The BrandingWire, is a loose network of bloggers about brands and branding – we call ourselves “a posse of pundits” – who offer entrepreneurs and others a chance to ask for help concerning their brands. They provide a branding brief and allow us to comment, suggest, question, challenge, admonish, carp and pontificate concerning their branding needs. Actually, anyone can participate by going to BrandingWire website and commenting on the posted brief.

Today’s entrepreneur plans to open a bookkeeping service for e-retailers. His brief can be read in full at BrandingWire. My comments are listed here as well as on the BrandingWire site.

How is your business different from your competitors?

Like many – or should I say most – entrepreneurs, our bookkeeper friend has jumped the gun. He immediately wants a name, logo and tagline but has given no thought to how he will differentiate his business from his competition.

Ask yourself, is the market real?

I see no indication that our friend has determined whether there’s a real market for this type of service. He has not specified the geography of his business, but I assume he’s offering this service over the Internet to e-retailers no matter their location within the U.S.. Alternatively, he may be attempting to establish relationships with e-retailers he can service face-to-face locally.

I would be surprised if even the most dedicated e-commerce retailer would look to the web for accounting/bookkeeping help. Just like legal counsel, I suspect a trusted accountant is one with whom you want a personal and local relationship. (There were no web searches for “e-commerce accounting” or “e-commerce accountant” according to Word Tracker).

But let’s assume there is a market, and it’s one that a sharp person with a “crash course” education in bookkeeping can serve.

How do you differentiate that business?

You start by finding something potential clients want that competitors aren’t providing. At least competitors aren’t promoting and making their differentiating strategy. That’s why I suggested concentrating on the one thing that worries every entrepreneur: cash flow.

If your business can establish and promote systems and procedures that enable a small business to weather the storms of poor months, if you can offer solutions and advice that will help them become more financially stable, you will certainly differentiate your service from ordinary bookkeepers. If this is beyond your area of expertise, then find another way to make your service unique and valuable while also being different from your competitors. (Use the search box in the upper right for “differentiation” to see suggestions about this important subject.). But before using any differentiating concept in your promotions, be sure you can deliver.

So what about a name, logo and tagline?

They should evolve from the differentiation (positioning) strategy. The name is particularly important in this branding approach. It should be based on these criteria:

Allude to the differentiating concept without being descriptive or business-defining.
Be unique and fresh.
Be short.
Be memorable.

With the perfect name, a tagline shouldn’t be needed, but that’s seldom the case. The tagline, if needed, should also arise from the positioning strategy and should re-enforce the name.

A logo needn’t be a big deal for a small service provider. The name rendered in a unique but legible typeface, perhaps with some unique kerning or letter combinations, should do the trick. You may wish to “box” or reverse the type into a solid background as well. Choose a color you like and then use it consistently. If you decide on an icon to accompany the signature treatment, be sure it’s not just another accounting cliché because that’s the way your competitors think.

So, best of luck entering a business where the basic service is identical to you competitors, where most new business comes from referrals, and you’ll find many not believing they require the services you offer.

Martin Jelsema
303-242-5975

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Branding Basics – Step 10
2. How important is branding for a B2B service provider?
3. Branding Advice at BrandingWire
4. Announcing BrandingWire. Because 12 heads are better than one.
5. How Can “Plus” Differentiate a Brand?

Yet for the most part I only get the “yeah, buts” in response.

Yeah, but branding is expensive.

Yeah, but we’re too small to think about branding now.

Yeah, but I’ve got to get this business up and running – branding can wait.

Yeah, but we’ve got higher priorities and no cash.

I’m a member of an organization called CEOSpace. It used to be called IBI Global. It’s an organization of entrepreneurs that are fortunate enough to have a very well-staffed, highly acclaimed workshop five times a year. It’s called the Free Enterprise Forum with a weeks worth of workshops, lectures and networking opportunities for all things entrepreneurial. Their faculty is top-notch. And one of the sessions is about branding. It’s well attended, but I sense a lot of reluctance by attendees to consider branding a priority.

They may put a line or two in their business plans, and maybe even budget some money for a logo. But very few understand the importance of branding, and only one in twenty-five are passionate about it.

Branding: a number one priority.

As entrepreneurs, these members have a lot of balls in the air – financing being one of the most immediate for people attending the Forum.

