From passive to active
What is the biggest obstacle to building an agile brand? We are. Brand managers and their agencies need to change their habits. If we accept the brand-as-cathedral metaphor, we accept a very defensive mindset—the brand as something that must be preserved. An agile brand is one that must continually improve, and this suggests a different footing for brand managers. Rather than being brand cops, brand managers lead change. They look for new opportunities to evolve the brand and create value. They are helping push the organisation or offer rather than letting it be pulled.
We live in a world of co-creation. Agile brands are sustained and shaped by ongoing conversations. Through a network of customers, employees, partners, and communities, they invite collaboration to ensure they have vital relationships and ongoing market relevance.
A brand is never launched and a brand is never finished. To launch a brand is to imply completion.
In the past, new brands or revitalized brands were “launched.” It was as though once they had made their way through the brand factory, the assembly line delivered them to the world finished and ready for consumption. “Launch” reveals an outdated mindset. Today, we must view every brand as in beta. A brand is never launched and a brand is never finished. To launch a brand is to imply completion.