How Brands Are Built

Today's episode features a rare repeat guest: none other than David Aaker, Professor Emeritus at the Haas School of Business, UC Berkeley, Vice-Chair at Prophet, a global marketing and branding consultancy, and prolific author of books and articles about branding.

Last time David was on the podcast, we talked about two of his books, Aaker on Branding, 20 Principles that Drive Success, and Creating Signature Stories. We also talked at length about his brand vision model. If you're interested in hearing that longer conversation with "the Father of Modern Branding," go take a listen.

This time, we're talking about David's newest book, Owning Game-Changing Subcategories: Uncommon Growth in the Digital Age. The premise of the book is that the only way for a business or brand to grow (with rare exceptions) is "to create or find 'must haves' that define whole new subcategories that can attract a loyal customer following."

During the conversation, David explains where he got the idea for the book, what he means by terms like "game-changing subcategory" and "must haves," and how digital has changed everything. He also illustrates his ideas through examples like Dollar Shave Club, Apple, and Airbnb. At the end of the conversation, David provides one final piece of advice to business owners and brand managers:

"Look for opportunities to create subcategory platforms—new ways [of] looking at what the customer is using and their relationship with the brand. And when you see one, think long and hard before you turn your back on it. ... Take some risks and make some investments, make some commitments. Because that's really the only way to grow."

Generally, I try to make the How Brands Are Built podcast evergreen. I want listeners to be able to go back any old episode and find that the conversation—whether it's with a namer, a strategist, an author, or some other branding professional—is still relevant.

But this episode is different. It's April, 2020, and we're in the midst of the COVID-19 pandemic. To say the least, it's been disruptive. (And not in the cool, buzzwordy kind of way.) Early on in the crisis, I read news of Zoom making conference calls free for K–12 schools, grocery stores creating special shopping hours for more vulnerable populations, and The New York Times taking down its paywall for all coronavirus-related coverage. I started keeping track of how companies were pitching in, and created an Instagram post highlighting six approaches, with an example for each.

Shortly thereafter, I started seeing similar content, including a blog post from Character, titled "A Brand's Responsibility In Times of Crisis." I wanted to talk a bit more about how brands are reacting, so I reached out to the authors, Lauren Wong, Associate Strategy Director, and Myra El-Bayoumi, Head of Strategy. (Myra's name may sound familiar—she was a guest on the podcast last season.) Lauren and Myra graciously agreed to hop on Zoom for a quick, impromptu chat about what brands can do, should do, and in some cases, should avoid doing, in times of crisis.

For the second mini episode of the podcast, I'm talking to Brad Flowers, founding partner of Bullhorn, a marketing company in Lexington, Kentucky. Brad is also the author of a new book entitled, The Naming Book: 5 steps to creating brand and product names that sell.

Regular listeners know that naming is an area of focus for me, so when I heard about Brad's book, I couldn't want to read it and ask him a few questions.

We started out talking about how there aren't too many books about naming out there (here's a list, which now includes Brad's). Brad wrote his book because he'd had trouble early in his career finding something that documented a replicable process for his team. The five steps Brad recommends are:

1. Establishing Criteria
2. Brainstorming
3. Compiling Names
4. Expanding Your Knowledge
5. Deciding on the Final Name

Within each step, Brad includes short worksheets and exercises. One that I especially like comes right at the beginning, when he asks readers to pick any three brand names and post-rationalize where the names came from. Brad says it "gives someone the opportunity to take a step back and start to just recognize the names that exist and how they're working, so that when you start to think about your name, you can understand that while Apple seems like a great name, on day one it felt like a really risky, and probably a pretty dumb name, really."

We rounded out the conversation talking about the benefits of sometimes going "off brief," how to ask other people their opinion on name ideas, and Brad's favorite naming story (involving his five-year-old son).

To learn more about The Naming Book, visit thenamingbook.com. It's available now on Amazon, Barnes & Noble, and IndieBound.org. To learn more about Brad and Bullhorn, visit BullhornCreative.com, or find them on social media.

