Brands as Patterns

There is some BRILLIANT thinking in this article that should be considered by businesses and marketing professionals.

Gone are the days of static-anything. Gone are the days of postured presence and one-dimensional interactions. And so, the concepts of branding must change too.

Having managed branding and communication efforts for numerous organizations, I have always resisted branding presentations that are about learning the lessons of Nike, Apple, and McDonalds. For almost every branding effort, these examples are esoteric and of no real value to the discussion and needs at hand. This article is of a different bread – principled, philosophic, and highly relevant to the discussion you should be having about your brand in today’s communication environment.

Here are some of the highlights. I’ve attached the downloadable PDF below.

The Background and Brand Environment: We all know that brands are increasingly accessed digitally, but a less considered consequence is that the interface through which a brand is accessed has become a primary identity element. This requires that a brand's "identity" should not only be defined statically or dynamically but also iteratively through successive release and behaviorally through interactions. Through this iterative interaction, the brand becomes a constantly shifting relationship between the company and its customers. Through the interface, the customer assumes the right to some control, ownership, and authorship of the brand.

 As the digital world evolves, the customer's ability to inform the brand will outstrip the company's ability to control it. As a result, the brand is no longer the proprietary tool for the company that founded it but an ongoing negotiation among the founding company, its own workforce, and the customers who have invested in the end product. The added dimension of interface reveals an unparalleled breadth of a brand's characteristics and gives access that is perpetual and immediate. Therefore, the customer expects the brand to be as responsive and real-time as any medium through which it is accessed, while maintaining consistency no matter how it is experienced.

To maintain a brand's value in the future, one must begin by understanding the basics of cognitive psychology -- how people judge human consistency and anomalies of character, and how people perceive human relationships. This reveals greater understanding of how to achieve consistency beyond repetition. Consistency is still at the heart of a brand's value, but in this fluid and agile world, repetition cannot be the only rule.

Consistency in human behavior is not derived from repetition alone; it is about the formation and recognition of coherent patterns. Patterns are the way our brains perceive actions, thoughts, memory, and behavior to ultimately inform belief. They allow for differences while creating a whole. Patterns are unique in the fact that they create consistency around difference and variation. Creating a believable and consistent brand begins with the creation of coherent patterns.

The Brand Pattern: A brand pattern is more than how a brand looks. It is the coherence and consistency between how the brand acts, looks, and responds over time. Brands are temporal -- their past, present, and future is available in one URL. This kind of interface demands iterative management. The limited elements of traditional brand strategy, such as brand bibles, guidelines, values, and promises were not designed to accommodate this. So we must begin to create the tools that will make a brand perform.

A pattern needs to bridge the totality of what a brand can be -- it must be the master plan to create strategic consistency -- as well as the micro plan to create a single, relevant tactic. It must encompass systems (which are expansive and multiple) and narratives (which are reductive and singular). By doing so, brands are given room to unfold and grow iteratively without the need for radical change.

A brand pattern creates more value than repetition. It provides coherence among disparate mediums and continued relevance that can adapt and respond to its audience. A brand pattern connects a product to an experience and an audience, allowing the brand to continually grow.

 

Click here to download:
Brands As Patterns (Method).pdf (979 KB)
(download)

Book: Primal Branding

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Developing a brand is much more than defining your logo or company identity. At its best, a brand is a belief system, a system that makes those who support it / buy it / use it feel as though they belong. Branding helps us understand why some products mean something to us while others – with essentially the same features – do not.

I probably have close to 25 books on branding on my shelf, but the one I’d recommend you read first is Primal Branding by Patrick Hanlon. Here’s an excerpt: “What we call primal branding is the ability to make people feel better about your brand than another. In today’s parity world, who your customer feels better about is called preference. And it is well understood that preference creates sales. As Hal Riney, the creative mind behind Bartles & James and Saturn advertising, once remarked, ‘In a parity world, my best friend wins.’”

Idea: Build Authentic Trust

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During challenging times, business leaders start running around looking for new marketing wonder-gigits and social media miracles, believing that, with the RIGHT tool, their marketing needs will be solved and a steady stream of qualified customers will come flooding in the door. But, as much as we wish it otherwise, there are no "shortcuts" to building trust – and trust is the key component to effective branding and marketing.

In the book Three Cups of Tea: One Man's Mission to Promote Peace…One School at a Time, Greg Mortenson tells about the process required to build trust in Baltistan (northern Pakistan). He relates a Baltistani proverb: "The first time you share tea with a Balti, you are a stranger. The second time, you are an honored guest. The third time you become family." Whether your trust building efforts require more or less than three “touches,” the idea is right on. If you want to be welcomed and trusted, you have to be willing to invest the time to be invited and known.

Take a few moments to consider how you could improve your “trust-building.” Once you have a few ideas, give yourself a deadline to put something into practice.

Quote: Don't Make Customers Deal With Your Problems

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“If you’ve got a small business, getting the job done at a reasonable price is no longer a competitive advantage; it just gets you in the game. If you want repeat business, if you want to outpace the competition, you need to focus on solving customer problems while making sure they never have to deal with yours. That will make the difference.” – Steve Tobak, Marketing and Strategy Consultant

What does Social Media REALLY mean for your business?

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Social Media: How it will change the way you do business, forever (maybe even a couple of weeks longer)

Here’s a really good podcast overview by Michael Katz of what social media means for your business and communications. I firmly believe that the next wave of business marketing is definitely one built on community – constructing an authentic (and human) representation of your business and building authentic relationships with customers and stakeholders. Michael’s assessment is right on. Take a listen!

Ideas: Accelerate Out of the Turn

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Race car drivers accelerate coming out of a turn instead of waiting for the straightaway. The concept of “accelerating out of the turn” captures some important ideas for leaders at this time. Here are a few ways that you might be able to put the idea to work in your business, practice, or organization:

  1. Thoroughly evaluate your market. What areas of the economy and your market are going to be slow to recover or never recover? Which of your clients will you stand by if it takes longer to get back to their former strength? What trends were you counting on that are picking up strength or were shut off by a changing economy?
  2. Reclaim your big picture, purpose and vision. Months of cutting, pacing, and wondering have left the heads of many business owners and executives spinning. Cut through the haze – remind yourself what your care about, and what you’re really doing this for.
  3. Start staffing (or reassigning existing staff) strategically. Envision what your organization needs to be like to meet the challenges and opportunities ahead. Get people in place and ready.
  4. Re-think and reinvigorate your brand, your marketing, and your network. People are ready for an optimistically “new and improved” version of your business. This is a great time to update a tired brand, bring your marketing message and tools up to date, and start talking with your network of clients, vendors, and other supporters.

The economy is thawing – slowly, but it's thawing. Now is a great time to be looking at national trends to see where you can begin to cultivate opportunities. Some of the best opportunities for success will be as the economy comes first comes out of the turn. Make sure you’re not caught with your foot on the brake. Start accelerating now, and you’ll be in a great position to take the lead as soon as we hit the next “economic straightaway.”

Book: The Back of the Napkin

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In his book “The Back of the Napkin,” Dan Roam shows his readers way to quickly look at problems, understand them more intuitively, confidently address them, and more rapidly communicate those ideas and discoveries to others – all using pictures. The thinking is based on years of research by people like Allan Collins, and in a organizational culture addicted to long, wandering meetings, and ineffective PowerPoint, it is a breath of very fresh air. Pick up a copy, and learn ways to make your strategic and problem-solving discussions more efficient, more effective, and lots more fun!