A brand has always been an illustration of the distinctive image of a product or a company. It serves above all to differentiate an offer. This differentiation must also attract and express a desirable added value. In a context of unbridled competition, the brand concept is more than ever a company’s master asset for winning customers and, above all, for building their loyalty. Who doesn’t dream of the success of Apple and its apple or Microsoft? Or Danone or mythical car brands? The financiers were not mistaken: they often estimate at several million dollars, even more, these brands which practically guarantee the continuity of a company. Capital to preserve and grow!
Marks are created, live and die like any human being. Every company must therefore take care to “raise” them, nurturing them, following their evolution and perceiving their role in their emotional perception by the targets. It must therefore design, control and then develop a brand policy, a guarantee of differentiation and profit.
At the beginning, the brand illustrated both the company and its products. For example, Dubonnet, a famous aperitif brand, directly associated its corporate branding with its product brand. Very quickly, brands understood the importance of separating corporate brands from product brands to better adapt them to people’s behaviour. And they applied dual branding strategies with two brands juxtaposed. The “umbrella” brand reassures and endorses product brands. Provided that the complementary nature of the “mother” brand and the “daughter” brand is clearly understood.
However, there is a tenacious reality: the preeminence of product brands in the laundry sector. Who knows, in the public, that the brands Ariel, Dash, Vizir, Mr Clean, Bonux, all belong to Procter and Gamble, which only communicates subliminally on its umbrella brand and during charity campaigns.
A more striking approach: find in its product brands the “red thread” of the corporate brand, following the example of Nestle which created the product brands: Nespresso, Nesquick, Nestea.
Any brand strategy is based on a brand platform based on the following elements:
This brand platform must be clearly expressed by a “Manifesto”, the firm’s true charter of commitments and illustration of its living, different and desirable personality.
The image is different, the values express it, the shareholders are proud of the logo and the signature but the company has no customers!
Obviously, the image alone is not enough, far from it! Still it is necessary that it is made known then recognized to transform the prospect into customer then as ambassador of the mark. How? By taking an interest in several levels of notoriety:
According to Guillaunme Devianne, brand attachment is part of the “loyalty pyramid” according to the following groups:
It is up to you to transform the indifferent into activists a strategy that has proved its worth: the creation of a Community strategy via a Community social network, “privilege” invitations, co-creation actions with the brand’s “ambassadors”. And above all, the ego enhancement of these same activists! And all under the aegis of your brand and its soul!