Brand is an asset, not a plaything.

In the psuedo business world of TV’s The Apprentice, branding is a name, logo and advertisement that’s been knocked up in a few hours. Inevitably it is always terrible and fails to add any value to the product or service. But it’s all pretend anyway, so it doesn’t matter and there’s no real consequence other than the ignominy of a few barbed words from Lord Sugar, or at worst a fake firing.

In the real world, bad branding has serious consequences. It can make the difference between success and failure. It can reduce the value of a company or product, it can put off customers or talent, it can damage understanding and reputation, and it can cost companies a lot of money. Brand is a business asset and it should be treated with the same level of expertise and diligence as the development of a new product, service or venture.

But, sadly, we’re still seeing the creation of brands that have more in common with The Apprentice than with reality. They launch with a fanfare and limp into monotony and obscurity as people realise they have no authenticity and no depth.

I’ve seen organisations spend hundreds of thousands of pounds on a new brand only to end up with a new logo, some tote bags, a detailed set of guidelines, and a load of new marketing materials that don’t support the strategy of the business. Sometimes these brands are actively disliked and resisted by staff and customers. Often they ignore the value of the assets that already existed.

These shallow brands typically have a shelf life of around 3-5 years before they need to be replaced or heavily modified. That means awareness and understanding will have to be rebuilt all over again. And it means convincing staff and customers that this time you've got it right. Badly developed brands waste a huge amount of money and harm the perception and value of a business. There’s often a degree of “emperor’s new clothes” about them. The visual solution is so impressive, comprehensive and exciting that people are collectively convinced that it is the right thing to do, instead of stepping back and considering the business implications of what is being recommended.

Part of the problem is that sometimes what is delivered is not a brand. It can be just a few key elements of a brand – a logo and some nice graphics. Sometimes it’s a marketing campaign, a definition and narrative that’s unconnected to the business, or even a visual system that makes a company or product look different but hides the reality. The depth is missing.

Sometimes the people delivering brand do not fully understand brand. Individually they may be amazing designers, digital experts, copywriters, account managers, or marketing specialists, but that does not give them the breadth of understanding that’s needed to give solid and credible business advice. The make up of teams can also slew the solution towards what can be delivered, rather than what’s actually needed.

In some cases the companies delivering brand are focused on just one aspect, rather than taking a holistic view of what is needed. That’s because so many different companies – from marketing to design, PR to digital, sign making to events – now claim to do branding, but naturally focus on the areas of brand that they can easily deliver. Like most businesses, they have one eye on the project and the other on staff utilisation and profit.

So what needs to happen?

If you are about to embark on a brand project consider the following.

Be clear about what you need brand to do. Before you begin, define what problems you are trying to solve. Carry out a brand audit to understand where issues and opportunities lie. Use this as a checklist as a project progresses and to measure the impact and success of what is delivered.

Understand the value of what you have already. Don’t throw the baby out with the bathwater in a race to create something new and exciting. Determine the awareness and equity of what you have and the impact change will have on it. Try to build on elements of what exists rather than destroying value – unless there is compelling evidence that an element is holding you back.

Don’t assume that you need a new logo. There are many other ways that you can change the perception of your brand – through communications, behaviours, products and services, or even new colours or visual systems. If you can build on a decent existing logo you can retain value and recognition, reduce implementation costs and be more sustainable. If an agency is recommending a new logo, make sure that there is a compelling (and evidenced) case for change.

Make sure that any new brand has depth. It must be more than window dressing. It should influence the way your staff think and behave. It should be closely connected to your products and services. It should define the experience your customers get. If your brand promise doesn’t help you make decisions about what do to (and what not to do), then it’s not worth the paper it’s written on.

When buying brand consider what the agency is capable of delivering and where their focus lies. Ask about the real experience of the people on the team and their involvement in any case studies that are shared. Don’t assume that every agency team has the complete experience and expertise you need. Be prepared to use a bespoke team that brings together experts from different places.

Listen to the experts within your business and call in independent advisors if needed. If there are people questioning the business impact of brand solutions, listen to them. Make sure that there is clear evidence to support any recommendations.

Most of all, think about your brand as an asset. Build its value. Use the best people you can to strengthen it. Don’t look for the lowest cost solution. Make sure that recommendations have a positive impact. And don’t be hoodwinked by flashy design or strategy without substance.

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