I worked on an assignment recently where a tech company came back to me 3 years after having me develop their initial brand strategy. A strategy they loved. It was for a complex business, which in three years’ time grew even more complicated. The service offerings got broader – and they entered into a white-hot new tech sector. A sector with mixed reviews as to its viability, albeit one boasting tons of VC money.
The CEO wondered if a reposition was in order. As someone who always tries to future-proof his brand strategies, I was a tad reluctant but willing to give it a try.
Fast forward a few weeks, a couple of dozen interviews, some financials and a bevy of care-abouts and good-ats and the new brand strategy was complete. It changed. The brand claim evolved, broadening the scope of the business. It was a modest but significant change. The proof planks stayed the same, though slightly nuanced.
The way to handle complex problems in branding is to render them not complex. Once you remove most complications, once you figure out the most important business and attitude drivers, you can lay down the track.