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Brand Consultancies, Do This

Four years ago, I wrote the article, Branding Needs Rebranding. In hindsight, the title was a tad misleading because it covered the lack of differentiation and delivery between brand consultancies, it was not an indictment of the entirety of branding. I argued, branding is largely premised on differentiation, so shouldn’t the consultancies be different?

Today, the processes and methodologies of branding and rebranding from consultancies remain the same. Meanwhile, many of the larger consultancies have undergone different kinds of change. Prominent ones have left poor-performing markets and shuttered practice areas where margins grew slim.

Those under the large holding companies have been grouped together for synergies, more on the cost side, than revenue growth. This cycle of consolidation and rationalization is nothing new in the larger communications industry, but it could be less severe or avoided…more on that in a bit.

Let’s set the stage by looking back. Prior to 2000, branding was a nascent practice and profession. Then it exploded. Books, conferences, job titles, and businesses sprung up around brand. The sad fact is, “brand” became a buzzword and consultancies focused on building repeatable processes and methodologies, creating an uninspired assembly line of parity. Brand became ubiquitous but lost its edge.

Same Process, Same Result
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