The job of managing a brand just keeps getting bigger.
More choices fill the competitive space. Category lines are blurred. And on top of market pressure, today’s brands face high social expectations.
In considering brand-related changes, don’t lose sight of your brand’s basics and fundamental strengths. Situate them in a bigger picture.
Similar material to this MBA course – with its accelerated coverage of Defining a Brand, Integrating a Brand and Growing a Brand – is available as a customized in-house workshop.
Examples of a metabrand® perspective:
Envision all the ways that your brand might fulfill personal or business aspirations of its users. In that context ask: What and where does our brand aspire to be 2, 5 or 10 years from now? What does our brand aspire to promise and deliver every day?
Why might not a rugged sport shoe brand extend itself as a fashion accessory? In part because it shouldn’t behave that way! From today’s tweets to tomorrow’s extensions, a brand can be viewed through a behavioral lens.
Embrace all of your tangible and intangible brand’s equity – including features that could become brand equity. Then ask: What brand equity should we control fully, and how? Where must we share control, and with whom? What is “uncontrollable” and why?
Design & Execution:
In designing and executing the consumer/user experience, consider the brand’s range of promises and performance from the supply chain to sales and service interactions. Refer to aspirations, behaviors and controls while evaluating the results.