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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.
A successful brand gives people a cohesive experience no matter which channels and touch points they use to engage with it. But that doesn’t mean the experience has to be totally uniform. There’s plenty of space to be flexible, even playful, while still maintaining cohesion.
Here’s an example: while researching issue 2 of the Brand Report, we looked at two different campaigns by the investment brand Moneyfarm. The Invest Wisely campaign uses brightly coloured backgrounds, cut-out photographic images of objects, and snappy, commanding headlines. The No More If Onlys campaign uses darker, heavier colours, photographic backgrounds, and longer headlines based on historical quotes.
The two campaigns look quite different. But Moneyfarm’s brand is no less cohesive for that.
Of course, the Moneyfarm logo appears in both campaigns, labelling them both as part of the brand. A brand is much more than just a logo, but the logo is a powerful, unmistakable sign that a given communication belongs to that brand.
And crucially, the two campaigns feel similar. Behind the distinct messages and expressions, there’s evidence of a consistent personality influencing the style of the campaigns. No More If Onlys presents predictions that haven’t aged well; Invest Wisely presents homely objects that represent time well spent; both campaigns trust their audiences to get the point without a lot of explanation, and both have a sense of playfulness and humour that helps the messages to land. The two campaigns are like cousins: they’re individual, but you can see the family resemblance.
There’s a negative stereotype of a brand manager as someone who says no to creativity, who uses the brand as a constraint to stifle exciting ideas. But there’s a good reason the industry standard term is brand guidelines, not brand rules. Good brand guidelines simply describe ways to use colour, type, tone of voice, and specific graphic devices like the logo to signal to audiences that different communications belong to the same family. Skilled creatives can find endless fresh and exciting ways to incorporate those signals.
And it’s important to encourage this kind of creative exploration. Without it, you risk losing your audience’s attention. If each new campaign or publication seems cloned from the one before, your audiences will stop noticing them, thinking they’ve seen and engaged with them already. Regularly pushing your brand into new territory keeps engaged audiences from switching off, and provides regular opportunities to engage new audiences.
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.
Insight and expertise are the foundations of many brands. It’s important to convince potential customers you have them – and that means giving some away for free.
Some brands do this with a blog on their website. Others go the extra mile and create a publication, with its own brand, to house their insight content.
Some of these publications exist in print; some are published as PDFs; some as online content. Whatever form they take, creating and maintaining a publication brand takes effort. So what are the pros and cons, and when is it worthwhile to spin off your content offering into its own brand?
The big potential downside of a publication brand separate from your main brand is that it can separate your insights from your organisation itself. The point of publishing insight is to influence potential customers’ perceptions of your brand. If there’s a chance that someone who discovers and values your publication might not connect it back to its parent brand, that’s a problem.
Likewise, if insight is part of your brand promise, but potential customers who see that promise can’t find the insights you’re publishing to back it up, that’s also a problem.
A separate brand signals that your publication has a level of editorial freedom from your corporate brand. It suggests to the audience that the publication is not a pure sales and marketing channel in the same way as a corporate blog. If the publication has its own distinct name and look, it’s easier for audiences to accept that it exists mainly to provide them with valuable insights, not to sing the praises of a particular product.
That same editorial freedom gives you new flexibility. Maybe there are messages, insights or opinions that it’s difficult to express within the framework of your corporate brand. A publication with a bit of distance from that brand could be the way to put those messages across.
That flexibility potentially gives you more reach, and that’s the real benefit of a separately branded publication. It lets you target new and different audiences.
If your brand is struggling to appeal to younger people, for instance, a publication designed to appeal to that generation could be a strategy for engaging with them more effectively without changing your entire corporate brand.
And it’s possible that people who would never engage with your corporate brand directly – because they don’t need the services you offer, or because their values clash with yours in some way – could still find value in the content you publish. Perhaps they’ll never become customers, but they could still help you by endorsing and sharing your insights with other people who will. They’re unlikely to do that with your corporate blog, but an expert publication, related to your brand but clearly separated from it, could be another story.
Any of these approaches can work as long as it’s backed up by a strong content strategy. But if you’ve dismissed the idea of forming a publication brand in the past, it’s worth looking again at the value it could provide.
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.