My contention is that a brand, complete with a positioning statement and a brand story up front, will help you get financed. If your brand is clearly differentiated and presented with passion, savvy investors will buy in.

Yet, a dull business plan and a private placement memorandum, perhaps housed in a nice binder, is their approach to attracting money.

But just as a brand can be a customer magnet, it can also be an investor attractor.

So think branding early and often. A brand can help you get to market faster and with more impact.

Brand smart from the start.

Martin Jelsema
303-242-5975
 

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Branding for Venture Capital
2. A Brand New Blog About Branding
3. Branding Basics: Step 1
4. Announcing BrandingWire. Because 12 heads are better than one.
5. Who is the leader of the brand?

Would the messages we created for consumer ads for Telar the Never Drain Antifreeze, resonate with the auto dealers and service stations who would be our business customers?

The answer, of course was a resounding “no”. The appeals of the product as an end user looking to save money while protecting a vehicle where very different from the appeals to the dealer who wanted profits, fast inventory turnover and no servicing problems.

DuPont ignored the dealer networks, as they had done with other products with some success, to create “demand pull” from end users. This time it didn’t work. Telar was a flop.

And later, while working as account exec and copywriter on the IBM data products account at Marstellar’s New York office, I learned another lesson.

Appealing exclusively to engineers, programmers, systems analysts, operations managers, and business execs meant that rational messages on benefit and specifications were damned important. Making emotional appeals, unless very subtle ones that were meant to assuage human fears – “no one got fired buying IBM” – were not the way to sell computer systems.

Even though engineers were “human”, when evaluating business propositions they wanted to be treated as if they were, well, engineers. Just the facts, ma’am.

So the question I raise is just this: are there approaches to branding a B-2-B that should be significantly different from a consumer-goods company?

Well, I think so.

What do you think?

Please leave your comments, pro or con, about this question.

I’ll be exploring this question in several blogs over the next month concerning those differences and approaches to branding.

Martin Jelsema
303-242-5975

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. An early branding mistake by duPont
2. Unconscious Brand Building
3. Brands that Make You Scoff – Michelin
4. Back to Basics – 3
5. Branding a Car Dealership –Ugh!

You can see the entire article by clicking “Hyundai Bets New Sedan
Is a Luxury It Can Afford”. But before you do, here are my comments.

First, I’d ask Hyundai if they think introducing a luxury car under their own name (instead of founding new divisions such as Toyota [Lexis], Nisson [Infiniti] and Honda [Acura] have done) won’t “taint” the new model, called Genesis? 

Hyundai is claiming comparison to BMW and Mercedes, but at a much lower price.

Is that an oxymoron? Is a luxury brand sold on value? And can anyone ever think of Hyundai as a luxury vehicle?

 The perception that Hyundai had been what my mechanic called a “throw-away” car when it first arrived in the U.S. still persists according to the WSJ article. People don’t know its quality rivals Toyota and Honda. I know because I drive a Hyundai Elantra and love it.

So how can Hyundai introduce a value-priced luxury competitor and have any credibility? Where’s the panache? Where’s the heritage? Where’s the prestige?

It takes a long time for perceptions of a brand to change. In this case there are two problems: the existing perception of Hyundai and the idea that a luxury car comes with a value price tag.

There’s another factor: their timing. Hyundai follows the Japanese “big three” by at least a decade. And the market is trending toward fuel efficiency and “thinking green”. For a company like Hyundai, that would be a better direction to take in today’s environment. There’s where they could make a difference sooner and with more impact and credibility.

Good luck, Hyundai. I love you, but I think you’ve taken a wrong turn.

Martin Jelsema

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Brands that make me scoff – Toyota Matrix
2. Sacking John Elway: the brand not the man
3. Positioning Isn’t Dead, It’s Just Back Home
4. Wall Street Journal brand is losing focus
5. Brand Basics – Step 4

He had invented a term that was the touchstone for the type of advertising he and his agency produced. The term: unique selling proposition, USP for short.

The unique selling proposition was (and is) a single feature or benefit of a product hammered home through ads that focused powerfully and solely on the USP. You’d have to be at least 50 to remember the ads he conceived for Anacin. There was a cartoon arm wielding a hammer to the head of a headache sufferer. Then came a clock face with the hands moving very fast and the single word, FAST, flashed on the screen four times in succession. Then the head become a smiling face signifying the headache was gone – fast.

