Yael Alaton, Partner, Insight and Strategy at Pearlfisher London, shares insights on what CEOs can expect from a brand-building programme.
“Building a brand is no short-term undertaking, yet many CMOs are under pressure in the boardroom to demonstrate quick returns on this investment. It’s time to rectify some fundamental misconceptions.” Originally published in the business publication, Raconteur.
PwC’s annual global CEO survey ‘Thriving in a continuous age of reinvention’ recently stated that 45% of CEOs believed their business would not be viable in 10 years’ time if they continued on their current path. There’s a pressing need for a transformative approach in the face of technological disruption, climate change, and other accelerating global megatrends.
But these challenges also present opportunities to C-Suite audiences as they take stock of their current path, placed in the context of today’s and tomorrow’s world. The implementation of a brand-building programme can help a brand stay relevant, enabling a more positive look ahead.
An effective brand strategy is one that is integrated into long-term business strategy and designed to create a roadmap for the future.
Today, the key challenge for brands is to create timeless equity whilst making timely decisions to respond to constant change, as rapid shifts in culture and the competitive landscape require a high level of adaptability.
The opportunity for C-Suite is to build high-value, visionary brands that not only deliver commercial results, but also create a positive impact in people’s lives, leading to cultural and societal progress for all.
As we face the big challenges of our times – from environmental sustainability to political stability and socioeconomic inclusivity – brands today have a unique opportunity and responsibility to play an integral role as catalysts for change.
In today’s climate, successful brand strategies are those that enable brands to lead change and to grow consistently with key markers of desirability, agility, resilience, resourcefulness, and creativity.
Here is a strategic brand blueprint for C-Suite – mapping out what to plan for and what to expect over the first three years of a brand-building programme:
6 months: Create & Align
The initial six months are a period of strategic creation, encompassing initial research, analysis, and development, resulting in a clearly defined roadmap for the brand.
At six months, the brand strategy should be fully developed as well as leadership and stakeholder alignment achieved, ready to put the strategy into action.
12 months: Express & Connect
The next six months are a crucial period best dedicated to the creative expression of the brand strategy.
At 12 months, a high impact brand expression should be launched internally and externally to connect with all audiences.
18 months: Establish & Measure
The next phase is about developing the full brand experience across platforms and touchpoints, whilst learning from consumers as well as in-market results.
At 18 months, the brand’s unique position, complete brand experience and key brand equities should be established, and the evaluation methods put in place for long-term assessment and planning.
2 years: Expand & Diversify
After two years of brand building, the brand can harness its strong foundations.
At 2 years, the brand should be leveraging its unique position and powerful equities to look at expanding and diversifying its role in people’s lives.
3 years: Nurture & Grow
The strategic efforts of the first three years should produce a brand that is fit for the future and set for growth.
At 3 years, the brand should be protecting and managing its equity whilst nurturing its unique relationship with consumers, with a focus on unlocking bold new ideas and possibilities for the future.
To ensure a place for their business in today’s and tomorrow’s world, C-Suite should approach brand-building strategies as an investment in the future, with a focus on maximising brand value and building brand equity over the long term.
