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PR dictionary
Below are a number of terms that you may come across when researching or first entering PR.
Above the line: Advertising that is 'talking at you', e.g. television, radio, posters.
Below the line: Advertising that is 'talking to you', e.g. direct mail, point of purchase, leaflets.
Blog: Is a website, usually maintained by an individual, with regular entries of commentary,
descriptions of events, or other material such as graphics or video. Many blogs provide
commentary or news on a particular subject; others function as more personal online diaries. A
typical blog combines text, images, and links to other blogs, web pages, and other media related to
its topic.
Brand: A product or service that has been refined and given a registered name to distinguish it
from other products/services.
Brief: The outline of what needs to be done on a project.
B2B: (Business to Business) Public relations marketing communication dedicated to providing
information resources between businesses. Includes professional services, training, human
resources and office supplies.
B2C: (Business to Consumer) As B2B, but between businesses and the consumer.
Community Relations: Corporate social outreach programmes designed to build relations and
foster understanding of the role of the business to neighbours in the local community.
Consultancy: Externally hired public relations services, either an individual consultant or a public
relations consultancy.
Copy: Written material for printing, the text of an advertisement, a press release or an article that
is being written (before it has been published).
Copywriting: The production of text for publications, advertising, marketing materials, websites
etc. Most agencies employ specialists skilled with a direct and succinct writing style.
Corporate identity: The ways in which companies identify and brand themselves. This can be
through logos, house style and uniforms.
Corporate Communications: Public relations for a corporation integrated as part of the
company's strategic objectives.
Corporate Social Responsibility (CSR): Borne from the belief that trade brings obligations, CSR
makes companies responsible for their use of resources, both environmentally and socially. The
role of public relations in CSR strategies is to communicate effectively to build corporate
accountability and transparency.
Crisis Management:Having a plan in place that can be effectively actioned when something goes
wrong for an organisation.
Embargo: In international commerce and politics, an embargo is the exclusion of commerce
(division of trade) and trade with a certain country, in order to isolate it and to put its government
into a difficult internal situation, given that the effects of the embargo are often able to make its
economy suffer from the initiative. The embargo is usually used as a political punishment for some
previous disagreed policies or acts, but its economic nature frequently raises doubts about the real
interests that the prohibition serves.
Environmental Communications: PR sector specialising in communication on sustainable use of
resources, environmental impact of business and corporate social responsibility.
E-PR/Online PR: Communicating over the web and using new technology to effectively
communicate with stakeholders.
 Evaluation:Measuring the impact of a public relations campaign. This process is typically linked
with planning and research.
Fast Moving Consumer Goods (FMCG): Are products that are sold quickly at relatively low
cost. Though the absolute profit made on FMCG products is relatively small, they generally sell in
large quantities, so the cumulative profit on such products can be large. Examples of FMCG
generally include a wide range of frequently purchased consumer products such as toiletries, soap,
cosmetics; as well as other non-durables such as batteries, paper products and plastic. FMCG may
also include pharmaceuticals, consumer electronics, packaged food products and drinks.
Fees: The charges consultants and consultancies make for the time of their staff working on client
programmes, usually invoiced in regular monthly instalments or quarterly in advance.
Financial PR: Financial services sector communications demanding understanding of consumers,
their buying patterns and how to influence them, the position of companies in markets and
corporate processes such as Initial Public Offerings (IPO's), Mergers and Acquisitions (M&A's),
demutualisation and hostile bids.
Fundraising/Sponsorship: Looking for partners to provide financial support or support 'in kind'
for an event or activity where both parties will benefit.
Healthcare Communications: PR sector specialising in public and private healthcare provision,
including leisure health, effect of drugs and impacts of medical research.
In-House Magazines/Newsletter: A tool to communicate with employees about news, issues and
developments of interest to them about the organisation they work for.
In-House: Staff within a company or organisation responsible for public relations function.
Internal Communications: Organisational use of process communication to help achieve
corporate objectives. Includes employee and shareholder communications.
Marketing communications (marcomms): Are messages and related media used to communicate
with a market. Marketing communications focuses on product or service as opposed to a corporate
communication.
Media/Presentation Training: Training to help when dealing with the various media (including
television and radio), with journalists and when making a pitch to prospective clients.
Media Monitoring: Monitoring a company's coverage in the press, on TV and radio, and on the
internet.
Media Relations: Dealing with and building up good working relationships with journalists from
the broadcast and print media.
News/press release: Written information that is deemed to be newsworthy. Often sent out to
journalists and/or interested parties.
Pitch: A presentation of a recommended public relations programme, generally carefully
researched and costed, which can take up to four weeks to prepare and for which some
consultancies reserve the right to charge a fee if not subsequently appointed.
Podcast: A podcast is a series of digital computer files, usually either digital audio or video that is
released periodically and made available for download. New files can be downloaded
automatically by the podcatcher and stored locally on the user's computer or other device for
offline use, making it simpler for the user to download content that is released episodically.
Press Release (also known as a News Release): Statement describing an event or item which is
considered to be of sufficient interest to readers/viewers/listeners for an editor to publish reference
to it.
Print Production: The process of producing printed material such as brochures, posters and
leaflets.
Public Affairs/Lobbying: Those aspects of public relations communication involving relations
with governmental or statutory bodies or their semi-official organisations through sophisticated use
of political intelligence and pressure.
 Public Relations: The determined, planned and sustained effort to establish and maintain mutual
understanding between an organisation and its publics. Also understood as reputation management.
Publics: Audiences important to the organisation.
Research: Finding out background information about a company, product or person to assist with
a public relations campaign.
Social media: Can take many different forms, including internet forums, message boards,
weblogs, wikis, podcasts, pictures and video. Technologies include: blogs, picture-sharing, wall-
postings, email, instant messaging, music-sharing, to name a few. Examples of social media
applications are Google Groups (reference, social networking), Wikipedia (reference), MySpace
(social networking), Facebook (social networking).
Social Messaging: A social messaging utility for staying connected in real-time for example,
Twitter.
Spokesperson: The PR person authorised to speak on behalf of an organisation/individual.
Stakeholders: Can also be referred to as publics; audiences important to the organisation.
Target market: The audience(s) the organisation has chosen to whom to communicate its key
messages.
Effective PR can help manage reputation by communicating and building good relationships with all
organisation stakeholders.

Our definition of Public Relations:

Public Relations is about reputation - the result of what you do, what you say and what others say about you.

Public Relations is the discipline which looks after reputation, with the aim of earning understanding and
support and influencing opinion and behaviour. It is the planned and sustained effort to establish and maintain
goodwill and mutual understanding between an organisation and its publics.

