In the simplest translation, it is as if, knowing that “Now it is here as it is.”, to suddenly ask the question: “And how do I want it to be here with my brand?”. And then answer them. In exactly the same ranges that you previously subjected to research (more about it in: Research — the power of information. That is:
1. Brand platforms,
2. Brand attributes,
3. Brand architectures,
4. Communication areas.
“A certain environment has always been formed and found. It has certain conditions and rules. With some we decide to fight - with others it does not make sense or we would not be able to do it. I see decision making at this stage as putting a stick in an anthill, which is precisely the market and the competition. But not to destroy them — but to make a mess. To be noticed and distinguished. Determine: here I am.” Szymon Kordylewicz
Establishing a brand platform
It includes such 4 aspects as:
- The ambition and vision of the brand,
- The target customer,
- Competition,
- Positioning.
Based on the patterns, correlations and free areas for development identified during the research, as well as after comparing them with the conclusions of the previous stage (Winning aspiration), we make decisions:
What kind of client do we serve? What will the brand's vision sound like? What competition do we want to bounce back from? And above all, how do we want to position ourselves?
The last aspect, positioning, is the most important phrase in the entire brand strategy. Yes, yes, exactly so: not only at the Where to play stage, but throughout the process of developing a brand strategy. Positioning also becomes the foundation of the brand — a thick line beyond which no one will have to step back and repeat anything else in any activities (advertising campaigns, new product launches).
Positioning is the essence of the work done so far. Absolute condensation of research and all previous activities. It fits into a short and inconspicuous sentence that specifies:
For (target audience) Brand (name) is a brand (product category) that offers (benefit) because (proof), unlike a brand (main competitor), offering (benefit).
Category Attributes
They consist in determining:
- to which category the brand is assigned (or, if there is no such category, what category does it create)
- what attributes constitute parity points for it (i.e. market standards in a given category),
- and what attributes it uses as differentiating points (i.e. brand differentiators).
More on this in our previous article “Research — The Power of Information”
Brand Architecture
The architecture of the brand is easiest to look at as a family. It is a way of structuring activities and determining interdependencies when a company has one or more brands or trademarks under the same “roof”. What are your plans? What ambitions? What are their chances of colliding with the market situation? It is on their basis that you choose what will be most beneficial for your brand.
The four basic models of brand architecture are:
- Monolithic — that is, one in which everything works under one brand. It is usually used by companies whose products or services are similar to each other, or express the same philosophy. For example: the fashion house Chanel, branding in as luxury its perfumes, clothes and accessories.
- With a double name — “dual” brand architecture is a model in which a company both wants and does not want the main brand and the sub-brand to be identified as one and the same. The solution is to use both names in the schedule. Example: Fiat Punto, proudly displaying two logos — one “family” and one model.
- Backed by authority — this strategy is often referred to as an “umbrella” strategy. This is the case where the sub-brand is supported by the name of the main brand. This is the so-called win-win: the main brand lends a name and prestige that, after the success of the secondary brand, is reflected back on it. This type is, among others, McDonald's McCafe, McMeal, etc.
- Pluralistic — when one company owns multiple companies or products, each of which has its own independent brand (due to completely differentiated product lines or marketing strategies). Interestingly, consumers often do not know about it or simply do not care. This is because they are attached to a particular brand of product, not to a group. A textbook example is P&G, whose “power brands” include Pampers, Head & Shoulders, Gillette, Duracell, Brown...
Selection of communication areas
This is just a field to show off! At this stage, the communication areas to be developed by the brand are determined. If during the research it turns out that the target group is young people, and the undeveloped area in a given category is TikTok - then this will be the natural choice of the brand territory (not only its communication channel).
Other areas of communication that need to be specifically defined are:
- Top of mind (brand symbol) — e.g. shape of Absolut vodka bottle, red color of Coca-Cola ads
- Attribute — coming from RTB, or reason to believe: something tangible, what makes the product stand out: e.g. certificates and awards, such as OEKO-TEX Standard 100 gloss confirming the safe composition of upholstery fabrics
- Benefit is a rational or emotional benefit. For example, Volvo ensures the highest level of safety, and with Jeep you are free and independent
- Brand territory — mentioned above, the world built around the brand and its environment of existence
- Value — an attitude driven by the brand, such as innovation in the case of Apple
- The role of a product or service in a person's life. For example, Velcro fastened pampers make everyday life easier for moms
And what next?
While “Where to play” is typically strategic, the subsequent “How to play” is firmly embedded in the psychology of emotion and decision making.
Therefore, the next stage of brand building is entering directly into the collective mind of our metaphorical anthill.
