Is your brand driving change?

What has your brand changed in your business?

Over the last eighteen months, a recurring theme has been evident in the conversations we’ve been having around major brand programs.

Alongside the market opportunity, competitor threats, the need for a distinctive positioning, there is always a question that cuts to the chase: what do we get?

The question goes beyond a brand framework, a set of visual identity guidelines or a brand film.

Not to say they’re not important – they are. But the question that lies underneath “what do we get” is really: how will our brand drive the internal and external change that is the reason we’re talking about this program in the first place?

I think it’s the right question.

Because a lot of brand programs launch with a big bang and then fizzle out very quickly.

The launch cliff-edge

There are numerous reasons for this. A big part is the sheer effort it takes to define, align leaders, and then launch a new brand. It is a monumental effort and shouldn’t be underestimated. As a result, after launch, the natural reaction is to pause and take a breath. It’s completely understandable but it’s also then difficult to rebuild momentum as the business has returned to normal.

A second, equally big part is how businesses think about launch. It tends to be defined in days, or maybe weeks. And it can often be broad-brush, particularly when it comes to internal activation. Employees are considered as one group and launch becomes internal communications. This is important but it will only ever have so much impact.

The importance of sales

We’ve been doing a lot of work to address the “what do I get” question. And the answer, we believe, lies in figuring out priority audiences and how they need to use the brand.

The sales organization is a perfect example of a priority audience. By not developing a tailored plan to engage them in the new brand, you are leaving the door open for them to interpret it their way, or to continue using old narratives. The result is a mismatched market message coming from the brand center and what prospective clients are hearing on the ground.

It’s especially relevant for technology consulting firms. Where sales conversations are often very technically focused. Obviously there is a need for that. But we’re also hearing from tech consulting leaders of the need to tell more expansive stories. To position their business in a different way – elevating conversations to the business level, and then looking at how technology can be a solution.

That is a huge shift and not to be underestimated. It doesn’t happen overnight. Or even in weeks. It requires a specific approach to engage the sales team, build the new sales narrative together, pilot it, and then scale.

And it’s not just a brand initiative, it requires cross-functional collaboration to ensure your sales teams are confident, capable and committed to using the new brand to open doors and more expansive conversations.

Because without that, there is a lot of effort and intent – and while it looks great on the website, or at an industry event, the real question should be: how effectively is your brand driving change and growth in your organization?

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.