2

Making Employees Brand Crusaders: 5 Examples Of A Strong Brand [Cult]ure

Your greatest brand asset is starring right at you – your employees. So what are they saying about your brand? Are they selling your brand virtues to friends and family? Do they share great stories or bitch while they BBQ? Turning employees into brand advocates or ambassadors should be a major priority for any brand.

 

 

One big problem – most employees aren’t engaged in their jobs and workplace. Gallup has been tracking employee engagement for over 15 years and worldwide only 13% of employees working for an organization are engaged. The number improves to 32% in U.S. but that still means 68% of Americans are unhappy at work. Unhappy or disengaged employees spell trouble for branding.

 

If an employee isn’t engaged in your brand why should a customer be any different? This has to be the biggest missed opportunity for brands around the world. The Weber Shandwick Employees Rising report found that only 42% of employees can describe to others what their employer does. Only 42%! That’s better than my kids. Meanwhile 70% of adults online in the USA trust brand or product recommendations from friends and family says a study done by Forrester in 2013. Imagine if every employee recommended your brand to all of their friends and family. Sounds so simple? It isn’t.

 

With the advent of social media every employee can be a brand advocate or brand destroyer. But as Jay Baer, author and President of Convince & Convert, says “If your employees aren’t your biggest fans, you’ve got problems WAY bigger than social media.”

Brand Culture

The first step is creating engaged employees by building an enthusiastic culture and collaborative environment. Engaged employees feel empowered, trusted and valued and those who lead them show confidence, provide feedback and demonstrate appreciation. The workplace must be truthful, open, transparent and fun. Stever Robbins, a personal coach and podcaster, says “Transparency and authenticity build a trusting relationship in which people are more likely to bring their full creativity, commitment, and motivation to work. The way you treat your employees will be mirrored in the way your employees treat your customers. Treat your employees poorly and they’ll pass that treatment along to your customers.”

 

Employee expectations are also changing. Gone are the days of just using the carrot and the stick to motivate employees. Today employees are looking for companies that will pay them well, but just as important, they are looking for a job with a purpose. Daniel Pink author of the book DRIVE The Surprising Truth About What Motivates Us says employees are seeking more autonomy with a clear sight of purpose that matters in the big picture of life. Millennials aren’t asking for much are they?

 

 

 

Brand Purpose

Brand purpose should be the beacon that every employee understands and wants to follow within an organization. The recent pioneers of branding understand this and have levered their employees to the good of the brand. How do you instill employees with the feeling that it’s “their” business to the point where they take ownership through good and bad times? They must have a strong sense of what the brand stands for, understand where it is going and its ultimate mission, and know where they fit within the purpose. Here are a few brand examples of highly engaged cult-like brand evangelists:

Zappos

Zappos (now owned by Amazon), located in Las Vegas with roughly 1,500 employees, is an online retailer selling shoes and clothes. Their campus-style-meets-frat-house environment gives everyone the ability to make their space their own which doesn’t match any other office space I have ever seen. If you want privacy this wouldn’t be the place for you. Every new employee goes through five weeks of extensive training including call centre support and shipping. After the five weeks, they are offered $3,000 to quit. The purpose is to ensure the new employee is dedicated and motivated to support the Zappos customer value culture.

03_Zappos-employee
CEO Tony Hsieh says “We believe that your company’s culture and your company’s brand are really just two sides of the same coin. The brand may lag the culture at first, but eventually it will catch up. Your culture is your brand.” Zappos number one core value is “Deliver WOW Through Service” through its employees who are ambassadors of delivering a customer-centric experience.