This is the first of several "mini episodes" of How Brands Are Built. Hopefully, you saw this mentioned on social media or in the newsletter: between now and the next season (TBA), I'll release a few short episodes on a range of topics—no consistent through-line, just some interesting, snack-sized branding content.

I reached out on Instagram, Twitter, LinkedIn, and Facebook asking for feedback on which mini episodes would be most interesting or useful. If you're one of the many people who weighed in, thank you! And now that the results are in, I'm happy to share this first mini episode, all about careers in branding.

I've spent some time reviewing interviews from the past two seasons, looking at the advice guests gave, and grouping them into themes. I've boiled it down to six pieces of advice broken out across three categories:

Category 1: Where you work

1. Surround yourself with good people—it's more important than getting to work on cool, big brands, especially when you're just getting started. And it might mean starting out at a smaller agency, where you could have more exposure to clients and experienced coworkers.

Category 2: How you work

1. Master the basics, such as running an interview, presenting, and writing, as well as gaining a basic understanding of how business works.
2. Pick a lane; for example, research or analytics.
3. See the big picture—always think about the problem you're trying to solve for the client. Know that saying, "To a hammer, every problem looks like a nail"? Don't be a hammer.

Category 3: Why you work

1. Get out there—experience new things
2. Enjoy what you do

This episode goes into more detail on each of the six pieces of advice, with clips, quotes, and insights from interviews with:

• Jeremy Miller of Sticky Branding
• Ken Pasternak of Two by Four
• Fabian Geyrhalter of FINIEN
• Caren Williams, independent brand consultant
• Dennis Hahn of Liquid Agency
• Ana Andjelic, strategy executive and doctor of sociology
• Alan Brew of BrandingBusiness
• Myra El-Bayoumi of Character
• Denise Lee Yohn, author of What Great Brands Do and Fusion
• Tim Riches of Principals
• Erminio Putignano of PUSH Collective
• Allen Adamson of Metaforce
• Gareth Kay of Chapter
• Adam Morgan of eatbigfish
• Laura Ries of Ries & Ries
• Marty Neumeier of Liquid Agency (and author of Brand Gap and Zag)
• David Aaker of Prophet (and author of Building Strong Brands and Brand Portfolio Strategy)

Season three of the podcast featured my most wide-ranging conversations yet. I talked to guests about topics such as naming, social influence, and fusing brand and culture. Like last season, I talked to a mix of popular authors and speakers, like Jeremy Miller and Denise Lee Yohn, as well as some people I've worked with closely at agencies like Interbrand, Siegel+Gale, and BrandingBusiness. Thank you to all my guests this season:

• Jeremy Miller, founder of Sticky Branding; author of Sticky Branding and Brand New Name
• Ken Pasternak, president of Two by Four (formerly president and COO of Marshall Strategy)
• Fabian Geyrhalter, principal and founder of FINIEN; author of How to Launch a Brand and Bigger Than This
• Caren Williams, independent brand consultant
• Dennis Hahn, Chief Strategy Officer at Liquid Agency
• Ana Andjelic, strategy executive; PhD in sociology
• Alan Brew, founding partner at BrandingBusiness
• Myra El-Bayoumi, strategy director at Character
• Denise Lee Yohn, brand leadership expert; author of What Great Brands Do and Fusion

Thank you, too, for listening, sharing your thoughts, following along the website, social media, and the newsletter. The theme of this season, broadly speaking, was brand experience. In this wrap-up episode, I walk through what a brand experience is and how to create or improve one. First off, how should we define brand experience? About a year ago, before this season started, I posted the following definition: "The totality of all sensations, feelings, thoughts, and actions evoked by a brand." That pretty much aligns with other definitions I've seen from the likes of Marty Neumeier. (His, from The Dictionary of Brand, is "All the interactions people have with a product, service, or organization.") The episode kicks off with Ken Pasternak and Caren Williams each going into detail on how they think about brand experience. Next, we get to the four steps for creating (or strengthening) a brand experience. Sounds simple, but each step requires some serious work. In the episode, each step is fleshed out and supported with audio clips from the season's interviews. Four steps to create or improve a brand experience

