Monthly Archives: April 2012

Brand value—the intangible equity derived from a desirable and reliable experience—is rooted in moments of Positive Disruption. Within every experience, a brand has opportunities to disrupt our expectations—disrupt what is generic and familiar—and imprint memories.

Strong brands take the time to consider the whole experience for different stakeholders, and rather than just slapping a logo on every surface, the brand immerses each stakeholder with positive, affirming touch points; unique clues in imagery, language, rituals and total sensory impact. Strong brands add value with a well-considered experience.

We are surrounded by brand experiences. Almost everything in our lives is experienced because someone somewhere at some time made a choice in an effort to define the experience. Someone made a choice based on; a) an experience they wanted to create or an idea they wanted us to believe; b) the resources and budget available to them at the time; and c) the values guiding their behaviour. Yet while we are constantly exposed to those brands and those choices (whether it’s a product, service, cause, community and even a country), most of the choices are completely imperceptible. That’s right, most of the brand experience is completely missed.

That chair you’re sitting on; it’s part of a brand experience. The screen you’re reading this on; it’s part of a brand experience. That coffee you just sipped; it’s part of a brand experience. That music playing in the background; the lamp-post in your neighbourhood; the composting bin in the garden; those are all part of brand experiences. The sound of the alarm clock and the bed you woke up in and the clothes you put on this morning and the spoon you ate your cereal with—all part of brand experiences. And I bet you missed most of them.

Positive Disruption—a conscious choice to identify a brand—anchors the experience. It’s in the moments of disruption the brand greets us, reminds us of our relationship, and moves us forward to continue the experience. We, the stakeholder, are reassured while being rewarded.

The challenge, of course, is to disrupt the experience in a way is positive and inclusive to stakeholders; an experience that reinforces the brand strategy—the story we want people to believe about our organization—with respect.

Forcing stakeholders into behaviours that are uncomfortable, unnatural, wasteful or arrogant will backfire. Forcing people to support your brand’s distinction without providing any more value for them—or establishing the boundaries of the relationship—is irresponsible and will fail. Negative disruptions push your agenda without buy-in; positive disruptions enhance the experience and deepen understanding.

Your mission is to deliver a product, service, cause or idea to meet the needs of your stakeholders. A brand strategy maps out the core experiences, exploring from the outside perspective while considering the capacity of the organization to have influence or impact. Along the path, a good strategy recognizes the mindset of your audience at specific moments, identifying unique opportunities to engage individuals with your story and evolve the relationship.

A brand strategy defines the positive disruptions which reinforce and complement the brand. Positive disruptions are brand value.

Where do we find Positive Disruption?

Visual identities are common disruptions. Colours, shapes, imagery and structure are significant reference points and make it easy to connect. But an overwhelmingly unique visual experience isn’t always reasonable or positive, and just repeating your logo everywhere is less productive that you’d think.

Language clues are helpful. Language drives the culture or the organization, and the tone delivers the brand with character. Sharing a familiar language with your stakeholders builds relationships that are hard to break. Language can polarize audiences, though, so make sure to have message strategies that are inclusive across different yet relevant stakeholders.

Patterns and rituals are valuable, creating habits that are the equivalent to a secret handshake— conspicuously absent when expected; comfortably reassuring when shared. A ritual that enhances the experience is rooted in the culture of the brand, celebrating points of distinction and rewarding loyalty.

Have you mapped your core brand experience from start to finish? Have you considered all the senses, beyond just marketing campaigns and whimsical creativity? Have you considered all stakeholder groups, thinking beyond only the customer experience? If you’ve only considered a single moment of interaction—or you’re simply adding your logo to every surface—you are missing plenty of opportunities to engage your stakeholders in the full brand experience.