Strategy & Brand

We have a brand experience process; but we have a very different brand experience. How do we sync what we want done with what is done to deliver the promised and hoped for brand experience?

Executing a brand is a strategy.

Brand strategies may be “believed” by contributors but they still require integrated systems to be operationalized and delivered.

Systems are created to clarify direction, resolve challenges and satisfy needs.

Healthy integrated systems are guided by principles:

1.)   Define, revise and pursue the purpose (outcomes):

You’ll need a sound understanding of the outcomes, the challenges, and the disparities as well as the related and unintended consequences to focus sensible solutions. Don’t trust assumptions.

Encourage everyone involved to adopt an open attitude and a resolve to improve and revise processes. Involve all insiders and outside eyes.

2.)   Take account of the people:

Integrated systems consider everyone that is impacted or affected by the need to be met and the process that resolves the need: specifically those that experience, use and maintain the systems.

Never hand down a system or changes without the input of the very people that work it into a reality.

3.) Be creative and open to new approaches to old ways of doing things:

Entertain and devise effective solutions to the real problems rather than force the problems into canned solutions.

4.) Think holistic; start with the end in mind:

Rely on a long view and critical thinking to resolve the disparity. Imagine what can go wrong at every phase in an effort to achieve a healthy work environment and an exceptional user experience.

5.)    Work the system:

A well-designed system does what it should and doesn’t do what it should not for everyone. Put changes into action.

6.) Engage the relationships and manage the project:

Proactively reconcile the inevitable conflicts that arise. Encourage users to provide insights and feedback relating every real or imagined concern. Encourage everyone involved to adopt an open attitude and a resolve to improve and revise processes.

Garland Pollard, a writer, web editor and SEO consultant writes “Is there too much branding?

He continues, “… must we all be so concerned with branding? Isn’t a good brand really the result of a moral, well-run company? Isn’t it better that hospitals focus on patients, and let the “branding” speak for itself? Do churches really need to “brand” themselves, or is it better that they focus on saving souls? Do we really need for banks to have visual identities, or do we want them to treat us properly when we make a deposit? Is the most recent mania for branding yet another management fad that we use to obscure coercion, duplicity and manipulation?”

Taking those in bite size pieces:

“Is there too much branding?”

A.) No, there is not “too much branding” anymore than there are too many interesting, purpose driven people making honorable contributions to the world.  There is far too much talk about branding and too many quick fix, faux solutions applied that actually distort the power of brand.

“Must we all be so concerned with branding?”

B.) Yes, in global and competitive markets we should all be concerned with branding; differentiating our organizational value in a memorable way is critical to vitality.

“Isn’t a good brand really the result of a moral, well-run company?”

C.) Yes, exactly! A good brand is the result of a moral, well-run company. But how does a working community define a moral company and align a well-run company without a shared identity and concerted purpose?

“Isn’t it better that hospitals focus on patients, and let the “branding” speak for itself?”

D.) Yes, hospitals should focus on patients. Healthy “brand philosophies” align the operating objectives of hospitals with the patient needs and expectations.

Appreciating that everyone, from patients to our nation as a whole, expects more than just advanced health-care today demands that hospitals offer more than quality recovery.

E.) Strong brands rarely, if ever just emerge from the operational routine to speak explicitly and align strategically.

“Do churches really need to “brand” themselves, or is it better that they focus on saving souls?”

F.) This not an either or proposition. Churches most certainly need to distinguish one from another in an effort to save souls. Churches passionate about their “call” want to speak beyond the pulpit to the people that are hoping for a message of hope and membership. Pentecostal? Down-to-earth? Fiscally transparent and accountable? Humanitarian outreach focused? Missions supportive? What a church represents is a story worth telling.

“Do we really need for banks to have visual identities, or do we want them to treat us properly when we make a deposit?”

