| While strolling along the aisles of the national | | | | process. These features are what make your brand |
| marketplace, I pretend to be astounded by the | | | | truly unique and distinctive. Doing what you do |
| myriad of products and brand choices presented to | | | | doesn't always set you apart. Knowing what you do |
| me, all fighting for my attention. I notice that "A" | | | | well and focusing on that little kernel of truth can set |
| attracts me visually, "B's" jingle plays mercilessly in my | | | | your brand apart. |
| head and the color theme of "C" seems to remind | | | | 3. Know why you do what you do. |
| me of a vacation I took many years ago. So why do | | | | But wait! There's more. Knowing what you do well is |
| I select "D" instead of "A" "B" or "C"? What | | | | not all of it, the next step requires digging deep into |
| stimulates and motivates the act of making a | | | | motivation, drive and look at purpose square in the |
| purchase? From indecision to the knowing smile on | | | | eye. It lies somewhere behind the motivation to |
| my face, "D" becomes my choice and can be the | | | | "make money" and reveals the core purpose for |
| start of a loyal relationship with that brand or | | | | doing what you do. It's pretty liberating, and is the |
| product. (Every marketers dream!) | | | | main component for forming what's commonly |
| Defining reasons behind these brand preferences can | | | | referred to as the "brand promise" In essence, your |
| be a complex task, nonetheless it is certain the | | | | core motivations that drive your business benefit |
| common thread will always be the experiential | | | | your customers in some way by fulfilling a need |
| process, often referred to as the "brand experience". | | | | (whether function or emotional). Many businesses |
| However, this article is not intended to define the | | | | overlook this step and think the only strategy |
| customers' experience, it is vital to identify how | | | | necessary is the art of seduction, separating your |
| buying decisions are based on those interactions or | | | | customer from their cash. If you fall into this trap, |
| "relationships". Relationships? Yes, relationships. You | | | | you may overlook the true purpose of branding, |
| see, everything we experience in the world is in | | | | which is really the art of creating relationships |
| "relation" to ourselves. That relationship, how one | | | | between people. Delivering a brand promise based on |
| thing fits into a singular perception is really the key to | | | | your business' passion or motivation and fulfilling your |
| branding. There are really two sides to this | | | | customers' needs IS the basis for such a relationship. |
| relationship. The person having the relationship, and | | | | Whew! Lot to uncover, lot to consider, we know... |
| that to whom the relationship is formed. From the | | | | but armed with this knowledge, you are a step closer |
| human perspective it's simple to define a relationship | | | | to facing the marketplace. (We promise) |
| based on complex qualities of another person, like | | | | 4. Know you Competitors |
| personality, core values, style, heritage, | | | | Know your market, know your competition, whether |
| commonalities, likes, dislikes, etc. In most cases, the | | | | they actually exist or not. To do this, simply take a |
| more you have in common, the stronger relationships | | | | look around you, examine your market, your business |
| you have. That's why you have strong bonds with | | | | category and your specific vertical. Are their other |
| some of your friends over the bonds or friendships | | | | players orbiting your stage? Chances are, you have a |
| you have with others. | | | | lot more competitors than you think. To determine if |
| Now if we look at this from the perspective of the | | | | they are really a competitor, evaluate if they have |
| business owner, brand manager and / or head of | | | | similar offerings, similar products or similar services. |
| marketing, your task is really to create a human | | | | For example, a dance studio may believe they |
| connection with a person (your target audience) to | | | | compete exclusively with other dance studios. But if |
| your brand. But since your brand isn't a person, you | | | | a potential modern dance student thinks of the free |
| must add dimension to your brand, giving it depth to | | | | Lindy-Hop dance instruction offered by the local |
| which your customer can have a meaningful | | | | nightclub before the band starts, the dance studio |
| relationship with. That's the complex nature of a | | | | owner must evaluate how the swing dance classes |
| relationship you need to create for your brand with | | | | are being marketed. The wanna-be Dancers with the |
| your customer. However, a brand is NOT a person | | | | Stars you want as a new student may just choose |
| and if you think of a piece of cardboard, an inanimate | | | | spending their dance dollar and dance instruction time |
| object, one will have a difficult time having a | | | | commitment elsewhere. In other words, that local |
| relationship with that. In other words, focusing on the | | | | nightclub IS considered a competitor, even though |
| nature of the relationship with the intent of creating | | | | they sit in a totally different market segment. It |
| brand loyalty won't do you a hill of good unless you | | | | would be in your best interest to learn more about |
| are clear and focused about what and who your | | | | what makes them successful and identify the |
