> BRAND IS BUSINESS STRATEGY, NOT SURFACE-LEVEL FLUFF There’s a recurring frustration among brand leaders: the misperception that brand equals "colors and logos." That branding isn’t "real work." "We need to keep re-educating people: the logo is tactical. Brand is who we are. It’s the trust we’ve earned, the market position we hold, the reason customers pay more for us.” To overcome this, rebels come armed with evidence. Lifetime value of customers. Share of search. Voice of customer insights. Application volumes for recruitment. Trade show footfall. Pricing resilience. Churn data. These metrics speak the language of growth and market share, and they are born from strong brand equity. THE POWER OF EMPLOYER BRAND: YOUR PEOPLE ARE THE MESSAGE Many changemakers discovered that internal brand alignment didn’t just help with executive buy-in but made recruiting and retention measurably stronger. Especially in competitive markets or post-merger environments, a weakened employer brand becomes painfully visible in application rates and employee engagement. Rebels build internal belief by including employees from the beginning, running global workshops, integrating feedback loops, and empowering teams as brand ambassadors. When people help shape the brand, they’re far more likely to share it, defend it, and live it. In some countries, organizations operate with an ethos of humility. That’s often a strength. But it can become a handicap when it means great stories go untold, or bold positions are watered down out of fear of overpromising. HUMBLE DOESN'T HAVE TO MEAN INVISIBLE As one leader said, "We’re the biggest renewable energy producer in Europe— and no one knows it.
We were 97% renewable but scared to call ourselves ‘leaders’ because it wasn’t 100%." In a world where fossil fuel companies claim to be green leaders based on 3% of their portfolio, brand rebels must give their businesses the confidence to show up. Authenticity and ambition are not mutually exclusive. You can be honest about the journey and proud of the destination at the same time. SETTING BRAND ASPIRATION One of the most powerful insights shared was regarding brand leadership in defining an aspiration so compelling that it both motivates and mobilizes not just the market, but your own people. This aspiration isn’t about perfection. It’s about setting a clear standard of intent; a benchmark that challenges your organization to rise, stretch, and grow. Aspiration also creates accountability. It unites teams under a shared vision and gives every action—from hiring and R&D, to investor communications—a cohesive, strategic North Star. THE CHANGEMAKER'S BURDEN—AND OPPORTUNITY There was a collective sense in the discussion that brand leaders today spend too much time justifying their existence. That the discipline has a brand problem of its own. "Wouldn’t it be nice if proving the value of what we do wasn’t 50% of the job?" Until then, we do the hard work. We gather the data. We build the story. We show up to every round of stakeholder meetings with clarity, confidence, and a bit of cunning. Because if you’re reading this, you’re likely a changemaker too. You know that brand isn’t fluff. It’s a force. And when used well, it can move businesses, and people, toward something greater.
Issue 3 - Brandpie Energy 13
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