brand

Where can you find the data that will inform your brand positioning?

In a recent post, I highlighted the four key questions that your brand positioning research must answer. And I promised a followup post showing you some of the places you could find data to help inform your brand positioning. Here it is!

To review, great positioning is found at the intersection of the answers to the following four questions:

1. What does the brand community currently believe about or value in the brand?
2. What might the brand community believe or value about the brand in the future?
3. What does the organization currently claim about the brand?
4. What would the organization like the brand to become down the road?

So to make things as simple as possible, I’ve made a chart below that will show you many of the places I look first for data to inform brand positioning. At the top of the chart you’ll find many things you probably already have access to and just need to analyze through a brand positioning lens (like marketing materials or website copy), while at the bottom of the chart you’ll find some more complicated research sources that will take a bit more work (like surveys or interviews you’d need to conduct, for example).

Continue reading →

The low-cost, high-value approach to brand positioning research

In my last positioning post, I discussed the four key questions you must answer if you want your positioning research to lead you to effective brand positioning. So how exactly do you discover the answers to the four key questions? Do you need to hire an expensive market research firm and spend hundreds of thousands of dollars on surveys and focus groups?

Here is how I think ad-free brands should answer the question “how much should I spend on research?”

I always answer that question with an astoundingly simple approach that became the backbone of our entire brand strategy during my time at Red Hat. I call it the low-cost, high-value approach, and if you were to illustrate it, it’d look something like this.

The low-cost, high-value approach means that you always analyze potential strategies in terms of their cost and value. You then default to choosing strategies first that are inexpensive in terms of time and money yet bring you a lot of potential value, before selecting strategies that cost more, even if they bring you great value.

Pretty simple, huh?

For example, hiring a research company to set up a brand tracking study with 10,000 potential customers for your brand might provide you with a lot of useful information (high value). But the study can also cost you a lot of money and take up a lot of your team’s valuable time (high cost).

If you have the time and money, you might still decide to field the high-value brand tracking study, but only after you have exhausted all of the low-cost, high-value strategies that might help answer those questions more inexpensively.

So, the essence of the low-cost, high-value approach is to default to spending as little time and money as you can and consider high-cost strategies only when there are no other options that will get you the information you need.

You’d be surprised how many organizations are essentially blind to an entire category of low-cost, high-value research options because they prefer to stick to practices they used in the years before better options became available.

The reality is that the last 10 years have given us a variety of low-cost, high-value digital media tools and resources that are perfect for doing brand positioning research and for rolling out positioning effectively. We now have low-cost, high-value alternatives that can provide data that helps us effectively position brands, many of which were not available before the Internet.

Doing research for positioning a brand is less expensive than it has ever been in history. Some people just haven’t received the memo.

So how much should you spend on research?

When you keep the low-cost, high-value approach in mind, the answer to this question should be clear: balance the amount of time and money you put into the research with the value of the brand you are positioning.

If you are trying to position a small web-based business just getting off the ground, you might attempt to answer the four questions with data you already have at your disposal. Perhaps you’ve already done some customer surveys; you’ve just completed a formal business plan; or you and your team even have strong, well-informed ideas about the direction you want to take the brand. You can use all of this preexisting information to answer the four critical questions I listed in the previous post.

But if you are attempting to position or reposition a brand where the stakes are high, especially if the brand is already generating significant amounts of revenue, the information you have at your disposal might not be enough.

If the stakes are high, but your time or money is short, don’t despair. The ad-free brand positioning approach really shines in low-budget situations because you can always take advantage of the “release early, release often” principle that this open, transparent positioning process embraces.

Don’t have any money to invest in research? You can still create a starting brand position by answering the four questions with the best information you have at your disposal. Then immediately start testing the positioning with others in the organization and potentially even in communities outside the organization. Incorporate the feedback, revise the positioning, and try again.

So if you are positioning a small brand, please don’t feel like you need to break the bank doing research. If you consider the low-cost, high value approach while always keeping the investment you are making in line with the value of the brand you are trying to position, you’ll be nicely set up for long-term positioning success.

—

—

This is the fourth in a series of posts drawn from The Ad-Free Brand, which is available now.

The four questions your brand positioning research must answer

To create great brand positioning, you must do your homework. In a brand positioning project, this homework mostly consists of doing some research about the brand ahead of time. But how do you organize your research?

In this post, I’ll teach you a simple tip I learned from Dr. Kevin Keller that will help you frame your positioning research in a way that will ensure you find the answers you need.

When doing research to inform a brand positioning project, I am not satisfied until I can answer the following four questions:

1. What does the brand community currently believe about or value in the brand?
2. What might the brand community believe or value about the brand in the future?
3. What does the organization currently claim about the brand?
4. What would the organization like the brand to become down the road?