Google

1278166_10152327906552139_2111488848_o

Google goes to great lengths to create an environment for employees with perks such as free gourmet food, beach volleyball courts, mini golf courses, and adult playgrounds. The goal is to create an environment that lets employees feel relaxed and comfortable with vocalizing creative, even wacky, ideas. But more importantly Larry Page, Google’s chief executive, says the people who work at Google “believe in what they’re doing.” He also explains that “We have somewhat of a social mission, and most other companies do not. I think that’s why people like working for us…”

Starbucks

epa04318933 Employees celebrate during opening of the first Starbucks coffe store in Colombia, in Bogota, Colombia, 16 July 2014. EPA/Mauricio Duenas Castaneda

The global coffee chain Starbucks is another company dedicated to building a culture where their employees matter and they invest in them. The retail industry isn’t known for employee engagement or retention but Starbucks CEO Howard Schultz claims that their relationship “with our people and the culture of our company is our most sustainable competitive advantage.” Starbucks doesn’t leave their employees to magically become brand ambassador. They have invested over $35 million into a ‘Leadership Lab’ designed help store managers better understand the Starbucks brand and culture. In Schultz’s book Onward he explains that “[Employees] are the true ambassadors of our brand, the real merchants of romance and theater, and as such the primary catalysts for delighting customers.”

SAP

SAP-Power-Pose_caphoto10269

The German software company SAP has quantified what employee engagement means to their bottom-line. In their 2014 Integrated Report they estimate that for every percentage point on their employee engagement index the impact on their operating profits go up between € 35 million and € 45 million. Their secret ingredient? Their employees understand the “why” behind their jobs and how their personal inspiration ties to a bigger vision. The reason why they come to work each day.

 

Southwest Airlines

SW-b1

Southwest Airlines has been around for over 40 years as a very successful airline in an industry that sees many businesses fail. As Herb Kelleher, founder of Southwest, explains any airline can buy all the physical things and copy our business model but “The things you can’t buy are dedication, devotion, loyalty—the feeling that you are participating in a crusade.” In 2013, Southwest updated their vision and purpose, and according to Southwest CEO Gary Kelly, “Southwest is a great place to work and brings the greatest joy because we have such meaningful purpose.” The purpose to “connect people to what’s important in their lives through friendly, reliable, and low-cost air travel.”

Making Crusaders

No surprise the strong and admired brands we know and love are also strong brands within their company’s walls. Employee brand advocacy is a competitive advantage. The power of employees who are truly engaged as brand advocates is difficult for competitors to replicate and for customers to ignore. The key elements required to make the right environment for employees to succeed as ambassadors are:

  • Strong understanding of the brand’s big picture and purpose
  • Clearly linking their aspiration with those of the brand
  • Freedom to speak and share via social channels about their brand experiences
  • Autonomy to enhance a customer relationship or fix a problem
  • Tools to help employees share the brand
  • Trust that the brand and culture has their well-being covered
  • Feeling appreciated and having an impact on the purpose

 

Brand crusaders don’t originate overnight nor does a strong brand culture just happen. It starts at the top and is clearly supported by all levels of the organization. Building a robust employee culture will help build a durable brand cult. Keep a pulse on your brand culture and employee engagement. Chances are if you have a strong customer brand you already have a very dedicated employee culture. Just make sure you give them the tools and support to help them amplify your brand. If you don’t start building a culture that will support your brand vision, you are only renting your employees, and in turn, your customers. As Hsieh said “The brand may lag the culture at first, but eventually it will catch up.”

 

May the employee brand force be with you!

1

Brand’s Voice… it’s not what is said, it’s how it’s said that matters

Everyone in brand marketing understands the importance of clearly defining and living your brand tone-of-voice but I am not sure many brands stay true to their personality. In some cases, let the creative teams win and run a muck. As blogger Harriet Cummings says “A tone of voice is not what you say, but how you say it. This encompasses not only the words you choose, but their order, rhythm and pace.” Some brands tone-of-voice are just down-right boring or nonexistent, and others change their voice daily depending on who is controlling it or where it’s being used. It’s so easy to fall for fun and humorous creative, but by not matching your brand’s tone and voice, you could be diluting your brand’s hard-earned equity.

 

Rob Marsh, copywriter and author of the blog Brandstory says “very little attention is paid to brand voice—the words, phrases, and characteristics that set a brand apart take a back seat to the more “important” visual aspects of the brand.” The reason why is because defining and living a brand tone-of-voice is damn hard. It is especially hard when many people are involved in producing various communications, each having a different point-of-views of what the brand voice should be. If done right, the brand tone-of-voice can be distinctive, recognisable and unique. In life, sometime it’s more important on how you say something than what you say. As American author Maya Angelou once said, “People don’t always remember what you say or even what you do, but they always remember how you made them feel.”

