{"id":2167,"date":"2023-09-25T11:18:00","date_gmt":"2023-09-25T16:18:00","guid":{"rendered":"https:\/\/wallacegraphics.com\/?p=2167"},"modified":"2023-09-25T11:34:48","modified_gmt":"2023-09-25T16:34:48","slug":"blake-howard-discusses-his-new-book-radically-relevant-q4-2023","status":"publish","type":"post","link":"https:\/\/wallacegraphics.com\/blake-howard-discusses-his-new-book-radically-relevant-q4-2023\/","title":{"rendered":"Radically Relevant \u2014 Q4-2023"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_spacing=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”2168″ image_size=”full” animation_type=”entrance” animation=”Fade In” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” max_width=”100%” max_width_mobile=”default”][vc_column_text]The ad industry veteran talks rebranding exercises, the importance of brand clarity, ways to govern your brand identity, and why branding doesn\u2019t have to be as complicated as we like to make it.<\/p>\n

Blake Howard says he authored his new book, Radically Relevant<\/em>, to \u201ccondense 20 years of brand strategy, as well as visual and verbal identity thinking, into a single source that could help organizations that are looking to change but aren\u2019t quite sure how.\u201d The cofounder of Matchstic, an Atlanta-based brand identity firm, Howard has spent two decades helping growing companies improve their brand identity, leading numerous brand relaunches for a wide range of clients\u2014from globally recognized brands such as Boys & Girls Clubs of America, Chick-fil-A, and Publix to ambitious start-ups looking to put themselves on the map.<\/p>\n

Radically Relevant <\/em>is meant to be a thought starter\u2014or a primer\u2014for having the confidence to move forward, and Howard\u2019s timing is impeccable. As anyone who has dipped even a toe in the marketing pool knows, the ways of communicating with customers are evolving at breakneck speed. Today, stepping into just the shallow end can feel more like leaping onto a moving train.<\/p>\n

\u201cPeople often want to make a change, but they don\u2019t know how, when, or where,\u201d Howard says. \u201cAnd because everything is changing, rebrands are probably more precious or sensitive. If you get it wrong, the world could be watching, so it feels like there\u2019s more pressure to get it right. At its core, the book is really about helping people figure out where they are and what they need to do next.\u201d<\/p>\n

If the idea of another marketing book filled with too many details to wrap your head around is a turnoff, don\u2019t fret. Howard believes that while branding can be complicated, it doesn\u2019t necessarily have to be. In fact, he believes it\u2019s often as simple as being different and being valuable. \u201cThe Radically Relevant<\/em> book is designed to simplify what can often be overly complicated and complex,\u201d Howard explains. \u201cAs a friend of mine once said, \u2018Brand people tend to overcook their omelets.\u2019\u201d<\/p>\n

After giving Radically Relevant <\/em>a read, we fired a few questions Howard\u2019s way to give you insight into what\u2019s behind the book and what you can expect to find inside.<\/p>\n

ON REBRANDING<\/h3>\n

Q:\u00a0 For a rebranding exercise, do you subscribe to building an internal \u201cbrand platform\u201d and building blocks that tell the organization what the company stands for and sounds like: mission, values, product promise, etc.?<\/h4>\n

Blake Howard:<\/strong> Absolutely. Mission, vision, and values are corporate communication tools that are different from the brand. So, when it comes to developing a brand platform, we help clients think through brand personality\u2014attributes that simply articulate how they should show up in the world. We then work on brand positioning. That means asking, \u201cCompared to a very tightly defined competitive landscape, how are we going to tell our story differently?\u201d We also create audience personas, and we work through a psychographic persona where it\u2019s more about the mindset and determining whom we are designing the brand for. We think that\u2019s absolutely essential for creating alignment inside the organization about what it is we\u2019re trying to represent out in the market. That platform then becomes an anchor before getting into subjective, creative territory such as names, visuals, or verbals.<\/p>\n

Q:\u00a0 In the book, you list the things that a brand is and is not, including that a brand is what others say about you, not what you say about yourself. Where do you see the crossover between what a company thinks it should look like, sound like, or behave like and the customer\u2019s opinion of that company?<\/h4>\n

BH:<\/strong> The two are absolutely connected. Too many people think it\u2019s only about what the company says the brand represents, and they fail to realize that it\u2019s a two-way marketplace. There\u2019s often a gap between how companies want to be known and how they are actually known. The idea is to define how you want to be known and then make strategic, tactical decisions that can make that a reality. For example, if you want to be a trusted brand, make sure you treat your design in a credible, trustworthy manner; don\u2019t go wild with your aesthetic, which could send mixed messages. Once you\u2019ve defined how you want to be known in the market, make smart decisions on how you should show up to reinforce how you want to be known and, of course, deliver on those promises. Over time, you can shrink the gap between how you want to be known and how you\u2019re actually known.<\/p>\n

