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Building a Strong Corporate Identity

Most organizations realize that having a strong brand identity brings many benefits, among them more motivated employees, competitive advantage in the marketplace and a clear brand promise to engage customers and stakeholders.

But it’s not always clear how to build a strong identity if you don’t already have one. What does it take? And how do you know what to aim for?

 

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CVS Quits Smoking, Scores Rebrand Win

CVS Quits Smoking, Scores Rebrand WinMy mom quit smoking recently, after fifty years of it. The fact that CVS is no longer selling cigarettes had nothing to do with this, of course. But the company’s decision to go smoke-free, now—a month ahead of schedule—had particular resonance with me.

Opponents of this move argue that it’s hypocritical, a stunt. They have a point—but in that case it’s a pretty expensive stunt (more than $1 billion in lost annual revenue). This is a clear example of a brand-driven business decision. In addition to pulling tobacco, CVS has changed its name from CVS Caremark to CVS Health, indicating a commitment to something bigger than themselves.

So how much financial loss is CVS willing to sacrifice for a bold brand promise? Does that mean they’re pulling Frito’s and M&M’s off the shelves? (I hope not.) The store will still carry plenty of products that contribute to major health problems, so can it really be the flagship of health it’s aspiring to?

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Why Large, Complex Organizations Need a Strong Brand Identity

If you read a lot of the branding and naming advice that’s out there on the Internet, it would be easy to think that the only time an organization should worry about its brand identity is when it is first getting started. What should you name your company? How should you position it against competitors? These are important questions for startups and new brands, but the truth is that large, complex organizations are just as often in need of identity strategy.

 

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The Smart Way to Use Market Research

The Smart Way to Use Market ResearchIn agency life there is a spectrum of projects that range from all-research on one end to all-creative on the other. I could never sell Steve Jobs research. He didn’t want to hear about it. And it was the same with Steven Spielberg. Both men had gut feelings about what they wanted. And all the research in the world wasn’t going to change that.

Now, if you’re working with visionaries of their caliber, you might be able to proceed with huge costly projects based on their gut feeling.

But that’s not the reality for most of us. The question is, then, when should you use research, and how much research should you do?

Research is expensive. It adds cost and takes time, but it also reduces risk. So it’s important to understand how to allocate your research budget to different types of projects.

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