Terms
The following terms are used in the definition of PR:
'Organisation' can be a government body, a business, a profession, a public service or a body
concerned with health, culture, education - indeed any corporate or voluntary body large or small.
'Publics' are audiences that are important to the organisation. They include customers - existing and
potential; employees and management; investors; media; government; suppliers; opinion-formers.
'Understanding' is a two-way process. To be effective, an organisation needs to listen to the opinions
of those with whom it deals and not solely provide information. Issuing a barrage of propaganda is not
enough in today's open society.

cope well under pressure?

PR roles can be incredibly varied so you will need to be able to organise your workload in order to meet strict
deadlines. The ability to multi task is essential, and a flexible attitude important. If you are looking for a 9-5
job, then PR is probably not for you your position may involve early starts, late finishes or time at the
weekend.

According to a survey undertaken by Cranfield School of Management and the CIPR, the following skills and
qualities are important if you are considering working in public relations:

Ability to:
analyse management needs
counsel management
identify causes of problems, analyse future trends and predict their consequences
research into public opinion, attitudes and expectations and advise on necessary action
plan, organise and co-ordinate tasks
monitor and follow up
set goals and objectives
motivate and influence others
communicate effectively with individuals and groups in meetings and through presentations
write and edit press releases and reports
work effectively with journalists
identify major social issues affecting organisations
establish financial control.
 Working in PR

As public relations is such a vital function for an organisation, you will find that PR practitioners work across a
wide range of industries. In addition, there is a distinction between working in-house for a company or as part
of a consultancy.

Working in-house

An in-house public relations department works exclusively for 1 organisation, originating and implementing a
PR programme geared to its management's requirements. If you work in-house you will need to acquire an in-
depth knowledge of your company and the market it operates in.

Working in a consultancy

A consultancy provides an independent service to several clients. If you work for a consultancy, you will need
to be able to juggle different accounts and learn quickly about a variety of companies and their markets.

Some organisations have both an in-house PR department/person and an external consultancy, a partnership
which can provide a very effective combination of communications skills and industry knowledge.

Which sector?

When you are first starting out, you may not have a preference for which sector to work in. This often comes
later on in your career as your knowledge and experience builds. Having said that, if you have a passion for a
particular area, focusing your enthusiasm can be a good starting point in your job hunt. Bear in mind that
certain sectors can be particularly competitive so it is worth keeping an open mind when you are looking for
work experience or your first job.

Take a look at the list below for an idea of some of the different sectors PR practitioners work in:

Business-to-business
Consumer
Charity / Not-for-profit
CSR (Corporate Social Responsibility)
Fashion
Financial
Food
Healthcare
Music and entertainment
Motor industry
Property
Public affairs
Public sector
Sport
Technology
Day to day

Most PR practitioners would agree that there is no such thing as a typical day in public relations which is why
flexibility and the ability to multi-task are essential qualities to get ahead in the profession (see Is PR for you?)

Having said that, there are certain activities that make up a public relations role and some (or all!) of these
could feature in your role day to day. Public relations activities cover the following:

Programme planning

Analysing problems and opportunities, defining goals, recommending and planning activities and measuring
results. Liaising with management and clients throughout.

Writing and editing

Since public relations work often involves trying to reach large groups of people, the method most often used
is the printed word: shareholder reports, annual reports, press releases, film scripts, articles and features,
speeches, booklets, newsletters.

Media relations

Developing and maintaining a good working contact with the media. This involves applying knowledge of
how local and national papers, magazines, radio and television work as well as the special interests of
journalists.

Corporate identity

Developing and maintaining an organisation's identity via corporate advertising, presenting the company's
name and reputation rather than its products.

Speaking

Communicating effectively with individuals and groups including meetings, presentations, and platform
participation.

Production

Brochures, reports, film and multi-media programmes are important means of communication. Co-ordination
of studio or location photography. Sound knowledge of techniques for supervision is necessary.

Special events

News conferences, exhibitions, facility celebrations, open days, competitions and award programmes are all
used to gain the attention of specific groups.
Research and evaluation

The first activity undertaken by a public relations practitioner is usually analysis and fact gathering. A PR
programme should be evaluated as a continuing process and measurement is used to decide future strategy.

Why did you decide to study a professional qualification in Public Relations?

I was confident in my role at work and had been in my position for a while. I was at a point in my career
where I felt ready for a new challenge, and the additional knowledge and skills gained from an accredited
higher education course appealed to me.

I had always enjoyed studying and it had been a few years since I had left university, so I thought that the
CIPR Diploma would give me challenge I was looking for while offering an opportunity to add value and
a new perspective to my team's plans and activity at work.

My course was employer funded, and I suggested doing the course after reading about it on the CIPR
website. I have always been a member since I finished my undergraduate degree in PR and Psychology,
and I had been keeping an eye on training and learning opportunities as a way of keeping my skills fresh
and relevant.

I was a PR Executive at the time, and while I had a lot of consumer experience, I was hoping that the
course would broaden my understanding of the PR skills and sectors that I hadn't had much experience of
previously.

Thinking back on the course, what aspect did you enjoy the most?

The part of the course I most enjoyed was the final project. This gave me a chance to learn about an area
related to PR which I didn't have a huge amount of knowledge in. I chose to look at evaluation, and I was
extremely luck as my employer allowed me to attend the AMEC Conference and meet some of the
world's PR measurement specialists. I followed up with interviews and really learned a lot about
evaluation and measurement to feed back to my team at work.

Thinking back on the course, what aspect did you find the most challenging?

The most difficult part of the course was managing a busy work schedule with the demands of studying. I
am really glad I did the course and extremely happy with my results, but I think I underestimated the
amount of time the project in particular would take, especially as I wanted to do the topic justice. I was
working in London at the time supporting media visiting the UK for the Olympic Games, and trying to do
the project in a hotel room between shifts wasn't exactly fun! I had to defer my final project until the
following term as I just didn't have the time during the busy summer months.

Thinking back on the course, would you have done anything differently?

Yes! I would have started the final project earlier! The project is a fairly substantial task and it can take a
long time to decide on a topic and do enough research and reading to have the grounding and knowledge
to actually begin writing. A well planned and organised project with key milestones will make completing
the project much easier.

What was the topic of your final project assignment?

I picked evaluation as a topic of research as my manager at the time was looking at my team's objectives
and determining new measurement criteria which better reflected the impact and input that consumer PR
was having as part of the wider marketing mix.

