Branding often mirrors a curious behavioural quirk in decision-making: Bike Shedding. It's a term coined by British historian and writer Cyril Northcote Parkinson in his 1957 essay on organisational inefficiency.
Trends. You can't escape them, and you are certainly influenced by them. One way we look at trends affecting what we do here at Good is to look at the types of enquiries we're getting in and see how they change over time.
Over the years, we’ve been lucky enough to work with brands that are all on board with what brand can add to their business.
We’re often brought into branding projects when things have gone wrong, or a previous branding project has run out of steam.
These mistakes may not be brand killers, but they could cause yours to bleed value and equity and feed the competition's business.
It feels like every other B2B tech firm I look at conforms to the same visual and verbal convention.
We've been going through our brand definition process, going into some detail with vision and values. Now we're getting into the meat of that brand sandwich, your brand's mission.
Creating a vision for your brand seems straightforward when looking at other companies. They seem so self-evident, so obvious.
At some point in a brand project, we’re faced with a persona. These can have many names, marketing/buyer/user persona, but they are usually a one slide archetype that represents an idealised customer.
We've gone into detail about how our brand definition process works, defining your mission and values.
We've done many, many articles in this journal on how we see brand working in your business. From how it manifests itself in content to the need for strong brand architecture, we've covered many bases.
I’ve recently been doing some B2B research, I looked at 34 large corporate entities. They were all a certain size, with average revenues in the $3bn mark, a global footprint and more than 1,000 employees. So, they’re not mom and pop shops.
I don’t think that there is a more contentious element in the wonderfully weird world of branding right now than the notion of “Brand Purpose”.
Every once in a while, I’ll read a brief and stop in my tracks when I get to the target audience section. I can’t help but think, “you think you know… but you have no idea.”
The UK government recently announced that there’s legislation pending on the thorny topic of sustainability.
The last 2 years have been mad. We’re all doing things differently and business has never been as strange. One thing we’ve noticed in our consulting is that some clients reviewing their brand values in house. And I get why.
The purpose of our brand consultancy work is to build the perceived value of a business so that you can increase the margin of a product or increase market share — ideally both. But to start to create that perceived value, you must understand your brand.
There’s a formula for brand success and it’s really no different from that tried-and-true recipe you always go back to. When it comes to brand, we know what works – simplicity, quality and consistency – and it’s what’s worked for a very long time.
I feel for clients as they go around their agencies—presentations, suggestions, observations and, occasionally, insights. And then, when talking through a particular challenge, they are brought up. The Jesus of Modern Branding: Apple.
To understand what it takes to create an effective employer brand, it’s essential that we’re on the same page about what exactly an employer brand is, and why it's important.
Whisky brands and digital have never felt like comfortable bedfellows. In fact, digital highlights the challenges in whisky branding.
Most brands fail to get their core values right. But then some don’t, and those brands all have something in common.
I don’t know about you, but I’ve always had a problem with the brand onion, aka brand wheel, brand key, brand house.
Good, timeless brands, like great architecture, are built on solid foundations.