1. AS SEEN IN
BUSINESS BUILDER MARKETING by STEVE CARPLES
ways to cope with information over-
load, and to simplify the choices that
we make in managing our daily busi-
ness activities.
Promises, promises
Strong brands make it easier for us
to make choices — they are promises
that we can depend upon when trying
to get a specific job done. We don’t
have to worry, we know what to expect
— so the choice of a supplier for a
product or service becomes a quick
decision. Strong brands stay top-of-
mind and help us to be efficient. Dur-
ing these more challenging econom-
ic times, strong brands become even
more valuable. Resources are tighter.
Desired results are mandatory.
A brand is much more than just a
logo or a clever tagline. It’s the out-
ward expression of the unique and rel-
Your message
[tips] 1 must be sim-
ple, so that
prospects and customers can inter-
nalize it. They must embrace it and
want it.
A core purpose should be more
2 than just the sheer pursuit of
profits. Successful enterprises
Building your brand, set their sights on seemingly unat-
tainable objectives, and stay true to
their core values as they pursue a
from discovery bold vision.
Use your brand strategy to guide
3 your growth, whether it comes
through diligence from internal product develop-
ment or outside acquisitions.
evant value that you provide. It’s how
IT’S CRITICAL TO KEEP in ment that you simply can’t afford. you satisfy your customers’ needs, day
mind what your company stands for in Wrong — it’s an investment that you in and day out. Your message must be
the minds of your customers, employ- simply can’t ignore. The marketplace simple, so that your prospects and cus-
ees and other stakeholders. This is in which you do business is complex. tomers can internalize it. They must
CHARLES STUBBS
your brand, and every action you take Your customers have lots of choices for embrace it, and want it.
should be consistent with it, and make the services and products they use. Just Your brand should also serve as the
it stronger. like you, they are apt to be over- guiding framework for your business.
You may think that branding is a whelmed by e-mails, junk mail, media Resource allocation decisions, internal
large company concept — an invest- ads and phone solicitations. We all seek policy formulation, organizational cul-
30 AS SEEN IN UPSIZE MINNESOTA, MARCH 2003 • reprinted with permission, all rights reserved www.upsizemag.com

2. [contact]
tural refinements and new product results you hope to achieve. Finally, Steve Carples is the
development strategies should all be distill a creative expression for your principal of Synergistics
developed with your brand in mind. brand — design your identity elements Consulting in Min-
The relationships that you build, the and craft your messages to ensure that netonka, with more than 21 years of
way in which you go about your daily your promise is communicated with experience helping companies artic-
business and the internal culture that maximum clarity and optimal impact. ulate and implement brand market-
you create for your employees all ing strategies for growth:
shape your brand. Oftentimes, it’s the Third, delivery 952.525.3199; scarples@mn.rr.com
perception of who you are and what Go to market. Develop and execute a
you represent that makes customers marketing plan to build brand aware-
want to associate with you, and do ness, motivate initial and repeat pur- customers and prospects feel about
more business with you over time. chase and build customer loyalty over your products and services. Conduct
So let’s assume you agree that creat- time. Choose your communication market audits and solicit customer
ing a strong brand is critical. How do vehicles carefully, recognizing that feedback.
you go about accomplishing it? We oftentimes the medium is the message. Facilitate open and honest dialogue
recommend a four-stage “block and Think about how to optimally leverage up, down and across your organization.
tackling” process that involves hard advertising, promotion, PR and collat- Don’t allow silos to form — keep
work and a commitment to stick with
it. Much like an annual plan, a brand
[quote]
must be nurtured and continually
refined to keep it fresh and relevant.
Here’s an outline of the four stages:
“You may think that branding is an invest-
First, discovery ment that you simply can’t afford. Wrong —
Think about what your business is
really about. Define your company’s it’s an investment that you simply can’t
core competencies, unique assets, driv-
ing goals and potential Achilles’ heels. ignore.”
Analyze the marketplace to discover — Steve Carples, Synergistics Consulting
emerging and existing needs that are not
being addressed. Understand how your
products or services can best address
these needs in a differentiated and
unique way. Be honest in looking at
yourself, the market and your competi-
tors. Understand your competition’s eral to project the right image. everyone focused on the same objec-
strengths and how are they likely to Use your brand strategy to guide tives. And use the feedback to continu-
respond to your actions and emerging your growth, whether it comes from ously improve your offering and brand
trends. internal product development or out- expression.
side acquisitions. Design your sales and Of course, this four-stage process is
Second, distillation customer care protocols to reflect your only a roadmap. Success comes from
Formulate your strategy. Begin by brand, and make sure that your inter- execution, execution, execution. Begin
articulating your core purpose and val- nal organizational culture is consistent with a clear vision. F.R.E.E. yourself
ues. A core purpose should be more with the core purpose and values you from the constraints of current think-
than just the sheer pursuit of profits. have articulated. ing: Forget the boundaries, the how-
Successful enterprises set their sights we-got-here’s and the way-we’ve-
on seemingly unattainable objectives, Finally, diligence always-done-it’s. Recreate the market-
and stay true to their core values as Be a brand steward — measure and place structure based on your histori-
they pursue a bold vision. refine. Stewardship is about “keeping cal strengths and core competencies.
Next, develop a concise positioning the course” and ensuring that all your Envision new ways that you can meet
strategy. This should highlight a bull’s- actions stay true to your brand strate- customer wants — see the future
eye target, a competitive frame-of-ref- gy. Don’t chase an opportunity just through their eyes. Engage your target
erence, the unique benefits that you because it presents itself. Stay focused audiences in this new vision, both
offer and support reasons why. Your on your vision, values and positioning intellectually and emotionally.
strategy should also include a clear strategy. Define metrics to measure Through this process, you will create a
definition and prioritization of the your progress, and to assess how your unique and relevant brand platform.
www.upsizemag.com AS SEEN IN UPSIZE MINNESOTA, MARCH 2003 • reprinted with permission, all rights reserved 31