G.) Yes, yes, and yes. A compelling brand ensures that your teller will treat you properly when making a deposit. The goal is to align what you do and how you do it around a simple, relevant and meaningful concept (brand promise) that can be delivered consistently provokes interest and woos customers.

I attempted to make a deposit with the wrong paperwork just recently. A logo on the slip would have been time saving for everyone waiting in line.

“Is the most recent mania for branding yet another management fad that we use to obscure coercion, duplicity and manipulation?”

H.) Identity matters. Buyers report that a cohesive brand for a relevant product/service eliminates the mental tug of war that they face when they make buying decisions.

What’s the point?

We have found that outrageous talent united around a common focus, shared values, and a philosophical sense of purpose, engaged in meaningful work, that exercises the core competencies and enthuses the synergy of the working community of people, managed by commitment with enough resources to accomplish their agreed upon objectives, are not going to find themselves at the center of the next corporate scandal or be out smarted by a distracted competitor.

We believe that brand has the power to humanize.

How can a business build brand equity around a charitable activity without appearing to be “doing it just for the publicity”?

Another thought on an otherwise answered question:

The Medinge Group recognizes “Brands with a Conscience” annually.  The self-described think tank nominates organizations that demonstrate a genuine “contribution to the betterment of society through sustainable, socially responsible and humanistic behaviour.”

Though we don’t agree with every company honored, we recognize, appreciate, and respect that The Medinge Group is proactively attempting to “drive change” and ultimately influence “positive transformation”. The Medinge Group loosely articulates the following criterion on their website:

What makes a brand humane?

• It has a visible conscience
• It apologizes when things go wrong
• It invests time and energy in relationship building
• It promotes the value of caring for one another
• It acknowledges that we are all fundamentally equal
• It’s visibly accountable for all its actions
• It takes risks in line with its values

Medinge 2011 Brands with a Conscience

How can a business build brand equity around a charitable activity without appearing to be “doing it just for the publicity”?

If the purpose of a business’ charitable activities is just to build brand equity, they are “doing it just for the publicity.” It’s not a publicity stunt if a business has a Big !dea- an inspired mission and vision worth supporting and carrying forth- and they use their time, talents, and resources to support a like-minded cause.

Businesses founded on Big !deas stand out and stand apart. If you’re communicating your Big !dea and conveying your purpose, your charitable contributions won’t be misunderstood. If your intentions are sketchy, if your mission and vision aren’t clear, or aren’t being successfully conveyed, you’ve got some brand issues to sort out. Get on it.

BlackDog believes we’re are all responsible for the ways we contribute to global and community problems or fail to contribute to their solution. Research indicates your customers agree with us…

• 83% of consumers are actively willing to change their buying habits if doing so would help “make the world a better place.”

• 61% of consumers have chosen a brand that differentiates itself through values, ideas, and impact over brands that differentiate on price.

• “64 percent of people globally say they would recommend a brand that supports a good cause.”

So, stick up for your values and the issues that matter to you and your customers fearlessly.

goodpurpose: “Despite Prolonged Global Recession, an Increasing number of people are spending on brands that have social purpose: According to the 2009 Global Edelman goodpurpose Study.” New York, 2009; 21 (October).

How do you feel about a company’s “core values”? I went to a conference 1/11/11 and the speakers talked about establishing 3 or 4 “core values” for your company/brand that will never change. They say this is the guiding post for everything they do as a company. I would love your thoughts on this.

I know that values are critical to defining the purpose of any organization. This question was most adequately answered in Collins and Porras* 1996 seminal work “Building Your Company’s Vision” .(1)

*This endorsement does not extend to the dynamic duos “Good to Great” shallow contribution. I appreciate that it was a breakaway hit…but so were beanie babies. Proving that we all have lapses in judgment.

In defining the strategic vision of a company Collins and Porras identify and pair two tenets that combined inform the organization’s “core ideology”:

1.) “Core Purpose”: the organization’s reason for being that compels people to join and carry out the work of the organization.

