“Branding Simplified” Article featured in Chain Store Age
Lately, the word “Branding” seems to make corporate executives shift uncomfortably in their seats and roll their eyes. Has it’s become too complicated? Too overused? Identity. Equity. Strategy. Matrix. Execution. Design. Attributes. Loyalty. Is branding an essential business strategy? Or, a necessary evil? Has it become so complex, so obscure, so fragmented, so overused and over-interpreted, that companies just can’t get their arms around it anymore? Or, it can be simplified?
At its best, branding should be clear and simple. It’s visual simplicity. Think the Nike swoosh; the Apple apple; the Target target. It’s experiential clarity. Think sitting in Starbucks; walking into REI; dining at Outback. It’s memorable. Think driving a Mercedes; shopping at Nordstrom; eating Godiva chocolate. Strong brands have focus. Clarity. You know exactly what they are the instant you see them, hear them, smell them, taste them. So, why shouldn’t branding itself be simple, too? It can.
The process of building a brand can really be stated in just three basic steps:
1. Define it.
Define the dramatic difference of the brand. The unique attributes. The defining characteristics. This is the research portion of the process and it should be ongoing. While the total research and definition process may be complex, the model should be very simple. What is the unique bond between the brand and the consumer? While demographics, trends and statistics may be the cleanest way to view it, it’s not the simplest. The simplest research and that which provides the most focus, is drawn from a cultural context. This includes observing real customers in real buying situations and applying demographic research into a cultural model. It’s the shortest and clearest path to getting at the genuine relationship between the brand and the customer. Combined with realistic company goals and objectives, you will be able to define the unique characteristics of the brand.
Again, the definition process can be complex, but the model is simple. Think of each unique characteristic as a pillar. Put them together and you have a set of strong symmetrical pillars holding up an evenly proportioned building. The building is the brand. The pillars hold it up and define it. Those pillars will act as a guide throughout the rest of the brand development process. Hold fast to them. Embrace them. Make certain that any decision is made within them. And make sure you have buy-in.
2. Internalize it.
For most companies, the internalization of the defined brand is the most challenging part of the process. This involves internalization of the brand by the following:
- The CEO
- Product Development and Operations
- The Frontline Employee
Of course, buy-in is essential in all areas of the company, but these are the most important. It all starts with the CEO. If the CEO does not internalize the brand characteristics, then stop reading this article now, because nothing else will be effective or matter. Branding is not a marketing strategy. It is an overall business objective that needs to be driven from the CEO on down. CEOs need to stop hiding behind their CFOs if they intend to have their companies survive in the Experience Economy. They need to enlist their branding, marketing and HR people to help develop overall corporate strategy. NOTE: When the conversation moves to brand equity – the CFOs may actually smile. Of course, we all know which CFOs are smiling.
Every product and every phase of product development should reflect the brand. You can have innovation with focus. Apple has done this. So has Disney, Nike and Cheesecake Factory. The innovation should never stop. It can’t because the market thrives on innovation. But, the innovation can be focused by maintaining an awareness of the core brand attributes. Every designer or product developer who internalizes the brand’s defining characteristics, will create innovations that reflect the brand. It’s the same with operations. Operations managers will find creative ways to tie in the brand attributes throughout the operation if they have internalized it and are encouraged and rewarded for doing so. If companies give both groups the freedom to be innovative in the context of the brand, those companies will be successful brand builders.
The frontline employee, especially in retail, or any business with direct customer contact, is the most important link to customer satisfaction and loyalty. In turn, customer loyalty to the brand will result it the brand’s acceptance, reach and survival. Human resources programs combined with good examples set by corporate leadership will help employees internalize the brand characteristics. But, the key to helping them do so is creating an environment of value and acceptance. It’s not a coincidence that some of the ‘best companies to work for’ also appear on the lists of ‘best customer service’ and ‘best brands.’ It all goes hand in hand. The brand message is carried from the CEO, through product development and the operation, to the frontline employee, to the customer. One seamless message that encompasses the brand.
3. Communicate it.
Attention marketing executives…we’ve created your dream scenario, now run with it! Of course, marketing executives have always understood that research and top down buy-in is essential to brand development, and are often found banging their heads against the wall when they are charged to produce without it. But, think how effective they can be with it.
Designers, architects, advertising agencies, human resources, writers, public relations, corporate relations – they can now take the real, defined message of the brand and create the alchemy that will define the brand for the rest of the world. Just as a method actor creates a character or a brilliant artist evokes emotion into a work of art, these masters of communication now have a supported direction in which to focus their creative energies. Every aspect of the operation and every communication channel can now convey the message of the brand from the packaging, to the table legs, to the sign on the door, to the cap on the delivery person. Again, providing a seamless, clear, simplified message to the consumer.
Branding is simple. At it’s best, even beautiful. The brand building process should be embraced not just as a means of survival, but as a way to define the company’s reason for being. A way to bring meaning to the lives of everyone it touches. See? It’s that simple.