Organisations (through their products and services) need brands.
They need them to power awareness and differentiation. They need them to help convey relevant information that will trigger certain actions (trial, repeat purchase, recommendation, increase value perceptions…)
Organisations need brands to help them grow, to expand to other categories and to boost profitability (as some brands can command a price premium).
But brands, like personalities, are complex. They can be subjective: they change, they adapt. It can sometimes prove difficult even for people who work closely with brands to explain the brand meaning, the brand positioning and its main differentiators from other competitor brands.
Whether you are a brand manager, an agency person or an employee, if you are interested in helping a brand prosper you should be able to explain its essence, anytime, anywhere.
This is where a slight modification of the classic elevator pitch comes in.
Imagine you are in an elevator with someone who doesn´t know anything about your brand. Could you explain what your brand stands for in the time it takes for the elevator to reach the next stop? Without any visual support. No packaging. No advertising. Just rhetoric.
Better yet, could you explain what makes your brand stand out versus other competitor brands?
Easier said than done, but this level of understanding of the brand positioning and values will help better manage your brand equity and maximize competitive advantages.
The S word that I use so much at work. Everybody likes to use it. It commands authority. It makes you look like you know what you are talking about. Strategy.
So what is Strategy? We love to say it, but are we using this term correctly?
Let’s take this example that might work (more or less) to explain the S word in a simple manner: through Food. The context is the following: I was recently immersed in a cooking competition amongst friends. Two of my friends that don’t cook at all would be acting as the judges of the competition that spanned over five meals in two months. In this period they visited 10 different houses (including mine) and tasted and graded the same 5 dishes.
So with this example laid out for us we now have defined a competitive environment (10 cooks) , a specific service (cooking the same 5 meals), similar restrictions (ingredients, recipes, utensils, time…) and a common goal: to win over the stomachs and the grading of two judges.
So what was my Strategy going to be with all my dishes?
What is Strategy anyway? Let’s start by discussing what it’s not.
Strategy isn’t operational efficiency
Had I known all the recipes by heart (which I didn’t) I could perhaps have done simultaneous tasks at once (for the first dish which was lasagna for instance, prepare the cheese while the sauce simmers, etc). This is operational efficiency not strategy. Doing things faster (or cheaper for instance) than rivals is not something that can be sustained in the long-term (over an extended period of time this would even out). So whilst best practice operations are great for minimising wastage of resources (and maintaining costs down), best practices are easily emulated and not sustainable in the long run. As such they do not constitute a Strategy in itself. Operational efficiency is required to reach Strategy, but it isn’t enough.
Strategy isn’t technology or specific tools
In the same line as above. Strategy isn’t using the latest technology just for technology’s sake. I would only be able to outperform my cooking rivals if I established a significant difference in the way I did things, and if I added value to their experience in my home or through the food I prepared. So having the latest machine to cook the pasta for the first Lasagna dish, whilst advantageous, would still not be considered a Strategy.
So again, what does the S word mean?
Strategy means performing activities differently than rivals or performing different activities that are relevant to your consumers/customers/clients (in my case, my judges). This is when positioning plays a huge role as with a solid positioning you create for yourself a unique and valuable territory, that sets you apart from rivals.
And as you can’t adopt all positions, you need to evaluate trade offs between alternatives. This means that Strategy is as much deciding where/what you want to be as much as it is deciding where/what you don’t.
My Strategy for this particular gastronomical objective was not to focus too much on the dishes in themselves but more on the peripherals. My 9 rivals would be for sure delivering quality meals. The 5 dishes could be viewed as commodities. So, whilst I needed the meals to be flawless, I thought I needed something else to differentiate my offer and succeed in my goal. I wanted to start winning the judges by the dishes, but add value through everything that surrounded them.
My strategy was to offer not only a quality meal, but a unique dining environment and as such I did two main things:
1) Stacked up on what were the judges’ favourite music bands and made a play list for the dinner (subtle environmental edge was gained here…)
2) For each of the five meals I invited friends we have in common along to my house (kind of bending the rules for the competition…but bending them within reason!)
My strategy was based on providing a superior dining experience. My aspirations were that they would enjoy the dinner (food+music+company) so much that they would forget that it was a test. And that was a good thing. The insight here was that tests are boring not only to people who take them, but also for people who grade them. I wanted my judges to feel like they weren’t judging anything at all as I thought this would improve their overall perceptions of the meals.
So every one of the five meals along those two months they would find different people at the table, and we would discuss different things (at the same time they tried and enjoyed my cooking).
The Food was only the start, the rest was the Strategy.
I leave you with a great video where Michael Porter, leading authority on company strategy, talks in more detail about the S word (without mentioning the F word)