RESPONSIBLE ECONOMY: The elephant in the room at sustainability conferences is growth-based capitalism, and the assumption that a growth economy equals prosperity and a healthy society. The Responsible Economy campaign names and confronts the elephant. And it will explore what alternatives look and feel like, from large -scale economies to small, local ones. What is a responsible economy? It’s one that cultivates healthy communities, creates meaningful work, and takes from the earth only what it can replenish.
Brand identity more than a logo v ff
BRAND IDENTITY: IT’S MORE THAN A LOGO!
Lecture delivered at Golden Gate University,
January 19, 2014
Marketing Lecturer, UC Berkeley
Founder, Pure Gravy LLC
Partner, Brand Amplitude LLC
Founder, Pure Gravy LLC
Partner, Brand Amplitude LLC
Lecturer, UC Berkeley
Over 20 years helping position companies for marketplace success. Recent
clients include J. Crew, Angie’s List, Outward Bound, and McKesson.
Multi-channel retail and management/brand consulting
Founded Pure Gravy LLC to do hands-on insights, strategy, and
Marketing faculty at UC Berkeley’s Haas School of Business since 2009
• Teach Brand Strategy & Management
• Undergraduate faculty advisor for Marketing
B.A. Political Science/Public Service, University of California, Davis
Master of Public Policy, University of Michigan, Ann Arbor
Thanks for having me! I’m Judy Hopelain
Pure Gravy LLC
Positionings that beat plan!
Topics For Today
The Brand Strategy Roadmap
Brand Identity Deep Dive
Brand Purpose Is The New Black
Patagonia Brand Identity Example
Exercise: A Declining Brand’s Identity
Key Brand Benefit
Brand Strategy Roadmap
The Brand Strategy ‘Big 3’
Brand Identity Overview
Why it matters:
• Explains how brand supports the organization’s mission and objectives
• Informs decisions about marketing and the customer experience
• Enables the brand to be used as a filter in hiring, partnerships, acquisitions,
Describes how a brand wants to be understood by
customers, consumers, employees and other stakeholders
after repeated exposure over time.
• Articulates the values, culture and needs of key
constituents, both internal and external
• It takes time to fulfill, so it’s revisited infrequently
Internalize the identity up and down the organization, so that everyone is
working from the same understanding and to ensure the same brand filters
are applied in decision making.
Adapted from the ‘Brand Identity Prism’ by Jean-Noel Kapferer, The New Strategic Brand Management, 2012, p.156
Brand Identity Prism
All brand identities include capabilities, personality and rallying cry.
What do we do?
How do we deliver?
What this all adds up to:
Internal Values &
Who are we?
Why do we exist?
What do customers want
their use of the brand to say
Shared Values &
What do we and customer
have in common?
Some brands will have most of the additional elements listed, and a few will have
This element answers the question: What do we do?
Capabilities are about the brand’s value-added.
• What the brand does (may not be distinctive)
• How well it performs
• Quality or performance standards
May not be highly differentiating
• Girls central – they get girls
• Leaders in play – they understand the value of play
• Age-appropriate products – they know how to
design products for girls of all ages
Source: Jennifer Aaker
This element answers the question: How do we deliver?
Some brands are incredibly earnest, others are super smart. By communicating
their personality, brands build character. Consumers identify with the brand’s
personality or project themselves into it.
This element answers the question: Who are we?
Strong brands are built on a strong culture and a clear set of shared
values that articulate the brand’s core beliefs and way of operating.
Internal Culture & Values
“The cultural facet of
underlines that brands
are engaged in an
competition.” - Jean
1. It is our nature to innovate.
2. Nike is a company.
3. Nike is a brand.
4. Simplify and go.
5. The consumer decides.
6. Be a sponge.
7. Evolve immediately.
8. Do the right thing.
9. Master the fundamentals.
10. We are on the offense – always.
11. Remember the man. (The late Bill Bowerman,
This element answers the question: What do we have in common?
Brand loyalty provides a sense of belonging. Whether it’s formal or
grassroots, that connection provides a powerful bond and source of
Example: Harley Davidson
• 1983: Harley-Davidson faced extinction
• By 2008: A top 50 global brand valued at $7.8 billion
• Built a unique brand community organized around the lifestyle,
activities, and ethos of the brand
• Retooled every aspect of the organization – from culture to
operating procedures and governance structure – to drive
Shared Values & Community
This element answers the question: Why do we exist?
Strong brands have a vision of the world. The idea of ‘Being of Service’
underlies this facet of the prism.
Noble Purpose refers to the larger goal or cause the brand aspires to
serve. It is meant to be motivating to employees, and important to
customers and other external stakeholders, articulating how it aims to
make peoples’ lives better.
Eliminate excess calories from
the American diet,
support organic agriculture,
spread fair-trade labor
standards in developing nations
Improve peoples’ lives
Get businesses and
people involved in the
fight against AIDS
This element answers the question: What do customers want their
use of the brand to say about them?
• Repeated use and reliance on a brand demonstrates its value to the
• Brand loyalty provides an emotional or self-expressive benefit
• Use of the brand tells others something about the user, and it tells
the user something about her/himself
Example: Ralph Lauren
“Ralph Lauren has always stood for
providing quality products, creating worlds
and inviting people to take part in our dream.
We were the innovators of lifestyle
advertisements that tell a story and the first
to create stores that encourage customers to
participate in that lifestyle.”
– Ralph Lauren
This element answers the question: What does all this add up to?
The Rallying Cry is 3-5 word shorthand encapsulation of the brand identity
• Defines the category of business for the brand, sets boundaries,
clarifies what is unique
• Should be memorable, crisp and vivid in meaning
• Stakes out ground that is personally meaningful and relevant to as
many employees as possible
• Not an advertising slogan, and generally not used publicly
Ritz-Carlton: Ladies & Gentlemen
Serving Ladies & Gentlemen
BMW: Ultimate Driving Machine
Disney: Fun Family Entertainment
Internal Culture &
• Flout convention
• Well-made, functional
products with a flair
• Gear for an active life
• New business incubator
• Helping to solve the
• 1% for the Planet
• Participating in the
Putting It All Together: Patagonia
Use business to inspire
use of the
brand to say
Choose a brand from the list of Top 100 that declined
in value from 2012 to 2013 that you are familiar with
and answer these questions:
1. Why do you think the brand’s value declined
from 2012 to 2013?
2. How might a clearer, more compelling noble
purpose help the brand reverse this decline?
What might be a compelling noble purpose
for this brand?
Rank Brand (Decline)
57 Nokia (-65%)
71 Morgan Stanley (-21%)
67 Nintendo (-14%)
78 MTV (-12%)
87 Avon (-11%)
61 Dell (-10%)
35 Canon (-9%)
46 Sony (-8%)
9 Intel (-5%)
37 Nescafe (-4%)
47 Thomson Reuters (-4%)
84 Santander (-2%)
15 HP (-1%)
53 Heinz (-1%)
Interbrand Top 100 Brands
That Declined in Brand Value
From 2012 to 2013