 

A brand’s voice, when consistent, can tell consumers a great deal about the brand, especially its attitude and overall personality. To be successful whatever the brands tone-of-voice is, it must be consistently delivered everywhere. Comedian Jerry Seinfeld says that most people aren’t aware of the many different tones they project. But with a brand you can build a brand image from a consistent tone that accentuates its brand values and personality. Nigel Edginton-Vigus, Creative director at Blue Hive advertising agency says many large brands are schizophrenia with their tone-of-voice. You can go from a friendly and chatty physical brand experience a cold and cluttered online experience. “It’s like finishing this amazing love-making session and you lie back content with bliss and your partner turns to you and says ‘affirmative you now have been logged out. Thank you.’”

 

To illustrate the importance of a brand’s voice, I have selected three brands in the men’s shaving industry who demonstrate three different voices.

 

The Designer Shave Brand’s Voice

 

The first one is Harry’s, an online low-cost provider of high quality men’s shaving products. Harry’s was founded by Andy Katz-Mayfield and Jeffrey Raider, two bright millennials who shared a passion “for simple design, appreciation of well-made things, and a belief that companies should try to make the world a better place.” Not surprising, Jeff went on to become co-founder of the trendy online eye-wear retailer Warby Parker. Harry’s website states “Harry’s was built out of respect for quality craftsmanship. Simple design, modern convenience and most importantly for guys who think they shouldn’t have to overpay for a great shave.”

 

Viewing Harry’s website or their lifestyle blog-a-zine Five O’clock gives you an immediate feel of a New Yorker Magazine layout. Their tone is calm with subtle, dry, sophisticated humour, yet very easy going and approachable. It’s confident and smart without the hassle or aggression. You feel clean and positive about the experience.

 

 

The High Performance Shave Brand’s Voice

 

The next example is the mammoth Gillette brand worth $20.4 billion and part of Procter & Gamble that controls 70% of the global blades and razor market. When you think of Gillette, you think of technologically advanced superiority shaving – so how complex can “the Best a Man Can Get.” Their tone-of-voice reeks of masculinity, confidence, precision and calculated. Every time I shave with my Fusion Proglide razor with the new Flexball technology, I think I am driving an Audi RS 7 Quattro with a V-8 engine, adaptive suspension, and all-wheel drive system. Foot to the floor, the best I can get. Plus the maintenance cost to boot.

 

 

Off and on, the Gillette brand shifted into a new gear with a tone-of-voice that didn’t fit the brand. Maybe they are trying to be more human, like their competitors. The problem is, it doesn’t feel like the Gillette brand I grew up with. When did the Gillette brand start becoming funny?

 

The Cheap and Cheery Shave Brand’s Voice

 

I am sure everyone has seen the youtube video of Michael Dubin co-founder of Dollar Shave Club ranting about how F**KING GREAT their one dollar blades are. The Dollar Shave Club, a subscription based razor company’s tone-of-voice is funny, cheeky and makes fun of Gillette. They quickly tap into every man’s feeling of getting ripped-off with the high cost of razor blades. Their underdog brand has no flashy models or famous sports stars. They’re just down-to-earth, humble, witty and supported by an unbelievable price. Today, buying a pack of razors isn’t cheap. A pack of eight blades can set you back $35 to $40 dollars. The Dollar Shave Club taps into consumer frustration. “Dollar Shave Club wants to speak to you in an everyday voice,” Dubin said in an Adweek article by Tim Nudd. “Using a celebrity is not who we are. Tonally, it’s important to remind people, here’s a guy who’s just like you, finding a solution to a real problem.”

