But people keep introducing brand extensions, some successful, some not. The latest to come to my attention is a line of body washes, deodorants and soaps exclusively designed for men introduced by Unilever under the Dove label. Yes, Dove products for men. Dove, the brand that has been catering quite successfully and exclusively to women for decades, has now consciously diluted their brand with this extension strategy.

Here’s the Dove Men+Care line.

Note they’ve incorporated the Dove logo, though the typeface is a little different, as well as the famous dove icon. The color palette is masculine, but I’m not sure the features promoted for the line are particularly compelling to men. Here’s their pitch for a body wash:

Dove® Men+Care™ Clean Comfort Body and Face Wash with MICROMOISTURE technology is clinically proven to fight skin dryness better than regular men’s body wash. This ultra-light formula rinses off easily for a refreshing clean and total skin comfort.

Below are soap packages for Men+Care and regular Dove.

I’m just amazed that the people at Unilever would extend a franchise brand based upon a very loyal and dedicated female market into a male-oriented product line. It dilutes the messaging of Dove, including their “Campaign for real beauty” self-esteem program for teenage girls. It also hopes to appeal to men who have heard the Dove story and positioned the brand as exclusively female in their collective mind’s eye.

Now I’m not against doing some line extension as Dove has done from soap to other feminine products like body washes, lotions, deodorants and shampoos. But this new line, well I’m afraid they’ve stepped over the line here.

I would rather they had established a brand new line based on a product exclusive or in some significant way differentiated their product from other male-oriented toiletries. Yes, they did differentiate by adopting the Dove signature, but it’s the wrong differentiation because it’s not relevant or creditable. I’d have advised them to begin from Ground One rather than take a chance on diluting the Dove brand with women and on convincing men that Dove can mean masculine, too.

But they didn’t ask.

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Several years ago I bashed UPS for their “What Can Brown Do for You?” campaign. I thought it was vacuous and certainly did not position UPS in the field of FedEx and DHL. What’s more, just like the color, the slogan and the idea behind it were bland. Except for voicing the color there was no differentiation, no relevancy, no idea expressed.

But how things have changed at UPS. Their current campaign, “It’s Logistics” is 100-percent better and on target. They have found a differentiator, a word upon which they are positioning themselves as more than a fast, reliable delivery service. I’d go so far as to say this was the absolute best branding strategy exhibited this past year.

The idea that UPS now owns the word “logistics”, and that it is a function admired and wished to be attained by the corporate world, makes their messaging most compelling to their markets. I’ll bet they’ve found the board room doors open to UPS reps since the campaign began.

But like all great branding victories, I’ll bet this one began by UPS looking at their business – their corporate aspirations, their strengths, their assets and their culture – and developing a strategic plan to make logistics an overriding feature of their services. If need be, they changed the way they were delivering their services (both literally and figuratively). Only then would UPS enjoy the benefit of messaging about their differentiator.

Substance, not sizzle. Relevancy not ruffles.

That’s branding based on corporate strategy and corporate willingness to be customer oriented. It’s what makes brands strong and long lived.

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Source of info and strongly-held opinions about branding and positioning

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So far, 333 comments have been added. Not all offer a definition. Some just scoff at the idea of defining branding in one sentence. Others take exception to someone’s definition. Yes, there’ve been some ego clashes leading to vitriolic exchanges.

But mostly, people have thought through and crystallized their submissions. And they run all over the lot. Many view branding as tactics, but most approach branding strategically. There are thoughts about promises, personalities and products; about names, logos and taglines; about customers, employees and shareholders.

Are brands formed by companies or customers? Do they appeal emotionally or logically? Is it driven by marketing or management? You’ll get all sorts of answers to those questions.

Check it out for yourself at Linked In, and maybe even add your own one-liner to the discussion. But you’ll have to have a Linked In account and sign up for the Branding Professional’s group.

Perhaps you’ll come to agree with the scoffers – you can’t define branding in one sentence. But if you can, please leave that definition as a comment below, and then contribute it to the Linked In discussion.

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Source of info and strongly-held opinions about branding and positioning

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The idea is to find an unfilled position that is relevant and compelling to your target market. Those people actually position you – but you can only help them through consistent messaging and performance.

So to find the positioning of competitors “owning” the attribute customers find important should be the first step in a positioning program, and that really involves two steps: 1) identifying attributes customers crave, and 2) determining how your competitors (and you) are positioned against those attributes.

Identifying attributes customers crave

So first, identify those attributes your marketplace perceives to be most important. Focus groups can help in this effort. But I like to do Internet surveys. I get quick response to structured, sequential questionnaires. There are several providers: Survey Monkey, Zoomerang and KwikSurveys come to mind.