1. Get the brand strategy right (should a strategy platform include experience principles?)
2. Outline the context within which the brand will be experienced (e.g., customer journey mapping)
3. Brainstorm ideas for the brand experience (often takes place in a collaborative work session with the client)
4. Implement, measure, and modify (organize ideas by impact/effort, mock up or prototype ideas, and always be iterating)

To learn more about brand experience and the guests from season three, listen to each full episode or read transcripts on HowBrandsAreBuilt.com. You'll also find a growing list of books recommended by guests this season and last. Thanks again, especially to those of you who've subscribed, left a rating or review, or connected on social media. If you haven't done those things already, please do-I really appreciate the support!

My final guest for season three of the podcast is Denise Lee Yohn, author of the bestseller, What Great Brands Do: The Seven Brand-Building Principles that Separate the Best from the Rest. She's also an in-demand keynote speaker, and has appeared on CNBC, Fox Business, NPR, and in the Wall Street Journal discussing business and branding issues. Denise cut her teeth in lead strategy roles for the advertising agencies behind campaigns for Burger King and Land Rover, and has held client-side positions at Jack In The Box and Sony. On this episode, Denise and I talk about the relationship between brand and business, why it's important to "sweat the small stuff," brand experience versus employee experience, and her latest book, Fusion: How Integrating Brand and Culture Powers the World's Greatest Companies. I kicked off the conversation with a question about the relationship between brand and business, something I've been interested in since writing an article on the topic for The Guardian in 2014. Denise and I agree that business leaders need to stop thinking of brand and business (or brand strategy and business strategy, at least) as two separate things. They are "one and the same," to use Denise's words. Next, we talked about one of the seven "brand-building principles" from her book, What Great Brands Do. According to the book, great brands "Sweat the Small Stuff." Denise explains that the process she recommends for achieving this goal and introduces one of the free tools she's created, the Brand Touchpoint Wheel. Later in the conversation, Denise and I talked about her latest book, Fusion, which explores the relationship between culture and brand. While she does not recommend creating employer brand platforms (partly because they create an unnecessary divide between the external and internal-facing brand), she does recommend working on the employee experience using a similar approach to that used for customer brand experience. The Brand Touchpoint Wheel can again prove useful when working on the employee experience, as can another tool Denise offers, the Employee Experience Architecture Framework. As usual, we wrapped up the conversation with Denise's book recommendations and advice for junior/aspiring branding professionals. You won't want to miss it! To learn more about Denise, visit deniseleeyohn.com. On her site, you'll find information about her books, speaking engagements, and consulting practice, as well as her blog, and more free, downloadable tools like the ones we mentioned in our conversation. You can also find and follow Denise on Twitter, Facebook, LinkedIn, or YouTube.

My guest on today's episode is Myra El-Bayoumi, Strategy Director at Character, a branding and design studio with offices in New York and San Francisco. Before Character, Myra held senior strategy positions at Landor, Siegel+Gale, and Interbrand (which is where I met her). Myra also holds an MBA from the University of Toronto Rotman School of Management. Given Myra's experience, I wanted to get her perspective on the similarities and differences in brand strategy approach, philosophy, and deliverables among top-tier brand consulting firms. She has a lot of respect for her prior firms, but admits she's biased toward Character now that she's leading their strategy efforts. She says she's "better equipped to see the value of a place like Character because [she] grew up in the big shops," and that differences at Character include more flexibility, the ability to "blow up our process in service of solving" the client's problems, and speed. Myra describes the Character approach to brand strategy as arriving at answers to two key questions:

• Why did this brand exist, beyond to make money?
• Why should the world choose this brand?

