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A Cisco Partner Plus Resource Part 2: Defining Your Brand BRAND BASICS: BUILDING YOUR BUSINESS ON A POWERFUL PROMISE AND ENGAGING EXPERIENCE

Partner Plus Brand Basics Session 2 Workbook

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This document is to help you put into practice what you have learned in Partner Plus Brand Basics Session 2,, this workbook is your tool to help you understand the following: • Creating a brand strategy • Brand positioning tools • Practical applications of the strategy

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Page 1: Partner Plus Brand Basics Session 2 Workbook

A Cisco Partner Plus Resource

Part 2: Defining Your Brand

BRAnd BAsiCs: Building YouR Business on A PoweRful PRomise And engAging exPeRienCe

Page 2: Partner Plus Brand Basics Session 2 Workbook

Branding is about taking something common and improving upon it in ways that make it more valuable and meaningful.” 1

Page 3: Partner Plus Brand Basics Session 2 Workbook

Brand Basics Part 1: Understanding Brand defined “brand” and explained how a strong brand can deliver value to your organization. Part 2: Defining Your Brand will help you formulate your own brand strategy. You will learn how to quickly and manageably survey your environment, articulate what your brand stands for and develop positioning tools to differentiate your company from the competition. Along the way, you will be given practical tips on how to turn these ideas from theory into reality.

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Defining the Brandscape

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Now that the foundation for brand building has been laid, it’s time to begin creating a brand strategy for your company. What will your brand stand for? What is your differentiating promise to employees, stakeholders and customers? These are questions that will be addressed in this section.

Before you begin to think about where your company fits, it’s important to get

a sense of the world in which you operate: the “brandscape”. The brandscape is a holistic view of a firm’s environment and includes customers and competitors, as well as the history and culture of the company itself. Only with a clear picture of the brandscape can your organization identify the building blocks that will ultimately lead to successful brand positioning.

in this seCtion You will leARn:

• how to leARn moRe ABout YouR CustomeRs

• how to loCAte wheRe You stAnd in RelAtion to YouR ComPetitoRs

• how to identifY YouR ComPAnY’s stRengths And weAknesses

Defining the Brandscape

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Understanding the Customer

Let’s begin with the people who will actually be exchanging money for your products and services. Customers are an invaluable resource when trying to learn more about your brandscape. Gaining an insight into what the target needs and wants, and how they perceive your business, can help you develop a solid brand based on accurate customer preferences and expectations.

• Talk to your three best customers, or those that have recently expanded their relationship with you. What do they like best about doing business with you? Why do they keep coming back? What led them to send more business in your direction? The purpose of this activity is to learn more about your strengths, which can ultimately serve as competitive differentiators or anchors for your brand promise—what we sometimes refer to as Proof Points.

• Talk to three customers who have recently ended or scaled back their relationship with you. What led them to take their business elsewhere? What specific issues were they unhappy with? Knowing what you are doing wrong is as important as knowing what you are doing right. Not only will this exercise help you define areas for improvement in your business strategy, but it will also help you identify potential flaws when developing your brand.

• Conduct research on your target market. If resources allow it, purchase relevant industry research pertaining to your company, but there is also abundant free information available online. Learn more about who you are targeting. What are their needs and expectations? What are their values and behavior? A deeper understanding of your target market will allow you to create a brand promise that resonates with your customers.

TIP: It can seem daunting to think about asking questions of customers who are less than pleased with your company. But they are often the source of invaluable information that can illuminate blind spots in your business and your brand. You’d be surprised how much people appreciate being asked their opinion. And consider this—what do you have to lose?

TIP: There are an abundance of free or inexpensive market research resources available on the Internet. Professional services like Hoovers, Gartner and Forrester offer access to some information for free. Other good places to try include:

• Survey Monkey (www.surveymonkey.com) Free survey tools and low-cost access to consumer panels

• BizStats (www.bizstats.com) Free access to essential data on many businesses and categories

• Pew Research Center (www.pewresearch.org) Extensive reports on consumer behaviors and cultural trends

• U.S. Census Bureau (www.census.gov) The definitive resource for demographic information

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Understanding the Competition

When purchasing a product or service, customers are likely comparing the offerings of other competing companies. Examining your competition is an important exercise, as it will allow you to create a brand positioning that differentiates your company from the clutter.

