Michael Kraabel

Adopting and developing a brand model provides structure and direction to branding activities. It ensures strategic focus, guides investment in high-impact initiatives, fosters innovation, guarantees consistency across touchpoints, enables effective measurement and evaluation, and aligns internal stakeholders. Most of all, it serves as a blueprint for your marketing and brand campaigns. However, not all models are created equal.

The complexity of today’s marketing and branding ecosystem requires a model that encapsulates the traditional branding elements, such as identity, value proposition, and consumer engagement and integrates the interconnected nature of digital channels, consumer co-creation, and global market trends. While successful in their right, the existing models often fall short of capturing this holistic view, leaving companies with a fragmented understanding of their brand’s role in a larger ecosystem.

The Limitations of Old Models for Branding

I’ve spent most of my career looking for ways to simplify the development of creative, marketing, and branding efforts. In studying the various brand models created over the past century, I’ve come to understood their strengths and limitations. These models have provided general frameworks that guide brands in creating, managing, and evaluating their identity and positioning in the marketplace. They offer structured pathways for understanding brand essence, consumer perception, and the strategic execution of marketing efforts. However, despite their contributions to the field of marketing and branding, I’ve observed a significant gap: none of these models offer a comprehensive view of the entire marketing and branding ecosystem.

Furthermore, I’ve seen widespread misunderstandings about these models among non-marketers. These individuals often find the concepts abstract and removed from the practical realities of running a business. This disconnect stems not from a lack of interest or relevance but from the models’ inability to translate complex marketing theories into actionable insights that resonate across different functions of a business. As a result, there’s a critical gap in knowledge and application of these frameworks among those who could benefit from them the most.

Compounding this issue, many companies, perhaps overwhelmed by these models’ perceived complexity or theoretical nature, tend to ignore structured approaches altogether. Instead, they focus on discrete tasks and activities, mistaking motion for progress. While productive in the short term, this task-oriented mindset lacks the strategic cohesion and direction that a well-structured brand model can provide. Without this strategic foundation, efforts become disjointed, opportunities for synergy are missed, and the brand’s potential impact is diluted.

A New Model for Branding

I am a strong advocate for developing and adopting a more integrated brand model that reflects the multifaceted reality of modern marketing and branding. Such a model would serve as a navigational tool for marketers and demystify the branding process for non-marketers, fostering a deeper, organization-wide understanding of the brand’s strategic role. Moreover, by encouraging a structured approach to branding efforts, companies can move beyond the limitations of task-oriented thinking to achieve coherent, strategic, and impactful brand engagement across all touchpoints of the marketing and branding ecosystem.

Recognizing the limitations of existing brand models and the need for a more holistic approach that resonates across all organizational levels, an Adaptive Brand Ecosystem is beneficial and essential for modern businesses. Here are key reasons why developing a new brand model is crucial:

Dynamic Interactions: Unlike traditional linear models of brand-consumer interactions, an Adaptive Brand Ecosystem emphasizes the multidirectional exchanges between a brand, its consumers, competitors, and the wider cultural and economic contexts. These interactions are continuously evolving, influenced by and influencing the ecosystem at large.

Evolutionary Adaptation: Brands within this ecosystem must adapt to survive and thrive in response to changing external pressures, such as shifts in consumer behavior, technological advancements, and competitive movements. This adaptation is reactive, responding to immediate changes and anticipatively preparing for future shifts.

Integrated Touchpoints: Communication and engagement with consumers are seamlessly integrated across multiple platforms and touchpoints, ensuring consistent and coherent brand experiences. This integration is vital for building and maintaining trust and loyalty within the ecosystem.

Customer-Centricity: At the heart of the Adaptive Brand Ecosystem is a deep focus on understanding and meeting consumers’ evolving needs and desires. Brands that succeed in this ecosystem are genuinely committed to delivering value and relevance to their consumers.

Sustainability and Ethical Responsibility: Recognizing the interconnectedness of all ecosystem components, successful adaptive brands prioritize sustainability and ethical considerations in their operations, product development, and marketing strategies. This not only addresses consumer demand for responsible brands but also ensures the long-term viability of the ecosystem itself.

Implications for Brand Strategy:

Agility and Flexibility: Brands must cultivate organizational agility to respond to ecosystem changes quickly. This includes flexible business models, adaptive marketing strategies, and an openness to innovation.

Continuous Learning and Innovation: Ongoing research and engagement with consumers, competitors, and technological trends are crucial for anticipating and initiating change within the ecosystem.

