How To Build A Successful Brand

In today's International Business World, it is more difficult to compete successfully and ultimately provide return to the investor's. The Challenge seems to overwhelming especially with many corporations working on a quarter to quarter basis for a fear of negative reactions from the stock market and stockholder.

Thus a number of companies small and large, strategically are attempting to build a brand for their companies. Why? Because a product can be imitated but a Brand cannot. The pressure of day to day to business, with a focus on volume, force many company into commodity business and they compete on price. The proliferation of competitors, short term objectives and opportunity to invest elsewhere also make it difficult to invest in building brands plus internal bias against innovations and changing strategies add to the complexity . And today's fragmented media and market, plus the complexities of creating branding strategies and relationship makes the process extremely difficult , if not impossible.

Thus a process has to be developed  that creates a team...a team leader, time line, a time table and a budget to accomplish the objective.

Building a brand takes commitment, focus and three to five years of complimentary programmes. It is just not an advertising programme, It is company wide-effort that unifies everyone's energies, towards the same common objective.

There are number of approaches to building a Brand. The one that Harley Davidson used back in early 1980's was simple. It was easy to understand and thus communicable to various tagets.

Simply three basic questions were asked, analyzed, defined, redrafted and then put to work. But the work five years to do. Each year a different programme was launched to develop foundation for the brand.

It took dedication and focus of limited resources to execute the various strategies  in the different functions of the company. Each department had to take it's turn, develop it's plan and execute a defined strategy.

But first the three strategic questions?

Who are We?

Who are our Customer's?

What do they expect from us?

Who are we?

Is your company a house of several brands, or is your company branded house with sub brands? What does your company do? Provide a service, promote a cause,  build a product or create a lifestyle? Whatever it, is your statement of who you are should differentiate yourself from your competitors.

At Harley-Davidson, it was simply put "Harley-Davidson  builds big beautiful American Motorcycles."It does not build mopeds, or dirt bikes or small commuters bikes. The styling is uniquely custom, classic in design, with an evolutionary strategy not a revolutionary product development cycle that competitors had, with new design, new engines, and new product every year. The lines are smooth, with curves and shapes, and each part has a simple function. And the bikes are built in America by American craftsmen, engineers and most of all real motorcyclist. We ride with you they don't.
(Clyde Fessler is the former vice president, business development, Harley Davidson Motor Company)

Who are our Customers?



This is one of the most difficult aspects of the process. Are they the people who buy our products now, and how many of them are there? Or is our customers someone who aspires  to the brand what is stands for, and wants to be included? Is our definition going to be exclusive or inclusive to show the potential where we are going and whom we want to reach?
The analysis of the customer should understand the trends in the marketplace, the motivation behind the buying process, the unmet needs of the customer and the subtle differences in the segmentation.
Another important aspect in creating a brand statement is understanding your competitor's brand, if it has one. What is its image, what does it stand for? Every company has strengths and weaknesses.
A SWOT analysis of each competitor should indicate what its strategies are. If you are deep enough, its vulnerability will eventually surface. Taking the time, being disciplined and involving the tam will bring surprising results. Then, start all over and do the same for your company.
A thorough self analysis is where the real fun begins. Internal SWOT analysis will open eyes.But, really understanding your brand image, your traditions, your heritage and above all your company values, will not only help you craft a brand statement, but will also help your company discover your potential and what capabilities are to reach your target audience.




What do they expect from you?


Believe  it or not this easiest part of the process. If you have done the homework, the expectations should flow from your findings. Understanding your brand identity and what it means to your customer, is another way of addressing it.
Each brand has its own personality, a relationship with the customer. Defining your company as an organisation, and understanding what it brings to the table, all contribute to what some refer to as the value preposition. Simply put: what are the benefits, both functional and emotional, that the brand gives to the customer?
Now comes the most difficult part...identifying the potential programmes that will build the foundation for the brand, priorities them, create a time table, allocate the resources and communicate and execute the plan. Do one programme a year, take five, six or seven years to do it. Do it slowly. do it right and most of all...stay on the strategy.