My project therefore concentrated on the evaluation and measurement of consumer PR and whether there
were alternative measures to PR value and AVE. I was lucky as there was a huge amount of research
across the fields of integrated marketing communication, corporate communication, management and
advertising, all of which contained themes and ideas that linked well and provided an integrated view of
the role of PR in business.

To support my research I also attended the AMEC conference (International association for the
measurement and evaluation of communication) while writing my project. This was an amazing way to
bring my academic reading to life, learning about real life examples of how corporate bodies are pushing
the boundaries of measurement and evaluation. I was exceptionally lucky that my work supported me in
attending, and the contacts I made were able to provide interviews following the event.

What key learnings from your qualification have you applied to day-to-day practice?

My qualification provided me with the confidence to question. To ask what impact a proposed campaign
will have, to ask if it will really be reaching the right audience, and to ask how we are planning to
demonstrate success.

Has completing your CIPR qualification had a positive impact on your career?

Since I completed the CIPR Diploma I have moved from in-house to agency, and now work at Weber
Shandwick in Edinburgh. I think that my course made me feel more confident in my ability to be
strategic, and this confidence pushed me to want to try new things and look for new challenges.

While I loved my previous role, working in agency has allowed me to experience new sectors that I
couldn't have imagined working in previously. While this can be a challenge, it is a challenge that I think
that I felt ready for after my Diploma had finished.

Have you progressed on to any other formal learning after your qualification?

As the Diploma was quite academic I decided to do the something quite practical and hands on this year,
and have just finished a radio production course at the Bauer Academy.
I am also considering going back to formal learning later on this year, and at the moment the Chartered
Institute of Marketing Diploma might be my next step. I feel that an understanding of the connectivity
between PR and marketing is a real bonus for clients and employers, and will only be a bonus as the
communications world becomes more integrated.

How did I start my career?

I started my career as a journalist for a national newspaper in India, and discovered I had a natural talent
for story-telling. Using my skills and experience of the media I began to work with organisations to help
them communicate better with their audiences. I then came to the UK to study a Masters degree in Public
Relations and Communication. My first few jobs in London were in PR agencies, before I moved in-
house to my current role.

What do I do?

I manage the press and social media functions of the organisation, reporting to the Head of
Communications. The day-to-day activities in my job are quite varied: developing strategies, dealing with
urgent media enquiries, handling internal issues around launching publications, and managing and
briefing press at our social worker conduct hearings while simultaneously keeping an eye on our social
media channels.

I also research ideas for press releases and discuss possible features on issues affecting social work
regulation with relevant editors, for example collecting case studies and stats for a feature in the Guardian
on professional boundaries.

What motivates me in this job?

I feel proud to work for an organisation whose purpose is to protect the public, especially children and
vulnerable people, through professional regulation of social workers. I want to make sure that we
communicate in the best possible way, not just with the 100,000 social workers we regulate but also the
public at large. I am lucky to work with a team of people who are open to ideas and change, and with the
support of colleagues across the organisation, our communications have been open, honest and
transparent at every step.

What skills do I need?

Strong verbal and written communication skills are obviously important, as is the ability to quickly
absorb complex issues and distil them into media friendly messages. I deal with a lot of sensitive and
confidential information; strategic PR planning is the key to minimising mistakes or deviations from
agreed messages, even when under pressure from the media.

The most important skills I've gained are good judgement, the ability to anticipate potential issues and
plan in advance how to manage them, and remaining calm in a crisis, both online and offline.

What did I gain from my CIPR qualification?

The course was a good balance of theory and practice, with some very knowledgeable and experienced
tutors. It has enriched my understanding of PR, and the professional accreditation allows me to
demonstrate my dedication to the field.
For my personal research project I took on a topic that was particularly pertinent to my organisation and
researched it comprehensively, using the methods learnt during the course. The findings were very
interesting and I plan to share them with the College of Social Work, with the aim of improving the
relationship between social workers and the media.

Where do I go next?

My organisation is due to close soon, and I'm therefore looking for my next big challenge. With my CIPR
diploma in hand, I'm aiming to advance into a PR management role.

What advice do I have for someone starting out in Public Relations?

People who want a career in PR should make sure they know exactly what they're getting into.

It's not all glam and "let's do lunch" culture like in Ab Fab!

Successful PR involves a lot of hard work and perseverance, and requires always keeping your eye on the
ball. Studying a degree or diploma in PR will give you a good grounding in the important principles of
PR.

Consider spending time 'shadowing' an experienced PR professional while they're at work, to see exactly
what they get up to.

How did I get started in PR?

I started my career in retail marketing as a graduate trainee with Boots. Over time I moved into digital
marketing and then broadened my skills to work in public relations as well. There's always a tension
between the two disciplines but I see them as complementary to each other. The CIPR Diploma was an
important part of giving me a good grounding in the theory of public relations alongside the practical
experience I was gaining on the job.

What do I do?

I lead a team of around 20 people who deliver the council's communications, marketing, web and creative
services. They do everything from liaising with journalists, planning marketing campaigns, updating our
websites through to procuring print materials and producing digital creative.

The team's work is driven by our communications and MARKETING STRATEGY this aligns the
team's work with the council's strategic goals and helps us focus on the things that make the greatest
difference to the council's reputation. A unitary council is a complex organisation with more than 110
different services, so being able to focus on the right activities and prioritise accordingly is important.

More recently I have taken on responsibility for managing the council's business transformation
programme as well. This is a group of major projects that is radically improving how the council works,
delivering major financial savings as well as improving the experiences we give to our customers. It
involves major organisational change combined with implementing a number of new technology systems
at the same time.

What motivates me about my job?

I enjoy the complexity of the challenge of managing reputation in the local government environment. You
can plan as much as you want, but there will always be something that comes along that takes you by
surprise and demands an instinctive judgement about how to handle a particular issue to protect reputation
as effectively as possible.

What skills do I need to do my job?

The basic technical skills of public relations and marketing are an important grounding in doing the job.
Having taken on the management of the council's transformation programme I have learnt that while the
similarities with communications and marketing aren't immediately obvious, relationship management is
a really important transferable skill that public relations practitioners have and is vital for successful
programme management.

What did I gain from my CIPR qualification?

For me being competent in any profession is about having a good theoretical understanding of the subject
along with varied and extensive practical experience. The CIPR Diploma was how I gained that
theoretical understanding and gave me a nationally recognised qualification on my CV.

Where do I go next?

It'll be really interesting to see where I end up next. I'm really focussed on continuing to develop my
transferable skills in communications, marketing and management and would like to take on a broader
role outside local government but who knows? What's important to me is that I continue to enjoy my
work and develop my skills - wherever that may take me.