Q:\u00a0 If a company does the \u201cbrand platform\u201d exercise, should their baseline be where they are in their customers\u2019 eyes now (reality) or where they want to go (be the market leader, for example)?<\/h4>\n

BH:<\/strong> Brand strategy is about defining both the ideal and the future. There\u2019s certainly a nod to the current reality of where you\u2019re coming from, because you don\u2019t want to be tone-deaf to that. However, it is also about creating signposts that point you in the right direction of where you want to ultimately head in the future. Sometimes, when a brand such as Twitter rebrands to X and is going to be this all-in-one, new platform that\u2019s going to blow our minds, it doesn\u2019t really pass the sniff test. It\u2019s maybe too far into the future, and we need some specificity. So, it is about the ideal; however, you do need to know how you\u2019re currently being perceived by consumers so that you can bread crumb and lead them along the way without jumping too far too fast. A big part of the Radically Relevant<\/em> model is based on what consumers are looking for. So, the relevant side is very much about speaking value to them, not just tooting your own horn.<\/p>\n

CREATING BUY-IN<\/h3>\n

Q:\u00a0 You write about the need to organize offerings that are meaningful to the audience, not based on internal politics. Any advice on how marketers can remove or limit the politics from these decisions?<\/h4>\n

BH:<\/strong> If it\u2019s a big enterprise, it\u2019s going to be hard to get everyone in the loop and involved, so education is a large piece, as well as making sure executives have bought in to the need for good, clear brand communications. If you have air cover from executive backing and endorsement, then you can educate and slowly change the internal culture over time. In a smaller organization, it\u2019s beneficial to bring the squeaky wheels into the fold to make sure they feel heard and understood. Slowly, through that experience you can educate them and make decisions as you go in an attempt to find a win-win. People are used to doing things a certain way, so there\u2019s definitely a change management psychology behind many internal politics.<\/p>\n

STANDING OUT FROM THE CROWD<\/h3>\n

Q:\u00a0 One of the Super Six you list in the book is Distinction\u2014standing out from the competition. Is there a fine line between examining\u2014or worrying about\u2014what the competition is doing and deciding who you are and what your brand represents?<\/h4>\n

BH:<\/strong> In the book, I say, \u201cDon\u2019t sacrifice CLARITY on the altar of DISTINCTION.\u201d First and foremost, you need to be super clear, which is a pretty basic need. Then, distinction is also important, but I think people overindex on looking at their competition and being too worried about what they\u2019re doing. Being authentic and matching the brand expression with mission, vision, and values are most important. However, distinction is key for brands that are trying to break out. Liquid Death is an example of a water brand that is completely bananas and weird, but they sure are making headway, and it\u2019s just because they\u2019re super different. I don\u2019t think they\u2019re sitting around worrying about their competition. They saw an opportunity to tell a different story through the name of the company and their visuals and, really, the theme of the entire brand.<\/p>\n

Q:\u00a0 When you do a competitor analysis for a brand you work with, how do you advise them on this topic?<\/h4>\n

BH:<\/strong> We can make decisions that best match the brand platform, and we can make decisions that maximize opportunities noticed in the market. Often, we\u2019ll see things like jargon phrases being used frequently in their marketplace, so we\u2019ll try to avoid those. Or maybe everyone is blue and red in a market, so let\u2019s explore green because one of our attributes is connected to growth and so that makes sense. From brand voice and color to the overall look and feel, we definitely leverage competitive opportunities and try to put that into the work.<\/p>\n

Q:\u00a0 You write about finding the \u201cone thing\u201d for a brand to be remembered for. This can be challenging for internal brand teams whose time is requested by various departments or product teams, for example. Any tips on how to narrow the focus when the requests are coming from all angles?<\/h4>\n

BH:<\/strong> Sometimes we do a five-year-old exercise, where you ask, \u201cWhat\u2019s the value that we provide?\u201d Someone may respond with, \u201cWe provide high-quality e-commerce solutions.\u201d The trick is to keep asking, \u201cWhy?\u201d (like a five-year-old would) to get to a simpler version of the story. What I like about this exercise is that it elevates above individual products, features, or campaigns, and it gets to this higher level of \u201cWhy do we actually exist?\u201d<\/p>\n

Q:\u00a0 Two of the categories that determine a Radically Relevant<\/em> brand are Attraction and Devotion. Today, brands attempt to align (and share) their values with the perceived opinions and values of their audience. Do you see this trend continuing?<\/h4>\n

