• The lone designer approach
• The internal community approach
• The open community approach
Each of these approaches has strengths and weaknesses, and they can also be mashed up into a hybrid that better suits the culture of your organization.
The Lone Designer Approach
Are you a small organization or an organization of one? Perhaps you are attempting to position a website or simply get a small company off the ground on a foundation of solid positioning. If you found during the research phase that you were doing most of the work yourself and don’t want or can’t afford to bring others into the positioning process, you may be a good candidate for the lone designer approach.
The lone designer approach is exactly what it sounds like: a positioning process run by one person alone or by a very small group. The advantage of this approach is that you have complete control over the process. You won’t have to spend much time arguing with others over the exact words in your brand mantra; you won’t need to conduct time-consuming collaboration sessions; and you will only go down rat holes of your own choosing. The lone designer approach can be very efficient and is the least resource-intensive of the three approaches.
The downside of the lone designer approach is that it gives you no head start on rolling out your positioning to your brand community. By making your positioning process a black box and revealing only the finished product, you are taking some risks. First, the positioning you design might not resonate or, worse, might be ignored because you didn’t include input from others beyond the initial research. Second, you may have trouble getting others to help you roll it out or take ownership over its success because they had no role in creating it.
Usually I recommend the lone designer approach only to small or new organizations with no access to a preexisting community of employee or community contributors who care about the brand. If you already have a community of supporters around your brand—even if it is small—strongly consider one of the other two approaches (internal community or open community).
The Internal Community Approach
You understand the powerful impact that engaging members of your brand community in the positioning process might have on your brand. You believe your organization is progressive enough to allow employees to help with the brand positioning process. But you just don’t think your organization is ready to open up the brand positioning process to the outside world. If this sounds like your situation, the internal community approach might be the best option for your brand.
The internal community approach opens up the positioning process to some level of participation from people inside the organization. It may broadly solicit contributions from every employee, or it can simply open up the process to a hand-selected group of people representing the employee base.
The internal community approach to brand positioning is a smart, safe approach for many organizations. It makes brand positioning a cultural activity within the organization, allowing you to collect a broad range of interesting ideas and begin to sow the seeds for future participation in the brand rollout down the road. In addition, it can become a compelling leadership opportunity, helping develop future leaders of your brand as well.
While this internal approach is still community-based, it is usually perceived as less risky than an approach involving external contributors. You might find it easier to sell the internal approach to executives who fear opening up the organization to the outside world or think doing so will give the external community the perception the organization is confused or doesn’t know what it is doing because it is asking for help.
The Open Community Approach
Even though I’ll be the first to admit that it is not right for every brand, the open community approach is by far my favorite approach (as you can probably tell by now) and is a very effective one for ad-free brands. The open community approach opens the positioning process to contributions from members of both the internal and external brand communities. Running an open community brand positioning project is similar to running an internal community one. Both approaches have the advantage of bringing in a variety of viewpoints.
Both can create valuable brand advocates who will be helpful down the road. The open community approach just takes things as step further and allows people outside the organization to contribute as well. The benefit of this approach is that it can usually form the beginning of a constructive dialogue with all the people who care about your brand—not just those who work for your organization. It can help you build relationships based on trust, sharing, and respect with people in the outside world. And it can save you money and time by revealing flaws in your positioning much earlier in the process.
The downsides of an open approach? If the project is poorly organized or badly communicated, it really will realize the fears of some executives and show the outside world you don’t know what you’re doing. An open positioning approach requires a deft, highly skilled, effective communicator and facilitator. It requires coordination between different parts of the organization that are in touch with the outside world to ensure communication is clear and consistent.
But although the risks of opening up your positioning process to the outside world are higher, the rewards can be much bigger as well. By transparently opening a relationship between your brand and the outside world, you are embracing the future of brand management, accepting the role of your brand community in the definition of your brand, and proactively getting your community involved in a positive way.
You are beginning a conversation.