Why are the answers to these four questions so important?

Great brand positioning has one foot in the present and one foot in the future. The research we’re doing to answer these questions helps us understand exactly where each foot should be planted.

The Foot in the Present

By studying what your brand community members currently believe the brand stands for and what they value about it today, you’ll begin to understand their current experience of the brand. Yet your community’s experience of the brand can be very different than how you see or talk about the brand inside the organization. So the brand research should study the brand from both an internal and external perspective.

Often organizations will notice gaps or inconsistencies between the brand they claim to be and the brand their community sees or experiences—the brand promise-brand experience gap.

Once you deeply understand what your community currently believes or values about the brand and compare this to what you currently claim about the brand, you’ll have a complete picture of where your “foot in the present” is planted. You’ll see clearly how big the gap is between your brand promise and brand experience. Only then can you begin the work of building brand positioning that closely aligns the brand promise claimed with the brand experience delivered.

The Foot in the Future

But a brand that is only concerned with the present state of affairs is a brand in stagnation. You’ll want your brand to grow, prosper, and remain relevant down the road. So you should also try to understand what the brand community might believe or value about the brand in the future.

What directions might people give you permission to take the brand? Where do they not want you to take it? What would they value in the brand that you don’t provide today? What does the organization do today that people would rather not see you continue to do down the road?

Equally important is that you strongly consider where you want to take the brand. Remember the apocryphal Henry Ford quote, “If I had asked people what they wanted, they would have said faster horses.”

Sure, to remain relevant you should deeply understand what the community members want the brand to become, but do not become a slave to their vision. You might have entirely different and amazing places you’d like to take the brand that your customers or other community members can’t yet see.

So, in order to understand where your foot in the future is planted, you should seek to understand both what your community would believe or value in the brand and what you want the brand to become down the road.

Where Great Positioning Lives

Great positioning lives where all four answers intersect. It is a bridge between your current brand experience and the brand you’d like to become in the future. It deeply reflects the brand you currently see while lighting the path to what it could become.

Great positioning lives in all four of these quadrants at once. It can be like the North Star, guiding the organization toward the future, while paying homage to the past and making clear connections between things that resonate about the brand with both your organization and your brand community.

So where should you look for data that will help you answer these four questions and start on the road to great brand positioning?

I’ll share some of the mostly likely sources of data in a followup post.

—

This is the third in a series of posts drawn from The Ad-Free Brand, which is available now.

How do you sell a community-based brand strategy to your executive team?

Who will be the new face of openness at Google?

Last week, Google Senior Vice President of Product Management Jonathan Rosenberg resigned after almost 10 years at the firm. While the comings and goings of tech industry executives aren’t typically that interesting to me, I found this news fascinating for a couple of reasons.

First, Rosenberg says that one of the things he plans to do is write a book with ex-Google CEO (and current Executive Chairman) Eric Schmidt. The subject? According to an article in the Mercury News, they’ll be writing about “the values, rules and creation of Google’s management culture.”

Now that is a book I’d like to read. Google is in many ways an ideal case study of the open source way as applied to management practices, and, while many have written books about Google already (notably this one by Bernard Girard and this brand new one by Steven Levy), I’d love to see Schmidt and Rosenberg’s take (and I hope we can corral one of them for a webcast on opensource.com when the book comes out).

I’m especially interested in their view of how the existing Google culture changed (or didn’t change) during their tenure. Especially since it has been reported that Rosenberg’s top-down management style didn’t mesh well at first with the existing engineering-led culture.

But what I find to be the even more interesting question in the short term is, with Rosenberg leaving, who will be the new face of openness at Google?

Continue reading →

Does your organization think like Ptolemy?

Who is in your community? It seems like such a simple question.

In reality, your organization probably doesn’t just interact with one community, but a whole host of very different communities and sub-communities. The only thing these communities may share is that they are made up of individual human beings.

When asked to list the groups of people making up an organization’s community, most would probably end up with a list that looked something like this:

Continue reading →

Of the community, not above the community

Since I’ve recently been on one of my Tom Sawyer rants again about the lack of humility I see in many community efforts, I thought I’d share a story that might help you visualize the role your organization could play in the communities it belongs to.

A few months ago, two of my business partners, David Burney and Matt Muñoz, were sitting in a meeting with a client of ours (The Redwoods Group, a very cool B Corporation), discussing the unique relationship that organization has with its customers, employees, and other communities. The conversation turned to the ideas of service and humility, which are so often ignored by big organizations attempting to engage with communities.

All of the sudden, Kevin Trapani, CEO of The Redwoods Group, encapsulated the entire conversation in a few short words:

“We should be of it, not above it,” he said.

Beautiful.

