Do it right or watch the sparks fly.
There are multiple views on the origins of branding which, according to Wikipedia, is derived from the Old Norse brandr meaning “to burn.” One of the most obvious is the burning of a mark on the backsides of livestock to establish ownership. The branding iron was literally forged by a blacksmith, a profession fraught with occupational hazards – from a recalcitrant horse to an errant spark.
Forging a company or organizational brand is fraught with hazards as well. Executed properly, branding can pay remarkable dividends. But failing to get it right can cause serious sparks to fly and bring the whole initiative down in flames.
This may be attributed to the many myths and mistakes often surrounding the branding process. Three of the most common are failing to understand what a brand really is, creating unrealistic expectations about the benefits of branding, and neglecting to educate and engage employees in the process.
A brand is not a logo. It is not simply a visual identity. It is not a tagline. It is all of these – and so much more. Marketing guru and author Seth Godin describes a brand as “the set of expectations, memories, stories and relationships that, taken together, account for a consumer's decision to choose one product or service over another.”
The operative word in that definition is “expectations.” As people are exposed to a company, they begin developing expectations about the organization's values, culture, performance, and product or service quality. To the degree these expectations are positive, the organization builds brand value. Through subsequent encounters with the company, expectations evolve and brand value either increases or diminishes.
It's also important to remember that effective branding is strategic, not tactical. Identifying a brand strategy must factor in past history as well as realistic aspirations. For example, an organization that has historically been very conservative and decidedly low tech cannot suddenly try to reposition its brand as progressive and high tech. Such a radical departure would simply not resonate with the target audience and would be doomed to fail.
The essence of Apple's brand is its innovative product development. Walmart's is its low pricing. McDonald's, its universal consistency. Effective branding involves knowing who you are and what you stand for. Once that historical base is understood and articulated, the brand can evolve but it must do so in realistic, achievable ways.
Expectations for a branding program also come into play internally. Branding is not a silver bullet. It will not cause marketing problems to magically disappear. So if the benefits of a branding initiative are oversold to the sales or management team, disappointment is almost inevitable. The greatest value of effective branding is its ability to provide a focal point or touchstone for the organization's marketing efforts.
Another common pitfall of a branding program is the failure to educate and engage the entire organization. More and more executives realize that employees are the ultimate ambassadors of their company brand. If the employees do not understand the brand, do not live it and breathe it on duty and off, or simply feel estranged from the process, the initiative will, at best, fail to achieve its full potential and, at worst, will flame out and come crashing down.
No one contemplating a strategic branding program should back away out of fear. Branding is a powerful tool. Like any powerful tool, it should be used with proper knowledge and an appropriate measure of caution. The best brands are the ones forged through sound strategy, disciplined implementation and a healthy awareness of potential dangers. This approach should allow it to shine brightly for many years to come.
Thom Villing is president of Villing & Co., a marketing communications agency in South Bend that, for more than 30 years, has been providing integrated marketing communications solutions including advertising, public relations, video and audio production, sales promotion, internet-based services as well as social communications for local, regional and national companies.
