Comprehensive analysis

As we complete our discovery, we sift through all the information available to us, synthesizing big-picture insights that will form the foundation of our brand strategies.

Perhaps you’re familiar with the ancient parable of the elephant and the blind men? After the men encountered an elephant for the first time, each man described the elephant differently depending on which part of the elephant he had touched.

The man whose hand landed on the trunk said “An elephant is a large snake.” The man who grabbed its ear said “This is a fan.” The man who hugged its leg said “The elephant is a pillar or a tree.” Another man touched its side and said the elephant was a wall. The man who felt its tail described it as a rope, while the man who felt its tusk thought it was like a spear.

Is your brand a bit like the elephant in this parable?

Perhaps your employees describe your brand one way, and your customers, clients, or donors see you another way. Or maybe everyone you ask seems to have a completely different picture.

These problems can arise from many factors: twists and turns in a brand’s history; mergers and acquisitions; inconsistent communications; disparate experiences of various stakeholders; or confusing brand architectures.

Resolving contradictions in brand perception

We are frequently tasked with analyzing brand perceptions that are divergent or even contradictory. We always approach the analysis with an open mind and a healthy skepticism. We’re resolutely empirical and follow the evidence. We don’t try to force what we see and hear into a convenient narrative or a philosophical framework.

Our goal is to question every presumption and easy explanation before we reach our conclusions.

Untangling the apparent contradictions can be tedious but is often a necessary precursor to developing a focused and effective brand strategy.