The second question should be answered in a way that's relevant in today's culture but also "evergreen for the future." This link between the brand strategy and cultural trends is equally applicable for B2B brands, Myra says, citing the example of UberConference (a product of Dialpad, a Character client). "One of the examples of a B2B brand that we worked with, who I actually think does the brand experience thing pretty well is Dialpad. You might not know Dialpad, but you probably know UberConference, which is one of their products, and UberConference has that famous hold music. That's an example-and we didn't create that, so I won't take any credit for it-but we know those people now and we know how well that hold music-what it says, the sound of it, and the fact that it exists in the first place-represent the spirit and the DNA of who that company is." I asked Myra what components she thinks are necessary in a brand platform. She says purpose is critical, but that values and personality traits "lack precision, focus, clarity, and sharpness." We got into an interesting conversation about whether personality belongs within a brand strategy platform or should be removed, allowing design principles or voice principles to play a similar role, but "outside" of the brand platform. We wrapped up by talking about a brand Myra thinks is doing "pretty much everyhing right" (Billie) and a book she recommends (Mating in Captivity) even though "it has nothing to do with branding. It just has to do with humans." To learn more about Myra, visit the Character website.

Alan Brew has been in branding since 1985. In this, episode he takes us back to that year to explain how he got into the industry and what he's seen change since then. Along the way, he's worked with clients like Chevron, Elsevier, Tech Data, Royal Bank of Canada, Delta Airlines, and Huawei, as well as a number of startups and small-to-medium businesses. Now a founding partner at BrandingBusiness in Southern California, Alan's career has also included roles at Landor, Addison, and Siegel+Gale. Alan and I met at that last one: Siegel+Gale. I was lowest man on the totem pole (I think that may have actually been my title) when Alan came in as Managing Director of the LA office. I remember an early meeting with Alan. We were in a full conference room with lots of smart strategists and designers sitting around the table. I was used to being a fly on the wall for meetings like this-maybe just taking notes or waiting for some marching orders. I can't remember what the meeting was about or what we were trying to decide, but I remember, vividly, Alan turning to me and asking my opinion on the matter at hand. Now, maybe Alan just didn't know how unimportant I was, but I took it as something else: To me, it was a recognition that my point of view had value, hierarchy be damned. That moment stuck with me, and shortly after Alan left, I followed him to his next agency and joined his strategy team. I wanted to get Alan talking about his early days in the industry, including the origin of "global brands," the first time he saw the book Positioning, the age of the corporate narrative, and a fateful dinner meeting with Walter Landor, back in 1985. Next, we talked about a proprietary tool at BrandingBusiness, the Brand Performance Platform. "The Brand Performance Platform is a databased research program that produces analytics, metrics, for evaluating brands on ... awareness, consideration, preference, and purchase intent-the classic sales funnel," says Alan. "But we can put metrics against those elements and look at where a company is succeeding or where a brand is succeeding. ... We can, on those four metrics, create an index, which we call the Brand Performance Platform, and say, 'This is your index and this is how you increase it,' and we can correlate that increase to revenue performance." Afterward, we got into an interesting conversation about "corporate narrative," which Alan think of as an evolution of positioning. We talked about storytelling and content creation, with Alan explaining that brand strategy has "become more of a fungible externalized set of strategic components rather than just this inert strategic document that lives on somebody's shelf." Lastly, Alan shared some favorite brands (Amazon and Subaru) and recommended some non-business books and authors he recommends every brand strategist and businessperson reads: Dickens, Michael Lewis (including The Undoing Project), Man's Search for Meaning, and The Economist. To learn more about Alan, visit BrandingBusiness, where you can learn about his agency, read his bio, and see many of his blog posts. Speaking of blogs, you should also check out Alan's blog about brand naming: Namedroppings. You can also follow Alan on Twitter.

