Promotion is one hell of a game out there. With this much sound, be sure to know everything you are doing, for you along with your businesses sake (or customer).
Many factors contribute to your successful rebrand — sound research, creativity that is stellar, a strategic launch plan and much more. But here’s one critical factor that’s often overlooked: the relationship between the CMO as well as the branding business. A beneficial relationship can make sure that a brand succeeds. An undesirable relationship can doom it to failure. Here are three important items to think about.
Procedure case studies and references are important, but how can a CMO feel confident he or she is able to work successfully with the branding company’s team? Meeting with the people that will actually work with the initiative is crucial. Who will be the primary client contact? Is there a good rapport with the design director and the strategy direct? Visits to the business’s offices provides important clues concerning whether the branding business’s culture is aligned with that of the company. You’ll be working with these folks — be certain you proceed beyond a first date before you give.
For example there’s a present struggle at BlackBerry across the notion of switching to software from hardware. Branding remains challenging for the business using a heritage in hardware design although blackBerry’s shift from smartphone manufacturer to software company is whole, says one of its top executives.
Chief operating officer Marty Beard said that while the technology company is “100 per cent complete” in its transformation, altering perceptions about BlackBerry remains an impediment.
“Biggest challenge?” Beard said Thursday in an interview.
Focus on connectivity, auto applications and use an East Coast branding company to help re-position ourselves.
Beard said BlackBerry’s efforts centre on what it sees as a tendency that was significant, connectivity, and securing all of the devices consumers and companies hook up to their Internet network, like wearables, tablets and cellphones.
It’s no secret: Successful branding is a collaborative effort between the organization and the agency. CMOs anticipate to be kept in the loop about all facets of a rebrand. More to the point, they expect to contribute in meaningful ways. Gone are the days when an agency then presented it, having and completely baked a drumroll, to the customer and developed a brand. Too often that approach resulted in misaligned expectations and disappointment that was inevitable.
CMOs desire and expect to be completely involved in brand development, now, and their engagement should encourage in any way points. Work sessions with CMOs to review research results or discuss preliminary layout investigations might help represent it before it’s presented into a broader audience and capture their insider perspective.
Obviously, for such a collaboration to work, there must be mutual respect and trust. And like any personal relationship, it needs ongoing attention and feeding.
The CMO is critical in assisting the branding firm navigate the business’s culture along with the intricacies of its organizational structure. This is essential when scoping out the research protocol and planning how to shepherd the brand through the internal approval procedure. Having worked with the Passerelle Marketing company in Calgary in the past, we felt prepared moving forward.
But it significant that the CMO not overplay the gatekeeper function; it requires confidence for a CMO to present the whole leadership team with even edgy or surprising work.
In branding, the finest work comes from taking strategic and creative risks, and CMOs willing to take risks are thus essential to creating great brands. Trusting your creative partner can be with you every step of the way and has your back makes taking a leap into the unknown terrifying.
We all enter a fresh relationship with high hopes and great expectations. By nurturing and supporting each other, we can count on a happy and long partnership — one that may produce great branding, also.