The mind games of branding

"A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer’s decision to choose one product or service over another" (Seth Godin)

An early concept of branding (making one commodity or product distinct from another), originated in cattle farming. A simple, visual indicator (burnt into the cow's skin) identified which farmer the cattle belonged to, saving time and effort in herding and resolving any disputes over ownership. While we don’t burn a brand onto the skins of our consumers (although I can think of a handful of brands who would like to have a go), the concept of a brand acting as a mental shorthand; to demonstrate the difference between one product and another, is at the heart of branding.

Of course, branding is not simply about a ‘brand mark’ - the logo, fonts or colours. These are important elements that help signpost the brand, but they are only some of the ways that a business can build distinction, and ultimately equity in its brand.

“Within every brand is a product. But not every product is a brand.” (David Ogilvy)

A processed piece of meat from a cow could be considered a ‘commodity’. One of the ways a brand separates itself from a commodity is the meaning the brand itself creates. The many ways in which a consumer experiences a product; its taste, touch or smell, its price, its availability for example, all help create brand associations – meaning – in the minds of the customer. It is for this reason that so much focus in current marketing practice is being put into ‘customer experience’, as a driver and differentiator of a brand.

A steak.

An Aberdeen Angus sirloin steak.

A Wagyu sirloin steak.

I’m sure each of these products conjure up slightly different thoughts in your mind. This is thanks to the meaning that each carries, conveyed to you through the various touch-points or experiences in which you encountered the product/s. Each new encounter with a product or brand adds a subconscious ‘note’ into your mind’s schema (think about it as a kind of mental filling cabinet). The schema is called upon by your subconscious as a response when encountering a product, service (or experience).

The balance of both the positive and negative ‘files’ in your schema dictate whether you will react in favour of, or against one product or another. 

It is the same underlying process that is happening when you do the following ‘lemon exercise’ (this works best if someone reads the instructions to you, following them with your eyes closed):

Closer your eyes. Hold your left hand out in front of you, palm facing up. Now imagine holding a big, juicy lemon in your hand. Imagine the weight of it, the bright yellow colour of the peel; it’s waxy texture against your hand. Now imagine picking up a knife in your right hand. Lift the knife up to the lemon, and (taking care not to cut your hand) cut through the lemon so that you are left with two halves. Put your imaginary knife, and one of the halves of lemon down. Now hold up the remaining half of lemon in front of your face. Keeping your eyes shut the whole time; give a gently squeeze and imagine the juice starting to drip down your hand, the white pith and yellow waxy peel contrasting the deep yellow of the inner segments. Finally, after counting to three, bring the half lemon to your mouth, then take a big bite.

1 – 2 – 3 go...

Now, opening your eyes, take a moment to notice how you feel. A typical response to this exercise is that you should be salivating. Your brain has logged an experience of the sourness of lemons (perhaps you’ve done this exercise for real at some stage in your life – or at least have been given a lemon slice to chew on as a child). Your mind searches the schema and brings back the associated file on feelings and experiences of that product. The result is both a mental and often physical reaction – an aversion to or liking of one thing, or another. This is one of the main ways we make decisions, and is important to understand when working in brand management.

As brand managers and marketers, our role is very simple - break negative mental associations, and forge new positive associations

Another way to articulate this idea is 'brand image'; the associations, ideas, feelings that a brand creates, over time, in the minds of your consumer. The value your brand has built by creating meaning in the hearts, minds and stomach’s of your consumers and employees. It is a battle won day by day, bite by bite, experience by experience, over the life of your relationship with the people who encounter your brand.

But be warned, if you are not consistently thinking about (and finding ways to improve) the numerous (and increasingly fragmented) ways in which a consumer, or employee is discovering, experiencing or engaging with your brand, then you risk falling behind.

The brilliant Rory Sutherland, during one of his secular seminars at The School of Life, summed up this idea with one simple, but powerful analogy (paraphrased):

“Brands can grow as fast as a coconut tree. But fall as fast as a coconut.”

So, what are you doing to actively understand, then manage the experiences, encounters and touch-points of your customers and employees? Are you measuring or tracking your brand - helping to provide you with data that forecasts the direction of travel for your brand? If not, maybe it's time you started to think about the mind games you need your brand to be playing, for all your most important audiences, before that coconut takes a tumble.