Brand changes are related to the expertise of management, the firm’s strategic goals and market targeting activities, the branding activities of other firms, the sophistication of consumers, the level of involvement in the product category, the stage of the product life cycle and the development of branding in the relevant product category.
The Star online’s article comes up with 6 Stages of branding: Continue reading
Branding Lessons From GM: What Not To Do
The bottom line is that in the branding business, less is more.
A successful brand has to stand for something. And the more variations to attach to it, the more you risk standing for nothing. This is especially true when what you add actually clashes with your perception. […]Until companies come to grips with the simple fact that they don’t really have an inordinate need to grow, but an inordinate desire to grow (because of Wall Street), bad things will continue to happen. Slowly but surely, brands will lose their meaning as they try to become more.
George W. Bush, Branding Guru?
What lessons can be drawn from Bush as brand guru?
Internal Marketing vs. Internal Branding
Where Internal Marketing & Internal Branding Overlap
How do we brand ourselves?
Like any branding exercise, the key to personal branding is having a good product, one which you understand and pitch to the right market. The first step in personal branding is knowing who you are, find out what strengths your brand possesses and how these strengths can help you. Personal branding is not about presenting a façade to the public; a poor product will not stand up to market scrutiny. This is also a choice of brand elements, people you deal with, the look that you have, and how you conduct yourself.
Conventional wisdom says branding is for external communication; it aims to influence current and prospective customers. But this view of branding is too narrow, especially when a company is trying to fundamentally redefine its business strategy.
Nowadays, companies in the throes of change need brand communication to affect their employees’ actions as much as it does their customers.
Indeed, for the many companies attempting to make the shift from selling lower-margin goods and services to offering higher-margin customized solutions, branding can serve a powerful internal purpose. When we are faced with this very challenge, the branding strategy is critical in uniting formerly divided business-unit and product-oriented management factions behind new shared goals and strategies to deliver solutions.