They were most annoying and very intrusive. But they sold product.

Now Mr. Reeve’s concept of USP has carried on to this day. The idea is still sound and effective in sales as well as advertising.

However, some people have attempted to use USP and positioning synonymously. Well, they are not the same. I hear some marketing people expressing a USP as their position in the marketplace. They treat the USP as if it were a genuine differentiator when in reality it is a benefit/feature plucked from the market research indicating why people have said they buy a product from the product category.

A USP is just what it says it is: a unique selling proposition. It is an advertising campaign theme. Or the canned sales pitch. It is predicated on making a claim before s competitor can establish that benefit as its own. In other words, Anacin was no faster than Bayer, its only competitor back in the 1950’s. But Anacin used speed of relief first and loudly, making it their own.

Promoting a product’s benefit does not differentiate the product in a significant way. If a particular campaign doesn’t work or gets stale, you ask the agency to come up with another USP. The USP is a device, not a strategy.

I once heard a sale trainer in a room of some 300 entrepreneurs claim that you differentiated your product with an USP such as a coupon offer or a two-for-one sale. These may be USP,s but they are not differentiators in the sense of defining a position a brand can occupy in the collective minds of a group of loyal customers.

Al Ries, one of the creators of the term positioning and co-author of the book, Positioning: the Battle for Your Mind, likes to say it’s the single word that comes to mind when the brand is mentioned. For Volvo it’s “safety”. For Whole Foods it’s “organic”. For Sierra Club it’s “environment”. These words come from the essence of the brand. It begins with the corporate mission and the vision for the product. It incorporates corporate values and culture. It’s the brand story, the brand platform, the brand presence. It’s the people associated with the brand at all levels of the supply chain. It’s the leadership of the company and of the brand champions within and outside the company. And it’s the word-of-mouth and status the brand enjoys.

The USP does not normally communicate a genuine product position. There needs to be more than a benefit at the root of the brand and its position.

Lets just sat that positioning is a strategic activity and developing a unique selling proposition is a sales or advertising tactic.

Martin Jelsema
303-242-5975
 

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Branding with a USP is Short-Sighted
2. Differentiating your brand is strategic, developing an USP is tactical
3. Positioning Isn’t Dead, It’s Just Back Home
4. Tagline Panic Setting in at American Airlines?
5. Back to Basics – 3

But I’m not sure I’m serving  readers as effectively as I could be. I’d like to grow the readership of this blog> I guess everyone that blogs has the same goal, but with all the years I’ve been around, I’ve accumulated quite a bit of knowledgeSo I’d like some feedback.

Here are five branding subjects. They’re numbered 1 thru 5.

Please review the list and then find the tiny “comments” link below the blog. After signing in, just give me your feedback. Either rank the five numbers representing the topics or list the first one or two you’d like me to address.

• 1 – naming tips
• 2- branding strategies
• 3 – brand management issues
• 4 – positioning
• 5 – graphic brand representations

Of course, if there’s another topic you’d like addressed that’s not covered above, just write it down in your comment.

Helping me with this will help you and future readers get the most out of coming back for more.

Martin Jelsema
303-242-5975

Post from:

Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Naming tips – Number 14 in a series
2. Branding Basics: Step 1
3. Naming Tip: Number 47 in a Series
4. Naming Tips: Number 33 in a Series
5. Back to Basics – 2

I watch commercials with half an eye. When they’re on I’m usually doing the Sunday suduku.

So I’m not really clear about what I saw today. I know it was a hotel/motel chain called “Choice”. I never did get what they’re USP was if they had one.

But the thing that really confused me and caused me to make a note to write this blog – they signed off with the names and logos of four or five different

chains. They said something like “be sure to stop at one of our facilities and then named “Clarian”, “Quality Inn” and others I couldn’t remember even though by now I was fully attentive to their ad.

I had to go to the Choice Hotel web site to identify the other players, and to find out they had another five chains in their stable that weren’t advertised. But even on the website each brand was not differentiated from the next. Each web page was almost exactly the same for each brand.

Here’s the point: advertising five different brand names in the same commercial is really confusing. Does each brand have an identity of its own? Is this a case of egos in an acquisition orgy where the old names had to be retained to enable sales to go through? Did Choice think by retaining five chain names and advertising all five together would somehow help people think of Choice?

