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We provide digital marketing strategy that is adaptable to your business which allow you to reach your target in both online and offline. As the drive towards articulating purpose has ramped up in recent years, the criticism made by some is that such lofty ideas over-intellectualize what is essentially a relatively straight-forward business. The point of debate is whether this is because the focus on purpose has failed to move the dial or whether Coke has decided to adopt a more single-minded strategy in the light of falling soda sales generally. Another point from this Muhtar Kent interview is worth noting: the decision to consolidate the equity of the brand. My own view is that CMOs don’t earn their money from the tactics they employ or the channels they emphasize, but rather from the balances they strike based on the insights that they have. If you find our thought pieces on brand strategy and brand management insightful and would like a deeper understanding for yourself, your marketing teams or leadership teams we can develop a tailored learning solution for you.
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I’ll be presenting a Brainzooming workshop on internal branding strategy at the Brand Strategy Conference in New York, April 6-8. The executives asking about and offering opinions on the topic tended to believe it was okay to advise employees about branding strategy decisions immediately after introducing changes to customers. I was horrified by this viewpoint coming from senior executives because it is so strategically misguided. One alternative to letting your employees know about a new direction in branding strategy after your customers is to view employees as an internal brand team.
The eBook includes three strategic thinking exercises you can use with your internal brand team to invite collaboration, solicit input, and create early learning opportunities. If you can make it to the Brand Strategy Conference, I’d love to meet you and have you attend the workshop.
Mike BrownFounder of The Brainzooming Group, and an expert on strategy, creativity, and innovation.
A solid brand architecture strategy can significantly improve the odds of acquisition success.
Companies on the other end of the spectrum have a tougher challenge since the master brand model is inherently hostile to acquired brands.
Threatened by cheaper competitors stealing their market share, Australia’s premier security provider Lockwood needed to reclaim their rightful place in the hearts and minds of Australians. The need for protection was a key insight to emotionally engage consumers and stop market decline. Comprehensive brand overview injected new life to the Lockwood brand, with the months after launch seeing the highest selling period in the brand’s history. Today on Branding Strategy Insider we field key marketing questions for those embarking on brand culture programs. In your experience, what is the optimal client team to ensure the success of these types of initiatives?
Please describe your process for assessing the current culture and determining the opportunities and challenges for instilling the new brand values.
We’ve not initiated a project like this previously, what timetable should we anticipate for a program of this nature? Pamela, we hope you find this helpful in thinking through your RFI and the important work ahead.

Conscientious, wise and attentive, we transform the world of digital into a real experience. The decision to move away from the more abstract concept of happiness towards a campaign that focuses much more specifically on the taste and the bottle begs the question: are marketers trying to be too clever?
Critics maintain that marketing has no role in world affairs and that building content-rich strategies around an ambitious purpose risks distracting businesses from their core purpose which is to compete, market and grow. In other words, perhaps they’ve realized that having a powerful purpose only works to a point if the inclination to buy your products in the first place is turning.
While Kent says sharing the campaign across all the brands emphasizes the range of choice, I think it is far closer to the strategy of “squares” employed by the Duke of Wellington to stave off the French cavalry attacks at Waterloo. It could, for example, quickly become defensive or self-absorbed in tone if sales continue to fall. The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, May 2-4, 2016 in San Diego, California.
It always concerns me when a marketing team references an old campaign when explaining a new direction. As practitioners and educators we deliver interactive brand education workshops and keynote speeches designed to align individuals and organizations on essential concepts in brand management and empower them to release the full potential of their brands. Army and Wyndham Worldwide are some of the organizations that have turned to The Blake Project for help in meeting learning objectives. We focus on sharing thought provoking expertise that promotes an elevated conversation on brand strategy and brand management and fosters community among marketers. The workshop, while drawing on material from my Fortune 500 work, springs from multiple conversations at the 2015 Brand Strategy Conference. With that change in perspective, you introduce possibilities for engaging employee in shaping branding strategy. They often represent a big part of shareholder value (well over 50% in the case of brands like Disney or Coca-Cola) and, at the same time, they’re notoriously difficult to value accurately. Pamela, a VP of Marketing  in Chicago, Illinois asks this about selecting a brand culture expert and launching a program. Culture diagnostic – they need to know the culture’s strengths and weaknesses in order to tap the strengths and address the weaknesses. The “critical few” behaviors – there needs to be a small number of clear behavioral change goals. Employee pride and commitment – companies must find ways to galvanize people around ideas that they can believe in. Informal peer networks and motivators – companies should encourage peer-to-peer support and interaction. Storytelling – story is used to explain how the culture will get to its destination and to reinforce pride and desired behaviors. Cultural innovation – the opportunity to “lab” ideas and approaches within the organization before they are introduced to the culture as a whole.
Support targets – clear goals for the culture that complement the strategic goals for the business and that lay out the hard and soft objectives for people.
Personal initiatives – people would have permission to try things out to see if they would work. Join us for The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, May 2-4, 2016 in San Diego, California. On the face of it, Coke seems to agree in its latest campaign; increasing its marketing spend and doubling down on the product to put the drink range front and center of the brands’ conversations with consumers. Bringing the brands together intensifies Coke’s ownership of all the offerings, enabling the brands to make maximum use of their considerable collective presence in store.

