brand training

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Yesterday I wrote about the power of a clear brand idea. In closing I mentioned it only works if adhered to.  Smart people in the brand consulting business do training.  After the idea and architecture are sold to senior management, the consultant goes in and trains stakeholders in its proper use and care. A good practice.

I worked at McCann when they launched the new Lucent Technologies brand and the agency created a wonderful brand book that would live on office bookshelves for years, explaining the proper use and care of the brand — well after training faded. Training plus a brand book has a better chance of working. But there is an even better way.

Who is to be the steward of the brand idea? Usually it falls to the CMO and/or brand manager. But for most companies the task is back-burnered. They are too busy. So the position of “brand steward” needs to be created. A chief brand officer, if you will, but really only at a director level.  Just as legal counsel needs to keep the law in mind, a brand steward needs to own brand strategy adherence. Someone to ask “Does this work deliver our brand claim and proof array?”  

It’s not a hard job. It’s an important job. No one ever got sued for nonadherence to brand strategy. And that’s why there is so much sloppy brand craft.

Peace.

 

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It’s debatable how many companies actually have brand strategies.  They have brands, products, services, mission statements, taglines, marketing plans and ads. But brand strategies? Organizing principles for product, experience and messaging?  No so much. Many marketers have de facto brand strategies, not codified as “one claim and three proof planks.” They may take the form of a big “idea” with some provable supports. Or a de facto brand strategy may come from an ad, or highly effective promotion. Perhaps a marketing document drawn up during a peak sales period. But often, as can be the case with real brand strategies, de facto versions drift away.

I do a lot of training and it’s my belief that the root cause of powerful brands is training. Everyone at the company needs to know the brand strategy. Not just the brand managers. Geo-technical engineers need to know their brand strategies.  Kitchen remodelers need to know it. Truck drivers who deliver the goods, cardiothoracic surgeons who work for the system. Everybody.

When everyone is trained on brand strategy, when management spends time and money reinforcing it, a brand takes on a life of its own.

Peace.

 

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