Collaborative Networks: Building and maintaining collaborative networks with other entities within the ecosystem can enhance innovation, extend brand reach, and foster resilience.

Authentic Engagement: Authenticity in brand messaging, values, and actions is key to building trust and loyalty within the ecosystem. Brands must ensure their actions align with their stated values and promises to consumers.

The Evolution of Brand Marketing Models

The proposed Adaptive Brand Ecosystem model represents a significant leap forward in our understanding of branding in the 21st century. It recognizes that brand success is no longer dictated by linear processes but by the ability to adapt and thrive within a constantly evolving environment. This new model underscores the importance of agility, continuous learning, collaborative networks, and authenticity in crafting brand strategies that resonate with contemporary consumers. By adopting such an approach, companies can ensure that their branding efforts are coherent and strategic and deeply attuned to the fluid nature of consumer preferences and market dynamics.

Brands that embrace this holistic, adaptive approach will be better positioned to forge deeper connections with their audience, innovate successfully, and achieve sustainable growth in the years to come.

Questions About the Adaptive Brand Ecosystem Model

Throughout history, brand marketing has continually adapted to new technologies and shifts in consumer preferences. From simple marks of craftsmanship to complex digital campaigns, brand marketing has become a fundamental aspect of business strategy, aiming to build brand equity, loyalty, and a strong emotional connection with consumers. As consumer preferences change, so must our methods of building relationships with them.

Over the past few years, I’ve been exploring different models for brand marketing, looking for unique and memorable ways to stand out in a marketplace where nearly every organization is looking to build customer relationships.  Brand marketing, in various forms, has been around for centuries, evolving significantly over time to adapt to changes in consumer behavior, technology, and market conditions. Branding dates back to ancient times when artisans would mark their goods to signify their origin and quality. However, the more modern concept of brand marketing, focused on creating a distinct brand identity and building relationships with consumers, is more of a product of the modern industrial society.

Brand Marketing Models

To help create a new model for brand marketing, I think it’s important to understand the models and methods of those brand thought leaders have given us over the years.  Many of us already use these methods and approaches but probably don’t know where they originated. While not a complete list of all the leaders in the field, these authors represent the most influential approaches to marketing this century – including a short summary of their contributions.

Marketing Myopia (Theodore Levitt, 1960)

Theodore Levitt revolutionized the marketing field with his concept of Marketing Myopia. He challenged businesses to broaden their vision of their industries to avoid a narrow focus on selling products. Levitt argued that companies should concentrate on customer needs and adapt to changing markets rather than being product-centric. This perspective encourages organizations to redefine their missions, focus on sustainable growth, and innovate continuously to meet the evolving demands of consumers.

Marketing Management (Philip Kotler, 1967)

Kotler’s work laid out foundational marketing concepts such as the marketing mix (Product, Price, Place, Promotion), which became crucial tools for marketers in planning and implementing effective marketing strategies. He also stressed the importance of market research, data analysis, and the continuous evaluation of marketing efforts to ensure alignment with changing consumer preferences and market conditions. Kotler as been a prolific author over the years, publishing several books on marketing, which discuss the topics of Holistic Marketing, Social Marketing, Concept of Segmentation, Targeting, and Positioning (STP), Marketing Management, Customer Lifetime Value (CLV), and the importance of Corporate Social Responsibility (CSR) and Ethical Marketing.

Brand Equity (Kevin Lane Keller, 1993)

Keller’s brand equity model focuses on the importance of consumer knowledge about a brand. He proposed that brand equity is built through brand awareness, brand associations, perceived quality, and brand loyalty. This framework highlights how consumers’ thoughts and feelings about a brand influence its success. Keller’s Customer-Based Brand Equity (CBBE) Model is a framework that outlines how to build a strong brand. It suggests that brand strength is based on four levels of brand development: brand identity (who are you?), brand meaning (what are you?), brand responses (what about you?), and brand relationships (what about you and me?). This model emphasizes developing a deep, meaningful relationship with consumers. Keller also introduced the Brand Resonance Model, which provides a detailed approach to achieving brand resonance, where consumers have a deep, psychological bond with the brand. It outlines a series of steps that brands should aim for, starting from ensuring brand identity to creating intense, active loyalty.

