I say brand plan you say________? Right. No one really knows what a brand plan looks like. That’s not to say Proctor and Gamble and L’Oreal don’t have brand plans. Or that Publicis, Ogilvy or Crispin Porter don’t have them. They do. But what they’re called and how they are organized are all quite different.
Brand Strategy Statement.
My brand plans are simple to understand. They contain a brand strategy statement which I tell clients is a suit strategy. It’s not very catchy, not creative or tagline-worthy, but it tends to hit the CMO and CEO right in the solar plexus. It may be contextual and/or contain metaphor but it’s certainly a quick, decisive statement of the brand value.
Beneath this simple statement are three planks. Brand planks. Borrowed from Bill Clinton’s first election campaign when the mantra was “It’s the economy stupid,” a brand plank is a product development and messaging directive. My planning process begins with the gathering of formation. Then I boil it down into its most powerful, tasty flavors and those flavors became the planks. Of course, I make sure the planks are key consumer care-abouts and key company strengths (or potential, attainable strengths).
But lately I’ve been analyzing the planks to see if they share any formula for success. Thinking about what makes good brand planks before I fill the stock pot with data and get sidetracked is (sorry Bud Cadell) what consumes me.
I haven’t gotten there yet but here’s a quick start:
One plank should educate (it’s what leaders do). One plank should engage (motivate preference). And one plank should personalize (create a personally meaningful connection between the brand and consumer — bring the consumer closer to the brand).
This stuff is mapping the branding genome hard. Or not. But when I finish, it’s going to be exciting. Peace!