As organisations clamour for competitive advantage; compete for audience attention and resources (talent), to out-maneouvre competitors for resources, and win in categories – they must also differentiate; implement sound strategy for the human future of work. Increasingly, executives look to their brands to help achieve this.
Aligned to company strategy, branding is the central organizing principle for decision-making, talent, and growth. Brand as business management involves a road-map of specific actions and measures to reach company goals. Mirrors the company’s strategic plan, promotes plethora of strategic priorities (and initiatives) for real momentum; to move your organisation forward.
Brands are assets which provide economic value conclusively, this we know. Business Week relayed recently it suspects brands account for more than one-third of shareholder value. Occasionally; can even be the last stable, sustainable remaining asset (if, when things go south.)
Despite financial aspects, brands are unique organizational elements great companies use to attract staff, partners, clients and other important audiences to their organisaitons.
Brands help companies position more boldly, clearly in marketplaces – create appeal, awareness and the impetus for mutually beneficial stakeholder relationships. Why we worry when witnessing a lack of focus from Boards. Or when companies sacrifice relationship-building and investment into their brands, in favour of immediate work demands. Or more recently, rapid series of M&As, with zero internalisation of the brand internally with their people. All of these show up ultimately as stasis and unoriginality. In our digital age, there is really nothing “safe” about an ‘undifferentiated’ brand.
Brand is built on perceptions, matched (or otherwise) to the actual experience of engaging with your business.
Compelling brand strategy is much more than just how-what-where-when and to whom we deliver key messages. When brand promise isn’t met day-to-day in operations, behaviours, or service levels, it expressly affects both customer and internal talent. Also shines a pretty bright light on ‘company character’ too.
Businesses are judged on what they do – not what they say.
And sitting at the heart of what most customers care about and your team? Is that ability, capacity, reliability of the company to deliver because this builds trust and deeper engagement.
We understand it is challenging to try tackle an entire gamut of brand strategy, so what can organisations do?
Above all else, ensure that the experience the brand is generating is consistent and inviting (i.e a repeatable quality experience). This is at the top of your list if you want to scale growth and reach.
Jo is the founder and owner of The Higher Mix.A respected Organisational branding, and Employer Branding expert, she is consulting on national and international brand programs, for vast array of mining, engineering, retail and government clients.Jo leads The Higher Mix team of strategic management consultants, agile digital practitioners and research analysts as they assist companies to improve the brand, its position, marketing (customer engagement and channels), employer brands, lean change programs, culture and leaders.Acclaimed keynote speaker on topics of Branding (Company, Employer, Personal, Product Branding) along with Culture - Jo has been invited guest panellist and/or speaker at over 150 domestic national events and conferences across Australia.