A Branding Chart

The audience aren’t branded unless you call them consumers. They are grouped however, to aid analytical study.

The biggest question of branding is ‘Who Are We Meant to Be’ is simply answered by looking at who is your Customer, and answering with ‘What They Expect’.

What a customer expects, by how a shop front, a burger wrapper or a workplace health and safety video should look, is based upon many things out of many a designer’s control. Why the look of the old-school barber shop lives on in new barber shops is a simple matter of trust, and why hairdressers may roll-out the loudest fit-out is a matter of attention grabbing. Gender preferences aside, branding is what people want (trust and attention) and what makes people inquisitive.

Branding soon becomes a creative attempt to marry what the customer expects with an artistic, tasteful, and modern design. Translating this to your business, the exact definition of what works well in your line of business, is a personal journey but the philosophy stays the same: You Are What the Customer Wants.

This determines your logo, your advertisements, your brochures and your business cards.

The Long Tail Chart

Popularised by Chris Anderson in his book “The Long Tail: Why the Future of Business is Selling Less of More’ the Long Tail chart is hardly new and has obviously benefited from an internet-star celebrity status as a chart championing the world wide web’s ability to change the world for a better place.
The internet, with its eclectic mix of herd wisdom, crowd surfing, techno-sensationalism and academic immaturity, is crowded with charts illustrating points of view that have been around for eons, and there’s no harm in acquiring new methods of introspection, even if they are window dressed goodies (but oldies).
However, The Long Tail’s valid point was not to re-invent the wheel, but just to show the web’s power. On a more sobering note, you should ask yourself, where are You in the Long Tail?

Supply Chain Diagrams

The Globalized Economy is a network of interlinked and interdependent supply chains.

A rise in oil prices sends price rises up and down the line, proof that connectivity equals vulnerability, and in a world of supply and demand, there is always profitability.

If anything can be learnt it is to know your supply chain and the factors that may alter or disrupt it.

Because the Customer is Number One, look at your business from their perspective: You’re part of the Supply Chain that brings a product into their grasp. For you though, the customer is part of a Supply Chain that supplies your bank account with funds. Interconnectivity is never limited, it is an evolving network, self-aware, and reacts to change quite rapidly.

After creating your own extensive Supply Chain, sketch an alternative Supply Chain, on the assumption that two or three vital and trusted elements were removed and needed to be replaced.