If you show up to a gun range with no target, you have zero chance of hitting something worthwhile.
Conversely, even if you can't hit the bullseye every time, a target makes the process exceedingly more enjoyable. You can track progress, you can try new methods, and you will indefinitely hit a bullseye at some point.
If you try to build a brand without first defining it, you have zero chance of making something worthwhile.
Conversely, even if you can't be on brand every time, defining it makes the process exceedingly more enjoyable. You can track progress, you can try new methods, and you will indefinitely be on brand at some point.
Point being, have an aim.
Before we jump into details, we gotta get one thing straight:
A brand is the gut-feeling has toward a business. By definition, being "on brand" would mean that the feeling you want people to have is being felt by your target consumer. Being off brand would mean they feel the opposite or something unrelated. For example, if I want people to feel "rebellious," then similar feelings like edgy, badass, and cool are right up my alley. What I'm looking to avoid is the opposite; safe, quaint, pretty, timid, etc. With me so far? Cool, here are the three steps:
Define your brand
This is done through a brand discovery workshop, it's borderline therapy for business owners. Founders sit in a room with an objective third-party and tell everything they can about their business. Their customers, their dreams and goals, the culture they desire, all of it is put on the table. In doing so, nuggets of information can be pulled that show what someone should feel about the business. The goal is to create a definition of the brand that can be used as a yardstick.
Review all marketing collateral
Social posts, brochures, swag, websites, the name, logo, identity systems, business cards, email templates, everything that comes into contact with a customer is put up for review. It goes without saying that if you're jumping into a rebrand, you are probably not happy with all of these assets anyway, but you need to clarify why that's the case. If you don't you open the door to repeat the same mistakes in recreating them.
Make a game plan
Using the items in the review, make a plan of action prioritizing the elements that would have the greatest impact on the brand. Then, get to work updating them and getting them on brand.
This is the third article in a small series of punches surrounding April Dunford's Obviously Awesome! and how good positioning relates to good branding. Please read the first article and second article before jumping into this one.
You know what the alternatives are, you know the special things that your startup unique, now you need to establish what makes that valuable.
It's tricky to get lost in the weeds here and even harder to stay objective.Typically, startups say things like "great user experience," or "great customer service," but that's trite and, quite frankly, to be expected. If you don't have those components, your business is gonna fail anyway.
Value goes deeper and it's objective. For example, building a repository of customer feedback and concrete examples of your secret sauce in action. Personally, this is seen in my business through my reviews and the consistent compliments I get on organization. Organization is the secret sauce (or one of them, I hope) and the value is that it saves time and keeps projects moving smoothly.
As this pertains to branding, it's a difficult to see what the emotional component is to quantitative value. However, it is clear that in gathering the quantitive data on your startup, you will see how you make people feel. If you're doing your job right, what you want people to feel and what they actually feel is aligned. That's a mark of good branding.