Or were they thinking, “If Marriott can have a stable of chains, so can we, and we can retain the unique identities of each of our acquisitions by advertising five at a time.” But Marriott differentiates between their chains. And they use the unifying Marriott name with each. And I’m not sure the way Marriott is doing it is the correct approach to differentiating one from another.

There’s a whole body of work concerning brand architecture and internal brand organizations. Because I’ve mostly concerned myself with smaller businesses, I’m not an expert on brand families and the tensions occurring within companies with multiple brand managers. But it does seem to me that what Choice Hotels is doing is not aiding any of their brands, including the Choice brand.

In fact, I’d say there really isn’t a Choice brand, just as there isn’t a prominent Proctor and Gamble brand. But Choice doesn’t understand that if you have brands in your stable, each should have its own identity differentiated from its siblings. You don’t see Proctor and Gamble promoting Tide, Era, Gain, Dreft and Cheer in the same ad.

I have a hunch that Choice is in this predicament because it’s very costly to convert the diverse facilities to a single brand, and they haven’t the budgets to advertise them separately. I would hope that in the long run they’ll convert facilities to a single nameplate, that within four or five years there’ll be a single brand that’s meaningful to their market members. I hope consumers will still give them a chance when they’ve finally gotten their act together.

Martin Jelsema
303-242-5975

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Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Branding a motel chain
2. Packaging your brand: do you give it the attention it deserves?
3. Brand the Business or Brand Its Offerings?
4. Positioning and unique selling proposition: two different concepts.
5. Is Your Tagline a Platitude?

Find a viable niche
Demonstrate your expertise in print and in person
Differentiate your business from competitors

Now that that’s out of my system, I’ll share some additional observations, opinions and suggestions.

A question of personalities.

What’s a better tack: branding the company or the founder?

I personally believe both should be “branded” in the sense that the people of the firm are the “product” the firm is offering. In my particular service category, brand consultancy, Profit does a good job of co-branding people and the firm. Scott Davis and David Aaker are both well-known authors and speakers. Aaker is probably the most quoted branding guru around. Profit encourages its directors and specialist to author articles and become guru specialists in certain aspects of branding and strategic marketing. They fill “niches”.

Now Profit goes after the big clients. But the same approach for a consultancy serving smaller clients can be powerful.

In addition to authoring articles, speaking at every occasion and belonging to niche-related associations and groups, the individual consultants can indeed become known as specialists within the firm. They are part of the team an account manager can call upon to address client problems. Even a one-person consultancy can take advantage of this approach if he/she has a competent network of specialists to call on.

When services become products

A common practice, one advocated by Anthony O. Putman in his highly-valued book, Marketing Your Services: A Step-by-Step Guide for Small Businesses and Professionals, is to “package” your services. Based upon knowledge of the needs of the market segments you serve, package your services to provide a complete solution to a problem your customer base commonly faces. Then, establish another package addressing a second problem and so on.

Incidentally, Putman’s book has been my guide book from its publication in 1990. Several other books and manuals I highly recommend to service marketers are:

All of Harry Beckwith’s books: Selling the Invisible, What Clients Love, The Invisible Touch.

C.J.Hayden’s book, Get Clients Now.

Robert Middleton’s website and his Info Guru Manual.

You’ll find other materials abound, but those above will provide a solid base for planning and action.

Building On-going Relationships

This is the key to successful consultancies. And you’ll hear the complaint from some clients that consultants are always trying to sell them something more. What’s a consultant to do?

There are three suggestions here. The first I also recommended last month, and that is to build relationships as far up the organization chart as possible. Speak to those people in strategic terms. Become a confidant.

Second, become the “auditor” or the “educator” in your particular specialty. Accountants and legal firms establish the auditor type of client relationships naturally. On-going education in HR topics and sales are particularly effective for high-turnover employee businesses. If you address a truly valuable function within the company, becoming its auditor is a source of income as well as being a way to continually interact with management.

The third area is to perform on-going research. While an audit is primarily an internal function, research, be it market, technology, competitor, best practices or industry trends, is out-going and can be highly useful to the client and profitable to the consultant. It’s helpful to create a research “product” and brand it.

While working on the Hewlett-Packard account at Tallant/Yates Advertising here in Denver (1974-1978), we conducted benchmark research every year to determine market share trends, attitudes among engineers about electronic products and advertising effectiveness. A great source of income as well as a way to maintain client relationships at the top of the ladder.

