Does this dilemma sound familiar to you?
I just spoke with a prospective client whose business has more than quadrupled in recent years, and even the leadership and staff are confused as to what the business stands for.
Funny thing, while leaders are sometimes able to keep the mission and identity of their companies strong as they grow (think Nike and Virgin Atlantic), most companies drift as they grow beyond the “mom-and-pop” stage.
What should my client do?
Well, the first step is to go back to square one and review the organization’s strengths, weaknesses, opportunities and threats (SWOT analysis). Also review the marketplace and competition so that they can identify their core competencies and eventually come up with a positioning statement.
As a reminder, that’s the one thing we want people to remember about you if they can only remember one thing.
That rational argument will be the beginning of a brand which then needs to be developed.
That doesn’t simply mean coming up with a tagline and logo. It needs to be incorporated into everything the client does.
Oftentimes the essence of the positioning (and brand) is simple. If we position the company or practice as “friendly and fast,” management can constantly remind staff about the mission, and ensure that they are delivering on it.
For more about branding and positioning, see this article http://www.healthcaresuccess.com/articles/branding.html