Brand for best change
The kind of change we’re talking about starts outside the brand. Put simply, it reframes how buyers think, so they can make different and better decisions. Take Salesforce. It wasn’t always the CRM juggernaut it is today. To get people to take them seriously as an alternative to SAP and Oracle, they first had to get buyers to question the very notion of on-premise software.
So a change strategy needs to begin with identifying key gaps in the market, and unique strengths and assets that qualify you to meet them. For our client Veracode, the blind spot was a readiness gap—applications are a major security threat, but Chief Information Security Officers are not making that an investment priority.
Once we define the desired change, we develop a relevant, higher-level brand role. Think of this as the change-oriented mission you want to rally people behind. PJA’s Unconventionals guest, GE, has been reinventing itself around its industrial core. As they pivot, much of their corporate marketing is aiming for big, cultural change: getting people excited about science and technology.
Find the change makers
To deliver change, it’s important to engage the “crazies”—the people who can make the biggest difference for your brand. This certainly includes customers and employees, but also like-minded buyers and influencers who share your vision. In our experience, the crazies are those few people—typically only about 30% of a market—who are most open to change. For Red Hat, we created a content community called The Enterprisers Project , co-created with “enterprisers”—CIOs who share a powerful belief that their role is to harness technology infrastructure as a driver of business innovation.
When we work together, we’ll challenge you to find the change your brand can drive that best helps you achieve your marketing and business objectives—and to think of your brand’s highest purpose as the key to delivering that change.