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Strategic Branding

Brand is not a stand-alone concept

Many branding exercises fail because they don't understand how to align their Service Delivery options, their Culture their Leadership style and their Brand so they are all pulling in the same direction towards their Value Proposition. Alignment is like the focussed beam of light generated by a laser. Ordinarily, incoherent light consists of waves of many frequencies, in all phases, and moving in all directions. Light waves in a laser beam are coherent, organised in the same frequency in phase, and travelling in the same direction. This gives the laser the power to cut through even very dense materials.''' This alignment is what we call Strategic Branding and can only be achieved by someone skilled in organisational strategy.

Some people confuse brand with spin. Spin is like painting over rotten wood. It may look good for a short time but the result will soon be worse than at the start. A brand can't be faked. The old rule used to be: Create safe, ordinary brands and combine them with great marketing. The new rule is: Create remarkable brands that the right people seek out.

To become great the organisation needs to:

1. Be great in all areas where it counts
2. Understand how these areas that count are linked
3. Align all the areas that count in the same direction, like laser light, otherwise, they will pull against each other causing confusion
4. This alignment needs to be pulling towards the organisation's Value Proposition.

There is unbeatable strength in organisation that is focused on its Value Proposition and is totally aligned to that Value Proposition. This is a strength that gives lasting competitive advantage in the market because it is almost impossible to imitate

Our Product

Our product is based on the foundation that there is no such thing as a universally 'best' setting for these aspects. The best settings will be VERY different depending on which Value Proposition is chosen. For more details...

The benefits of the process

1. Total clarity by all people in the organisation about what matters
2. Customers receive service which is consistent with the chosen Value Proposition
3. Customers and other external parties have a clear and self reenforcing image of the organisation, its brand and what stands for
4. Each part of the organisation reinforces the other parts with no parts fighting against or rejecting other parts of the organisation
5. Less Waste, Better quality, More profit.

Probable outcomes of Alignment

1. Customers become far more loyal because they understand exactly what the organisation stands for and can see this being put in place
2. All parts of the organisation work to the same agenda and reinforce the value proposition
3. Far less confusion and more focus on what really matters
4. All people (Tops, Middles, and Bottoms) contribute more effectively to the organisation's goals
5. Communication and decision-making is significantly faster
6. People are happier and more fulfilled because they are doing useful work
7. All staff have a greater commitment to the organisation and its goals.

In a word ...The whole organisation becomes as sharp and focussed as a laser.

Support

This product is supported by Bruce Holland who is a specialist in business strategy Wellington, nationally and internationally. He specialises in public sector strategy and other large private sector organisations.

Key words: strategy, strategies, business strategy, business strategies, strategy management, strategic management, strategy development, implementation.