Brand Implementation

Only when a brand strategy is put into practice, we talk about brand implementation.

How to bring a brand strategy to life?

For that we need to clarify one thing from the start. This is not a six months project that can be completed checking a to-do list, it’s rather an ongoing process that puts a company’s ability to change to a hard test.

So principally, one just needs to integrate the ‘positioning’ and the ‘one-word equity’ into the communication. There are two levels to it: external and internal.

Internal branding implementation

To ensure success, the strategy should become tangible internally. Employees must be able to assimilate or be a constituent part of this to be able to live the strategy. Some companies use brand ambassadors to make this happen. These are employees who are trained to carry the strategy into the company to assist with the bra implementation. Other approaches are management training and establishing a brand steering committee.   

Based on the strategy, a company can develop so-called beacon projects, which exemplify and illustrate the big project internally and externally. Such beacon projects can arise, for instance, from the question of what the strategy means in concrete terms for individual areas of the company – from purchasing to HR to controlling.

External brand implementation 

Externally as well, it must be made clear what the brand stands for. It is not enough to run new campaigns. Rather, the brand must shape every single touchpoint. This part of the brand implementation is the job of brand touchpoint management, which is often driven by the brand ambassadors.

In general, a company should, once it has developed a brand strategy, ask this question about every new measure (both internal and external): Does this measure support the brand? This makes it clear: There is no end of a brand implementation. It is an ongoing process that has to be developed continuously.

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