How do brands keep improving? If you’re already a market leader, where should you expend your energies to future-proof your business? A lot of the advice we read in the business press focuses on weaknesses and vulnerabilities and what needs to be fixed and updated. But if highlighting what isn’t working doesn’t work for your brand culture, maybe take your cues from the strengths movement and focus on further improving where you already shine.
This approach works particularly well with upbeat cultures that value performance and achievement. If motivation is already strong, talking about what hasn’t happened will only serve to dampen energy levels. Instead, I suggest you concentrate on your recognized organizational capabilities and look for ways to elevate these to new levels of proficiency.
Here are six areas in which you can lead your brand from strength to strength:
1. Product strengths – if you already have a distinctive and highly respected offering, use that kudos to your advantage. A lot of brands still focus on the technical supremacy of what they are doing. They bang the “quality” drum. There’s no point in doing that – it just draws you into a features war. Instead, use success to position your brand as the authority in the space. Seek trust supremacy. It’s harder to counter. By driving thought leadership in the sector, and presenting the success of your products as proof of that leadership and the difference you have made for your customers, you can look to shift market perceptions and consumer inclinations in your favour. Make your products the proof and the expression of what you think rather than the other way round.
2. Channel strengths – if you are readily available now, use that accessibility to your advantage. Be the easiest brand to buy. Look for ways to increase the range and volume of encounters that people have with you in the channels they know. If the problem is over-familiarity, perhaps look for ways to access new channels or markets that will help consumers see what you offer in new, even unexpected, contexts. The risk here of course is incongruity – your brand quite literally looks out of place. But done well, a change in venue can help change not only where people see you but how they value you. Where could you be that others aren’t? And why would you prosper being seen there when others wouldn’t?
3. Competitive strengths – if you have high-performing teams that thrive on bettering their rivals, use how you compete, who you compete against and the collective appetite for competitiveness to your advantage. Raise the bar by setting an outrageous vision for the brand and challenge your people to make it happen. Don’t present this as a new goal. Rather, explain it as a resetting of the horizon and communicate why you need to make this journey now. The critical balancing act is to temper ambition with support, so that teams agree on what needs doing and move forward together rather than looking to discard the individuals they perceive as the weakest links. Clear targets and communication of achievements need to be backed by training, recognition, resourcing and opportunities to collaborate that help people feel what is being asked for is do-able, desirable and achievable. Then expect your people to perform, and hold them accountable to agreed targets. In today’s market, powerful brands harness their energy from the inside and use it to out-pace and out-muscle others who are lethargic or complacent.