Secondly, while the decision to position Coke as a brand for everyone makes sense, Will Burns worries that it also invites the product managers to dominate the storytelling to the detriment of consumer empathy. Too much product risks losing a sense of context and the bigger picture thinking that can drive epic storytelling. If sales go up, the approach has worked and brand managers globally, in consumer-packaged goods and beyond, will inevitably ask themselves whether they should re-evaluate their advertising approaches in the light of Coke’s success.
A fun, competitive-learning experience reserved for 50 marketing oriented leaders and professionals. And while the brand equity intensification strategy is a good approach in my view, the bigger issue of consumer concern remains unresolved.
BSI is a service of The Blake Project, a leading brand consultancy based in the United States, serving marketers around the world. The discussions focused on when employees should be brought into branding strategy decisions. Even without revealing specifics to employees in advance, purposefully involving them in developing branding ideas opens up opportunities to familiarize employees with the direction and insights leading to a new branding strategy. Whatever value they have is also significantly affected by who owns them and what they do with them. These would extend beyond the HR goals to encompass how people are to be supported in order for the strategic goals to be reached.
Such programs could be in the form of a series of strategic challenges that are posted across the organization and that individuals can nominate a certain percentage of their working week to tackling. It’s a classic defensive mechanism to concentrate a portfolio and makes complete sense in the light of what Coke is looking to achieve. There’s a danger for example, as per Burns’ point, that the commitment to a Coke world simply makes consumers overly-aware of the drink and its reach at a time when they are more and more calorie aware. If it doesn’t work, that doesn’t necessarily mean a wholesale rush to purpose, but it might suggest that consumers are still looking to see more of themselves and of the world they hope for in the campaigns of major brands.
A good brand architecture strategy can’t eliminate these inherent challenges but it can at least keep brands more front and center in the acquisition process and help companies move quickly post-acquisition to integrate new brands into their portfolio.
Each new brand it has acquired has helped the company extend its geographical and retail footprint giving it a strong probability of increasing its overall shareholder value. This would help organizations achieve more accurate cause and effects appraisals between their people and the achievement of their business strategies. Individuals would be recognized for the scale of the problem they chose to address and the conversations they started as much as the actual outcomes. By choosing to re-intensify its brand equity, and using its weight to its advantage, Coke clearly sees an opportunity to get maximum share, and therefore maximum bang, out of every buck.
On the other hand, too much purpose and the product itself risks getting lost in self-righteous rhetoric and storytelling where the brand feels like a guest rather than the hero. As several commentators have observed, Coke’s flat-lining sales is probably due to growing consumer concerns about sugar consumption. As such, the product feels forced into these activities versus associated with human feelings.” But, he says, when Coke opts for human-focused storytelling, as they do with the Brotherly Love spot, they return to infusing the drink with emotion.

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