 

 

The Final Brand Voice

 

Who would have thought a simple product like a razor blade could be as complex as it concerns their tone-of-voice? But like a human, a brand’s attitude and personality is complex. Many brands leave the tone-of-voice to be driven and cultivated by the creative folks and designers, but in actual fact, it’s everyone’s responsibility working for a brand to emulate the brand’s attitude, personality and with its customers. It even becomes more important when more employees are communicating with customers through social channels. Every brand needs a voice and tone guide to ensure employees are consistently projecting it. The guide forces the brand to clearly define what is its tone-of-voice and gives the brand a benchmark to judge future content. Maybe this would have helped Gillette from making the “first real suit” commercial. I don’t think so.

 

If you can’t describe your brand’s voice and don’t see it in any of your communications, it might be time to start building your brand’s voice and tone guide. Click here to view some examples and tips to help inspire you.

 

Remember it’s not only what you say, it’s how you say it that matters.

 

0

What does a red cup have to do with branding?

Full Stop – red cups are part of the Starbucks brand experience. As a matter of fact, over 60 million Starbucks cups are served each and every week. From the beginning of November until the end of December, Starbucks will be serving 480 million red holiday cups to help celebrate the festive season.

 

Eighteen years ago Starbucks launched their first holiday red cup – a duration that has created great expectations beyond a simple disposal coffee cup. Has this red cup replaced the advent calendar? With all the controversy so far this season you need to wonder.

 

 

Over the year’s Starbucks red cups has celebrated the holiday season with snowflakes, doves, reindeer, snowman, vintage ornaments, poinsettias, and Christmas trees, but this year they opted for a minimalist design of a two-tone red cup with no images. This brilliant long-term campaign has taken some of Coca-Cola’s best Christmas ideas and put them on a cup. Check out Time’s magazine for the evolution of the Starbucks red cup over the last seven years. This year’s red cup sans holiday icons has become blasphemy for many Christian’s organizations or an opportunity to create a controversy to garner media attention.

 

 

“In the past, we have told stories with our holiday cups designs,” said Jeffrey Fields, Starbucks’ Vice President of Design and Content. “This year we wanted to usher in the holidays with a purity of design that welcomes all of our stories.”

 

Customers See Red

 

Former Arizona Pastor Joshua Feuerstein wrote in a Facebook post “Starbucks REMOVED CHRISTMAS from their cups because they hate Jesus,” that went viral with over 14 million views in the last five days. This extreme view has stirred up the media and the social channels. Even Donald Trump has entered into the picture with the suggestion of boycotting Starbucks. Obviously he doesn’t have any Starbucks shares in his portfolio.

 

Starbucks issued a statement Sunday explaining that they are trying to create an environment that encourages “customers to tell their Christmas stories in their own way” and “to create a culture of belonging, inclusion and diversity.“

 

Jay Parini, a poet and author of Jesus: The Human Face of God said on CNN.com that Starbucks red cup is an attempt to remove even the most secular side of Christmas by “strip[ping] all texture and mythic potential from contemporary life – seems beyond absurd, perhaps even dangerous, as it points in the direction of total blankness, a life lived without depth, without meaning.”

 

Or from Starbucks point of view it’s about creating your own texture and mythic potential without being spoon feed of what you should think or believe.

 

What 480 Million Red Cups Mean

 

There are a couple learning’s we should all take from this event.

 

First, colour does matter, (check out my article on colour), red is a very strong and vibrant colour that can stimulate high emotions – just ask a raging bull. In 2011, Coca-Cola changed their sacred red Coke can to white to celebrate the holiday season and were punished by retailers and customers who became confused by the change.

 

Second, customers own your brand. Before you change any representation of your brand make sure you understand what your customers’ think. Product packaging is sacred ground for loyal customers. If Apple changed their earphones from white to red what do you think would happen? Maybe nothing or maybe all hell might break loose.

 

Third, by providing ambiguity with a blank red cup and letting the customer fill the void leaves too much room for misinterpretation or anti-brand advocated to take advantage of the situation. The brand must own the space (physically & mentally) and direct the conversation.

 

I am happy that I don’t drink coffee and have to endure this tragedy on a daily bases for the next six weeks. However, I did hear that Starbucks has started using cup sleeves with snowflakes on them. Maybe this will appease the detractors.

