If Your Brand Was a Person

Still, what type of person would it be? How would it act, what it would look like? More importantly would its value be solely determined by how numerous people knew of it? These questions are at the heart of branding and the value of branding, If your brand was a person.


Branding is typically defined as” conditioning that increase a implicit guests capability to identify ( fete or recall) the brand, within the order, brand distribution  in sufficient detail to make a purchase” (Advertising & Promotion Management, 2007). This standard description would mandate that large established brands similar as British Airways or Mercedes Benz, with high degrees of mindfulness and recognition, have little need for imprinting online.

The reality is that branding isn’t solely about mindfulness but association. Like a person, a brand isn’t defined solely by its position of recognition but defined by crucial attributes similar as its tone of voice and character. In an terrain where social networking and word of mouth are getting decreasingly influential, shaping and impacting the way brands are associated has noway been so important. The part of branding is also to” associate the brand to specific emotional and cognitive attributes, leading to an increase in sentiment, commerce and purchase consideration”.


Before this decade me and the other two launching mates of Web Liquid had the responsibility of developing British Airways’online media strategy and capabilities. The airline aimed to come a colonist in the online space; feting the marketable benefits handed by the online channel from a distribution, cost of trade and brand positioning perspective. In August 2000 the airline blazoned it was to change the structure of commissions paid to travel agents. Prior to that decision, British Airways gave trip agents 7 of the ticket price as commission, an expenditure of nearly£ 300m a time. It was a bold move considering trip agents reckoned for 85 of deals, with online contributing a bare 1 of total deals. For the coming three times the airline embarked in an aggressive online marketing program, aimed at driving channel shift and growing the operation of its new flagship pointba.com. At the heart of its online dispatches and accession strategy was the conception of invention. British Airways honored that the online channel wasn’t purely a distribution or deals channel but a channel in which its brand would live permanently. While the airline could have concentrated their online marketing investment on politic direct response programs, it invested heavily in imprinting online. We did not assume its brand heritage or high position of brand mindfulness would organically transfer online.

The case for online branding can occasionally be challenging in a marketable terrain concentrated on maximizing profit and immediate return on investment from advertising investments. While the value of branding is honored, it’s generally ignored. Lets examine some of the questions raised when considering imprinting online.


  1. My brand formerly has veritably high situations of mindfulness and consideration. Why should I investment in imprinting online? Unfortunately mindfulness and consideration aren’t perpetual, they change and come susceptible to change 1) relative to the larger terrain in which the brand operates in and 2) the client experience with the brand. Likewise, while consumers don’t view brands different online or offline, the translucency of prices and content online can challenge the birth perception and mindfulness of the brand.
  2. Measuring imprinting online is grueling. How can I demonstrate return from my investment? Measuring the qualitative impact of brand advertising can be achieved by using proven traditional methodologies. To insulate the impact of online advertising an exposed/ control methodology is used to measure increases in crucial criteria similar as 1) purchase intent, 2) brand favorability, 3) communication association and 4) brand mindfulness.