Brand strategy. Key elements.

Making sense of your brand portfolio? Here’s where to start.

A close friend asked my advice on developing a brand portfolio (products and services) for competitive advantage.

I offered them the following advice, and I’m sharing it with you in case it helps.

Seek out the brand strategy. Most global companies have one but don’t be surprised if there isn’t one. All organisations should have one.

If there isn’t one, now’s the time to develop one. I always inform and involve key leadership when developing a brand strategy. It’s essential to good strategy.

I start by creating a brand hierarchy—an organisational chart of brands. Look internally for all the brands (i.e. logos) the company has developed and taken to the market.  Invoices and employment letters are a good start.  Internally, consult widely with a range of people, as you may be surprised by what you discover.

Of course, research your competitors and indirect competitors.  I also look at other brands outside the segment.

Your research will allow you to develop a hierarchy, which is the foundation of your brand strategy.

Your hierarchy will fit as a monolithic, endorsed brand, house of brands, or hybrid. Assess the benefits, risks, and challenges of the hierarchy you choose.

This approach prompts thinking and debate for decision-making on:

• Product/service purpose and positioning (including rationalisation)
• Customer/clients – current and future, segmentation
• Messaging and experience
• GTM
• Governance (including conflicts)
• Resource alignment – support and delivery
• Visual identity

And there’s the formation of your brand strategy.

In my experience, things get messy and confusing for everyone (internally and clients) when organisations acquire businesses/brands without considering the brand strategy during the deal and in the transition plan.

Over time, organisations become a house of brands, with brands/businesses cannibalising each other, there are higher overheads due to the duplication of resources and systems, culture is less united, and customers/clients are confused. This is not an ideal business position.

Note to leaders:  when doing a deal, at some point, involve your brand and marketing leader to develop the brand strategy—short-term and long-term—as part of the deal transition.

Thanks to my colleague for asking my advice. Brand strategy is fundamental to business strategy. I really enjoy working with companies and leadership teams on their brand strategy. It is a strength of mine.

If your brand purpose and positioning (products and services) lack clarity, your competitive position is under threat, your brands are not winning or retaining clients, or you are embarking on an acquisition, consider getting me involved to assist you with your brand strategy.