Of Apples and Oranges ...
... and the vague use of the term “brand.”
How much has been lectured, discussed, and speculated about the term “brand” over the last 20 years!
A vast number of scientists, consultants, and practitioners have tried their hand at explanations, causal relationships, and guidebooks.
In many minds, the “brand” is nothing more than the sender of a product or service, identified by the logo (the wordmark/logotype). When creative agencies talk about “brand,” they actually mean the “brand identity”—that is, all the design features of a company: corporate design, corporate identity, brand colors and fonts, visual language, etc.
More pragmatic, but all the more powerful, is the understanding of a brand as the “good name” (or reputation) of a company—a positive mental image held by many people—which triggers various forms of resonance, such as internet searches, trial purchases, positive reviews, and recommendations.
Finally, there is the opinion that “brand” is everything that goes beyond a company’s tangible assets—that intangible added value that now plays a major role in company valuations and acquisitions.
Another aspect of the confusion is the blurred distinction between the description of the CURRENT state—what the brand stands for today in the eyes of customers and relevant stakeholders—and the TARGET state, i.e., what the brand should stand for—a future-oriented ideal for realizing the entrepreneurial vision.
In science, literature, and consulting, alternating concepts, models, and buzzwords serve for definition and documentation: mission statements, missions, positioning, brand profiles, “The Golden Circle,” and most recently the much-cited “Purpose” (usually an altruistic corporate objective).
This means:
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Is a defined vision of the future actually setting the direction for the company?
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Is a unique, relevant customer benefit described? Has the meaning of the individual dimensions been precisely clarified?
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Is the vision of the future ambitious but realistic?
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Can the vision of the future foster internal identification and a sense of purpose?
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Is it the work of a small elite, or is it broadly supported, participatively developed, and anchored?
Review your own brand image, if you have one. Be strict with yourself. Generalizations and meaningless phrases should have no place. If necessary, sharpen the image.
Afterward, in the sense of consistent brand-oriented corporate management, the entire organization must be aligned and geared toward the brand image. A stable, future-proof guiding principle is more important than ever in times of volatility and uncertainty.
