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Balancing Act: Business, Brand and Behaviour

In today’s fast-paced marketing world, it is essential to create awesome balancing alignment among business, brand and behaviour. The alignment has great potential to gain a new customer baseline and further enhancing consumer values. This balancing act is the most crucial aspect while planning brand strategy and special focus should be considered at the start of the brand architecture.

It is important to understand this alignment to its core and what does the alignment mean? It is not just a stand-alone theory it is a combination of various aspects, especially a major act of behaviours. Besides, the alignment must keep focus for the collective efforts of the company, brand custodians and interactive characteristics to keep synergy.  

The alignment must be fully focused to collaborate business, brand and behaviour. On the business side, thinking about the organizational purpose, organizational vision, organizational mission, organizational strategies. At the brand level, it’s about the customer value proposition, brand positioning. And the behaviour level, it is about organizational values, employee value proposition, organizational competency framework, organizational leadership model.

All of these are various codes of behaviour that the companies subscribe to their people, their employees to take part in. And they think about the relationship between these, are companies’ strategies pulling all in the same direction or are pulling all in different directions and ultimately also think about the relationship between these at a more fundamental level. Companies need to think about the business, does it allow a certain brand to come to fruition to build a certain brand, maybe the company’s heritage.

On the other hand, if companies think from the brand to the business, what is the right business structures, systems, processes, that bring their brand to life? That allows it to exist? That support it? If the company think about the behaviours, it’s also a two-way street from the brand. On the one hand, gatekeepers can think about well, what is the organizational culture? What are the behaviours, that they need to exist to deliver the brand? But it is not easy because at the corporate level strategy gatekeepers have pushed this to the extreme, to build and have a strong organizational culture. Above all, they must ponder upon on a point that what are the types of brands that they can support?  

This alignment need goes both ways if companies think about these balls swinging back-and-forth. Now, this is not just an internally focus exercise. The public eye is increasingly on the alignments of these various components. This alignment between the three B’s is not just something that companies need to be concerned with internally. For operational; purposes but it’s part of the reputation, the way consumers and competition observe and evaluate in the market place.

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