2.) “Core Values”: a “small set of timeless guiding principles” (3-4) that “require no external justification because “they have intrinsic value and importance to those inside the organization”.

Collins and Porras write:

“You do not create or set core ideology. You discover core ideology. You do not deduce it by looking at the external environment. You understand it by looking inside. Ideology has to be authentic. You cannot fake it. Discovering core ideology is not an intellectual exercise. Do not ask ‘What core values should we hold?’. Ask instead ‘What core values do we truly and passionately hold?’. You should not confuse values that you think the organization ought to have-but does not-with authentic core values. To do so would create cynicism throughout the organization. The role of core ideology is to guide and inspire, not to differentiate.”

“The authenticity, the discipline, and the consistency with which the ideology is lived-not the content of the ideology differentiates visionary companies from the rest of the pack.”

“Finally, don’t confuse core ideology with the concept of core competence. Core competence is a strategic concept that defines your organization’s capabilities-what you are particularly good at-whereas core ideology captures what you stand for and why you exist. Core competencies should be well aligned with a company’s core ideology and are often rooted in it; but they are not the same thing. For example, Sony has a core competence of miniaturization-a strength that can be strategically applied to a wide array of products and markets. But it does not have a core ideology of miniaturization. Sony might not even have miniaturization as part of its strategy in 100 years, but to remain a great company, it will still have the same core values described in the Sony Pioneer Spirit and the same fundamental reason for being-namely, to advance technology for the benefit of the general public. In a visionary company like Sony, core competencies change over the decades, whereas core ideology does not.”

“Once you are clear about the core ideology, you should feel free to change absolutely anything that is not part of it. From then on, whenever someone says something should not change because “it’s part of our culture” or “we’ve always done it that way” or any such excuse, mention this simple rule: If it’s not core, it’s up for change. The strong version of the rule is, if it’s not core, change it! Articulating core ideology is just a starting point, however. You also must determine what type of progress you want to stimulate.”

“Truly great companies understand the difference between what should never change and what should be open for change, between what is genuinely sacred and what is not. This rare ability to manage continuity and change – requiring a consciously practiced discipline – is closely linked to the ability to develop a vision. Vision provides guidance about what core to preserve and what future to stimulate progress toward.”

Collins and Porras go on to define a number of other influences that should inform and clarify a strategic vision indicating that values are just one consideration in the collective mix. In other words…nothing is simple and there is “no one” ideology, value, practice, market, trend, or competency that will align and direct a visionary and dynamic company forward.

(1) James C. Collins, Jerry I. Porras, Building Your Company’s Vision, Harvard Business Review 1996.

We have a mission. Isn’t that our brand promise?

A mission is the tactical and operational effort required to fulfill the brand promise.

Furthermore…if you faithfully fulfilled your mission (and brand promise) everyday for 100 years you would realize your vision…if your mission, vision, and brand promise are holistically aligned (which they should be if they really matter).

Do you have a favorite brand book?

No, to paraphrase a famous tag line, “No one can read just one”. With that in mind here’s a short list of a few of our collective favorites:

It must be said that Marty Neumeier, Director of Transformation at Liquid Agency is “king” in the eyes of the strategist at BlackDog. We often pine and mourn the fact that Marty wrote the books that we like to think that we would have wrote.
Zag
The Brand Gap
The Designful Company

How Brands Become Icons: The Principles of Cultural Branding by Douglas B. Holt.

Beyond Branding: How the New Values of Transparency and Integrity Are Changing the World of Brands. Beyond Branding is a collaborative work pieced thoughtfully together by fourteen authors that have, oddly enough, formed an exclusive brand society: Nicholas Ind, Denzil Meyers, Johnnie Moore, Chris Macrae, Thomas Gad, John Caswell, Tim Kitchin, Julie Anixter, Simon Anholt, Sicco van Gelder, Ian Ryder, Jack Yan, Alan Mitchell, Malcolm Allan. This contribution addresses everything from sustainability, anthropology and the common good in a practical voice.