What advice do I have for someone considering a career in PR?

Immerse yourself in the business, develop strong digital skills, make sure you understand the theory of
what's going on and take opportunities whenever they come up - you never know where things might
lead.
The New Brand Glossary
Why create a new brand glossary?

Brands are long overdue for a glossary of new concepts, terms and definitions tuned to an age of
collaborative, bottom-up brands, where companies use brands to team with customers to innovate and
create new forms of customer value.

This brand glossary is different

Youll note little similarity between the terms and definitions here and those of conventional brand
practice. Thats because most conventional brand approaches are campaigns to contain and control
customers, rather than create them. In so doing they condemn themselves to run in circles, unable to
innovate themselves (and their customers) out of a self-imposed corral.

Specific problems with traditional brand glossaries

Traditional brand glossaries often seem archaic and shallow today because theyre predicated on a
narrow vision of brands as top-down, stylized sales stimulants. Traditional brand glossaries are
typically written from an ad agency perspective, where brand is an emotional tool for persuading
customers. Traditional glossaries usually assume a passive customer audience for brand messaging
campaigns, where the brand aspires to be a belief system that serves the companys interests. In
this view, brands aim to be timeless (static) icons worshiped by consumers, who are positioned as
little more than sheep with credit.

Traditional brand glossaries are therefore largely glossaries of control. The brands they describe really
dont do much for customersexcept to keep them in place.

A glossary of brand innovation

In contrast to the traditional brand glossary, this is a glossary of value-based brands and of brand
innovation. It contains concepts, terms and definitions for a new era of brands designed to foment
new business by creating new customer opportunities. The essence of these brands is collaboration,
not control. These brands create proactive new customers who leave old brandsand old companies
far behind.

Where I cant stretch old brand concepts to fit new realities, I invent new concepts and new terms.
Many of these concepts and terms are the subjects of full web posts in the Brands Create
Customers weblog. (Check out the Key Posts section for examples).

This glossary is very much a work in progress. Your insights and comments are welcome, as is the
dialog we can create.

Architecture of Participation

A brand model that favors customer interaction and initiative through the brand, leading to bottom-up
innovation and new market growth. It stands in sharp contrast to the top-down, command-and-control
architectures of legacy brands. Companies choose an architecture of participation when they desire to
team with customers to build new markets.

Brand

Brands are tools that enable customers to interoperate with the universe. The genius of brands is that
they have no limits. The value of brands is that through them, customers have no limits.

Brands encompass many dimensions. The following definitions touch upon key parameters:

Brand (Core Definition)

Brands are avenues of value innovation in a creative engagement between companies and their
customers.

Brand (1)
A brand is vertically integrated value.

Brand (2)
Your brand is one of your capabilities. It extends your ability to deliver open-ended value to
customers. When properly executed, it accelerates customers to a new realm of fulfillment which you
create, and which only you can sustain.
Brand (3)
Brand is a non-commodity experience. It can grow from a product or service, a companys character,
or from artful wrappers that sharpen customer perceptions. The essence of non-commodity experience
is passion. Your brand has to have it.

Brand (4)
Strategically, the way you value your customer defines your brand. A brand that treats its customers
as commodities (purely to be sold to) wastes much of its potential.

Brand (5)
Brands are programs to achieve company growth through customer growth. As programs they invoke
two critical perspectives: 1) the customer inside the product, and 2) the customer inside the
company. Weak brands distance the customer. Strong brands open their arms.

Brand APIs

Brand APIs are application program interfaces. They provide convenient latch points for customers to
grab onto brands and advance themselves through the brand. The best APIs help convert customer
initiative into better brand content, context and value.

To see a brand API in action, visit Apples App Store.

Brand Character

Brand character is the backbone of a company. It consists of actionable values and principles that
enable a company to stand tall, and to stay classy. Companies with brand character hold themselves
to high standards of performance and conduct. The character of the brand shapes the behavior of the
business. Everyone from the CEO down is accountable. This means accountability in action, not on
paper. Brand character draws a line that moral weakness cannot cross.

Companies with character create brands with character. Brands with character lead.

Brand Chain

The brand chain begins where the classic supply chain ends. While the supply chain is made up of
value-adding inputs leading to the product, the brand chain begins with product development and
heads toward the customer. Through brand platforms and programs it delivers multiple forms of
downstream value. The brand chain consists of creative brand interactions between customer and
company, customer and product, and between customers themselves.

Brand Context

Brand context is the unique world of opportunity that a brand presents to customers. Its the real deal
of possibilities that the brand incarnates, and enables, across all human dimensions: creative, social,
personal, emotional, spiritual and moral.

Brand context is human texture. Its the opposite of artificial worlds fabricated by hype, spin, and
distortion. (These are aspects of propaganda, not brands.)
A brands context is only as relevant as the customer opportunities it creates.

Brand Decay

Brands decay when they stop leading and start pushing. One of the first signs of brand decay is when
brands begin extending themselves instead of their customers.

Brand Depth

The measure of customer presence inside the brand. Brand depth is a key indicator of a companys
ability to innovate on brand, and to create new streams of customer value.

Brand Design

The process by which the brand team designs a customer. (A brand is a customer template.)

Brand Engagement

Engagement means to set things in motion, as when we engage the gears of a machine. Brand
engagement is the process by which the brand moves the customer forward, to a stronger sense of
self, and to a higher plane of being and doing. As such, brand engagement is more than a mere
brand/customer interaction stemming from symbols, messages and campaigns, where the customer is
positioned as a passive audience. A brand engagement advances both the customer and the brand
toward shared objectives. (The goal is to advance the customer into new market spaces where
competitors cant follow.)

Brand engagements are collaborations in context between a company and its customers. They invite
customer initiative and participation as value co-creators. A brand engagement makes a customer
better-off than a dis-engaged customer subjected to branding messages and communications.

Brand Essence

The essence of brand is collaboration. Brands are collaborations in context between a company, its
customers and the product. The company may initiate this endeavor, but the nature and success of the
brand will be determined by the most passionate player(s). And typically, people are passionate when
the brand creates opportunities for personal growth.

Brand Experience (1)

The process by which the customer realizes new dimensions of himself or herself through the brand,
via sensory, emotional or cognitive interactions. Typically, a brand experience becomes meaningful
only when it exceeds expectations, i.e., makes a difference.