 

The great thing is brands continue to have the power to inspire, create conversations and be news worthy without changing anything inside their cup. And as we see here, some brand loyalists will always see the cup as half empty and others as half full. Cheers.

0

Is A Tagline or Slogan Brand Critical?

First, let’s understand the difference between a slogan and a tagline. A slogan is used in advertising to help solidify the brand value proposition. A tagline are the words following the brand name or logo. Taglines have also been referred as the brand anthem, motto, mini mission statement or the brand rally cry. The tagline can be the audible representation of the brand.

 

What makes a great brand tagline?

 

No different than a great ad, a brand tagline must be memorable, unique, provide a relevant benefit that resonates or inspires, and creates a positive feeling towards the brand.

 

Can you match these taglines with the correct brand?

brand tag

Did you complete the test? It was obviously easy to complete the top four brands because these taglines are firmly planted into our brains. The last four brands were likely more difficult to match to the tagline, if not impossible. How many different ways can you say “quality” without boring your customer? Actually, there are hundreds of brands that have taglines like these.

 

The worst situation is having a brand tagline that hurts the brand. I would think that Carl’s Jr. “If it doesn’t get all over the place, it doesn’t belong in your face” was one of those sad experiments.

 


According to a study, published in the Journal of Business Research, there are three factors that determine whether people like a given tagline. They are: clarity of message; creativity; and familiarity with the brand. So it does hurt to throw billions of advertising behind a brand tagline to help people like it.

 

The researchers also published a list of the ten most-liked slogans and the ten most-remembered slogans. Four slogans appeared on both lists: “Melts in your mouth, not in your hands” (M&M’s), “Eat fresh” (Subway), “Got milk?” (California Milk Processor Board), and “Think outside the bun” (Taco Bell).

Does length matter?

 

Some marketing experts argue that long taglines are more successful than short ones. Al Ries the guru of branding says that most of the taglines people remember are relatively long because it takes more words to create a sufficient meaning for people to remember. He says the marketing industry is fixated on the idea that taglines, the shorter the better. “In my opinion, [short taglines] are not very effective …not because they’re short; it’s because they’re not very memorable,” says Ries. Some long taglines that have withstood the test of time are: Las Vegas – “What happens in Vegas, stays in Vegas.”; Geico – “15 minutes can save you 15 percent or more on car insurance.”; and Secret deodorant – “Strong enough for a man, but made for a woman.”

 

 

In an empirical study (2014) done by Anibal Vieira, he found that shorter taglines have higher spontaneous recall rates. But more importantly than the size of the tagline is the duration it has been used. The report states “long-term perspective is a crucial element in order to achieve a more easily and effective recalled slogan.”

 

Short or long, the tagline must hit the brand essence on the head and be meaningful to the customer. I also believe the shorter taglines have a greater success rate beyond the audio message channels (TV, radio, video) especially in the visual channels (print, digital, out-of-home) which is easier to consume.

 

Does a brand need a tagline?

 

That’s the 50 million dollar question. There is a lot of advertising and design studios who think you should. It also keeps them in business. If you are too cheap to buy a tagline there are plenty of websites and blogs that will tell you how. I am not sure an online “how to” is going to get you your “Just do it” tagline.

 

In Vieira’s study he concluded that slogans may play an important role in brand positioning. But there are many successful brands who have stayed clear of any slogans or taglines such as Starbucks, Lululemon, and Nordstrom. Denise Lee Yohn, brand-building expert and author of What Great Brands Do says that taglines are a legacy of the past and aren’t as relevant today. If you follow the Nike brand they focus more on the swoosh symbol that the tagline “Just do it.” He argues that “most brands today are distinguished less by products and features and more by values and personalities. These differentiators can be difficult to convey succinctly.” Therefore, it isn’t surprising to see some of the mega digital brands such as Google, Facebook, YouTube, Twitter and Uber live without any taglines.

