In this debate, a track we’ve ignored so far is the branding and positioning of our organisation to influence the markets we operate in. We’re upstream, remote from our markets and the use of our product is quite dispersed. Therefore, consideration on this aspect is important.
A relevant article worth a read is this paper from HBS Working Knowledge on The Benefits of Soft Power.
At Leonardo ENERGY, we have certainly noticed a difference from being one of the top 100,000 websites in the world. It makes some things easier, and avoids lots of explanations.
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Well kind of “no” and “yes” – when we talk about attitudes and setting up a way of tracking them over time that contributes to or store of knowledge about what people think about different elements of the LE overall programme; so in that sense branding is understood to be inherent in what we’e are talking about.
On the other hand [thank goodness we always and only have 2], the whole subject of understanding how the various brands and sub brands we present are viewed is real awareness that we should either define as we think we know it or research if we feel we don’t.
Effective, positive brand values are certainly a very valuable communications short hand that can be used automatically to reinforce whatever particular message we put across.
One thought that has been going through my mind about the impact measurement is that we should add in a tester on the respondents’ views about our brands – too good an opportunity to pass by.