• Examine your three most direct competitors. You probably know who they are already, but you can identify them by looking at where else your target market shops (consider asking this question in your customer interviews). Compare their products and services to yours. Also look at their brand (if they have one) and how it’s applied across various easily accessible touchpoints, such as ads, brochures and their web site. What are they promising? Is their promise consistent? How are they supporting that promise?

• Examine one or two aspirational competitors. These are the firms that, in an ideal world, you would be competing with. What are their reputations in the market? How have they established those reputations? What might their brand promises be? How do they affirm them? How do they communicate their brands at various touchpoints? Seeing how larger companies in your field have created brands will help outline a path to success for your own initiative.

TIP: Larger companies often include information about their brand positioning in the “About Us” section of their web site. Look for words like “vision,” “mission,” and “values,” and phrases like “We believe…” Other places to look include publicly available annual reports and corporate brochures.

• Examine one or two out-of-category B2B brands that you admire. These businesses should not directly relate to yours. What is it that you like about their brands? Why do you trust them? What have they done to make you like them? Thinking about questions like these will give you a sense of the considerations and emotions that the B2B community brings to the table for your brand.

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Understanding the Company

Finally you must seek to understand your company itself. What principles was your organization founded on? How do you make money? The best brands are authentic, meaning that they are true to themselves and their history. Consider MP3 players. Apple was given permission by consumers to enter the music player market with the iPod because people associated Apple with creativity and simplicity, as well as technology, all of which were inextricably linked to Steve Job’s vision for the brand. Do you even remember the name of Microsoft’s mass-marketed MP3 player? (It was the “Zune.”) Inauthentic brands are generic and ultimately forgettable. By adding insights to the brandscape that emerge from your own company’s roots, culture and business model, you’ll create a brand with the potential to stand the test of time. This approach helps avoid the pitfall of creating a stock brand, and as in the Apple example, provides you with a strong brand core that can be extended in the future.

• Look to the past. Has your firm had any “firsts,” technological breakthroughs or disruptions? These do not need to be on a global scale; they can be specific to your local market. Taking account of your company’s successes will provide proof points, or “reasons to believe,” discussed further below.

• Look to your leaders. What positive characteristics do your founder, president, or other executives possess? How do these traits manifest themselves in the way the company does business? Identifying pre-existing cultural strengths can simplify the process of brand building and allow you to build upon what is already there.

• Look to your business model. What metrics drive success for your company? What do you do to perform well in those metrics? A brand must always relate directly to business strategy, and the two should be used in conjunction to reach long-term objectives and goals.

TIP: Interviews are a great way to get a sense of the organization. We recommend interviewing senior leaders, frontline sales and people who are seen as the “heart and soul” of the company. Ask executives about the organization’s vision, ask the sales force what’s most effective with customers, and ask the boosters what gets them excited to come to work every day.

TIP: There is no bigger mistake you can make than creating a brand strategy that is at odds with your business strategy. If you make money by selling people’s information, avoid a brand promise about privacy and security. If you make money by selling sugary drinks, avoid a brand promise about healthy lifestyles. While using your brand to compensate for a perceived weaknesses in your business model may seem attractive, this approach is akin to building your house on quicksand.

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Instructions for Brandscape worksheet

Begin by listing everything you learned from your explorations of the three brandscape categories—Customers, Competitors and Company. Don’t limit yourself—your initial list should be several pages long.

Go through your long list and pull out the top 4-5 things you learned in each category. These should be things that you think have the potential to define you, make you desirable to customers and different from competitors. Fill them in on the worksheet.

Go through these short lists and look for common threads that might ladder up to a single insight—insights are the

great ideas you find when you sift through the raw information. To use a famous example, “the pieces of paper I use to mark my place in books keep falling out” and “the glue they made in the lab the other day wasn’t very sticky” are both pieces of information… but Post It® Notes are the result of an insight.

Definition

insight | [in-sīt] | noun

(1) The capacity to gain an accurate and deep intuitive understanding of a person or thing, or (2) an understanding of this kind.1

1 “Insight.” Oxford Dictionaries. April 2010.

Oxford University Press.

Worksheet 1: The Brandscape

Customer

What did you learn? What did you learn? What did you learn?

Competitors Company

Insight: Insight: Insight:

In partnership with

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Worksheet 1: The Brandscape

Customer

What did you learn? What did you learn? What did you learn?