So many organizations, intentionally or not, approach things as if they are above a community. Sometimes this means taking the Tom Sawyer approach of using community strategies to get others to paint your fence for free. Sometimes this means creating a new community with your organization at the center rather than joining an existing community effort. Sometimes it simply means a lack of humility or selflessness shines through in the organization’s community interactions.

Continue reading →

This one goes out to the fence painters

I’m always looking for interesting new communities to highlight on opensource.com. Over the past year, I’ve covered everything from Wikipedia to OpenIDEO to The White House and am, frankly, overwhelmed by the sheer quantity of new community-building efforts going on out there.

Seems like every day I get an email or see something on Twitter or Facebook about a new community that sounds interesting and innovative. I’ve found some amazing people and visionary ideas. I hope to continue to highlight the best of these new communities here on the business channel.

But at the risk of sounding like a hater, I must admit I’m getting a touch of new-community fatigue.

I think I went over the edge a few weeks back when ex-advertising industry celebrity Alex Bogusky (yes, the same guy who did all of those weird chicken ads for Burger King and famously tried to make Microsoft cool) announced his new “Collaborative Community/Brand For Social Entrepreneurs.” He calls it Common. No offense to Alex, but when the advertising agency folks are hopping on the community brand bus, you have to wonder whether the seats are starting to get a tad bit full…

I also wonder if there is a bit too much Tom Sawyer-fence-painting going on in some of these new communities. In case it’s been a while since you read Tom Sawyer, here’s how Wikipedia summarizes the story of Tom Sawyer and the fence:

Continue reading →

Five questions about open source and branding with Alina Wheeler

A few years back, a good friend recommended I pick up a copy of Designing Brand Identity: an essential guide for the whole branding team by Alina Wheeler. Now in its 3rd edition, it’s a beautiful book, well designed and easy to read or to use as a reference. I recently caught up with Alina, who is finishing up work on a new book entitled Brand Atlas: Branding Intelligence Made Visible with designer Joel Katz. I asked her some questions about where branding and the open source way might be beginning to intersect.

CHRIS: I have heard that you often begin the continuum of branding with the 17,000 year old cave paintings in Lascaux, France. Now that’s historic branding! What are one or two key concepts in designing branding identity that have stayed constant and endured from a world of cave paintings to a world of Twitter, Facebook, and open source?

ALINA: Since the beginning of time, the need to communicate emerges from a universal set of questions: Who am I? Who needs to know? How will they find out? Why should they care? Whether you are on Facebook or in Shanghai or Charlotte, these questions are the same.

Mankind has always used symbols and stories to express individuality, pride, loyalty, and ownership. Individuals, communities and organizations express their uniqueness through their identity. Brand is identity. Competition for recognition is as ancient as the heraldic banners on a medieval battlefield. The battle for physical territory has evolved into competition for share of mind. The competition is fierce.

The power of symbols remains elusive and mysterious–a simple form can trigger recall and arouse emotion–whether it is emblazoned on a flag or embedded in an email. There is significant research about the purpose of the images in the caves of Lascaux. For me they are a reflection of what we are all thinking about now: communication, community, culture, meaning, survival, and navigation.

CHRIS: Now the opposite question: as we begin 2011, are there core branding principles you think have shifted significantly since you wrote the first edition of the book in 2003?

ALINA: The tools have changed. The fundamentals have not. Whether you are the CEO of a global consumer brand or a social entrepreneur, I believe that there is a universal set of principles that are fundamental to increasing awareness, attracting prospects/opportunities, transcending the clutter, and building customer loyalty.

The brand conversation has changed. We all know that now. The challenges have increased exponentially. The tools have become so provocative that they reduce our attention to the fundamentals: being customer centric, staying aligned with your vision and values, and staying differentiated in a world that is overwhelming in sameness and clutter.

The pressure to constantly update and innovate has polarized the world of brand builders. For some, it is an exhilarating time and for others a treadmill where you are running faster to stay in place. There are those who embrace marketplace dynamics and ignore brand fundamentals, and those who are stuck in their legacy infrastructures and business models refusing to embrace change and speed. Success requires embracing both.

CHRIS: Here on the opensource.com business channel, we often talk about how core open source principles like community, collaboration, meritocracy, and rapid prototyping can help businesses of any type–not just those building software. I love the detailed case studies you did in Designing Brand Identity. In your studies of leading brands, have you seen examples of these principles being applied in the branding world?

ALINA: I am eager to learn about new brands that are co-created with the customer or end-user. I believe that open source is the most meaningful and relevant methodology that will help us prepare for a new world: i.e. build communities that matter, collaborate more effectively toward outcomes that matter, and innovate because for survival, that matters.