 

However, the tagline isn’t dead. They still serve an important purpose in defining a brand and its relationship to its customers. Yohn says it’s fair to assume that since the cultural power shift from brands to consumers the declarative taglines such as American Express “Don’t leave home without it,” and Nike’s “Just do it” might be a thing of the past. Maybe that is why Nike is backing away from “Just do it.”

 

Final tagline

martin-luther-king21

 

An inspiring tagline is the single-most powerful summation that a brand has to express the brand essence in a few words. If you can create an emotion connect to the brand’s values, you will have a winner. It’s no different than a great leader who has been idolized and emotionally connected to us with a few simple powerful words like “I have a dream.”

0

Why Care About Brand Architecture

In any significant construction project like a hospital, office building or condominium the starting point is generally its architecture which is the art and science of how the building will be designed, the method and materials used to build and other specific physical attributes. In building a brand the last thing most company’s think about is its brand architecture beyond the single product or service they are positioning into the marketplace. Brand architecture only becomes important when the corporation (master brand) branches out into new products or services or acquires existing brands. Why design architecture with 10 rooms when at the beginning all you need is one room to fit one brand.

Brand architecture is the least exciting part of building a formidable brand. First, you need more than one brand to start thinking about brand architecture. But if you plan to build a business beyond one brand the brand architecture can be a game changer. Don’t end-up scrambling like Apple did when they moved from the Mac  brand to all the “i” branded products to finally the Apple TV and Apple Watch.

brand-architectureIn 1996, David Aaker, a prolific writer on the subject of brand strategy, developed the well-known three types of brand architecture approaches:  branded house, house of brands, and endorsed brands. While there are other terminologies such as umbrella brand, monolithic, master brand, free standing brands, and hybrid brands, the overall concepts are the same. In reality, most corporations don’t have a clearly defined brand architecture strategy in place until it’s too late or they did the brand strategy after the fact. There are many reasons why many brand houses aren’t perfect such as business consolidations of acquisitions, mergers and reorganizations, brand extensions and new business and market opportunities, spin–offs and new customer acquisitions. In most cases, the decisions are based on the business opportunities and not on the customer needs.  From the customer’s point of view most of these decisions make no sense, if not very confusing.

Branded House – All in One

A good example of a branded house approached would be Virgin and BMW. The BMW brand is focused on the monolithic brand – “ultimate driving machine,” regardless of model. Having a master brand is good and bad. Good because a brand has a unified image based on the brand essences that is consistent and can be effectively amplified to all customers. Bad because the brand message must be so high-level that it doesn’t reflect the personnel experience that the consumer is having with a unique sub brand. A Virgin Mobile experience isn’t the same experience as the Virgin Airlines experience or Virgin Money banking experience.   Renée Richardson Gosline, an assistant professor of marketing at MIT Sloan School of Management, cautions that “…consumers seek distinction, even within the brand. So, along with the egalitarian message that all BMWs are ‘ultimate driving machines,’ BMW has to make owners of different models each feel special as well, by building relationships with the owners of each model.”

Master brands that have a strong brand image in a specific  product category like personal care products can leverage the overall brand essences into additional related categories, where the variant/functionality itself becomes a sub-brand. L’Oréal Group is the world’s largest cosmetics company that started with a hair dye formula called Auréale in 1909. Today, L’Oréal has over 500 brands covering many categories from hair color, hair styling, body and skin care, cleansers, makeup and fragrances.

LOreal-Paris-Ever-Style-line-1

The world isn’t as big and confusing as it once was. Digital technology has eliminated geography and cultural differences, and expanded choices based on: quality, accessibility and price. Customers are becoming more enlightened; more demanding and more concerned with whom they do business with. As a result, corporations need to become more transparent and focus on the customer’s journey with their brands. Privacy legislation, antispam legislation and big data is forcing corporations (master brands) to rethink their brand architecture to leverage their customer base by including more differentiations and tailored relationships. There is also the consideration of terms of management and administration costs of multiple logos, websites, brochures and brand stories to communicate. There is a fine balance between efficiency and customer-centricity.

