Vague or Specific Brands?
Within the spectrum of brand definitions, there are two extremes: vague brands and specific brands. Before we look at the implications of each, let's define them.
Specific brand: A brand that defines itself narrowly and with detail. Examples include Starbucks, Ray-Ban, and Kleenex.
Vague brand: A brand that defines itself via characteristics, emotions, and broad strokes. Examples include IBM (the new IBM), National Geographic, and Disney.
The differences between these types of brands go beyond names and logos. A specific brand is limited in its ability to spread beyond a limited category. Ray-Ban, for example, is exclusively sunglasses. Customers would not eat at the Ray-Ban Restaurant or buy Ray-Ban shoes. A vague brand is the opposite--a brand that can transcend categories and work across many channels. National Geographic has a television channel, a magazine, guided tours, retails shops, and many other conduits for its brand.
Each also has benefits and drawbacks. A specific brand is much simpler to establish and manage. Since it is highly focused, the messages and all other elements are easier to control within a narrow category. The drawback is that the brand is limited in terms of expansion. It becomes very difficult to spread a narrow brand.
When dealing with a vague brand, there is a huge amount of potential and variety. Like with Disney, a strong vague brand can extend from hotels to consumer products to consulting. The drawbacks here involve intense monitoring and management of the brand. A wide variety of goods and services means managing multiple messages, approaches, and styles that all have to fall under one overall brand umbrella. The cost of this management is much higher than a specific brand, but so is the potential.
As you develop your brand, try to think into the future to where you want to take it. I am not suggesting that you start off with a hard-to-control vague brand, but with proper planning, your move to a broader brand will be much simpler than if you try to do so with a specific brand.
Specific brand: A brand that defines itself narrowly and with detail. Examples include Starbucks, Ray-Ban, and Kleenex.
Vague brand: A brand that defines itself via characteristics, emotions, and broad strokes. Examples include IBM (the new IBM), National Geographic, and Disney.
The differences between these types of brands go beyond names and logos. A specific brand is limited in its ability to spread beyond a limited category. Ray-Ban, for example, is exclusively sunglasses. Customers would not eat at the Ray-Ban Restaurant or buy Ray-Ban shoes. A vague brand is the opposite--a brand that can transcend categories and work across many channels. National Geographic has a television channel, a magazine, guided tours, retails shops, and many other conduits for its brand.
Each also has benefits and drawbacks. A specific brand is much simpler to establish and manage. Since it is highly focused, the messages and all other elements are easier to control within a narrow category. The drawback is that the brand is limited in terms of expansion. It becomes very difficult to spread a narrow brand.
When dealing with a vague brand, there is a huge amount of potential and variety. Like with Disney, a strong vague brand can extend from hotels to consumer products to consulting. The drawbacks here involve intense monitoring and management of the brand. A wide variety of goods and services means managing multiple messages, approaches, and styles that all have to fall under one overall brand umbrella. The cost of this management is much higher than a specific brand, but so is the potential.
As you develop your brand, try to think into the future to where you want to take it. I am not suggesting that you start off with a hard-to-control vague brand, but with proper planning, your move to a broader brand will be much simpler than if you try to do so with a specific brand.
Labels: best practices, Branding commentary, corporate branding, nonprofit branding
posted by Harris Eisenberg at
11:35 AM
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