Developing a brand promise

November 10, 2010

For those of you who have been following my series on building a brand, this is the last post – developing the brand promise.  My most recent post covered the building blocks of a brand in great detail, and it is by using these components that an organization can build a brand promise.

The brand promise is the sentence or phrase that states the primary benefit that the brand provides to its target customers.  It is a “promise” to its target customers because the benefit is what the brand must deliver every time, at every touch point.  The brand promise explains the brand’s core essence, in a manner that is in alignment with the brand’s character.

In the brand development process, the brand promise is developed after the core essence, benefits, character, and reasons to believe are finalized.  The team that developed the brand components should also be responsible for crafting and word-smithing the brand promise.[1]

I often get asked if a brand promise is the same as a tagline.  A brand promise, in some cases, may be a tagline, but this is very rare.  A tagline is typically tied to a campaign that changes over time.  A brand promise, like a core essence, is timeless.  It should not change often, if at all, since the brand is built on the benefits that it consistently delivers.  Additionally, while a brand promise explains what the brand delivers to its target customers, it is rarely articulated to them.  Target customers most likely will never hear a brand’s exact brand promise.

The real audience of the brand promise is the internal stakeholders (employees, leaders, volunteers, etc.) of an organization.  The brand promise serves the purpose of aligning the organization so that everyone understands what benefits the brand should be delivering and how these benefits should be delivered.  It is the ultimate compass for an organization.  If everyone in an organization understands exactly what the brand has promised to deliver (its benefits) and in what way it will deliver its benefits (character and reasons to believe), the organization has a much better chance of consistently and clearly communicating and delivering its benefits to its target customer.

With this in mind, once the brand promise is carefully crafted, it must be effectively communicated throughout the organization.  Some organizations go through a significant internal brand launch to communicate the promise with a brand orientation and presentation.  Others communicate the brand promise by creating “brand books” and distribute them to all internal stakeholders.  These presentations and books tell the story of the brand, highlight each of the building blocks of the brand identity, and communicate and explain the brand promise.  It doesn’t really matter how the brand promise is communicated, the key is that it is clearly and consistently cascaded throughout the organization so that every internal stakeholder can understand, state, and explain the brand promise.  If every member of an organization can do this, the stronger the brand will be communicated and delivered to the target customer.

 

*******

This post wraps up my series on a step by step approach to building a brand identity.  I hope that there are some ideas in this series that are helpful.  If you follow this approach for your own brand or organization, please let me know how the process goes!  I’d love to hear about it!


[1] Depending on the number of participants in the brand development process, it may make sense for a subset of participants to develop the brand promise together and then present it back to the rest of the participants.  Otherwise, the process of writing the promise can get tedious with too many writers.

 

Advertisements

Intro to a Step By Step Approach to Building a Brand Identity

August 10, 2010

In my most recent post, I mentioned that one of my most favorite facets of marketing is market research.  A very close second favorite to market research is building a brand identity — using the understanding an organization has about its target customers to craft a unique and meaningful brand and message.  I love bringing the two puzzle pieces of customer understanding and brand positioning together and making them fit.

This year, out of all of the organizations with which I have worked, I’ve had the pleasure of working with three different organizations (two non-profits and one large private company) to help the brand puzzles fit together.  I’ve done this by facilitating some in depth brand strategy sessions for each organization.  Each strategy session has looked a bit different from the others to meet the specific needs of each organization (for instance I’ve facilitated sessions that have lasted a half day, and a process that consisted of hour long meetings every two weeks for 6 months).  Despite these differences, the key topics and brand components that we have discussed are the same.

For all three brands, each one was well-established in its field, and the youngest brand was over ten years old. While each organization had specific challenges that caused it to revisit its brand identity, there were a few common challenges each faced:

  1. Each brand was struggling to be more relevant and top of mind with its target customers
  2. Within each organization, there was some confusion as to what the brand really stood for
  3. Each organization lacked the language to communicate what the brand was about and what it provided to its target customers (the Brand Promise)

The sessions that I facilitated for each organization resulted in resolving these challenges by analyzing and rebuilding their brands one component at a time.  This process, one in which all of the key internal stakeholders participated, led to the development of a new brand identity for each organization that was fully embraced.

Because I have gotten such great feedback from the organizations for whom I have facilitated this process, I thought it might be useful to document this process over the course of the next few posts — just in case anyone else might find this process helpful in solving an brand identity challenges that their organization faces.

With that in mind, this post is my introduction to the series:  A Step By Step Approach to Building a Brand Identity.  The subsequent posts in this series will cover the following topics:

  • Getting Started:  Assembling the right people and target customer research to leverage in the process
  • Establishing the Guidelines:  Aligning to the objectives of the process
  • Diving Into the Brand:  Building the brand essence, benefits, character, and reasons to believe
  • Pulling It All Together:  Developing the Brand Promise

I hope that you find this new series of posts to be interesting and helpful, and as always, if you have any questions or comments along the way, please let me know.  I’d love to hear from you.


Why Should I Believe You? The case for Reasons to Believe.

April 5, 2010

A couple of weeks ago, I received my qualitative research moderator certification from the Burke Institute in Cincinnati.  The Burke Institute is a renowned market research education institution, and its qualitative research certification process includes participating in two week-long intensive (and not inexpensive) courses.

While I enjoyed the courses thoroughly, the primary reason I attended the courses was to be able to say that I am a certified focus group moderator.  Prior to attending the certification courses, I had quite a bit of experience moderating focus groups and using the results from focus groups to inform decisions for my brands, but I did not have very much “proof” of my skill sets outside of some client referrals.  I knew that if I wanted to augment the qualitative research part of my business, I needed to provide my prospective clients with some proof or a “reason to believe” that supported my claim that I could deliver objective and insightful research results.  The fact that I am now a certified qualitative research moderator provides my brand stronger credibility that I can deliver the benefits of well-executed qualitative research.

Just as having a set of compelling brand benefits and a brand character are critical components to a well-defined brand, having reasons for your target customers to believe that your brand can deliver its benefits is equally important.  Reasons to believe are facts that provide credibility to your brand as they explain how or why your brand delivers its benefits.  Therefore, every brand benefit should have a corresponding reason to believe to support it.  Additionally, as with all other brand building components, reasons to believe are strongest when they are relevant to the target customer in some way.  Here is where customer research and understanding continue to be a key input into the brand development process.

Aside from providing believability and authenticity to your brand, reasons to believe differentiate your brand from competitors.  Most brands that have similar benefits do not have the same reasons to believe, and even if they do share some proof points, the total package of reasons to believe for each brand is sure to be unique.

With all of this said, I find it intriguing that many organizations fail to focus on or communicate their reasons to believe to their target customers.  Many brands have strong supporting evidence of their benefits such as a dedicated history in the industry or an unmatched emphasis on quality, but they do not communicate it.  Other brands need to invest in creating proof to support their benefits such as utilizing spokespeople or attaining some form of accreditation/endorsement.  In either case, leaders of brands should spend some time thinking through their brand’s reasons to believe and how to effectively communicate them as emphasizing a brand’s reasons to believe will lead to a more credible and differentiated story for selling the brand’s benefits.