BH:<\/strong> It depends on the brand and the organization. Unfortunately, there isn\u2019t a one-size-fits-all approach. It\u2019s mostly based on your audience\u2014who they are and what they want. If it\u2019s a nonprofit that is working on global sustainability, their audience is going to really care about the mission of the nonprofits they support, their belief systems, and their point of view on broader topics than just their mission as an organization. At that point, it makes sense to extend and share your values. But when it comes to consumer brands, I do think that\u2019s a bit of a trend. I think people have responded to the events of the last five years, and many brands have tried to capitalize on trends that are mostly polarizing political topics, but they\u2019re choosing a side so that they can cash in on it. People are starting to smell the inauthenticity there and the virtue signaling, which is a big turnoff. When it adds value and is relevant to whatever your value proposition is, it\u2019s great to be authentic and share your belief systems, but when it\u2019s irrelevant to the value you provide, it\u2019s off-putting. It\u2019s also difficult because a brand is not a one-dimensional, single person\u2014a brand is often made up of and supported by hundreds of people internally. So, to pick a side is challenging for employees and for teams. Individuals have opinions; brands don\u2019t always have to. That doesn\u2019t have to mean brands are insensitive, but they should be more critical about what\u2019s authentic and what\u2019s simply opportunistic.<\/p>\n

BRAND GUIDELINES<\/h3>\n

Q:\u00a0 The book discusses the clever idea of appointing a governor of the brand who acts as a source, not the police. What brands have implemented this, and how has it worked?<\/h4>\n

BH:<\/strong> Publix is where I first got this idea. They have 60+ people on their in-house creative services team, with multiple creative directors. We worked with the executive creative director to help put together brand guidelines, and his posture was to not give a bunch of dos and don\u2019ts and paint a picture of what\u2019s wrong, but to let the brand guidelines act as inspiration instead\u2014to be a source to reference what works best. We ended up presenting everything that was the bright spot of how the brand should come together. I always liked that it was really more about inspiration and less about policing. They also do monthly huddles and reviews where teams share creative work and talk about it, so that is a chance to get inspired about what\u2019s working best. Chick-fil-A also does monthly and quarterly \u201cbrand schools\u201d where they share work and discuss what\u2019s working best. That\u2019s another example of being a great source of inspiration instead of being an auditor looking to catch someone making a mistake.<\/p>\n

Q:\u00a0 Every brand has visual guidelines, templates, and fonts, but tone of voice can be challenging to govern with numerous individuals speaking on behalf of the brand\u2014copywriters, HR, social media, agencies, sales reps, and, in some cases, even brand store employees. How do you recommend constructing the brand voice?<\/h4>\n

BH:<\/strong> It\u2019s a matter of knowing the cultural reality of the organization and understanding where your consumers or customers are coming from. If it\u2019s a tech business that offers solutions in a high-stress environment, having a fluffy, soft voice is not sensitive to where your customers are coming from. It\u2019s three parts: being authentic to the company, understanding where your customer is coming from, and understanding the competitive landscape. There\u2019s often a huge opportunity to define your brand voice in a unique way based on avoiding certain slogans, tropes, and jargon used in your industry. There are a number of ways to construct a brand voice, but we tend to use brand attributes made up of really simple adjectives, and then we define those in a way that makes sense tonally and from a writing or tactical perspective. If we want to be bold, we\u2019ll use short, pithy phrases for headlines. If we\u2019re approachable, we try to write at a fifth-grade level and make it plainspoken and down-to-earth. Another approach is to create a brand archetype, like we are \u201cthe Explorer\u201d or \u201cthe Bright-Hearted Host.\u201d Those can be a little more ethereal and harder to write from, but that process can work as well.<\/p>\n

Q:\u00a0 Finally, you write about the importance of regular brand \u201ccheckups.\u201d How do good brands implement this action?<\/h4>\n

BH:<\/strong> I think \u201cbrand school\u201d is great, and Loom videos or other recorded training videos of someone going through the vision of the brand are an easy way to implement that. Regardless of how it\u2019s done, an orientation or brand school at the right rhythm is important, and creative summits like the Publix example are key for sharing and realigning on brand vision.[\/vc_column_text][image_with_animation image_url=”2172″ image_size=”full” animation_type=”entrance” animation=”Fade In” hover_animation=”none” alignment=”center” border_radius=”none” box_shadow=”none” image_loading=”default” max_width=”custom” max_width_custom=”800px”][vc_column_text]This article originally appeared in FULL CIRCLE as syndicated content and is subject to copyright protections. <\/em>All rights reserved. Image(s) used under license from Shutterstock.[\/vc_column_text][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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