The brand genome is a key reference for product and service development, and the roadmap for culture development and evolution. And, perhaps most importantly, it is of central importance and value to brand leaders as a strategic compass through which to navigate the continually expanding universe of outreach options, whether digital or analog, making decisions with the best odds for achieving ambitious objectives and having each dollar of their budgets work as hard as possible.
With the brand’s genome in hand, it becomes exponentially easier for brand leaders and their teams to identify the opportunities for optimum fit, enabling them to be smarter, bigger and bolder, while still authentic. The result is the potential to maximize tactical effectiveness and short-, medium- and long-term work to differentiate the brand, engage stakeholders, grow share of voice and mind, and drive both growth and profitability.
Beyond storytelling to brand expression
Brand leaders, working with their agencies and consultants, have become adept storytellers on different platforms, even on what can be a fact-based subject like a company’s ESG commitment.
Unlocking the brand genome enables brands to take storytelling further and deeper to bind customers to them. Here’s an example:
A dimension of human warmth, catalyzed by freshly baked bread and other forms of baking that customers could viscerally experience, was identified as the highest benefit contained in Panera Bread’s brand genome. While “warmth” was present in Panera’s DNA, the genome process enabled a deeper understanding that set the entire enterprise on a course of multi-dimensional expressions of warmth internally through changes in training, recruiting and operations, and programs like the Warmth Huddle.
Externally, warmth was expressed through the installation of fireplaces in almost every Panera store. Ovens were brought within sight and smell of customers. A sustained communications effort ensured the company culture manifested warmth at company headquarters. The franchisees, who understood the journey the brand was on, embraced the expression and interpreted it locally without dilution.
Interestingly, and a wonderful example of the power of brand genome control, is that marketing was only a relatively small part of the mix; decisions and actions were taken across the company—from executive profiles to public relations. The result is seen in the remarkable differentiation and success of Panera’s solidified and increased positioning year over year.
Getting the process underway
Doing the brand genome work is the same irrespective of company or brand scale. Consider the following factors:
The brand’s competitive position
There are many tipping points in a brand’s lifecycle where unlocking the brand genome can be a critical differentiator. One is when the brand’s competitive position has become weakened either by the entry of a particularly strong competitor or an issue (e.g. manufacturing problem, availability, adverse event) that has impacted the way stakeholders consider or interact with the brand.