Competitors Company

Insight: Insight: Insight:

In partnership with

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Charting the Future

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Brand Basics Part 2: Defining Your Brand / A Cisco Partner Plus Resource

The brandscape should give you a view of the environment in which you currently operate, as well as an indication of where you are located within it. Once you have a grasp on the reality of today, you must decide where you want the company to go tomorrow, and how you would like your brand’s audiences to view you at that time. In this step, you must create two key statements that will guide your overall branding initiative: the brand vision and the brand promise.

in this seCtion You will leARn:

• the Role of A BRAnd vision

• how to define YouR BRAnd vision

• how to develoP YouR oveRARChing BRAnd PRomise

Charting the Future

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Defining the Brand Vision

The brand vision encapsulates your brand’s goals for the future. It defines what your company believes in and describes, in a best case yet realistic scenario, what tomorrow will look like for you and your customers when your company is successful. If you’ve spent adequate time and thought on the brandscape exercises, you may already have an intuitive idea about this vision. The below exercises should help to tease it out.

• Imagine that three years from now, your company is on the cover of CIO Magazine, or another influential industry trade magazine as the success story of the year. What is the headline? How does the first sentence of the story read? The last sentence?

• Imagine that three years from now a potential customer is sitting with a competitor’s sales rep and starts to say the following: “I know you can undercut [your company] by 3 percent, but I really would prefer to

do business with them because…” How do they finish that sentence?

• Imagine that three years from now, your best customer is talking to a friend about what makes them do business with you. What does your customer say?

Take your thoughts from the above questions and synthesize them into a brand vision. The brand vision is a statement that should be used to express the aspirations of your brand. Put most simply, it expresses your vision of what the future should be. It can be written using superlatives; after all, which company isn’t striving to be the best? As with all brand materials, avoid directly referencing your product or service; rather, focus on the value you provide to your customers. Unlike a regular vision statement, the brand vision should focus on the emotional benefit to the consumer instead of a functional one.

Brand visions do not have to be elaborate. For example, the brand vision

of Qualcomm, a global manufacturer of telecommunications equipment, is “to deliver the world’s most innovative wireless solutions.” The brand vision is simple and to the point; it uses a superlative to indicate its aspirations, and focuses not on the physical products that it creates, but the benefit it offers to its customers.

What is Cisco’s brand vision? The most trusted technology company in the world, Cisco is a leader in delivering personal and business video that transforms life’s experiences.

The right brand vision is built on your past, but points toward your future.

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Worksheet 2: Defining the Brand Vision

Winner!2015 Best IT Company

“I’d rather do business with them because...”

“I just love working with them because...”

In partnership with

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Brand Basics Part 2: Defining Your Brand / A Cisco Partner Plus Resource

Developing the Brand Promise

Crafting the brand promise is perhaps one of the most important aspects of your brand-building initiative. The brand promise puts into words what your brand is all about and what value you hope it provides to customers. This is the experiential metric by which your customers will subconsciously judge you: if you live up to the promise, you will benefit through a positive reputation and increased loyalty; if the promise is broken, it will hurt your brand and business.

Developing a brand promise requires answering the following three questions:

• What value do you provide? Don’t focus on products, services or policies; rather, investigate the benefits that those products, services or policies have for employees, customers and other stakeholders.

• What differentiates you from your competitors? After exploring the brandscape, define what makes your company different—or how you would like to differentiate your firm as you build your brand.

• What are your brand attributes? These are the qualities and equities that your company owns or is known for. They do not have to directly relate to your business or the products and services you produce. For example, the NFL’s brand attributes include integrity, community and excellence; football is not mentioned.

As you can see, these questions parallel the brandscape exercises and should build from them. With the responses to the above questions, you can begin drafting your brand promise. A brand promise should be what your company hopes to deliver in an ideological and

emotional sense. It should be a written statement that, although not shared with the outside world, permeates all the activities carried out by your organization. Promises can take a wide variety of forms and there is no set format. However, all promises should be short and concise, and should go beyond the boundaries of what your business actually does to include the emotions it hopes to elicit.

Patents expire. Copyrights expire. Only brands can be owned forever.” 2

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Finding Your Brand Promise

Coca-Cola’s promise, for example, is “To inspire moments of optimism and uplift.” It does not mention the food industry or any beverages. Rather it focuses on the emotions that a person should experience when engaging with the company. Google’s promise is, “Provide access to the world’s information in one click.” With this, Google conveys a sense of openness coupled with a freedom of knowledge.