House of Brands – Each Brand is Unique

Procter & Gamble is an excellent example of a house of brands, which has over 180 product brands independent of each other, targeting different customers across multiple product categories from detergent to toothpaste. P&G as an identity brings little to the table as it concerns branding. Nobody understanding the P&G brand and really doesn’t care.  This is the most accommodating framework with no brand reliant on each another or any synergy between brands. If a brand fails or succeeds the other brands aren’t affected. The cost of managing a complex portfolio of brands must be overwhelming and each brand must struggle to get any attention from the parent company. A.G. Lafley, president and CEO of P&G, said the future would be “a much simpler, much less complex company of leading brands that’s easier to manage and operate.” I have trouble keeping track of my three kids; I can’t imagine keeping track of 180 brands!

pg-calender-2012-inside-page

Endorsed Brands – In the Middle

In the middle of the brand architecture is the endorsed brand model where the parent brand has a halo effect by endorsing the sub brands. There are numerous examples of this strategy:  Think Courtyard By Marriott, Polo by Ralph Lauren, Microsoft Windows, Honda Motor Company, Sony and the list goes on. This framework allows the parent brand to have a vision that can evolve over time and take advantage of new trends or technology.

 

Brand Baggage

It is fair to say that brand architecture strategy has been driven by past management decisions of the brand portfolio and specific brand assets. It is also based on the nature of relationships between the brands as it concerns resources, investments and marketing positioning. Rajagopal and Romula Sanchez in their white paper suggest that “Brand architecture is not a static framework.” As marketplaces and competitive environments change, brand dynamics transforms and brand life cycles evolve. Master brands must continually revaluate the brand portfolios and the architecture requirements. As master brands respond and react to the many challenges and opportunities they create “brand baggage” where shifts of resources move from one brand to another creating strong and weak brands. An inflexible architectural structure can also create a barrier to innovate and limit the ability to move into new products or services.

It is fair to say that a great deal of brands reside in a mixture of all of the above.  Coca-Cola Company is best known for its beverage with the same name that has a line of other variant Coca-Cola brands. But it also has unrelated brands such as Sprite, Fanta and Minute Maid each with a unique look and feel. The Gap Company, which is made up of Gap, Old Navy, Banana Republic, Athleta and INTERMIX , takes a different approach to being a parent company. Gap leverages their multiple brands to offer customers many choices under one umbrella to reach a variety of customers.  Their online strategy is to make sure customers goes to a sister brand before they go to any competitor’s websites.

CocaColaProducts

The ultimate master brand goal is to satisfy shareholders by continually growing customers and generating more sales and profits. That is a very self-servicing and inward approach to brand architecture.

The perfect world would be to build a brand architecture starting from a customer-oriented brand vision where one-size-fits-all doesn’t work. Companies need to carefully understand their customer’s journey and provide products and services along the way, may it be going down the food isle shopping for breakfast, lunch and dinner or starting a journey from a wedding, to a new home, to the first child, to acquiring a university degree.

 

Brand Architecture is a Balancing Act

A single brand model into today’s fast paced and changing world can be a liability. The ability for a brand to speak to and service a multitude of customers is becoming almost impossible. A master brand positioning must be so basic it would mean nothing to most target groups.  Therefore, many brands are tweaking their strategy and brand architecture to allow products and services within the brand structure the flexibility to speak directly to its customers in a meaningful way. But it is a balancing act. Too many brands will create confusion and loss of meaning.

The future is about utilizing big data and building relationships between brands and customers throughout their life cycle. Helping them navigate the human journey with solutions from one phase to the next, and from one brand to the next. P&G showcased a number of brands in its “Thank you Mom” Olympic campaign either to save money or to start bringing their brands together. Starwood Preferred Guest (SPG) reward program (of which I am a happy member) brings together all of their nine hotel properties under one umbrella. From a customer’s point of view this provides me with more options and choices. And the confidence that my experience will be similar from hotel chain to hotel chain.

SPG Hotels

Brand architecture can be complex and driven by business needs but if you can focus on the customer’s journey and provide them solutions along the way you can be a formidable master brand and sub brands, all together.