Do all the frameworks and processes that strategists use really add value for brands or is it all just ****? In the spirit of strategy itself, let’s test a number of positions.
You’ve worked hard to build your competitive positioning. Here’s what you should do in response to an aggressive competitor – and why.
Small brands are edgy, attuned and preferred. That seems to be a common sentiment right now. But there is nothing to suggest that any of this makes it easy to win as a small brand today.
Brands drive attention and income off awareness, but they derive their real value from their ability to shift and sustain longer term sentiment.
Some searching questions, by way of a guide, for the leaders of companies expecting to build lucrative brands in the years ahead.
Is there ever a right time to get on the front foot and challenge your competitors by name?
Our gut instinct as marketers is to go with what is working, because everything in the corporate rewards system is geared towards that: lack of risk appetite; the quest for short term results; even performance incentives. The irony for brands of course is that the more you go with what works for others, the less likely those ideas are to work for you.
Everywhere you look today it seems, there are people and brands only too keen to spell out exactly what they think and what they want you to know, in the loudest terms possible. As the volume continues to climb, can you even be a quiet brand today?
Some events, like the Olympics, Formula One and the FIFA World Cup, attract huge audiences. If you’re a smaller brand looking to change how you are perceived, is it a responsible action to bet everything you have on being a brand sponsor?
Often, when people in agencies talk about brand strategy, what they are meaning is the thinking that has led to the work they have been doing on the brand. That’s not brand strategy, it’s creative strategy. Both are important – but they are not the same.