The term ‘brand vision’ refers to the ideas behind a brand that assists with guiding the future. When the brand vision clicks, it reflects as well as supports the company strategy, differentiates from competitors, resonates with customers, energizes and inspires employees and partners, and precipitates a gush of ideas for marketing programs. When absent or superficial, the brand will drift aimlessly and marketing programmes are likely to be inconsistent as well as ineffective.
Putting together a brand vision which meets these requirements is a fantastic start to success. However, just remember that your brand vision implies a promise to your customers and a commitment by the organisation. It cannot be merely a tick-box exercise in wishful thinking but, rather, it needs to have substance behind it.
Is Your Brand Vision Really Feasible?
This is given the organisational limitations, resource demands in addition to the competitive dynamics.
The answer comes from an evaluation of proof points in addition to strategic imperatives. Proof points come from existing capabilities and programmes that enable the organisation to deliver the promise of each brand vision element as well as its associated value proposition.
The employee compensation system, in addition to hiring and training programmes, are proof points that the customer doesn’t see. Proof points have to be leveraged however if they are weak or missing altogether a strategic imperative is required. A tactical imperative is a strategic investment in assets, skills, programmes or individuals.
It’s crucial if the customer promise is to be delivered upon. However delivering on a strategic imperative might necessitates significant investment or – alternatively – a change in culture. Consider the following scenario: For a regional bank brand which aspires to have a complete customer relationship, a strategic imperative could be to equip each customer contact person with access to all of the customer’s accounts with the bank.
In another scenario, for a premium audio equipment brand that aspires to be a technological leader, strategic imperatives could include an expanded R&D programme and improved manufacturing quality. For a value sub-brand for a household cleaning product, a strategic imperative might be to develop a cost culture.