Listen to it like a podcast!
With your ‘What it Means’, front and centre with your one word now its time to start drafting the Brand Strategy.
It’s about distilling these things down in the slightest phrase possible.
It is a statement and set of guiding principles that lead all decision making in your business. To achieve this, it must, therefore, be handy at all times.
And the easiest way to refer to it is to remember it.
It must read like every ‘What it Means’ item has been born from this one statement.
Consider the Brand Strategy a parent of any current or future ‘What it Means’. They must all appear as children of the Brand Strategy.
Let’s return to the fictitious example in the previous article.
You are a winery tour company.
The strategy process has revealed ‘Personal’ as your one word. You have listed the following as your ‘What it Means’ – your example set of rules for how the Brand Strategy influences decision making in the business (remember, we are pretending the Brand Strategy exists already).
- We remember names. Once is enough for us to commit a name to memory.
- We personalise every tour, so no two guests ever have the same experience.
- We introduce guests by name to each winery.
- We tour wineries where we can introduce guests to the winemaker.
- The images we share are personal and unpolished.
- We find ways to pleasantly surprise our guests (e.g. give the tour organiser a small gift of a personalised wine bottle at the end of every tour)
The brand strategy might look something like this.
‘Relationships power our business. They are why we have access to share otherwise inaccessible experiences. Unique and unforgettable personal moments that guests place greater value on and rave about. Personal connections are why we exist at all.
If this was our brand strategy, let’s look at a couple of the ‘What it Means’ through this filter.
We remember names. Once is enough for us to commit a name to memory.
This is why we remember names. If we can’t remember names, we don’t build meaningful relationships. If we don’t build meaningful relationships, they cant power the business.
We personalise every tour, so no two guests ever have the same experience.
Guests don’t place more value on (pay more for) cookie-cutter experiences. We know that people rave about unique, unforgettable moments. We don’t have the budget right now to pay the same tax some big tour companies pay to advertise, ad nauseum. So we need our customers to become our marketing department and spread the word for us.
Can you now see how even though we worked backwards towards the Brand Strategy, the Brand Strategy became easier to write and still looks like the parent of the ‘What it Means’?
'An Absolute Must-Do'; the Book.
A concise framework to build a tourism business that people love, pay more for, and rave about.