Cisco’s brand promise is “Bringing people together.” In those three words, Cisco summarizes the arc of its brand from birth as a way for two people to connect to its role today as the back- bone of millions of networks worldwide. The best brand promises are enduring, encapsulating not only the brand’s role today but also the role you envision for it tomorrow.

TIP: The best brand promises have an inspirational and motivational ring to them, which means they can sometimes sound like a tagline. But a tagline is not the same as a brand promise. Your brand promise will inspire your tagline, as it will inspire all of your brand communications. More on this in Part 3.

Competitive

Customer Company

Brand Promise

At the intersection Competitive Insight, Customer Insight and Company Insight, you will find the inspiration for your Brand Promise.

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The brand promise must be equally relevant to all of your constituencies and audiences—it is the core of what you stand for, comprising a high-level belief as well as a high-level benefit. It can be aspirational, but must be credible.

If you don’t define your brand with a promise, customers will define your brand based on price.

Three Questions to Ask of Your Brand Promise:

1. Is it ownable?

2. Is it credible?

3. Is it memorable and motivating?

BranD

employees

partners

leaDership

stakeholDers

prospeCtive

meDia

investors/ analysts

Customers

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Brand Positioning Tools

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Brand Basics Part 2: Defining Your Brand / A Cisco Partner Plus Resource

Now that you have an understanding of the brandscape, a defined vision for the future and a promise for your customers, it’s time to take steps to create some useful positioning tools for your brand. “Positioning” refers to your brand’s location in the brandscape, and it takes into account all the insights you’ve gathered and brand components you’ve created in the previous steps. These positioning tools will help you appeal to your target market in a way that resonates with them, allowing you to avail yourself of the many benefits of a strong brand.

in this seCtion You will leARn:

• ABout tools to mAke YouR BRAnd tAngiBle to YouR tARget

• how to develoP A vAlue PRoPosition foR YouR offeRings

• how to identifY the “reAsOns tO Believe” fOr YouR BRAnd

Brand Positioning Tools

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Value Proposition

A value proposition is a statement of the benefit that a company provides to its target audience. You should not focus too much on the specific products and services that your company offers, as these will change over time. Rather, focus on the benefits and value that your business provides to customers. Answering the following questions will give you the information you need to draft a strong statement.

• What are your target audience’s greatest needs or concerns?

• What solutions do you provide to meet these needs or assuage these concerns?

• How does your customer benefit from using your solutions to meet these needs?

Once these questions are answered, you can begin writing. The language is particularly important in a value

proposition, and it should be clear without ambiguity. There are several formats for a value proposition that help to ensure that you do not omit any vital parts of the statement. To give you an example, a standard format is:

For ______________ (target customer)

who ______________(customer need),

(your brand) ____________________

is the __________ (offering description)

that __________ (differentiating benefit to customer).

Your brand promise together with your value proposition will become the basis of your communications and creative briefs for internal resources as well as for agency partners.

TIP: You might be asking yourself, why do I need to go through all of these steps and define all of these different components? Can’t I just come up with a tagline and be done with it? The answer is: you will get out of this process what you put into it. If you take the time to wrestle your brand promise to the ground now, it can be with you and guide you for years to come. It is the foundation on which everything else is built. Your value proposition might change more frequently as technology and customer needs evolve in this category, but a great brand vision and brand promise can last 5, 10 or more years. And great taglines—as well as great ads, great sales tools and other great things—are built from great brand promises.

TIP: If you have multiple target segments with very different needs, you may need multiple value propositions. For example, your two biggest customer segments may be healthcare and education. As long as they all hold true to your brand promise, there is no reason you shouldn’t have two or three value propositions. Try tweaking the language rather than rewriting it entirely. Focus on making your core benefits more relevant to the audience rather than creating new benefits.

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BranD

employees

partners

leaDership

stakeholDers

prospeCtive

meDia

investors/ analysts

Customers

value PropositionThe value proposition channels the higher order benefit of your brand promise into a tangible benefit that addresses an identified customer need. It answers the question, “Why would I exchange money for what you have to offer?”

