Brand-as-Business-Management involves roadmaps of specific actions and measures to reach company goals that mirror the organization’s strategic plan, promoting a plethora of strategic priorities (and initiatives) for real momentum to move teams, products, and organisations forward.
Brands are balance sheet assets. They conclusively provide economic value. Business Week suspects that brands account for as much as one-third of shareholder value. Occasionally, sometimes they can even be the last stable remaining asset (…if / when things go south.)
In spite of financial aspects, brands are unique organizational elements great companies use to attract staff, partners, clients, and other important audiences to the organization. So they must be approached in a strategic manner. Brand totals so much more than a bunch of key narratives.
Businesses are judged on what they do……not what they say.
Brand is built on perceptions, matched (or otherwise) to the actual experience of engaging with that business. Compelling brand strategy is much more than just how-what-where-when, and to whom we all deliver key messaging. Equally considers the internal brand as well as external. When brand promise isn’t met day-to-day in operations, behaviours, or service levels – expressly affects both customer and your internal talent. Shines a big bright light on ‘company character’ too.
Organizations are looking to their brands for competitive advantage, as they compete for audience attention, and for difficult-to-source talent. But in our digital age, really nothing “safe” about an ‘undifferentiated’ brand.
Key to outmaneuvering competitors for mindshare, and winning in categories is the POSITIONING to differentiate and appeal.
Brands help companies position themselves more boldly, and clearly in marketplaces, creating appeal, awareness, and the impetus for mutually-beneficial stakeholder relationships.
Brand-Sets and Delivering upon Expectations
Above all else, ensure the experience your brand is generating is consistent and inviting (i.e a repeatable, clear, quality experience)…top of the list if you want to scale growth and reach.
We’re often invited in following a rapid series of M&As that have seen zero internalisation of the merging of the two brand internally, with their people. Shows up as stasis/ unoriginality with the brand, in many cases, worse still- clash of the two cultures which can, very often does destroy the entire M&A value chain.
Lack of focus from Boards is concerning to us. So too when companies sacrifice steady relationship-building and investment into their brands, because things get too busy, or their team are rushing around, trying to develop creative campaigns that supposedly reflect the “purpose”. Only to have them go nowhere, and waste valuable company resources (effort, time and money…)
We know it can be challenging to try to tackle an entire gamut of organisational branding. However, sitting at the heart of what most customers (and your team) cares most about, remains the company’s ability, capacity, reliability to deliver.…because this builds trust and deeper engagement.
Book us – 15 mins for some insights or advice on your brand.