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Brand Revolution: Rethinking Brand Identity by Marie-Claude Sicard (auth.)

By Marie-Claude Sicard (auth.)

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What defines brand identity here is not a product but rather values, stances, attitudes: in other words, intangibles. Is this a more reliable approach? Not necessarily, as can be seen in the following exercise. Here are two other short excerpts from the same book: X is unanimously recognized for its innovative design and for its cutting-edge products, which are at once aesthetically appealing and reliable. 25 Were you able to guess the identity of these brands? Of course not, because neither Miele (the first) nor 3M (the second) has exclusive ownership of the values with which they are credited here.

The consequences of this universal prejudice are at work throughout the history of marketing: they lead people to believe and to assert that what comes after is always better than what comes before (hence the popularity of the adjective “new”). In this way, each time that an author or a marketing textbook presents a concept as a form of progress with respect to the one that preceded it, whose weaknesses are enumerated, that author or textbook gives in to the Evolutionist Tendency. The phenomenon is particularly obvious where brand identity is concerned, when brand identity is presented as the answer to (or as a form of progress with respect to) the inadequacies of brand image.

Let us note right off the bat that neither is a dead end in and of itself, but only to the extent that it presumes to embody the whole question of identity. 1. Brand identity is not just about a name, a product, or a logo The practical-minded among my readers will tell me to stop splitting hairs. Things aren’t so complicated. Someone’s identity is what that someone is. That means brand identity is what the brand is, in other words what it makes, what it sells. Chrysler is a car brand, Dell a computer brand, Kellogg’s a cereal brand, Levi’s a jeans brand—and everything else is just idle chatter.

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