The Art of Brand Strategy


The Art of Brand Strategy is of vital importance to your business. It is a matter of profitability and loss, a road to either safety or to ruin. Hence it is a subject of inquiry, which can on no account be neglected. The Art of Brand Strategy, then, is governed by five constant factors, to be taken into consideration when seeking to determine how to create a Cult Brand. These are:

  1. The Archetypal Force
  2. The Brand Ecosystem
  3. The Market Place
  4. The Brand
  5. The Vision

The Archetypal Force causes the people to be in complete accord with the Brand so that they will follow and join.

The Brand Ecosystem signifies night and day; cold and heat; times and seasons.

The Marketplace comprises distances, great and small; danger and security; open ground and narrow passes; the chances of profitability and loss.

The Brand stands for the virtues of wisdom, benevolence, courage, and strictness.

By The Vision the preparation of the Organization is achieved.

The Business that knows who knows them will be victorious; he who knows them not will fail.

Therefore, in your deliberations, when seeking to determine the market conditions, let them be made on the basis of a comparison, in this wise:

  • Which of the two Businesses is imbued with The Archetypal Force?
  • Which Company has the most trust with employees?
  • With whom lies the advantages derived from The Brand Ecosystem and The Market Place?
  • Which Brand has more passionate customers?
  • On which side are leaders highly trained?
  • Which Organization is loved most?

Employing these considerations, you can forecast profits or loss. While heading the benefit of my counsel, avail yourself also of any helpful circumstances over and beyond the ordinary rules.

Now the Brand who wins makes many calculations. The Brand who loses makes but few. Thus do many calculations lead to profits, and few calculations to loss: how much more no calculation at all!

It is by attention to this point that you can foresee who is likely to win.

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