Three Questions to Ask of Your Value Proposition:

1. Is it relevant?

2. Is it differentiating?

3. Is it compelling?

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Reasons to Believe

“Reasons to believe” are the proof points that support your brand promise and value proposition. Your brand’s reputation, authenticity and credibility depend on the tangible facts you gather that support the claims you make. Reasons to believe can either be technical, which are superiority claims, or functional, which describe the value-based benefit you provide to stakeholders.

Reasons to believe for Google’s brand promise, for example, might include a technical point on the speed of its search or the number of clicks it takes to find information. Functional points might include the various ways in which users of Google products add to their personal knowledge—like how people use can use Google Maps to plan their daily travel, for example.

Reasons to believe are important because they can help you decide whether the claims you are making are legitimate or not. If you cannot support each section of your brand promise or value proposition with several reasons to believe, then it is an indication that you may want to rework it and make it stronger.

You will use the reasons to believe you create here in two critical ways:

• Internally—always have several of these proof points ready to deploy in meetings with employees when you are talking about the brand. This helps your people buy into the promise and feel like it is credible.

• Externally—make sure the promise of your headlines and pitch intros is paid off in the deeper content of your marketing materials by peppering it with proof points.

TIP: The best reasons to believe contain two levels of content. Begin by listing many individual companies’ strengths (starting with the list from your brandscaping exercise on page 10). Then look for patterns and themes that emerge. What you will often find are three to five themes you can refer to generally (“The high quality of our food”) that each sit above multiple tactical examples (“The strength of our food sourcing,” “Our cook-training program,” “Our celebrity chef partnerships”). You can use the themes to broadly support your brand promise, and use the individual examples to support specific messages.

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Worksheet 3: Identifying Your Reasons to Believe

Reasons to Believe:

Brand Promise

Sort through what you learned during the brandscaping exercises and identify three to five company strengths that support your brand promise.

These proof points should be unassailable—not aspirational.

Each one doesn’t have to be differentiating on its own, but taken together they should feel like they add up to a claim that is owned and supported only by you.

In partnership with

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Making it Real

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Once you have created a potential positioning for your brand, you must now attempt to relocate from where you sit currently in the brandscape to where you want to be by taking tangible steps. Although much of brand building seems, and indeed is, complex, much of it is fairly straightforward: you can take action to start building your brand in meaningful ways today.

in this seCtion You will leARn:

• how to ResonAte moRe deePlY with CustomeRs

• how to diffeRentiAte YouRself fRom the ComPetition

• how to mAintAin YouR BRAnd inteRnAllY

Making it Real

In most cases, this will involve activity in one of three key areas discussed previously: internal focus, customer relevancy and brand differentiation. There are, of course, myriad other areas in which you might attempt to shift your brand; some of those will be explored in the Part 3 of the Brand Basics course.

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Be More Relevant

Getting closer to customers and their needs is always good for a business and brand. Being—and staying—relevant to customers is an iterative and ongoing process. In order to make sure that your company is getting in touch with your target market, try the following tips.

• Draft a pop-up survey for your web site. Ask both about functionality and purpose of the visit. Get a sense of who is coming to your web site and why, as well as what they think about the entire experience. Look for simple and affordable ways to align the web experience better to their expectations—for example, by updating language on category labels and buttons.

• Share knowledge. Ask your sales teams what they are saying to, and hearing from, customers who choose to do business with you. Find out what is working and share it across the organization.

Dimension Data, an IT services provider, recently rebranded itself using a bright color to appear fresh and differentiate itself from the sea of sameness.

• Ask people who are not familiar with your business to comment on ideas you have for communications or sales tools. If it requires a lot of explaining, you may be relying too much on functional benefits, meaning you’ve left the emotional relevance of your brand behind.

Be More Different

Stepping out of the crowd does not necessarily require a huge undertaking. There are some simple steps that can be taken to really make your company jump out to potential customers.

• Introduce distinctive language and product naming. Consider naming generic products or services to make them seem special and different from your competition’s offerings. However, remember, product names and language should always be understandable to your target market.

• Simplify. Many brands in this category seem to be adherents to the idea that

“more is more”. IT decisions are complex. The technology is constantly changing. If you can pare back your promise and your message to the basics so that you are cutting through the confusion rather than adding to it, you may find an opportunity to separate yourself from the competition.

