summary
State Grid of China is a “perfect student” in terms of brand metrics—topping various authoritative lists (China’s Top 500 Companies, Global Public Utilities, Central State-Owned Enterprises). Its brand system is exceptionally well-developed, but there’s a “emotional gap” between it and its ordinary users. Users perceive it as something they “rely on” rather than “love,” as a habit rather than a source of affection. It’s like air that’s indispensable, yet it doesn’t foster emotional connections. The root of this issue lies in the fact that it’s a “strong organizational brand” with a “weak personal brand.” To bridge this gap, it needs to shift from a management-oriented approach to one that establishes a more personal, human connection with its customers.
1. State Grid of China: A “Perfect Student” in Brand Metrics
State Grid’s brand achievements are truly remarkable. It has topped the China’s Top 500 Most Valuable Brands for ten consecutive years (with a brand value of 715.2 billion yuan), been in the top 50 global public utilities for eight years, and has made its debut in the global top 10 brand rankings. Its brand building isn’t just about shouting slogans; it’s about practical action:
- Slogan Revolution: The company has shifted from an internal motivational slogan (“Strive to exceed and pursue excellence”) to a user-centric one (“We put our heart into your electricity use”), for the first time placing users at the center of its efforts.
- Comprehensive Branding: It has elevated its brand to a corporate strategy, implementing comprehensive evaluations involving all employees, services, and initiatives (such as the 95598 customer service hotline, Power Love Supermarket, and Power Bees).
- International Presence: With 25 social media accounts and 2 million followers overseas, its project in Belo Monte, Brazil, has become a model for connecting electricity with people’s hearts.
In short, its brand management is exemplary and stands out among global public utilities.
2. The Gap Behind the Perfect Scores: Users See It as Just a Fee Collector
No matter how impressive the numbers are, users’ real feelings matter. If you ask ordinary people what State Grid of China is, they’re likely to describe it as a place to pay electricity bills or a contact for power outages, not as a partner that shows genuine care. For example, during the heatwave in Henan last year, an old transformer in a residential area burned out, and the repair took 40 minutes to complete followed by another 5 hours of restoration. Despite the efficiency, users still complained, “Why does it have to break down before they fix it?”
This gap arises because, while State Grid’s service is top-notch, users don’t feel it’s “putting their heart into” their needs. They want to avoid problems, not to deal with them after they occur. Their relationship with the company is one of mere dependence (like relying on air or water supply), not genuine affection.
3. Three Inevitable Barriers to Emotional Connection
The issue isn’t that State Grid doesn’t try; rather, there are three inherent challenges that prevent it from connecting with users:
- Abstract Identity: As a large central state-owned enterprise managing 26 provinces and serving 1.1 billion people, users don’t see the individual employees behind the brand. The brand’s presence is through apps and hotlines like 95598, but they only see the name “State Grid of China.” This anonymity creates a sense of distance, similar to dealing with an impersonal institution.
- Overly Ambitious Promises: The slogan “We put our heart into your electricity use” implies constant dedication, but reality often falls short (e.g., during extreme weather). Users’ expectations are too high, and any failure is seen as a failure of responsibility. As a result, the 95598 hotline has near-perfect satisfaction ratings, yet complaints still appear on social media.
- Lack of Personality in Sub-brands: State Grid has numerous sub-brands, but they’re all too formal and task-oriented (e.g., providing community services or conducting public education). They lack personality and distinctiveness, making it hard for users to remember them or connect with them.
4. How to Bridge the Gap: Turning a Brand from an Institution into a Human Presence
No major changes to strategy or organization are needed; just three actions are required:
- Connect People with the Brand: Highlight the stories of frontline employees—repair technicians, line inspectors, 95598 operators. By showing their faces and stories (e.g., workers climbing utility poles in the mountains or repairing during the night), users can feel the brand’s dedication.
- Create Relatable Scenarios: Share specific, touching stories about how the brand helps people (e.g., technicians rushing to elderly homes during power outages, providing emergency power to hospitals, or ensuring factories stay operational 24/7). These stories are more impactful than abstract slogans.
- Allow for Imperfection: Let sub-brands have a sense of personality. Even small mistakes or unique characteristics (e.g., a sub-brand making a small mistake in public education and then apologizing) can make them more memorable and likable. Perfect brands are often forgotten; it’s the flaws in a brand that make it more human and appealing.
Conclusion
State Grid’s brand has successfully moved from an internal focus to a broader audience, but now it needs to make another leap: from a corporate entity to a brand that connects with users on a personal level. Achieving perfect scores isn’t the goal; the real aim is to make users occasionally think, “This company really cares.” This might be harder than winning numerous awards, but it’s far more meaningful.