Although open source is a fairly new idea to most brand managers that I know, it embodies the branding process ideal from an organizational development perspective. The biggest challenge on revitalizing an existing brand is frequently busting through the silos. How do we get IT to work with customer support and marketing to work together on behalf of the customer? How do we get different departments with radically different agendas to be part of the campfire around the brand? It is so powerful when there is a cross-departmental, cross-disciplinary collaboration to build the brand, and to deliver on the brand promise.

B Corporations are a new class of certification and classification for companies that want to collectively redefine success and to leverage the influence of their businesses to solve social and environmental problems. B Corps connect their executive teams with peers from mission-aligned companies.

The Charleston Parks Conservancy has a unique network of community volunteers called the Park Angels, who literally help care for Charleston’s 120 + parks. They have become the public face of the organization. The long-term benefits are for the entire city: building community and improving the quality of life, health and economic strength. Park Angel’s brand is visible on numerous platforms that connect people to people, people to the parks and to the bigger ideal of making a difference. This movement has instilled a sense of ownership and pride.

I believe that IDEO uses open source methodology in their product development work, although I don’t think they call it open source. They are renowned for letting customers/users be part of the product development process and routinely use rapid prototyping. Certainly their culture of creativity and innovation is a meritocracy. The Ripple Effect is a project done in partnership with the Acumen Fund and the Gates Foundation. IDEO collaborated with 22 organizations in India to develop new methods for safe transportation and storage of drinking water in India’s villages.

CHRIS: I can tell design means more to you than just a pretty logo. What is the strategic role of design in building brands today?

ALINA: Lou Danziger said it best, “Design is intelligence made visible.”  The best design is a result of strategic imagination, an ability to understand and align business goals with creative strategy and expression. While brands are about emotional connection, brand identity is any tangible expression of the brand. We can see it, hear it, watch it move. Designers play an essential role in building brands and creating unique and memorable experiences. Designers work to fuel recognition across platforms, amplify differentiation, and make big ideas accessible and understandable.

The best designers have an ability to imagine what others can’t see and to show what it looks like and what it feels like. Design is often overlooked in brand strategy meetings where rapid prototyping could benefit and accelerate the decision making process. Having designers shoulder to shoulder with researchers examining user experiences could jumpstart new solutions.

CHRIS: One trend we discuss regularly here on opensource.com is the trend toward organizations giving up some control over the direction of their brands to the communities around them. I’d love to hear your thoughts. Is this a positive thing? Dangerous? Maybe both?

ALINA: Brands exist because there are customers. Although that might sound like a blinding flash of the obvious, it’s important to remember that ultimately the customer always decides whether a brand will flourish or die.

Just like in any conversation worth having, there is a time to talk and a time to listen. Listening to the aspirations, desires, needs, and challenges of your core stakeholders is the most critical brand building competency.

I do believe that control is critical to brand success whether you are a start-up venture, a non-profit or a consumer brand.  Having values that don’t waiver. Being certain about why your organization exists. Being consistent about who you are and what you stand for. Taking the time to engage your entire organization in the vision and values. Creating places where conversations can happen. Building trust. Anticipating and fulfilling needs. Being transparent. Making certain that the brand experience is coherent and relevant.  These maxims are intentional. As more brands in the future are co-created with end-users, perhaps this notion of control will evolve to a more collaborative model.

—

The third edition of Designing Brand Identity is available on Amazon now. Alina Wheeler’s new book Brand Atlas: Branding Intelligence Made Visible will be available in April, 2011 and is available for pre-sale now on Amazon.
[This post originally appeared on opensource.com]

Is your brand out of control?

I’m lucky enough to have the opportunity to spend much of my time these days doing something I love—helping clients position and manage their brands. My experience helping build the Red Hat brand over ten years had a profound impact on the approach I take to brand positioning.

In the past year, as I’ve applied open source principles I learned at Red Hat to brand positioning projects in many different types of organizations, I’ve started thinking a mashup of classic brand positioning concepts and tenets of the open source way might help provide some clues for how brands might be better managed in the future.

I’ve put my time where my mouth is, and am currently in the process of writing a book entitled The Ad-free Brand: Secrets to Successful Brand Positioning in a Digital World, which will be published this fall.

Rather than writing the book behind closed doors and only revealing the finished product, I thought I’d share some of my ideas with you along the way, taking a cue from the open source way and releasing early and often.

Today, I’d like to explore the traditional role of brand positioning, and share some ideas for how I believe it might change to remain relevant in a digital world.

Audience or Community?

Typical marketing experts would define positioning as the art of creating meaning for a brand that occupies a distinct, valued place in the minds of members of a target audience.

But is the idea of an audience for brand messages outdated? Certainly in the heyday of traditional advertising, brands had an audience. The brands spoke, consumers listened… or didn’t.

Continue reading →