Strategic branding is a key driver in any industry if you want to grow your business. It is the most important element in regard to positioning your brand to your strategic target. Like people, brands age and evolve over time. In order for a brand to stay relevant, it too needs to evolve with its consumer. Thoughtful brand strategy should always take into consideration foundational brand building blocks such as an equity pyramid including the brand character, the brand promise or brand essence, and the strategic target. These foundational building blocks give your brand focus that inspires the visual identity system.
Strong, brand & design strategy aligns a product or service fulfilled by an organization that relates to human emotions through the conveyance of ideas, communications, and ideals. A brand strategy nurtures and evolves to align with the values & motivations of a unique and targeted audience.
Red Robin’s Brand Licensing program startup from restaurant offerings to retail store shelves by leveraging unique product positioning, Signature Seasoning, and Brand Equity
There is one thing in common with this market disruption – Channel Blur. Channel Blurring is here now and will shake out winners and losers across food & beverage channels including grocery chains, manufacturers, emerging food delivery companies, internet retailers and restaurant chains. While the significance of these changes being defined as truly “disruption” is uncertain, it is certain that the market will reward those who have evolved their business model.
We identified 5 reasons why leaders and their teams get stuck when developing an innovation strategy; and these issues can further hinder each and every innovation team project, if not addressed.
Determining the portfolio of innovation projects is part of innovation strategy. The prerequisite to responsibly developing organizational or departmental innovation is the understanding what kinds of innovation you want teams to develop. Otherwise, you are personally holding portfolio management yourself as the leader and every decision will have to cross your desk limiting agility and value.
Increasing the probability of success in innovation is a key challenge that even the most experienced market leaders face. The probability of success is an even bigger challenge when it involves doing new things to expand
The truth is that too many smart consumer products leaders try to “tough-it-out,” thinking it is normal to make “hard” decisions. Most of the time the tough decision is only tough because those tasked with collecting or presenting the facts haven’t gathered or presented the right information.