Brand Asset Valuator (Young & Rubicam, 1993)

The Brand Asset Valuator (BAV) model assesses a brand’s strength in the market based on four key dimensions: differentiation (the brand’s distinctiveness), relevance (the brand’s importance to consumers), esteem (how well the brand is regarded), and knowledge (how familiar and intimate consumers are with the brand). It’s a tool to measure a brand’s current and future value. The Brand Asset Valuator model asserts that these dimensions interact to build brand equity. A strong brand starts by being differentiated, which makes it relevant. As the brand proves itself over time, it gains esteem. With sustained esteem and relevance, consumers become more knowledgeable about the brand. This model guides strategic marketing decisions, tracks brand health over time, and compares a brand’s strength against competitors.

Brand Identity System (David Aaker, 1996)

Aaker introduced the Brand Identity System, emphasizing the importance of a brand’s identity in its marketing efforts. He outlined that brand identity consists of a core identity and an extended identity, which includes brand essence, brand values, and personality traits. His framework provides a structured approach to defining and managing a brand’s identity across four dimensions. The first dimension, Brand as Product, focuses on the tangible aspects of the product, including its attributes, quality, and users. The second, Brand as Organization, emphasizes the organization’s culture, values, and operational strategy. The third, Brand as Person, assigns human personality traits to the brand, influencing its communication and consumer engagement. Finally, the Brand as Symbol dimension encompasses the brand’s visual elements, such as logos and visual identity, which enhance recognition and foster emotional connections.

Marketing Holism (Philip Kotler, 2000)

Philip Kotler introduced the concept of Marketing Holism, underscoring the necessity of an integrated and holistic approach to marketing. He advocated that marketing should not be seen as a series of discrete actions or tactics but as a comprehensive system where every aspect, from product development to customer service, is interconnected. Kotler’s emphasis on creating a seamless consumer experience across all touchpoints changed how businesses approach marketing strategy, ensuring that each element works together to support the overall brand promise and meet consumer needs.

The holistic marketing concept is organized around four main components: Integrated Marketing: Ensures that all forms of communication and messages are carefully linked together, maintaining consistency across all marketing channels. Internal Marketing: Emphasizes the importance of internal processes and employee engagement as integral to delivering customer satisfaction. Relationship Marketing: Focuses on building long-term relationships with customers, stakeholders, and other partners to foster loyalty and repeat business. Socially Responsible Marketing: Recognizes the importance of social and ethical considerations in marketing practices, including the impact on the environment, society, and cultural norms.

Brand Resonance Model (Kevin Lane Keller, 2001)

The Brand Resonance Model builds on the concept of brand equity, outlining a pyramid of steps leading to brand resonance, where consumers have a deep, psychological bond with the brand. It starts with ensuring brand identity (who are you?), followed by creating meaningful brand meaning (what are you?), eliciting positive brand responses (what about you?), and culminating in brand resonance (what about you and me?). The Brand Resonance Model, a component of the CBBE Model, specifically focuses on the ultimate relationship and level of identification that a consumer has with the brand. It is depicted as a pyramid with four levels, each building upon the last: Brand Salience, Brand Performance and Brand Imagery, Brand Judgments and Brand Feelings, and Brand Resonance. The Brand Resonance Model is essentially a detailed view of the last step of the CBBE Model (Brand Relationships), detailing how to achieve intense, active loyalty and attachment between the consumer and the brand. It emphasizes the importance of not just being known, but being loved and integrated into the consumer’s lifestyle and identity.

Blue Ocean Strategy (W. Chan Kim and Renée Mauborgne, 2004)

Though not exclusively a branding theory, the Blue Ocean Strategy is influential in marketing because it advocates that businesses can succeed not by battling competitors but by creating “blue oceans” of uncontested market space. It encourages brands to innovate and create new demand, making the competition irrelevant. Red Oceans represent all the industries today, where companies fiercely compete for market share, and the boundaries of industries are defined and accepted. The competitive space is crowded, prospects for growth are reduced, and profits are slim. Blue Oceans, conversely, represent all the industries not in existence today – the unknown market space, untainted by competition. In Blue Oceans, demand is created rather than fought over.

Cultural Branding (Douglas Holt, 2004)

Holt argues that the most iconic brands achieve their status by acting as cultural innovators. They craft a brand myth that addresses societal tensions and desires, positioning the brand as a symbol within cultural movements. This approach sees brands as playing a role in cultural narratives and movements, creating deep emotional connections with consumers. Unlike traditional branding strategies that focus on functional benefits or emotional connections, Cultural Branding emphasizes the role of brands in fulfilling societal myths and addressing cultural tensions. Brands like Harley-Davidson, Apple, and Nike have successfully employed cultural branding strategies.