I structure the questionnaire by defining the product category and then ask an open-ended question: What factors are most important or desirable when selecting a _________?
Then I provide them with screens of certain attributes, one attribute at a time but rotated so each is presented first, second, etc. For each attribute I ask them to rate on a scale of 1 to 5 how desirable, how important and how beneficial the displayed attribute is for them.

After displaying no more than five attributes in this way, I provide a screen of all those attributes and ask that the respondent rank them in order of importance, desirability and benefit. I also allow them to enter a couple of “fill-in” attributes I hadn’t provided. If there are more than five attributes to measure, I rotate them through so that each attribute is presented an equal and significant number of times.

After analysis of the results – usually three-hundred respondents for each attribute – I am ready for phase two.

Determining competitive positions

From analysis of this data, I’m usually able to rank and position the players as shown in the star chart below.

Six attributes measured to determine a favorable position to occupy

This particular study was performed in a small market concerning sit-down restaurants, but any market, brand category or territory can be analyzed in this way.

Who “owns” what attribute?

This is more than theory. We’ve seen how successful Target has been since they stopped competing on price with Wal-Mart and made “design” their position.

And it can happen in the smallest of markets. In my restaurant example, a gap was discovered that led my entrepreneurial client to open a family-style all-you-can-eat establishment instead of the linen-tableclothed, high cuisine  restaurant he had first envisioned.

Research really is cheap when it can help you position your brand advantageously.

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A typical, 2-attribute perception map

This graph circles depicts American cuisine establishments with O’s and foreign food restaurants with X’s. This example also shows a spot where a new restaurant is considering placing itself. As far as it goes, this depiction can be of use, but more often than not, more than two attributes need to be considered.

So I like to array the attributes in a star diagram. Below is one charting six different attributes based upon a telephone research study. It charts the group’s perceptions of eight different local restaurants.

Positioning using a star perceptual map

Then, specific comparisons can also be made as demonstrated below. I then can isolate various competitive types – foreign or American foods, high-priced or low priced, etc., and consider how they perform by other attributes as demonstrated below.

I just find this a more complete approach to evaluating, and ultimately positioning, category participants.

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Source of info and strongly-held opinions about branding and positioning

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Now the first thing that popped out to me was the almost universal dominance of the brand name in the logo. Even the Rolls and BMW names are there even though not too prominently. The second thing: Seven of the 12 logos used reversed type (light colored type on a darker background). Third thing: except for Prada and Chris Craft, they used traditional type faces, and none used a sans serif face. Fourth thing: half of the samples use capital letters exclusively in their names. And fifth, Except for the Tiffany logo with it’s “Tiffany blue” background, there’s not much color represented in luxury logos.

As far as a small-sized logo is concerned, I’d vote Brooks Brothers being the worst of the bunch because of the lack of color contrast, the very fine lines of the type swishes, and the strange icon on the left that loses any recognition as it shrinks in size. Rolls comes in second. The only thing that saves it is the familiar RR configuration.

Now to address “anon’s” question, can a logo for a luxury brand stand out?. I’d say there are three or four examples of dominant logos in the group above, led by Prada.

Prada has the advantage of a short name which inherently leads to a clean and bold look when the typeface used is bold. Tiffany stands out primarily because of their traditional and world-famous use of  the “Tiffany blue” background. The Broadmoor with the “small” A does not diminish no matter the size and is distinctive. Finally, the Chris Craft logo is distinctive and the type face imparts speed even in a much smaller size.

So in this small sample of luxury brand logos you have some that dominate and some that don’t. I’m not sure that this proves that the logo isn’t important, but I think it does state that for this class of brands there are many attributes more important than the logo that contribute to their success.

But if I may be so bold as to make a suggestion to luxury brands, get out of your “me-too” rut and dance to a differnt drummer if you want to differentiate the brand.

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That doesn’t mean the tagline can’t accompany your logo, and you can even make it look as if it’s a single element in selected cases.

But please reserve the right to separate them and use the logo as a stand-alone element where necessary. I blogged about the logo standing out when grouped with other logos – Does your logo stand out? It just won’t stand out if must carry along a tagline.

For my own company logo, I integrate logo and tagline where I have a full line devoted to the two elements, but elsewhere I separate them and usually only use the logo itself. Below are examples.

First, logo and tagline associated:

Then the logo alone:

So, logo and tagline are separate elements that can be integrated as appropriate. The thing is, be sure you have the flexibility to do either.

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Source of info and strongly-held opinions about branding and positioning

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It’s a good way to determine just how well your logo stands out in relation to others, including your direct competitors. And two things become painfully evident to those with poorly designed logos.

NOTE PROPORTIONS OF LOGOS THAT STAND OUT

First, their logos don’t scale well. By that I mean they become illegible when reduced to a small size. A logo should at least be legible even if it doesn’t stand out when made small. A good logo will carry its own weight in this environment as well as when enlarged to fill a 24-sheet billboard.

