Brand Strategy Must Solve The Problems That Limit Growth
May 11, 202610 min
Most leadership teams do not need another brand exercise. They need help solving what is keeping the business from growing.
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Brand Strategy - Page 3 of 66 - Branding Strategy Insider
By definition brand strategy begins with the notion that you can differentiate a commodity. From there brand strategy manifests as a long-term plan for the development of a successful brand in order to achieve specific goals. A well-defined and executed brand strategy affects all aspects of a business and is directly connected to consumer needs, emotions, and competitive context.
When Honoring A Brand’s Past Means Changing Its Future
May 7, 202611 min
For more than twenty years, The Blake Project carried the same identity into the world. It was there when we opened our doors in 2003. It appeared on our first proposals, our first client deliverables, and our earliest expressions of a point of view that has never changed: brand is not decoration. Brand is a source of meaning, preference, trust, differentiation, and economic value.
The Problem With Product-Led Brand Turnarounds
March 23, 20268 min
Peloton, Kohl’s, Target, General Mills, Macy’s have something in common. These brands are engaged in brand turnarounds. Some of these brand turnarounds are brand turnaround-turnarounds, led by smart executive teams, some with new CEOs who offer new strategic approaches. These teams appear to be diligent and creative in improving product offerings. There is just one problem.
A brand needs a vision. A brand vision is not just an idea. A brand vision is a determined goal. A brand vision is your definition of a future world in which your brand will win. Without a brand vision, your brand is aimless. The brand vision is the groundwork for your brand strategies.
The Strengths And Weaknesses Of The Category Benchmark
February 25, 20267 min
Category Benchmarks are the reference point for the category. They define quality expectations. They anchor price ladders. They shape what “normal” looks like. They are widely distributed, culturally familiar, and top-of-mind. Their risk is gradual dilution of differentiation. This paradox is structural because the systems that protect their current position often make long-term growth harder.