Brand Experience (2)

Brand experience is also what the customer passes on to others, or returns to the company, once
engaged by the brand. Customers write the brand story based on their brand experience.
Brand experience is proactive, not passive. You do not create a sustaining brand experience by
reducing customers to an audience.

Brand Hacks

Customers hack brands. Its their way of pumping meaning into a brand that doesnt measure up. In
this process, customers add content and context that the brand originator overlooked. They effectively
redirect a brand in this manner, migrating it into new value domains, sometimes far beyond the
original brand vision. New brand strategies encourage (and thrive upon) brand hacks.

For these reasons, a primary mission of the brand is to cultivate brand hacks.

Notable brand hacks: Harley Davidson, Arm & Hammer.

Brand Icons

The false gods of conventional brand approaches. Icons dont innovate. They usually mark a strategic
dead end for a brand, when the brand loses its creative power and aims to harvest customers by 1)
resolving itself to a symbol or slogan, or 2) trading on its past.

Conventional brand icons are their own worst enemies, trapped in their own rigid molds. Theyre
sitting ducks for brand iconoclasts, the new non-linear brands that spin up to create customers out of
nowhere. Brand iconoclasts foment new streams of value, socialized (e.g., the mobile app.)

Brand Imagination

The quantum leap in thinking that separates value-rich brands from value-corrosive concepts. Its the
difference between iPod and internet appliance. The former plugs into the customer; the latter plugs
into a wall.

Brand Innovation

A brand innovates when it makes the world more relevant for its customers. They gladly leave old
brand worlds behind. Brand innovation often occurs as company potential X customer potential, and
as product potential X customer potential. It is the brand exponential.

Brand innovation can take many forms. It can be material, creative, metaphoric, moral, spiritual,
economic, or another form entirely.

Brand Journey

The shared experience of a brand and its customers as they pursue common goals. Through the brand
journey, customers can discover new aspects of themselves: new strengths, new abilities, new ways of
being and doing. Companies use the brand journey to discover new ways of creating value, and
creating customers.

The quality of the brand journeyhow enlightening, how enriching, how transformingis a function of
the brand vision, and the brand imagination behind it.
Brand Layering

The process of nesting sequenced brand benefits within the brand whole, leading the customer
through phased discovery to fulfillment. Brand layering is typically integrated within the brand journey.

Brand Leadership

The ability of the brand to create opportunities for customers, and to lead them to a qualitatively
better life. Brands lead by example.

Brand Loyalty (1)

The loyalty of the brand to what it stands for. In practice, brand loyalty is a mutual loyalty of company
and customer to a common cause. The customer is loyal through the brand, not to the brand.

Brand Loyalty (2)

The transcendent condition that occurs when customers believe in you because you obviously believe
in them.

Brand Mission

The brand mission can be refined to a simple, three-part directive: Grow the customer, grow the
brand, grow the business. Thats what brand builders do. Their job is to grow their customers beyond
the reach of competitors.

A brand without a mission is a brand without a prayer. The brand missionis a customer mission to
escape commodity culture.

Brand Mode

Brand mode is the drive gear of brand builders. It is a radical way of thinking that innovates on value
to jump customers forward. Brand mode generates new styles of freedom as context breaker and
context maker, extending customers, products and platforms. You are in brand mode when your brain
burns with the question, What is holding our customers back?

Brand Model

As critical as the business model. While the business model defines a companys profit logic, the brand
model defines a firms customer logic: the structure and meaning of the brand program, its internal
and external engines, and how, when, where and why it creates and sustains customer value.

Brand Objective

Brands have one objective: to create the customers that sustain the business. This is a dialectic of
mutual growth, where brand and customer advance one another. The brand leads by illuminating a
customer destination and a path to get there. It frames a compelling story, plots a course, meets
adversity with superior values, and sustains the customer going forward, to be sustained by the
customer in return. Brands that fail to create the journey and the reward are little more than cover
art.

Brand Operating System

The Brand Operating System (Brand OS) is a set of steps, leaps and revelations that enables
customers to do more, and be more, through the brand. It includes integrated context, content and
tools that customers can adopt to pursue richer realms of living. The Brand OS provides traction for
customers in the direction they wish to go. In practice, it functions as a customer operating system
championed by the brand, and fully interactive with it.

See also: The operating brand principle

Brand Platform

The brand platform is a structure of integrated brand components architected to create focused
customer growth. As a platform, it: 1) serves as a common foundation for brand program
applications; 2) allows for greater efficiency in brand program development via shared elements; 3)
leverages context and content across the brand; and 4) enables customers to extend the brand
through bottom-up brand innovation avenues.

Brand Program

The set of applications through which the brand delivers value to the customer. Brand programs should
be designed to grow customers, in accordance with the principle: Grow the customer, grow the brand,
grow the business.

Brand Roadmap

The brand roadmap is a visual document that depicts the development stages of a brand and its
customer relationships along an explicit timeline. The roadmap shows the phases, timing, and
outcomes of planned brand innovations. Its primary focus is to illustrate how the brand (and the brand
platform) will advance customers in concert with new product development. The brand roadmap lays
out the sequence of planned brand interactions, relationships and experiences that will advance
customers beyond the reach of competitors.

The roadmap is, first and foremost, a customer roadmap. It shows how the brand will grow customers
in a manner that benefits them, and is also strategically beneficial to the business. The best brand
roadmaps are a march to a new market space.

Brand Scalability

The ability of a brand to extend its customer logic to higher market levels, growing outward and
upward from the product to a market-defining platform.

Brand Story
The narrative force that drives your brand. Its the drama of past, present and future value that flows
through you, and your products, to the customer. Brand stories are written by customers, in customer
terms. A companys identity and positioning will appear artificial and contrived if they are not
supported by the (real) brand story.

Brand Strategy

A companys brand strategy describes how the brand intends to create customers. Specifically, it sets
forth the creative, social and moral steps that the brand will take to create the customers that will
drive the business forward.

For more on brand strategy, see here.

Brand Toolkits

Brands compete for customer attention. One way to focus and sustain that attention is to provide
customers with convenient brand toolkits to enhance their lives through the brand. Brand toolkits are
compact always on brand applications, devices or widgets that can be readily personalized to deliver
new streams of customer value. Their function can be parallel to, or convergent with, core brand
benefits. Because brand toolkits can encapsulate the brand in dynamic customer context, they are
well-suited to explore new brand spaces.