Personal experience in relationship building

I admit, I don’t pay enough attention to it. I’ve always been of the opinion that my work speaks for itself. When I end a project I always get a good reference from the client. They are pleased, but they are through with the branding process. I’ll hear from them again in a couple of years to update a brochure or to send someone a logo.

Most start-up small businesses, the niche I’ve targeted, only want a name, logo, tagline, stationery, a brochure and a website. They haven’t the funds for more even if I were to convince them of a need for more.

So what’s the answer?

Find market segments with on-going branding needs. Then develop the service packages and auditing systems they recognize they need. Then I’ll talk and write about those solutions. That’s where I’m pointing my business. It’s a challenge and an adventure.

Now go to The BrandingWire to read the responses from the other posse members. Each site is listed under the blogger’s names in the right column, or go to The BrandingWire blog site to get the overall picture before visiting the various sites. I’m sure you’ll find perspectives, many different from mine, that may be just what your business needs to develop and sustain client relationships.

Martin Jelsema
303-242-5975

Post from:

Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Branding an Internet service provider
2. This IT company needs focus
3. Branding Advice at BrandingWire
4. BrandingWire, the co-op blog, is changing
5. Naming Tips – Number 45 in a Series

Not only have they found a niche, they’ve branded their firm as the law firm for motorcycle-related legal matters.

Their name says it all: Lawyers That Ride.

Not only do the attorneys in this firm know the law and niche their practice, they are involved in the biker community. According to the commercial, they all ride. They wear leathers. They hang out with bikers at biker events. They are bonafide members of the community they serve.

They share a passion with their market, and have looked upon their market as a network of like-minded people.

We all know the lessons of the Harley-Davidson “cult”. We also know that bikers come from all occupations, cultures and backgrounds. But when they get together, they identify with one another. They have a bond and they express it and associate it with the Harley-Davidson BRAND. That’s what makes them a network first a market second.

This law firm, probably started over a beer or two at a biker’s hangout one Saturday, capitalizes on being part of the network in which they are passionate, and which values the unique services associated with legal problems of bikers.

Truly a great case of “Having your cake and eating it, too.”

And though the commercial is pretty amateurish in production values, the message comes across with impact: If you’re a biker needing a lawyer, call Lawyers That Ride. You’ll be with attorneys that know and relate to your problem.

Niche marketing means you must belong to the niche to be truly successful.

Martin Jelsema
303-242-5975
 

Post from:

Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Find your niche for long-term growth
2. A Trademark is the Narrowest View of a Brand
3. Branding for Referrals: Think Networks Instead of Markets
4. Branding Basics: Step Five
5. How important is branding for a B2B service provider?

After reading my blog be sure to visit the blogs of other BrandingWire pundits. Those links are located in the right column of this blog page, and listedagain at the end of this blog. Or you could click the image here to start at the BrandingWire home page where this month’s assignment is presented.

As I see it, this firm is having trouble defining who they are.

Their services, mostly provided through small, hourly contracts, range from 24-hour emergency problem-solving to installations, conversions and upgrades. They serve health care, non-profit, financial and retail clients.

Apparently most of their existing clients and their prospects are not used to paying for good IT services. They don’t perceive the value. As the company freely admits, they are looked upon as an “IT repair service” when their desire is to become a “business partner”.

Reading their goal of becoming a partner with their clients harkens me back to my days with IBM. That was – and still is – their modus operandi.

Building a sound business model

Now I’m getting away from the branding aspects of strategy for a moment because I believe branding needs to be based on a firm business foundation, and that the brand should then align with the business core. I would first want to develop the company structure and orientation.

Is it driven by technocrats or business/marketing people? IBM was driven by marketing and sales, particularly sales. Their sales force was trained and rewarded to be business consultants, working with client IT people and with executives within the company. They held seminars and workshops to promote (in my day) such leading edge technologies as time-sharing systems, linear programming and CAD/CAM. Sales people (called Account Managers) worked conceptually with top customer execs to develop long-range plans and systems based on ROI considerations. They wrote proposals much as a McKinsey consultant might, from a strategic platform.

Then each account had a Systems Engineer (or a crew of SE’s) to work hand in glove with client IT people to implement the systems and help with everyday problems and fixes. Also, Field Engineers were assigned to take care of hardware installation and maintenance on a contract basis.