| brand is. | | | | specifics of their offerings that entice your potential |
| This article is written to help you, the business | | | | audience. If you can mange to see things from your |
| owner, create a powerful brand and provide the | | | | audience's perspective, you may just learn a lot. See |
| steps to define just "what you do" and "who you | | | | if you can identify how your competitors satisfy their |
| are" in order to facilitate your customers' relationship | | | | brand promise. Look at their marketing materials and |
| with your brand. No mistake, being clear and concise | | | | promotional tools to try to get a sense of what you |
| about these "5 brand must knows" are at the | | | | are missing. Then turn that knowledge inward to your |
| foundation of your success. | | | | brand and make adjustments. You may not be |
| 1. Know your Personality. | | | | offering the night club atmosphere, but you can surly |
| Simply stated, different personality characteristics | | | | satisfy the promise of fun and fantasy too, provide |
| appeal to different audiences. On a subconscious | | | | the vehicle to allow your audience to dream of their |
| level, people connect with brands that have likable | | | | feet dancing in harmony with a famous counter-part. |
| personality traits, traits they can identify with, traits | | | | 5. Know your Target. |
| that they aspire to be. The first step in this process | | | | Knowing your target really means know the people |
| is to define your brand personality, which leads to | | | | you would like to sell to. Imagine yourself throwing a |
| increasing the overall brand engagement (and | | | | dinner party in your home for each and everyone of |
| attachment,) in much the same way as people relate | | | | your customers. You know who they are, welcome |
| and connect to people. Simply put, much of the work | | | | them as a friend into your home and have a |
| in the area of brand personality is based on | | | | connection with each person. But that's impossible, |
| translating theories of human personality and similarly, | | | | you say! Well we know that, that's why we said, |
| identifying the dominant personality attributes and | | | | "imagine". In order to define those people (not |
| factors. For example, your customer may identify | | | | demographics or metrics) you will need to segment |
| with a brand for its characteristics, for its functional | | | | the market as much as possible using 'psychographics' |
| benefits, social position, emotional outlook and its | | | | as your guide. This includes defining your audience |
| human like- traits. "See," Joe says, "'X' vehicles exude | | | | through: |
| family-oriented values, while 'Y' radiates pretension | | | | * Lifestyle: conservative, exciting, trendy, economical |
| and further 'Z' reflects the athletic and competitive | | | | * Social class: lower, middle, upper |
| qualities I recognize in myself." Eh hem.... So think of | | | | * Opinion: easily led or opinionated |
| this, if the category 'X' symbolizes who you are, then | | | | * Activities and interests: sports, physical fitness, |
| you will be tempted to buy a brand that has the | | | | shopping, books |
| same aspirations. Likewise, consumer "Joe" would | | | | * Attitudes and beliefs: environmentalist, security |
| tend to buy a Porsche rather than a family car, if he | | | | conscious. |
| feels it symbolizes who he is. An association is | | | | It's recommended that you do some research to find |
| systematically set up in the consumer's mind. In this | | | | out just how they purchase. For example, uncover |
| sense, every brand needs to be as unique as each of | | | | their buying habits, defining preference traits like |
| its consumer. However a word of warning, your | | | | seasonal, local, volume and promotional decisions. With |
| personality MUST BE AUTHENTIC. As humans, we do | | | | all this information uncovered, you should have a |
| have an inner sense about these things. Be warned, | | | | picture emerging of your 'ideal' customer (or who you |
| we DO reject brands that lack authenticity and those | | | | want it to be). |
| whose personality characteristics are not consistent. | | | | Follow these 5 "Must Knows" for Brand Success and |
| 2. Know what you do well. | | | | you will have focused brand, which knows itself, |
| Based on knowing what you do, the objective now is | | | | knows its audience and make an authentic promise |
| to maintain and promote the brand's uniqueness. | | | | that create a lasting relationship. In your quest to |
| Figure out what you do well and push it. Whatever | | | | uncover your brand, be inquisitive, harass and tickle. |
| qualities your product, brand possess, spotlight it, | | | | Get into it and get clear. In the end, you will have an |
| strengthen it, grow it. It will be the factor for | | | | authentic brand that will rise above the rest, be |
| differentiation and consequently will offer you the | | | | noticed by the right people and establish a relationship |
| opportunity to carve out your niche. To be credible in | | | | between your brand and your customer. Brand |
| the eyes of your audience, your argumentation of | | | | recognition is literally your brand, company or product, |
| sale may emphasize your know-how, the passion | | | | imprinted into the consciousness of your audience. |
| that electrifies your work, the "love" message or the | | | | Powerful process, keep it authentic! |
| concern for the environment that drives your | | | | |