We’re an award-winning agency that keeps ambitious brands moving in the right direction.
Whether you’re just setting off, changing course or maintaining speed, we make sure your ultimate destination is always in view – and bring your people along for the ride.
When we’re conducting brand definition workshops, we often see clients struggle with the question “What makes your brand different?”
Having analysed their competitors’ offerings in depth, they know that whatever feature or benefit they name, customers could probably find something similar somewhere else.
The thing is, customers generally don’t analyse the various competitors in anywhere near as much depth. They’ll search, or go by word of mouth, and then research the brands they learn about to see whether they fit their needs and values.
What matters is that they can discover enough specific characteristics of the brand to assess that fit. If the fit is good, it won’t matter if one or other of those characteristics is similar to the competition; once they’ve found what they’re looking for, potential customers are unlikely to go fact-checking to make sure the brand’s characteristics are genuinely unique. They are likely to look elsewhere if they don’t find any specific characteristics to latch onto.
So from a brand perspective, what matters is not that you offer something no other brand can replicate. What matters is clear, confident commitment to a position.
We saw evidence of this while researching investment brands for issue 2 of the Brand Report. Some investment houses argue that customers should choose them for their trusted, expert ‘house view’ – a centrally decided investment strategy all their advisors are expected to abide by. Others argue that customers should choose them because they don’t impose a house view on their trusted, expert advisors.
Industry experts could probably make a career out of analysing the data from different houses, trying to determine which approach – house view or no house view – is objectively better for customers. The truth is, there are convincing arguments for either approach. There’s no definitively right or wrong answer.
Sometimes, differentiating your brand from the competition really is that simple.
The best way to find the right position to commit to is by clearly defining your brand story. Continuing with the investment house view example, if your brand story is all about stability, trust and a proven track record, then a house view informed by the brand’s long institutional memory would strengthen that story – making it a point of difference worth promoting.
This article is from issue 2 of the Brand Report. For more insights and action points to strengthen your brand, download the complete report now.
Heritage can be a powerful asset. The longer a brand has been around, the more evidence there is that it can weather a variety of conditions, offering stability over the long term – something customers in many sectors value highly.
So if your brand has a long history, it makes sense to communicate that to your audience. And conveying your history doesn’t mean your brand has to look old-fashioned. Brands with heritage to promote have a wide range of possible approaches at their disposal. Here are some examples from the finance sector, which we found while researching issue 2 of the Brand Report.
A light approach
Hargreaves Lansdown (established 1981) uses confident capitals and a trustworthy dark blue in its logo to portray the brand as stable and reliable. But balancing that solidity is a fresher secondary colour palette and a playful typographic visual style. It’s a brand that wants its audience to know it can stay the course, without appearing stuck in its ways.
A confident approach
HSBC (with origins stretching back to 1865) acknowledges its heritage in its icon, an evolution of the original Hong Kong and Shanghai Banking Corporation’s house flag. While the shape has remained recognisable through the decades, the brand has moved with the times, most recently by updating the typography of the logo from a classic serif to a more modern sans serif font.
Outside the logo, the brand takes a sober and sophisticated approach to typography, contrasted with a generally bright and optimistic look and feel, full of white space and smiling people. The impression is of a brand that’s experienced but still forward-looking.
A radical approach
Schroders (established 1804) rebranded a few years ago with a bold, colourful, contemporary new visual identity. The brand promises modern, innovative services and a digital approach, with a look and feel that wouldn’t look out of place in a tech startup. But that doesn’t mean Schroders have cast off their two centuries of heritage: it still comes across strongly in messaging and narratives. The surprise factor – that such a modern-looking firm could be hundreds of years old – even helps the heritage message cut through.
An approach that’s right for you
Your brand story, audience and strategic objectives will help determine the right approach for your brand. If heritage is something your target customers value, it’s worth making it part of your brand.
But it’s important not to be burdened by your own history. How you decide to express it – through visuals, messaging or a combination; emphasising it with traditional design elements or keeping it more subtle – should be based on what you need it to do for you.
From issue 2 of the Brand Report
We’ve always said any interaction between your organisation and the wider world is part of your brand. But like many things we’ve always taken for granted, the coronavirus lockdown is testing the limits of this truth.
Under lockdown, your people are more likely to interact with customers, clients and stakeholders from their own homes, using videoconferencing tools like Zoom and Microsoft Teams. Does that mean their surroundings – the living rooms, kitchens and bedrooms pressed into service as home offices – ought to align with your brand?
