Jelena ERAKOVIC

Put Your Money Where Your Metrics Are _ To maintain a strong global brand value, it is recommended to regularly assess how your brand is perceived over a mid-term period, such as every 3 years. Additionally, it is valuable to compare the internal and external perceptions and analyze any gaps that may exist. It is not uncommon to find differences in perception between different levels of hierarchy within the organization, but it is important to monitor, adjust, and nurture these differences. If we want to project a specific image externally, it is crucial to effectively manage and align our internal processes.

Building strong partnerships might be crucial for success in B2B marketing and brand value creation. When executed effectively, these partnerships can have a “stardust” effect on your brand, leading to increased market value. It is essential to carefully select partners that align with your brand's strategic vision and goals. While there may be tempting opportunities to enhance brand awareness, it is important to evaluate whether they align with the desired brand image we are striving for.

To enhance our brand perception, it is important to consider each interaction as a building block. A good starting point is to create a B2B Buyers journey and assess how we can further strengthen our brand experience. What messages do our processes convey? Are they aligned with our values? Do they maintain the appropriate Tone of Voice throughout the funnel? It is astonishing how even the smallest touchpoints contribute to the overall perception of a company. Take the time to analyze, reevaluate, innovate, and align your B2B Buyers journey to make it more meaningful and relevant to both your brand and your customers' needs. By doing so, engagement will naturally follow as part of the process.

First and foremost, it is crucial for a company to have a clearly defined brand identity, brand persona, encompassing its values, characteristics, and principles. Understanding of why we choose to do things in a particular manner, why it holds such significance for us and our stakeholders. What ignites our passion for the work we undertake as an organization? Why should others opt for us, be it as a collaborator or an employer? Secondly, the management and informal leaders of the company must genuinely believe in, speak about, and embody the brand modus operandi. Walk the talk! Thirdly, it is necessary to reinforce the brand through value-driven initiatives and programs that involve employees. Promise less, delivering more!

Many business professionals believe that values are set in stone. However, they actually require occasional adjustments to empower the business environment and achieve goals. This means that in the face of market disruption, our values may not be enough to ensure success, so we must reinvent ourselves. We need to align our values with our goals by asking questions like: What values do we need to achieve XYZ? How can we incorporate them into our Brand DNA? This is an exciting area of work!

In addition to the usual tools and techniques, it is important to consider both direct and indirect competitors. This is because indirect competitors, such as stronger players in the same market, can influence trends and redefine the rules that we should be aware of and closely observe. Moreover, there may be instances where you find yourself competing for customer funds against products or services from completely different categories. Identifying, analyzing, and comprehending this is crucial in order to maximize future profits.