Even in a small IT company, I believe you need evangelistic account people selling the concepts and benefits of particular system solutions. These folks need to be business oriented instead of technicians. They’ll do most of their work at executive, non-IT levels. The services themselves would then be carried out by top-notch technical people working within the customer environment with customer IT personnel to implement and then trouble-shoot as required. Now you have the basis for a partnership.

Characteristics of viable niches

You’ll need to identify a niche with three minimum characteristics:

1) It’s large enough to provide cash flow and profits for your company and your top three competitors.

2) The niche and its participants can be readily identified and approached.

3) Niche participants feel enough pain from the problems you promise to solve that they will listen and ultimately pay for a solution.

Three ways to differentiate a B2B business

If this structure is in place, you can now differentiate your service in one or more ways:

1) By industry you serve. This particular company was started serving non-profits but found they were not cash-rich. Perhaps they can specialize in retail for example. Find or educate an account rep in point-of-sale data capturing, sku tracking, trend reporting, etc.. Identify those retailers within a 100-mile radius and develop top-level relationships through seminars, association membership and regular information exchanges.

2) By application specialty. This needs to be a broad enough application to make it viable. It might be database development and mining which might appeal to marketing functions in retail, wholesale, fund-raising and medical research. Again, the spokes-evangelist must be hired and provided the technical backup to sell the concept as well as install and maintain such a system.

3) By the way you do business. Here you’re not focusing on a market niche, you’re just selling your approach to helping companies achieve their business goals through IT applications. This is harder to pull off for a smaller organization because their people probably don’t have the knowledge to meaningfully partner with prospect execs. But by focusing on, let’s say, three allied niches you might make it work.

Branding equals information dissemination

Now about branding this new, niched structure: For a service business, providing information – not just promotional literature and data sheets but knowledge prospects and customers can use to develop strategies and tactical plans – is the best way to brand the business. Becoming an expert and letting your market know it should be the main thrust. That means knowledgeable people first and informational materials second.

That doesn’t mean you ignore traditional branding elements. In addressing them, starting with a business name, I’d make sure it wasn’t too “techy”. It shouldn’t be Associated Systems Solutions, or as people will call it, ASS. Rather, the name should reflect the bigger picture. In fact, “Big Picture” might be a good name for this entity.

And of course the logo, tagline, graphic standards and trade dress will need to be compatible.

But of most importance is that the mission, vision, brand story, code of conduct and elevator pitch should be aligned and communicated to and through every single employee. In the service business, employees are really the key to your brand. They not only represent the brand, they are the brand in customer’s eyes.

Employees are the brand

This includes how they dress, how they interact with others, how they communicate enthusiasm and exhibit a helpful attitude. Oh, yes, make sure they’re competent.

It may take time to hire the right people, establish the contacts and get up to speed on the industries and applications required. You’ll need to prepare seminar curriculum and materials; join associations and standards committees; participate in industry trade shows, symposiums and conferences, and constantly publish white papers, technical briefs, trade articles and executive application descriptions.

But to become known as a specialist, the “go-to” company for (name your niche), is a lot easier, faster and less costly than to attempt to become all things to all people. Yes, I know you might have to pass up a piece of business to focus on your niche. But in the long run, the company’s reputation and position in the chosen niche will be a magnet for other niche participants. You can become the authority. You can command higher rates. You will enjoy being a big fish in a smaller pond.

All you need to do is find that viable niche, one that is not already dominated by a big fish competitor, and start to focus your business.

Read the other blogs about IT

Now: read what the other BrandingWire pundits have to say on this subject. Just click here to go to the BrandingWire web site. The individual blogs are listed and linked below”

Lewis Green

Kevin Dugan

Valeria Maltoni

Steve Woodruff

Drew McLellan

Patrick Schaber

Derrick Daye

Gavin Heaton

Becky Carroll

Olivier Blanchard

Matt Dickman

Chris Brown

Cam Beck

I hope you’ll enjoy the discussion and pick up an ideas or two in the process.

Martin Jelsema
303-242-5975

Post from:

Source of info and strongly-held opinions about branding and positioning

Branding related posts:

1. Should there be different approaches between B-2-B and B-2-C branding?
2. How important is branding for a B2B service provider?
3. BrandingWire Case Study: Opinions by the Dozen
4. Find your niche for long-term growth
5. Ramblings about Corporate Culture and Your Brand