The distinctiveness gap

What’s your brand idea?

It’s a deceptively simple question. But often a difficult one to answer.

In the B2B space we see a lot of organizations describing what they do. And there’s nothing wrong with that – it’s a core part of what you need to communicate.

But often, the ‘what’ is described in functional language and, as a result, it’s difficult to understand what makes an organization distinctive.

In the technology consulting space, this challenge has been multiplied by AI. AI has opened genuine possibility – new capabilities, enhanced ways of working and huge potential for business transformation. But, at the same time, it’s everywhere. And from a brand perspective, that raises a tough question. In a world where you need to talk about AI, how big a part of your story is it? And how do you build a brand that is distinctive, that communicates a more expansive story, and crucially, gives clients a reason to choose you?

A strategic role for brand

The time to think seriously about brand is now. As the audiences buying tech consulting widen beyond the CTO, they want more than technical detail. They want to understand how you’ll help them create value.

And yet, propositions, language and identity across the market often converge. It’s awash with “AI-first” or “unlocking value at scale”.

Relevant but not distinctive

Our experience with client programs shows that many brands can claim they’re relevant: they’re ticking the right boxes, using the right language, showing the right proof points. But they’re not distinctive. They don’t give clients a reason to choose them over the competition.

And that’s the challenge in tech consulting. Lots of relevant and credible content. But is it the same story, told by everyone?

So, how do you create a bigger, more strategic role for your brand – reflecting the business you are, and who you’re becoming – in a way that is truly distinctive?

One big idea

It must start with a single-minded idea. One that reflects your business strategy, and translates it into something that is inspiring, ambitious and relevant. There are balances to be struck everywhere when you’re developing “the idea”. Great ideas break category norms yet feel rooted in the sector. They’re inspiring and far-reaching, yet immediately relevant to clients, talent and investors. And they signal change, while at the same time respecting legacy and heritage. It’s a balancing act.

One example, to translate theory into practice, is LTM, formerly LTIMindtree. Their new brand is built around a clear, desired position: the Business Creativity partner. Business Creativity moves LTM beyond technology alone, expressing a belief that competitive advantage comes from bringing human insight and intelligent systems together. The outcome? Enabling their clients to Outcreate the market.

It’s a brilliant example of a distinctive brand. A bigger idea that frames the necessary, supporting detail.

What’s your idea?

So, think about your brand. And ask yourself three questions:

1. Can you state your brand idea in a sentence, and would your leadership team say the same?
2. Take your name off your homepage. Could a competitor have said it?
3. Does it give clients a reason to choose you?

In a world where there can be a tendency to jump to more content, more activation, these are the real questions. And it’s one that forward-thinking brand and business leaders are asking themselves.

This is the tip of the iceberg – and the ‘distinctiveness gap’ is an area we’ll be discussing in more detail in our webinar on November 24^th. I’ll be joined by leaders from tech consulting, including David Grabert, CMO at Computer Generated Solutions and Prajakta Talvelkar, CMO at Mastek, to talk about how you build and activate distinctive brands in this changing world.

Register here.

And if you’d like to discuss anything related to this article, even as a listening post to discuss what you’re thinking, please connect with me here.