The Golden Circle (Simon Sinek, 2009)

Sinek’s Golden Circle theory posits that successful brands communicate by starting with “Why” (their purpose, cause, or belief), then explaining “How” (the process or values that differentiate them), and finally “What” (the product or service they offer). This approach aims to inspire and attract customers who share the brand’s beliefs. The Golden Circle model suggests that when organizations and leaders articulate and lead with their “Why,” they attract customers and employees who share their fundamental beliefs, creating a strong, loyal following. This is not just about transactional relationships but about forming connections on a belief level, leading to more profound and lasting success.

What’s Next in Brand Marketing

“Purpose often fails. But perhaps it is so hard to fix because this failure can come in many shapes and sizes. Purpose can fail when a brand reaches too high and tries to build a purpose that is too lofty. Here, purpose becomes the ever-feared fluff.” (Meggan Wood, Forbes Councils Member)

While countless books on marketing have been published since Sinek’s profoundly influential book Start With Why, we haven’t been introduced to any new concepts that deliver such an effective, albeit simple, new framework or model we can apply to the modern marketing ecosystem. Drawing inspiration from the great minds in branding that have come before, this is where we start to ask the question: What comes after purpose?

The answer lies in the “Adaptive Brand Ecosystems” concept, an approach that merges Aaker’s structural insights and Sinek’s purpose-driven philosophy with a strategy fit for the digital age.

Adaptive Brand Ecosystems propose a new paradigm where brands are not just purposeful entities but living, breathing organisms that adapt, engage, and evolve within their environments. Here, the brand’s essence is fluid, shaped by interactions, technological advancements, and a genuine commitment to ethical responsibility, promising a revolutionary way to connect with consumers on a level that goes beyond traditional marketing narratives.

David Aaker, often cited as the father of modern branding, introduced the concept of brand personality in his book “Building Strong Brands.” His model focuses on developing a brand as a complex entity with a distinct personality, much like a human, including traits, culture, and values. This approach is pivotal in creating deep, emotional connections with consumers. Aaker also emphasized the significance of brand equity, consisting of brand loyalty, awareness, perceived quality, and brand associations, which contribute to the value offered by a product or service.

Simon Sinek, on the other hand, introduced a simple yet profound model for inspirational leadership and marketing, encapsulated in his Golden Circle theory. He argues that successful organizations start with a clear understanding of “Why” they exist, before moving on to “How” they do what they do, and finally “What” it is they do. This “Why” centers on the purpose, cause, or belief that drives every organization. Sinek’s approach has been highly influential in purpose-driven marketing, suggesting that consumers connect more deeply with brands that have a clear, altruistic purpose beyond just profit.

Merging Aaker’s and Sinek’s perspectives offers a compelling framework for modern brand marketing. While Aaker provides the structure for building brand identity and equity, Sinek injects the soul, emphasizing the importance of starting with a purpose. However, as we explore new territories in branding, there’s an opportunity to go beyond purpose-driven marketing.

The next evolution could involve what might be termed “Adaptive Brand Ecosystems.” This concept suggests that brands should not only know their foundational purpose (Sinek’s “Why”) and have a strong, character-driven identity (Aaker’s model) but also must be adaptive, flexible, and responsive to their environment. This involves:

1. Dynamic Engagement: Brands should constantly learn from interactions across various touchpoints, adapting messaging, and strategies in real-time based on consumer behavior and feedback.
2. Co-creation with Consumers: Moving beyond traditional engagement, brands should foster environments where consumers contribute to the brand’s evolution, creating a more personal and invested relationship.
3. Sustainability and Ethical Responsibility: In a time increasingly defined by social challenges, a brand’s commitment to sustainability and ethical practices becomes part of its core identity and purpose.
4. Technological Integration: Utilizing AI, machine learning, and other technologies not just for marketing efficiency, but to enhance the customer experience and create new ways for consumers to interact with the brand.

In this framework, brands are seen as living entities within their ecosystems, constantly evolving based on external pressures and internal innovations. This approach can create deeper, more resilient consumer connections, ensuring long-term relevance and loyalty. It’s a blend of maintaining a strong, attractive brand identity and personality while being genuinely purpose-driven and adaptable to the rapidly changing world.

The concept of an “Adaptive Brand Ecosystem” represents a modern approach to branding that acknowledges the complex, dynamic nature of today’s business environment. This approach suggests that brands must evolve from being static entities with unidirectional messaging to becoming more like living ecosystems that adapt and respond to their environments.  Like the brand and marketing models that came before, I am currently working on a visualization model to help simplify this new approach.