Strategic Problem-Solving in Brand Management, #013
Summery
Time to synthesize research into a clear brand strategy by collaborating with the client to define core values (CEO's vision is key), assess current communication (clarity, consistency), and prepare for exploring audience, competition, and media solutions. The goal is a focused approach for message, visuals, and media choices.
Now that you've gathered interviews, research, analytical data, and existing visual material, it's time to do the hard work. It's time to solve the problem, but don't worry. You're not in this alone. You should still be collaborating with the client. Remember, they know the business better than you and may have some great insights. It's a back-and-forth process to reach a solution everyone can own.
The term brand strategy has been quite popular for a long time. There are certainly enough people who claim that's what they do. But much of the work is data collection with no suggested direction. There is a difference between regurgitation and strategy. It's not your job to throw back every tiny detail of your research to the client. That's part of the process to reach a conclusion, but you've been hired to solve a problem. You've likely seen too many strategy documents that are simply pages of interviews, data, and bad stock photos. At the end, one is left to wonder, well, now what? The client could do this alone.
Taking all this information and determining the correct communication strategy is where it gets messy. This is the creative part, and creativity is never nice and neat. Let's explore the answers one by one.
What are the company's primary values? You may have 10 different ideas. The CEO's answer is the right one. You may need to do some simplifying and remove anything redundant, but the answer is usually right there. Years ago, you might have had a client with many different answers from many sources. So, you went back 100 years to the company's founder and discovered that his vision was about family and service. That was better than any complicated answer you received.
Use the information about the values and work with the CEO and any other stakeholders to create a list of five to eight words. These will be the guiding words when you start to design. Go back to your findings about the company's strengths and weaknesses. Make lists of all the answers and eliminate the duplicates. Even if they aren't true, these are the perceptions.
What message is the company communicating now and what should the company be communicating? What does the visual collateral say? Is it clear or confused? Is there a message or just a mess? Do the logo, colors, typography, and image reinforce what the client thinks he or she is communicating? If not, you need to be able to show how it isn't. Pull together a board of all the existing materials and communications you can find. It's never to point out how awful it is. Remember, you're presenting to people that were engaged in creating it. It's to show how more consistency in the message is needed.
In part two of this, we'll explore the solutions for the audience, competition, and medium. Our goal, in the end, is to find answers that can help you determine the best approach for the message, visuals, and choice of media.
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