Brand Touchpoints

Brand touchpoints are discrete brand/customer interactions that deliver (or co-create) value that is
both unique to the brand, and strategic. (Brand touchpoints that are not strategic are merely brand
gestures.) Brand touchpoints are more than process points. They are carefully crafted by brand
developers in strategies to create customers beyond the reach of competitors, delivering value
(experience) that competitors cant match. The best touchpoints are transformative: they upgrade the
identity of customers to new levels, so theres no turning back to lesser or more prosaic modes of
existence.

Brand Trust

Brands work for the customer and are paid in trust. Brand trust is earned; theres no free lunch.
Brands that slack get sacked.

Brand rule: Brand trust suffers when marketing writes checks that the brand cant cash.

Brand Vision

The ability to see your companys future through your customers eyes.

Chronic Brand Deficiency

The condition suffered by customers whose growth has been stunted by years of subsistence brands.
Those who suffer from CBD are ripe for brand innovation. Brands that follow a customer containment
agenda often induce chronic brand deficiencyand are then stunned when customers flock to a brand
that delivers more value.

Commodity

Lack of imagination by the producer.

Customer Creation

Brands create customers. In fact, brands are the engine of customer creation. They create customers
by connecting the customer with his or her potential, using brand programs that leverage both the
product and the company. The newly created customer reaps new freedoms in being and doing,
sloughing off the constraints of incumbent brands. Creating a customer begins with a holistic view of
your customers, where theyre going, and how you can take them there.

Customer Platform

The customer platform is the structure of resources, tools and capabilities that the customer relies on
to succeed. A properly constructed brand platform can step in and support critical aspects of the
customer platform, often in a 1:1 fit, freeing the customer to pursue additional objectives. In this
process, the customer adopts the brand platform and can add value to it through customer initiative
and innovation, ultimately feeding this value back to the brand.

Destination Brands

Structured experience platforms for tourist destinations (cities, regions, museums and other unique
locations). Active destination brands are necessary because the physical destination itself is no longer
enough, nor is scenic inventory, nor mere promotion. Every destination brand must be a creative act
that enriches the visitor (in time and space) beyond the venue itself.

Destination Pump

In a branded destination, an experiential node that introduces a forward-focused element of brand

experience to the visitor. It is the strategic and structural fanfare for what follows, given the
programmatic concept for the venue.

Discovery-Driven Brands

Brands that follow a discovery process to lead customers to new forms of meaning in their lives.
Discovery-driven brands employ a method of prototype, pilot, test and iterate to tune and re-tune
brands along new context streams. This incremental approach enables brands to validate their
assumptions in context, and to learn from customers going forward.

Great Brands
What makes a brand great is not that it does more for its customers. A great brand frees customers to
do more for themselves.

High Performance Brands

Brands that accelerate customer growth into new market spaces, beyond the reach of conventional
offerings. High performance brands are programs for action predicated on high levels of customer
participation.

Iconoclastic Brands

Brands that route around entrenched brand icons and deliver value directly to customers.
Example: Wikipedia. For every brand icon there is an equal and opposite brand iconoclast.

Innovation (1)

Products with more customer; process with less company.

Innovation (2)

Innovation is what you do for the customer, not what you do to your product.

Internal Brand Building

Successful brands are built from the inside out, as organic expressions of company leadership, culture
and capabilities. Employees are conditioned to live the brand when company leaders exemplify brand
values through their actions. Internally and externally, brands are built by example.

Brands are culture first, then commerce.

Legacy Brands

Backward-facing brands that can suck the future from a company. Legacy brands are predicated on
top-down, command and control models which position the customer as a passive commodity, purely
to be sold to. Legacy brands are vulnerable to competitors who create active partnerships with
customers to innovate on brand, elevating customers from commodities to value co-creators.

Typically, legacy brands create diminishing value for customers. They are often predicated on obsolete
value architectures from the past (and hence, backward-facing).

Lock-In Brands

Brands that rely on artificial, non-value measures to keep customers. Lock-in strategies are often self-
defeating for two reasons: 1) the perception of lock-in undermines customer loyalty, and 2)
perpetuating a customer base via lock-in removes incentives to develop better solutions. Lock-in
brands lock out innovation.
Packaging (1)

The package is not the box. The real package is the customer, the company, and the productgoing
forward. A package is a structure (and style) of collaboration. Brands create the package that counts.

Packaging (2)

One of the greatest packages ever is the Polo Ralph Lauren signature stitched logo: brand, product
and customer packaged as one.

Patron saint of brands

Dionysus, of course. Hes the edge-God, Mr. Wild Side, ecstasy in excelsis. Dionysian brands are a
ferment of mind and matter. Theyre primordial and potent, delivering visceral value, procreating
customers, infusing every synapse of company being.

Peer-to-Peer Brands

Brands powered by users that arise, grow and mutate within a shared product or brand context. Peer-
to-peer brands generate layers of meaning through common focus and/or passion. They serve
customer agendas, but may open doors for new product and brand platforms. Market spaces of P2P
brands include open source software, product customizations, automobile aftermarkets, modding, and
software extensions. Peer-to-peer brands are brand additive.Brands designed to be extensible via
peer-to-peer architectures can gain market advantage over traditional top-down, close-end brands.

Personal brand applications

Personal brand applications are software applications that deliver unique brand value to customers in
ways that are personal, portable and persistent. Their intent is to form a brand partnership with the
customer, with a depth of interaction far beyond conventional channels of brand communication. They
become the customers virtual sidekick, mentor, confidant and guide. They watch the customers back,
they go where the customer goes, and they are always on.

Personal brand applications are the future of brands, to be played out on personal digital devices.

Pseudo Brands

Pseudo brands are brands that arent. They go through the usual motions of brandsan eye-grabbing
logo, pumped up personality, lofty vows, zippy tagline and media splashbut do nothing to advance
customers, or a companys ties to them.

Repetitive Brand Syndrome

The affliction suffered by companies that implement conventional brand formulas and wind up (again
and again) looking, acting and struggling just like everyone else.

Starbucks
In many respects, Starbucks is still the future of retail. Starbucks has cleverly packaged an invaluable
and inexhaustible resource (culture) with an everyday commodity (coffee). You provide the former,
and pay a premium for the latter.

Tear-off Brands

Brand swatches clipped from established brand fabric to impart new brand freedoms to fast-moving
customers, potentially extending the brand (and customers) into new market spaces. Tear-off brands
accelerate brand imagination. Case in point: concept cars.

Value Net (Value Creation Network)

A system to co-create value established by a company and its customers, and driven largely by brand
programs. Brands play a primary role in 1) opening avenues of collaborative value innovation to all
parties; 2) organizing, documenting and managing value creation efforts; 3) articulating new modes of
being and doing for customers; and 4) transforming new forms of value into customer growth, and
market growth.

