The concept of failing fast is one we associate readily with start-ups. But if successful brands need to constantly evolve to stay successful, and presumably not every evolutionary move will be a success, how should top companies plan for when things don’t go to plan?
In uneasy times, the most powerful thing a brand can do is to define its place, value and opinions in the world. That way, everyone knows where they stand.
Brands drive attention and income off awareness, but they derive their real value from their ability to shift and sustain longer term sentiment.
Every brand decision is a negotiation between what has worked to date and what is required to succeed going forward.
Some searching questions, by way of a guide, for the leaders of companies expecting to build lucrative brands in the years ahead.
Marketers talk about brands as vehicles for growth. But does that mean they should just keep growing – or is there a point when they reach critical mass?
Differentiation is acknowledged by most as the goal that every marketer should be seeking. But the enthusiasm for the pursuit masks a common misunderstanding – in the context of brand strategy, different and difference are not one and the same.
Christopher Zook’s article on why companies with strong founders are more innovative, generate a greater number of patents, and more valuable patents at that, and are proactive in investing in and adapting their business model is a reminder to all of the very human qualities required to keep a company (and its brands) growing.
If brand owners are truly intent on developing brand strategies that cut through, perhaps the best place to start is with stranger questions. Asking the less obvious might push more brands to think more laterally about their futures.
Recent conversations have served as a reminder that not all senior leaders regard brands as something they should be involved with. If you’re struggling to get your senior team to put important brand matters on the executive agenda, here’s some reminders by way of making the case for greater consideration.