Second, their logos are out of proportion. An ideal logo will usually be horizontal, but the proportion between horizontal and vertical should be no more than two (horizontal) to one (vertical). This is important particularly in a grouped array as above. Normally the layout designer will treat all logos the same, usually scaling all of them to a predetermined height. The higher the logo is, the smaller it will appear in such a matrix.

Even if you never find your logo presented in this way, placing a newly designed logo over such an array when evaluating the logo’s effectiveness is instructive. If it works in this environment, it’ll probably be effective in any media.

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Source of info and strongly-held opinions about branding and positioning

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Most taglines, however, do not enhance the brand. They are afterthoughts. Names and logos and trade dress usually precede tagline. They are usually done by an ad agency as an element in an advertising campaign, and are advertising slogans rather than integral elements of the respective brands.

The difference between a tagline and a slogan

I’ve subjectively defined tagline and slogan as two different beasts with different objectives. The tagline carries the brand’s message and is part of the whole life-cycle of the brand itself. It is integral to the brand.

The slogan on the other hand, is a tactical “pay off” of an ad campaign. Its purpose is to help consumers remember the advertising message.

There will be a lot of people who disagree with me – they’ll suggest they are the same thing and that I’m just playing a semantic game. Okay, but I’ll stick with the definitions above because it makes explanations a little easier.

This difference between a tagline and a slogan for purposes of branding, then, is very simple. The tagline is a crystallization of a brand promise and is a strategic-based element. The slogan, is an advertising element just as a headline or illustration. In the case of a corporate identity ad program the tagline and the slogan can and should be the same.

But my experience concerning an agency-created tagline is that its life is just as long as the campaign it was created for, not for the life of the brand.

Positioning statement vs tagline

There may be some confusion about the difference between a positioning statement and a tagline as well. Again, this is my interpretation and opinion about them. Some will believe they’ve created a positioning statement with the finalization of a tagline. I don’t. For me they are two entirely different, though related, branding components.

The positioning statement is usually longer and more detailed than a tagline. It will quite often borrow from the mission statement, the value statement, the vision statement if it is a corporate brand. It is primarily an internal document but certainly not a confidential one. In fact, it is beneficial to espouse a positioning statement in the business lobby, in the annual report, as part of a proposal. It is an integral part of the brand platform, and drives the direction of the creative process when developing brand elements – name, tagline, logo, graphic standards, trade dress, brand messaging and packaging. It is possible for some positioning statements to be voiced as a tagline as well, but this will be a rare occurance.

So, the positioning statement precedes the development of brand elements and is usually a paragraph in length rather than a short phrase. The tagline crystallizes and furthers the brand story or promise and is usually connected to the name and logo as part of the company/product identification.

First things first: is a tagline needed?

Even though I’ve stated I believe the tagline to be the second most important branding element, often a brand may not even need a tagline. So the first question in the tagline development process: is there a need for a tagline in the branding element mix. A tagline may be superfluous. And on rare occasions, the name itself can function as name and tagline because the name communicates all there is to communicate in differentiating brand and suggesting a consumer benefit. So why guild the lily by making the same point using different words?

There are times, too, when a descriptive phrase is more appropriate. This is especially true with a product establishing a new category. In this case, you wish to “own” the category by being and remaining first in top of mind, for as long as the category exists. This description replaces the tagline as branding catalyst.

And finally, if you’re branding a feature or a brand extension, you’ll probably omit a tagline as being in conflict with the master brand and its tagline.

Criteria for a strong tagline

In my last post I pointed out three things to avoid when creating taglines, along with another two additional points about taglines. To reiterate, those five things, translated into evaluation criteria are:

Make an incredible (read unbelievable)claim (don’t)
Write a self-serving tagline (don’t)
Create a platitude (don’t)
Differentiate you from competitors (do)
Integrate with other brand elements smoothly (do)

To these five criteria I would add:

Make tagline instantly understandable. Many taglines are cute turns of words which you must think about in order for them to make an impact. (Here’s where a universal metaphor or meme can be quite powerful.)

Make the tagline enhance the main brand idea. If the tagline just restates the “big idea” already conveyed through name and/or logo, it is redundant. The tagline should support and extend the brand promise or theme, not just repeat it in different words.

Make the tagline communicate a major benefit of doing business with the company or of buying the product/service. (But be sure you’re creditable.)

It should appeal to the targeted audience. By that I mean use their language to convey the thing your product or service does for them specifically. It is sometimes advisable to call out the audience by name in the tagline.

Keep it short: seven significant words or less.

As an example, here is a pretty good tagline – it’s the one I use for my branding consultancy, Signature Strategies. Helping smaller companies profit from the power of branding.

If you’re looking for help with your tagline, or any and all parts of the branding process, why not contact me. Just click to go on over to Signature Strategies, or give me a call at 303-242-5975.

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Source of info and strongly-held opinions about branding and positioning

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