Value Innovation

The creation of new categories of customer value that can radically reshape markets. In markets
where established competitors fight head-to-head on price and features, the value innovator defines a
new form of customer value that transcends the status quo, potentially creating a new market space
with high barriers to entry.

Value Proposition/Brand Proposition

There is a world between these two. A value proposition is part of the sale. The brand proposition is
not for sale. Brand is not a transaction. It is a joining. A handshake. A kiss.

Working Brands

Brands that team with customers to create new value. Instead of projecting a corporate identity
through symbols, slogans and high-level campaigns, working brands roll up their sleeves and make
markets happen by directly extending products and customers. They are brands of collaboration rather
than brands of persuasion.

Brand Glossary
3Ps Process, Purpose, and Precept. The 3Ps are Stealing Shares means for developing brand positions
for market research.

Actionable Measurable, tangible results.

Anthropology Human culture and development (See Brand Anthropology).

Area of Influence The area covered by a brand in terms of reach to consumers. Market niche fulfilled
by brand and brand message.
Awareness The measure of how many people know a brand exists.

Axes A visual representation of where brand opportunity lies.

Brand Representation of consumer perception of and feeling toward a product/service.

Brand Anthropology The science of understanding preferences and purchasing decisions through the
analytical and scientific study of human behavior.

Brand Association To what the brand can be linked, mental connection to and recall of brand.

Brand Audit Stealing Shares brand report card that grades the brand in several categories in order
evaluate the brands overall efficiency.

Brand Charter An organizations brand constitution. The document that defines, justifies and
appropriates the brand.

Brand Committee A group of individuals who monitor the brand as it is implemented from the Brand
Charter (See Brand Steward).

Brand Consistency The ability of the brand to remain consistent throughout all brand usage.

Brand Development The methodical evaluation, construction and continued monitoring of brand.

Brand Efficacy Brands ability to produce the desired result.

Brand Equity Brands value over other brands.

Brand Family A group of brands under the same umbrella of development.

Brand Hierarchy - Similar to Brand Family. The use of brand to move customers up the value chain.
i.e. BMW moves consumers from a lower priced model to higher priced models throughout the life of the
customer.

Brand Identity The way a brand presents itself to the consumer.

Brand Loyalty Extended brand preference and deliberate decision to repeat purchase of the brand.
Brand Management Keeping close records of how the brand is adhering to the Brand Charter. The
process by which an organizations brand is directed like any other business unit.

Brand Meaning - How the brand is defined in the mindset of the consumer.

Brand Message The expression of the brand meaning to the consumer.

Brand Model The processive organization of the brand.

Brand Mythology - The story behind the brands derivation and meaning.

Brand Permission What the brand can and cannot do according to the implications of the Brand
Charter.
Brand Personality The look and feel of the brand through the eyes of the consumer. What the brand
wants to outwardly emit to the consumer.

Brand Planning Processive steps toward Brand development and further brand implementation.
Brand Position The mindset of the brand. Where the brand stands and what the brand believes in
accordance to the consumer.

Brand Preference The deliberate decision to choose one brand over another.

Brand Product Relationship The tangible relationship between the brand and the product represented
by the brand. The brand must make sense from the perspective of the product.

Brand Promise The brands guarantee to fulfill a specific need for the consumer and for itself in an
ever-changing market.
Brand Recall Simple, immediate recognition and memory of a brand.

Brand Recognition Similar to Brand Recall. The ability of a consumer to recognize a brand, know that
it exists, and know that it is a purchasing alternative.
Brand Steward An individual whose responsibility is to manage, monitor and adjust the brand according
to the Brand Charter.
Brand Strategist - An individual dedicated to the development and analysis of brand and branding
practices.
Brand Strategy The plan of execution conducted for a brand in order to increase the brands market
share and optimize brand functioning.

Brand Style Guide The document defining the rules of the brand usage regarding language, printed
materials, design, etc.
Brand Trigger A specific characteristic or message of a brand that causes change.
Brand Visioning The projected path of action upon which the brand needs to tread in order to steal share
from the competition and increase market share.
Branded House A centrally focused group of brands that are clearly connected and coherent. A very
large Family of Brands.
Brand face Who the consumer believes himself to be when using or deciding to purchase a brand.
Branding The active process of Brand Development.
Branding Firm - A group of Brand Strategists and possibly a few others who focus time and energy upon
the development and analysis of brands.
Business A group working toward a financial purpose.
Business of the Brand The function of the brand within the mindset of the consumer.
Business of the Business The function of the product/service.
Business Plan Structuring and goal-setting process of the business.
Category A family of businesses sharing the same purpose.
CATI (Computer Assisted Telephone Interview) A method of data gathering using programs that
enable interviewers to input data directly into the system and that is adaptive based on previous answers.
CATI systems allow for responses to be randomized so that the manner in which questions are asked to
not prejudice the responses.
Competitive Audit A close analysis of a brands competition within the market that defines the other
brands present to the consumer.
Competitive Set - The group of competitive brands within the market.
Conjoint Analysis A statistical research method that involves the measurement of the collective effects
of two or more independent variables (i.e. product attributes, e.g. color, size, ease of use, cost, etc.) on the
classification of a dependent variable (overall liking, purchase intention, best buy, or any other
evaluative measurement).
Connection The bond between the consumer and the brand.
Considered Set - The consumers set of brand options prior to purchase/selection.

Corporate Identity Logo, signature system, and any other visual representation of the business.

Covetous The desire for possession and wanting of the brand.

Creative Brief - A document that assists an organization in their advertising efforts whose purpose is to
keep messaging in line with the brand strategy and brand charter.
Cross Tabulation (Cross Tabs) A research analysis method of taking multiple responses and relating
them to one common factor.

Customer The person making the purchase decision. The person for whom the brand works to
represent.
Decision Tree The rational/emotional timeline leading up to brand purchase where the customer
evaluates their wants and needs.

Differentiation What separates one brand from another within the mind of the customer.
Elasticity The range of viability for a product/service.

Emotional Suicide The mental self-loathing that results from the wrong decision.
Equity - The value a brand possess over other brands.
Equity Markers A brands vantage points and points of differentiation.

Fighter Brand The brand-product that is launched along side of a brands bestseller that fights in the
marketplace for customers based on price. The idea of a fighter brand is for a company to capture back
into the franchise, customers who have lost brand loyalty because of price.

Flanker Brand The brand-product that carries the brands additional offering(s). The brands that fill
gaps in the marketplace left by the fighter brand. i.e. Bud Light.

