Branding. There are many opinions on the subject. It's a word that means a lot of things to a lot of people. And why should we be any different. We're extremely opinionated on the subject! As you will recall, the word "branding" hit a fevered pitch in the marketing vernacular during the dot-com boom in the late 90's. But ask people what it means and you'll get a variety of answers. There are a lot of misguided ideas out there. Some suggest it's about strategic exposure to one's corporate identity. Some say it is about packaging. Others will argue it's about a memorable name. All important attributes but perhaps not core. Building a brand is far more than visual expression of identity. It is much deeper than tantalizing a potential customer. It's a holistic experienced most measured by the delivery of a promise.
A brand, at its core, is really about philosophy and behavior.
People are drawn to a brand in the very same fashion that they choose a friend. They look for characteristics or attitudes, which reflect their own beliefs and/or standards. Perhaps it is an aspirational or provocative quality. Whatever the reason, lasting relationships are forged based on behavior and not just personality. We say behavior, because unlike personality, behavior is an action that is measurable. As important as personality is as a brand attribute and initial attractor, the fundamental agent for success are the measurable attributes.
Philosophy is the guiding principle and foundation to all communication. And philosophies that are relevant, that resonates, differentiate, empower and foster, are what creates successful cultures. Corporate culture is a major driving force of corporate identity. It drives communication, behavior, attitude and policy.
The adage "actions speak louder than words" has never been so true. After researching category leaders in retail, transportation, entertainment and service, one common thread weaves through each company. It is the company culture that empowers employees to create great customer experiences. This was true even with companies that have little direct interaction with a consumer. These companies employed customer service practices, which met or exceeded expectations, even in adverse circumstances.
It sounds easy enough, but supporting the experience can be a challenge through typical corporate budgetary structure. How often have you seen a discretionary budget in marketing to support customer service? Consider the opportunity to make lasting impressions from a mishap. It's going to happen, but the experience a customer has in an adverse situation can create fierce loyalty. And yet, companies continue to invest heavily in front-end marketing. Experiences are not limited to just customer service. Every touch point should be considered an opportunity to generate a memorable experience. In fact, employee policies can be another opportunity to lead by example.