A New Brand World: Eight Principles for Achieving Brand Leadership in the Twenty-First Century by Scott Bedbury and Stephen Fenichell. We all remember loving Bedbury’s book, but couldn’t articulate why…it was a long time ago.

Brand Warfare: 10 Rules for Building the Killer Brand by David F. D’Alessandro and Michele Owens. D’Alessandro addresses the value of brand in conservative industries and clarifies the power and pitfalls of sponsorship intelligently.

OBD: Obsessive Branding Disorder by Lucas Conley. It is clear that Conley knows the difference between authentic brand and disingenuous fluff intended to distract (a.k.a. bullshit).

Brand Digital and Brand Simple by Allen P. Adamson

Made to Stick by Chip and Dan Heath

Socialnomics by Erik Quailman

No BlackDog book list would be complete without mentioning On Bullshit by Dr. Harry Frankfurt. On Bullshit is actually a philosophy book that so resonated with BlackDog’s partners and ideologies that we have adopted “We don’t brand bullshit” as our battle cry. It’s a quick and marvelous read that we’d like to teach the world to sing.

Why do I need a brand?

When I first read this question on January 3, 2011 my instinctive response was more haughty than informative.

Why do we need a sense of purpose?

Why do we need a personality?

Why do we need reputations, character, values, and credibility? A sense of style, belonging, history, and place in this world?

Today a new question specifies “Do I need a brand in industrial manufacturing?” that puts both questions in perspective.

The goal of a brand is to align what you do and how you do it around a simple, relevant and meaningful concept (brand promise) that can be delivered consistently, provokes interest, and woos customers.

With that definition in mind every manufacturer, company, utility, school, office/apartment complex, church, distributor, not-for-profit, television network, association, government agency, and auto dealership needs a brand.

I know many B2B industrial product manufacturers that compete in very narrow niches; they know who wants the product, what the needs are, what’s at risk, where to find the customer, and how to talk their language. Credibility, service, price, innovation, geography, and established relationship dominate the unemotional decision to buy rationale. In this niche brand awareness is only as reliable as the strength of the product endorsed.

However…

Well-defined brands can better carve an organizational niche through developed culture, operations, communications, and strategic relationships.

1.)   A brand guards the mission and customer-centric boundaries that inform major strategic decisions and operational decision making of leadership day in and day out. The brand focuses the in-house situational intelligence.

2.)   With the proper care and feeding contributors are equipped with an intimate sense of where the purpose-driven organization is and should go, how it should respond, and what it should not be distracted by, in every department and situation.

3.)   A brand relevant strategy has the power to elevate an organization of any size to greater levels of success; freeing small businesses to compete head-to-head with larger competitors with longer reputations and less passion.

4.)   If you’re an industry underdog or leader that wants to demonstrate your relevance after all these years, cultivate new uses and markets, humanize your industry, enhance your work place identity and culture, broaden the conversations, or woo sharp and innovative contributors to your company then a cohesive brand image is critical to launching and communicating the way forward.

5.)   If you have innovated a stronger, cheaper, more versatile, or less toxic product that doesn’t compromise the integrity of the industry standard solution a tough talking brand will be necessary to advantage the disruptive new market entrant.

6.)   There are countless exceptions and caveats, intended and unintended benefits of brand development and management; too many to itemize here. However, we put a body of research together in 2008 that we refer to in-house as “Brand Relevance” that we’ll publish on the BlackDog blog…check it out if you want more on this topic

How do we create a company with the iconic brand recognition of Kleenex and Band-Aid?

Innovate a simple, yet disruptive product/service for which there is no alternative that cannot be easily replicated that meets the needs of an inordinately large market, globally.

*This question takes the prize; having been asked in more ways more times than any other question, thus far.