How to build a strong brand by looking inward, not just outward

Marketers are known for their extreme concern with their target audience – which is understandable, as their job is precisely to drive growth, attracting new consumers and increasing sales to customers.

When it comes to media plans and calculating the Return on Investment of your ad spend, tons of money is invested in collecting data to identify audience segments and reach them as accurately as possible. Considering the fragmented market scenario and the failure of the traditional sales funnel model, this type of analysis is essential. But the truth is, no matter how good the data you gather is, it's worthless without a good brand platform.

Faced with so many day-to-day distractions, the public will only choose your brand if it stands out.

The mistake of many marketers, however, is to look outside to try to discover who they are – or who they should be –, seeking to define the company culture from a vain attempt to pursue difficult-to-reach target audiences, who They can even identify it, but they can't really to understand. These marketers must change their focus and look, first and foremost, within the company itself.

To develop a strong brand, start by looking in the mirror.

Know yourself. It's sage advice from the great Greek philosopher Socrates, who, without knowing it, was also a marketing genius. To develop a strong brand, start by looking in the mirror.

All marketing directors and advertising agencies develop campaigns based on brand positioning, a strategic and creative method designed to differentiate the company from its competitors. Nike, for example, behaves in a way that differentiates itself from Adidas, just as JetBlue is different from Delta, and so on.

What are they like? Competitors or leaders? Optimists or rebels? Irreverent or welcoming? The way a company presents itself in the physical world – from its logo design to the tone used in customer service – is a manifestation of its brand identity.

There are countless models for developing a brand, but most involve a detailed analysis of the competition to find the gap in the category, an in-depth study of the target audience to understand what people want and what they think of your company, followed by an immersion in business culture, to identify what type of “social currency” can increase the brand’s relevance.

Too often, these models ignore the most important factor: brand DNA.

Every company, whatever it may be, is founded with the aim of make something better.

Think of it as an origin story. Every company, whatever it may be, is founded with the aim of make something better. It could be a more affordable razor, a faster car or something more audacious, like bringing air travel back into people's lives. Founders have a purpose, a conviction, a desire to do something better than anyone else does.

This goal – this big dream – defined the brand’s culture and established its foundations. Of course, different CEOs and different CMOs may have passed through the company since its founding, but if you look far back, you're sure to find something of value.

Marketers love to talk about authenticity, but when brands only think about company culture, they end up looking desperate rather than confident.

Why do so many companies with good management and large resources not know how to act in certain situations, regardless of what is trending? Why do so many brands end up on the wrong side of a political debate or social issue?

Because they don't know each other. Many brands don't know how to act – much less react – when they find themselves involved in controversies, negative customer experiences or in a sudden scenario of dispute with the competition.

It’s for this reason that most of today’s advertising is disposable – it has almost no impact in the moment and is quickly forgotten the next day. An advertisement can be well-made, fun and shown at the best time, during a football game, but if the brand does not have a clear personality, it does not come across as true and does not produce a more substantial or significant effect.

Advertising can even keep up with the speed of culture, but the campaign needs to reflect the essence of the company.

Advertising can even keep up with the speed of culture, but the campaign needs to reflect the essence of the company, if what you want is for the benefits to add up over time.

Human beings are programmed to identify patterns and remember stories, which is why authenticity makes a difference and brand consistency will always be your best ally. Defining company culture has its appeal, but it's relatively easy to do if you hire the right agency, coat your marketing with empathy, and do your homework correctly.

If the message doesn't resonate internally, it won't seem authentic on the outside. Therefore, if you want your marketing ideas to remain in the public's memory forever, test them within your company and see if anyone points out inconsistencies in the brand promise.

Your colleagues and management team are the people who need to believe in it, if the plan is to fulfill the promises made to consumers.

Next time you try to build a memorable brand by looking at the consumer, the competition, the culture and your company, try not to neglect the last item on this list. That Socrates guy was right, and maybe that's why his name is still remembered by everyone.

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ABOUT THE AUTHOR

Tim Maleeny is director of strategy and integration at experiential marketing agency Quad. find out more

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