And like strategy, if you can’t execute on it, it will not have any impact.
> The Symptom:
There is no clear brand promise or brand statement—or there may be one, but the organization has different opinions, or no opinions, on what it means (in this case, it is just a cool thing to say).
For example, we were talking with a company who said their promise was, among other things, “an obsession with making the process easier and fun.” Which is great. We asked the team to show us easier things and fun things. They could not find an example. The thing was, they never defined what “fun” or “easy” meant to their brand.
> The Cure:
An organization needs tangible examples of how the brand strategy impacts execution. We find that many brand guidelines documents just have identity application rules, and do not unpack the more nebulous branding elements.
As with the case above, the company needed to define what “fun” is to the brand. This involved documenting examples of how and when it works and why. Along with examples that are not appropriate for the brand – this is critical for alignment.
The reality is, getting an organization aligned around a “brand promise” statement (or brand mission or brand belief statement) is hard to do. And in that process, sometimes, the implication for tangible executions can get lost. The key is linking real world examples of the brand in action – and showing the links to the strategy that are “on brand” and “not on brand” that drive the strategy forward.
What we have done:
We create a presentation or add a chapter to the existing brand guide that unpacks the brand statement and defines key tenets and components – then demonstrate how these components translate to verbal and visual applications. We can do this in weeks to get teams aligned and energized about the brand.
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Brand Strategy / Brand Architecture / Positioning / Product Line Logic
Naming / Research / Brand Identity / Packaging / Brand Guidelines