• Choose a color. In the IT services industry, color is almost taboo. In an effort to appear professional, most firms stick to whites and grays. While it may not be a good idea to shed a professional image entirely, adding even one bright color to the logo or type and using it consistently could help your company become more memorable.

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Be More Focused

If your company’s employees are not on board with branding, the initiative can never really take off. A solid brand experience requires everyone in the organization to understand what the brand means, at least at its most basic level, and get involved. There are policies that can be implemented in the short-term to help quickly get everyone on the same page.

• Designate a “Brand Guardian” person/team. This unit will be responsible for promoting (and later protecting) the brand as you begin to develop it. This unit will be charged with ensuring that all touchpoints are on-brand. Set goals for them and reward success.

• Hold brand workshops. Explain the value of brand as well as the specific

nature of your business’ brand to employees in collaborative, interesting workshops. The goal is to make sure employees leave understanding not only what they should know or believe, but also what they should do. These may be held periodically as refreshers for senior employees and introductions for new ones.

• Learn from your employees. Those working on the ground often have a deeper connection to the customer and the market to craft strategy than those working in corporate. Periodically holding engaging competitions that ask employees to devise marketing strategies or strengthen your brand across particular touchpoints allows the leadership to tap into the wealth of knowledge that employees possess.

TIP: The best brands understand that there is no point making a marketing promise until the people in the organization are prepared to deliver on it. Otherwise there is a disconnect between a customer’s expectation of the brand and their experience of the brand. If there is one place where brand-building investments can really pay off for small and medium-sized companies, it’s internal communications and training. These activities cost far less than external communications, but their effects are far-reaching.

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In Conclusion

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At this point, you should have developed a strong sense of what you want your brand to stand for, and you may already be thinking about taking a few of the immediate next steps from the previous section. The need for aligning on a solid strategy before undertaking larger brand-building processes, like creating a brand identity, cannot be stressed enough. Many of the same rules apply to brand strategy

as they do to business strategy—you wouldn’t launch a new product or service without a clear strategy for success, why would you ever do so for something as important as your brand? In Part 3, we will explore ways to translate your strategy into an actionable agenda and discuss how to deploy your brand in tangible ways across the multiple touchpoints that affect the IT services industry.

in PARt 2: defining YouR BRAnd You leARned some PRACtiCAl wAYs to develoP YouR BRAnd stRAtegY BY exPloRing YouR enviRonment As well As develoPing keY stAtements thAt will ColleCtivelY seRve As the guiding foRCe Behind YouR BRAnd. in PARt 3: BRinging YOUr BrAnD tO life, YOU will tAke All thAt You hAve done And APPlY it to the mAnifestAtion of YouR BRAnd in the ReAl woRld.

Conclusion

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Brand on Wikipedia A basic catalog of information on brand, its components and prevalent branding strategies.

Brandeo A blog with articles on the business implications of branding and an encyclopedia of branding terms.

Branding Strategy Insider A blog featuring intelligent advice and case studies to hone your brand strategy.

The Brand Builder A blog on branding that focuses on the lessons small business can learn from larger companies.

Additional Resources

Branding Basics for Small Business A book by Maria Ross for small businesses looking to unlock the business value that a strong brand brings.

Tomorrow Starts Here A site that brings Cisco’s Brand Vision and Brand Promise to life.

Cisco Partner Plus Collected information and resources for Cisco Partner Plus partners.

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1 Bedbury, Scott, and Stephen Fenichell. A New Brand World: 8 Principles for Achieving Brand Leadership in the 21st Century. New York: Viking, 2002. 15.

2 Dru, Jean-Marie. Disruption: Overturning Conventions and Shaking up the Marketplace. New York: John Wiley & Sons, 1996. 114.

References

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Third party company names, trademarks, logos and quotations referenced in these materials are the property of their respective owners and their use does not constitute or imply an endorsement, sponsorship, affiliation, association or approval by the third parties of these materials or with Cisco Systems, Inc. and/or its affiliates (“Cisco”). The information contained in these materials are the opinions of Publicis BOS Group. Cisco disclaims all warranties as to the accuracies, completeness or adequacy of such information and shall have no liability for omission or inadequacies in such information.

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Publicis Brand Optimization Systems (BOS) Group develops brand strategies for clients and brings them to life through brand identity, employee education and experience design. BOS Group is part of Publicis Worldwide.

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