We’ve seen plenty of examples of people arranging their Zoom backdrops to build their personal brands recently. Various commentators and politicians have appeared on the news in front of carefully arranged bookshelves, clearly intended to indicate their intellectual leanings or even promote their own books. It’s become enough of a trend that there’s now a Twitter account dedicated to analysing the subtle and not-so-subtle messages of the bookshelves.
But it’s natural to expect someone’s home to reflect their personal brand. For most people, bringing their employer’s brand home is a different matter. It takes effort, and is likely to have an impact on their work–life balance.
For some, that impact will be positive. For those of your people fortunate enough to have dedicated office space in their home, making that space feel more reflective of your brand could actually help maintain that work–life boundary. These employees could benefit from clear suggestions and guidelines. If your brand is vibrant and creative, maybe it’s okay for clients on video calls to see a bit of colourful clutter. If it’s a warm and friendly brand, maybe there’s no need to move those family photos out of frame.
For everyone else, though? Asking them to introduce your brand to their living spaces will only blur the work–life boundary – a boundary that surveys suggest is already under huge pressure from the lockdown. Half of the respondents to an Institute for Employment Studies survey in April 2020 said they weren’t happy with their current work–life balance, and 48 percent said they were putting in longer and more irregular hours than before.
It’s fair to expect a reasonable level of professionalism on video calls made from home; no dirty laundry in the background, for example. But asking any more than that isn’t fair or healthy at the moment. Remember, the customers and clients your people are video calling are in the same boat. If your people’s lives intrude a little on their video calls, they’ll understand.
We’ve always found it useful to expand the lens of brand to cover, not just written and designed communications, but interpersonal interactions like customer service phone calls and engineer call-outs as well. It’s a more holistic approach to brand, which can strengthen the overall experience for your people and your customers.
But in this unusual and difficult situation we’re in, the power of your brand is best used to support your people, not to put more on their plates
For example, why not provide your people with a selection of custom branded backgrounds for their video calls? This gives their contacts a more branded experience, while removing the need for your people to be self-conscious about their surroundings, and avoiding your brand outstaying its welcome in anyone’s personal space.
Supportive actions like this can help remind your people why yours is an organisation they can believe in, even through difficult times.
Brands around the world are being forced to rapidly revise their employee engagement strategies, as they unexpectedly switch to remote working to combat the spread of the coronavirus COVID-19.
Some of the world’s biggest corporations, like Apple and Google, have instructed employees to work from home. Data from Vodafone shows that internet data usage in the UK is up 30%, giving an idea of the scale of the change.
We’re in the same position: the whole Redhouse team is currently working from home. (Our hours and capabilities are unchanged, and clients can still reach us as usual by email or phone.)
Look for advice on employee engagement, and you’ll find many variations on the same theme: that technology is all very well, but there’s no substitute for face-to-face interaction. As such, in-person meetings are still a big part of many organisations’ engagement strategies.
This worsens the crisis. Not only are employees dealing with uncertainty, and having to get used to unfamiliar systems and working practices, but the usual strategies for keeping people supported and engaged aren’t built for a workforce of isolated home workers. There’s a big risk of people feeling adrift, losing direction, and teams losing cohesion.
The coronavirus has accelerated the issue, but it’s something brands were going to have to reckon with sooner or later. Remote working was already on the rise. In 2012, 39% of employees worked remotely, even if only for a few hours a month. By 2016, that was up to 43% of employees.
Because of the virus, more organisations now have infrastructure in place to support remote working. Even once the immediate crisis has passed, it’s unlikely things will go back to exactly like before. Now that remote working is possible for more employees, more employees will choose that option.
It’s a wake-up call for brands to rethink their internal engagement strategies. How do we keep people feeling supported, feeling part of the team, when the option of bringing everyone together in the same room is off the table?
In the coming months, we’ll all need to look towards organisations that adopted remote working early, to discover new best practices for internal engagement.
Adapting to this shift is likely to require new channels, tools and technology, but these won’t make the difference on their own. To make them effective, you’ll need an internal culture change. Your people will need to feel trusted and empowered to work independently. They’ll need to feel supported by their colleagues even when they can’t just tap them on the shoulder for advice, and understand their responsibility to support others in turn. And all your people will need a stronger understanding than ever of your brand: the vision and purpose they’re all working together to achieve.
So when the all-clear sounds and there’s no more need for social distancing, don’t just slip back into the old way of doing things. Take the opportunity to learn from this difficult time; to learn what your organisation and your people are capable of, and how best to support those capabilities and succeed in a changing world.
