In the part of my brand strategy presentation where I lay out my framework (1 claim, 3 proof planks), I talk about the many targets a brand must address. With B2B products, the targets tend to be job or function-related. For a healthcare service, as an example, I might want the brand to speak to patients, docs, care-givers and insurance companies. This adds complexity when it comes to finding the claim. On the consumer side of the house, the targets are often consumer segments.
I was reading about a Starbucks barista in Williamsburg Brooklyn this morning and how he is one of group of highly skilled Howard Schultz employees, dialing up the flavor selections of artisanal brews, soon to be released under the “Roastery” name — coffee draughts which may list for as high as $10. The Williamsburg drinkers of this high-end coffee are not the bulk of the Starbucks buyers around the country; they’re not part of the double, double, half hazelnut, half vanilla, two sugars, muffin top set. A group that pays the bills.
So how does one brand cater to both targets with a single Starbucks brand? Without, sorry for the pun, diluting the brew? Well, the brand has to be future proof. It has to have a claim and proof plan array that appeals to all segments. Though I am not privy to the Starbucks brand strategy, I know it’s accommodating. It will handle the Roastery and the mixed coffee drink crowd. Starbucks has a brand strategy that encompasses. That includes. But also focuses. Starbucks has mad blending skills.