June ten, 2021 6 min read
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One of the many common challenges I see clients wrestling with — from solopreneurs to founded businesses — is exactly how to structure and handle multiple brands. The inclination is to jump straight to logo development meant for a new idea or innovation to become a new brand . The problem with this approach is it takes investment, resources and time to build that industrial identity. Usually it’s not really until well after start that those challenges start to present themselves clearly, impacting the performance not just of the new brand, however the entire company . Here’s the great news, though; not many innovation needs to take the form of a fresh identity, and frequently, multiple types aren’t however, answer. The solution can be the lot simpler than fragmenting marketing dollars and various other internal resources.
Before you start enrolling a new business and developing a new logo, you need to reconsider just how the innovation hopefully at work fits into your overarching brand portfolio (also known as making a “brand architecture”) and what its role is in delivering business objectives and vision.
There are four main sorts of brand architecture models:
House of Brands: These types of are independent and unconnected brands, sometimes with the particular subtlest of indicators that there’s a single mom brand behind each. This particular is typically employed when the mother brand isn’t credible enough to try out inside different categories or sections.
Sub Brands: A structure in which the mother brand is definitely modified slightly, allowing it to stretch and assist different categories or audiences. Sub brands can create distinct personalities, but even now need to stick to tight principles of the mother brand.
Recommended Brands: Here, the mom brand acts as the subtle endorsement to offer security and credibility, but generally these are able to “express” themselves in unique methods.
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Branded Home: With this model, the mother brand is core and additional brands are typically differentiated based more on functions, while retaining the positioning, messaging and visual identification of the mother company.
How in order to Evaluate Which Architecture is usually Right for Your Business
1. Ask how different your invention really is to the current brand. Is it serving a completely new audience? Is it for a completely new category in the particular market? If the response is “Yes” to both, this could be an early indication that the new brand is necessary.
2. Ask what the opportunity is to share and/or obtain brand equity. What can your innovation stand in order to gain by being associated with your current brand? What could that current brand name stand to gain by being associated with the particular innovation? Much innovation actually borrows a lot of equity from the first brand. In these situations, innovation would benefit from being associated with the more set up one. It’s an opportunity to quickly position innovation in the minds of an audience and stakeholders, giving it a shortcut to gaining important early traction. If you will absolutely using the innovation in order to expand the ability in order to express brand values, then maintaining some connection along with an established brand is critical.
On the flip part, some innovations present an opportunity to reinvigorate the established brand by generating a new point of relevance. That established identity can be leveraged exactly where it makes sense for shared assets, capital, bargaining power and the like, while becoming able to bask within the fresh new light associated with innovation.
three or more. Understand the opportunities and risks. Is there an opportunity to create economies of size with your marketing expense? Could your existing company credibly serve this new audience? If you can strategically leverage marketing bucks to build a profile through achieving the correct balance between branded plus innovation-specific support, you’re actually onto something; your assets and return on purchase can be streamlined to deliver an overarching objective.
The downside is definitely the “all eggs within one basket” dilemma. If a crisis hits and your brands are closely connected, all stand to encounter the music. Separating them requires them to stand alone, but could be beneficial for distributing risk and diversifying a portfolio (just as a purchase portfolio).
Examples of Good Brand Application
Building the sustainability qualifications of a consumer products giant: Unilever launched the brand, Love Beauty & Planet, with a range of plant-based hair plus beauty products, which extended quickly into the Enjoy Home & Planet home care range. From the outside, it presented as an independent, environmentally conscious entity. It enabled Unilever to build its sustainability credentials and attract a new audience — environmentally-conscious millennials — at a mass scale, by leveraging its market power with retailers.
This isn’t new for Unilever, the archetypical House of Brands architecture. Regarding Love Beauty & Planet, the parent company couldn’t lead with its mother brand to do the job, but Love Beauty & Planet builds sustainability credentials of Unilever. This is leveraged more in a corporate and trade level, as opposed to communicating it widely to consumers.
Enabling the world domination of a conscious brewery: The Scottish independent craft brewery, BrewDog, employs a Branded House structure, with strong positioning, visual identity and messaging across its portfolio of products and venues. This enables the brand to leverage marketing dollars effectively, and localize when it makes sense to. Each new product it launches is differentiated by style only (not by message or identity). Each new venue they open is adapted only as much as it makes sense for the local market (never compromising the BrewDog mother brand), from Tokyo to Las Vegas. They’re strategically capable to build their message towards the world — a highly profitable, independent, ethical and carbon neutral craft brewery. Inside my book, that’s some tasty strategic brand architecture.
Sometimes, all signs point to the creation of the new brand, but occasionally there isn't a need to invest into developing something totally new. They key is investing in creating a brand portfolio more strategically, to share resources for the greater benefit of the business and on the road to realizing your vision.