Focus Group - A research method involving a group of individuals giving in person responses (written or
verbal) to research queries.

Frequency How often a brand is recognized.

House of Brands A business that has multiple brands that are not necessarily part of the same family or
are independent from each other and the Parent Brand.

Incidence The frequency of an event occurring. In research, this can be used to describe the response
rate or the number of times an event or behavior occurs in a given sample or population.
Influencer - The element that causes a change in behavior.
Inside-out Perspective A view of a market or an organizations internal operations from the perspective
of the company/brand.
Leading Role - A brand position in which a single product represents the entire brand.

Logo - The Corporate Identity element of the brand that visually identifies the product/service for the
consumer (visual reflection of the brand).

Mark - The symbol, presented graphically, of the brand.

Market Matrix - The visually plotted space on a set of axes that represents the space for brand
opportunity within the market space.
Market Place - The generalized intangible area where market trends occur.

Market Share The overall amount of the market from which a brand benefits and owns

Market Space The area in which any given brand is bought and sold.

Marketing Tangible execution of brand messaging

Marketing Plan - The steps marketing follows in order to convey a message.

Mean A numerical measurement of the average result. (addition of all values divided by the amount of
values taken)
Median - The middle value of results. (The middle value in the sequence of values taken)

Mind Map An image, centered around a key concept, with related words and concepts that represent
semantic or other connections linked with the key concept using lines and/or arrows.

Monitoring Brand Equity - The process of ensuring and measuring brand advantages allowing a brand
to make adjustments to meet the expectations of an ever-changing market.

Naming Strategy - The process in which the name of a brand emerges as the phonetic/semantic
representation of the brand.

Niche Market Not mass marketed. Marketed to a smaller group of consumers who share a specific
need/desire that is not a universal consumer expectation.

One-on-One Survey (Internal Interviews) A research method to assist in the evaluation of the present
status of the brand and business as viewed from within the organization by interviewing employees.
Opportunity The unoccupied space where a brand has potential to increase market share.
Optimization When the brand is fulfilling all of its promises, gaining market share and maintaining
equity to the best of its ability.

Outside-in Perspective A view of a market or an organizations brand/business from the point of view
of the customer or target audience.

Parent Brand The original or most widely recognized brand in a family of brands.

Personal Identity - The identity customers feel is private to them and their experience.
Playing Field - Another way of expressing the Market Space in which the brand exists.
Position A set and deliberate stance the brand takes in order to differentiate and reach the customer.
Position Statements Resulting statements taken from the 3Ps chart that position the brand according to
consumer precepts (beliefs).

Positioned Against - When a brand is constructed to directly contrast another brand in the considered set.
Precept A belief that strongly influences all decisions consumers make.

Preceptive Behavior Model - Stealing Shares unique brand discovery process of uncovering customer
and target market precepts.

Price Elasticity A comparative price study that shows the price ranges consumers are willing to pay for
a product/service and their subsequent effects on demand.

Process - In decision making, this is a category or product description that describes the products
attributes. For example, a process describing soap powder might be it is inexpensive or it smells
good.

Processive Describing something that is characteristic of the category or engaging in a behavior for the
sake of that behavior that ultimately adds little or nothing.

Projectable Research data that can reasonably be predictable given a confidence level and margin of
error.
Prospects Potential customers and markets.
Purpose In decision making, this is the reasoning behind Processes. Purposes are needs and wants that
are satisfied by processes.

Quadrant - A block of space between the X and Y axes.

Qualitative Non-numerical values/codes resulting from research. Qualitative data is usually not
statistically predictive of a population and is usually used as the foundation for quantitative
research.
Quantitative Numerical values resulting from research. Quantitative data is usually statistically
predictive of a given population as long a sound research methodology was used in gathering the
data.
Raw Data - Uncleaned/unmanipulated data from research studies.

RDD (random digit dialing) The use of computers to randomly dial phone numbers in order to get a
random sample. Used primarily in research.

Reach The ability of the brand to influence a certain radius of customers.

Rebranding - The process of taking an existing brand and reworking the brand into something different
and better than before.

Relevance - The amount of connection and sense the brand possesses with regard to something.
Research The process of gathering data through testing of relevant questions in a given market whose
purpose is to produce actionable results for the brand.

Research Design - A systematic plan to gather data. The research design looks at what data to gather,
from whom, how and when to collect, and how the data will be analyzed. This is the roadmap to
research.
Research Strategy The thinking behind conducting research. Developing the rationale for research.
Understanding what questions to ask and how they impact the purpose and objectives of the research.
Return on Investment (ROI) The financial return/sales you receive directly from your investment in
brand development.

Ruling Precept The overarching precept that controls the other precepts. The dominant belief that
influences the purchase decision.

Sample Size (n) The number of participants from a population to be included in a research study.
Segmentation Dividing the market by a certain characteristic (Race, Geography, Sexetc)
Signals Consistency The uniformity of all the messages conveyed that speak about a given brand. This
includes: logo, themelines, taglines, signage, signature systems, press releases, advertising and marketing,
and internal communications.

Signature System Letterhead, envelopes, fax sheets, memosetc. The internal documentation of your
brand.

Single Minded Proposition - The single most important thing you can say about the brand that causes a
consumer to change their perception of that brand and that necessitates a change in consumer purchasing
decisions.

Sonic Branding - The use of sound to convey a brand message. i.e. Intels chime

Statistically Significant - A clear difference in numerical results that indicates a significant diversion.
Strategy - The plan that enables a brand to advance in the market.

Stratification - Statistical tool based on showing data so that individual characteristics can be observed.
The process of grouping data according to common characteristics so that these differences which might
affect the outcome of the research can be taken into account.

Supporting Role Similar to Flanker Brand. A product in a given brand whose purpose it to support
the main or fighter brand.

Switching Behaviors - Consumer behaviors for which research tests to determine how likely consumers
are to switch brands. Testing Brand Loyalty.

Table Stakes - Basic category benefits that do not differentiate or even indicate brand presence.
Tactics - Individual processes used to execute the brand strategy.

Tagline A simple, poignant phrase used to set off a logo/ad.

Target Audience The group of consumers the brand wishes to influence or the consumers who already
use brands within the considered set.

Target Market - A market defined by a certain characteristic.

Themeline A simple, poignant phrase used to reflect brand meaning.

Top of Mind Awareness - The first brand recalled unaided by the customer.
Typography The font and visual appearance of lettering.

Web Strategy The plan of effectively exhibiting the brand via the web through search engine
optimization (SEO), messaging, design, and content management.