Ana Andjelic is a strategy executive with wide-ranging experience on the agency and client sides. Recent roles include Chief Brand Officer at fashion retailer Rebecca Minkoff and SVP, Global Strategy Director at Havas LuxHub. Past agency experience includes time at Droga5, HUGE, The Barbarian Group, and Razorfish. Ana also has a PhD in sociology and has published dozens of articles about luxury and fashion branding, the experience economy, social influence, content strategy, and more. Her writing has been published in The Guardian, Fast Company, AdAge, Adweek, LeanLuxe, Luxury Daily, Glossy, Campaign, and Form Design Magazine. In 2018, she was listed by Forbes as one of the top 50 Chief Marketers in 2018 who "serve as models of a new, emerging and disruptive chief marketer." She's been recognized as one of the "Luxury Women to Watch" by Luxury Daily and one of the top 10 digital strategists by The Guardian. I kicked things off by asking Ana about her PhD-why she chose to pursue it and how it's impacted her career. Then we talked about a term she writes about "social currency." I asked what it means and why it's important. Next, we talked about how she defines "brand experience" and what brands should do to create compelling brand experiences and social influence. Ana says, "These days, the strength of the brand is how successfully it can defy the strength of the algorithm." To do so, she suggests brands must exhibit at least one of her 4 Cs of the modern brand:

1. Community
2. Content
3. Curation
4. Collaborations

Throughout the interview, Ana lists quite a few brands she's interested in because they're "trying something new," including GOOP, Casper, Net-a-Porter, The Upper House (a luxury hotel in Hong Kong), Rapha (cycling clothing and accessories), Tracksmith (running gear), Away (luggage), Glossier, and MUJI. Wrapping up the conversation, I asked Ana for book recommendations. She likes Value Proposition Design (by the authors of Business Model Generation), This is Service Design Thinking, and a series called Brand. Balance., which she describes as "little booklets [that explore] what iconic brands have done right ... a deep dive into the brand aesthetics, identity, and then the brand expression." She also recommends books in the field of behavioral economics, such as those by Daniel Kahneman, Amos Tversky, and Bruno Latour. Lastly, Ana offered some advice to young and/or junior people in branding and marketing: "I overall believe that people need to think more. They're too trusting of ideas-they just adopt ideas without critical thinking. Whatever can inspire junior people, or advance their critical thinking ... I would advise that. And then, ... I cannot underscore [enough] the importance of observation and being very aware that one's own perspective is limited. So, that means travel, expose yourself to other cultures, observe how people behave, observe obstacles, how they overcome obstacles in their behavior, and just be very open." To learn more about Ana, visit her website or find her on Medium, LinkedIn, Twitter, Instagram, or Facebook.

Dennis Hahn is Chief Strategy Officer at Liquid Agency, a brand experience, strategy, marketing, and design agency with offices in San Jose, Portland, and New York. Dennis is responsible for the methodologies Liquid uses to address the strategic challenges of clients like John Deere, HP, Microsoft, Motorola, Nasdaq, PayPal, and Walmart. During the episode, you'll hear us reference a 2013 video of Dennis talking about brand experience, in which he says, "To activate your brand, you really first have to understand what the brand stands for. So, understanding the brand's meaning is a vital component of that. Once you've figured that out, then you can use the brand strategy as a filter for thinking about the different dimensions of the experience. And those dimensions can go into different areas, such as the digital experience, or the experience with employees, or the product experience, or even the service." Dennis and I discussed the dimensions of brand experience he mentions in the video, as wells as Liquid's approach to creating a brand experience for clients, which includes a proprietary workshop approach they call "Swarming." Dennis describes Swarms as follows: "Swarming is our workshop methodology, essentially. It's designed to attack a problem from a number of angles and unleashing the power of simultaneous collaboration between agencies and clients. It's really a co-creation model, and that's where we use the design thinking and lean startup principles to guide clients through that co-creation process." We also spent some time talking about a related concept Liquid focuses on these days, brand culture, which Dennis says is "the best possible relationship that a brand can have with its customers and employees." To learn more about Dennis, visit the Liquid site, where you can find his bio, some blog posts he's written, and more information about the agency and its approach.