Your logo vs. your brand

There’s a wonderful chapter in Natalie Goldberg’s Writing Down the Bones: Freeing the Writer Within (affiliate link) called “We Are Not the Poem.” It’s my favorite chapter of the book, and it’s one I’ve gone back to many times in my professional and personal life, for many reasons.

I’ve shared with writers and designers when they’ve had to deal with particularly trying edits or critiques — or what was perceived as personal attacks disguised as edits or critiques.

I’ve handed out copies of the chapter to a journalism class right before I handed back their first assignments, covered in my red-ink edits and remarks.

I’ve read and reread that chapter to remind myself that whatever I create — a blog post, an article, a book, a song — is not me, but merely a reflection of an aspect of me and my thoughts at a particular time and space, and that I should not interpret reactions (positive or negative) to my creations as critiques of me as a person.

And now I’m about to use it to talk about branding and logos.

“Sometimes when I read poems at a reading to strangers,” Goldberg writes, “I realize they think those poems are me.”

It is important to remember we are not the poem. People will react however they want; and if you write poetry, get used to no reaction at all. But that’s okay. … Don’t get caught in the admiration for your poems. It’s fun. But then the public makes you read their favorites over and over until you get sick of those poems. Write good poems and let go of them. Publish them, read them, go on writing.

We are not the poem. It’s a good way to think of ourselves and the work we create.

We are not the award-winning articles we’ve written, or the rough drafts we’ve wadded and tossed into the wastebasket. We are not the deck we built last summer, or the garden we tended, the marvelous magazine cover we created, the website we redesigned, the blog post we published.

Which brings me back to branding and logos.

Our brand is not the logo. Right?

On Wednesday, Twitter and the marketing/branding blogs (including this one) were blowing up with chatter about the new Starbucks logo. (Here’s my contribution.) In the wake of that news, several of us higher ed marketing types spent about 20 minutes exchanging a flurry of thoughts on the topic of branding and logo design. It began when Paul Prewitt tossed this morsel to me and Seth Odell:

Why do people equate brand to graphic identity? The graphic elements are only a small part of a strong brand. @andrewcareaga @sethodell

Seth and I responded, as did Travis Brock (via @EMGonline) and Eric Hodgson. Due to Twitter’s 140-character limit, none of us could very easily respond to Paul’s question, but I believe we all agreed with the second half of his tweet, that “graphic elements are only a small part of a strong brand.”

At one point, Seth tweeted, “I think graphic identity may be the strongest point of brand connection for low level stakeholders.” And he’s probably right — especially when it comes to big brands, such as Starbucks, that spend truckloads of money to get their logos, slogans, taglines and other more tangible brand elements out into the media space.

But back to Natalie Goldberg and poetry. I think people assume that an organization’s visual identity — i.e., its logos — is in fact the brand.

Because, despite what Natalie Goldberg says about the differences between the poet and the poem, what people see and react to is not necessarily the poet, but the poem — the tangible creation.

Let’s do a little word association. Let me toss out a name to you — Robert Frost. Now, what do you associate with that name? Perhaps one of his more famous poems, like “Stopping by Woods on a Snowy Evening,” or maybe one of the passages from that poem, like “But I have promises to keep/And miles to go before I sleep.”

Now, why would those associations come about? Because you’ve read or heard them so many times. They’ve become what you associate with the “brand” of the poet Robert Frost.

Maybe poetry isn’t your thing. So let’s try Baha Men. What comes to mind? (I’m not going to type the song title here, but if you listened to the radio or went to a club at all in the early 2000s, I’m sure you and I associate the same tune with this band.)

But I’m supposed to be talking about logos here — visual things. If logos are supposed to embody and communicate the essence of an institution’s brand in a visual sense, then the best ones should be associated strongly with the institution they represent. Just like a Picasso looks like a Picasso, and a Dali looks like a Dali.

So, your brand is more than the visual identity. But these days, in our highly visual culture, the visual identity is a crucial component.

Also, creating a brand isn’t writing poetry. It’s more like alchemy. That’s the way Scott Bedbury, the guy who helped create the Starbucks brand, describes the process it in his book A New Brand World (another affiliate link).

The alchemical process … — the transmutation of “base” materials into gold — occurs in the deepest recesses of the human brain as a memory. This memory may be sharp, or it may be out of focus; it is of everything that the consumer in question has seen, heard, or felt about that particular brand. The products themselves are just one contributing factor among many in this mental construct.

Going public with redesigns: not for the faint of heart

newstarbuckslogoWith the Great GAP Logo Debacle of 2010 barely in our rear-view mirrors as we head into 2011, another iconic brand — Starbucks — has decided to change its logo. (That’s the new version on the left.) And just as we saw with GAP’s move to change its visual identity, not everyone is happy with this decision.

I’m not all that perturbed by this latest iteration of the Starbucks visual identity. I’m actually more concerned about their experiments in brand extensions over the past few years — moving beyond the core brand experience as a Third Place and into the music business, for example.

What I find most interesting about Starbucks’ rollout of this new logo is the reaction. The anti-change comments reacting to this rollout — which appears to be very well-planned and -executed — remind me of the comments we received at Missouri S&T when we first unveiled our new logo on our Name Change Conversations blog back in 2007. Our announcement was admittedly less polished than Starbucks’, but it aroused similar passions, both for and against the change. Mostly against.

Starbucks’ experience aligns with ours in at least one respect: people who are passionate about your brand will not be shy about expressing their opinions. Also, as we learned with our university’s name change in 2007 and 2008, it is critical to openly communicate with stakeholders about changes in identity — whether it has to do with an organization’s visual identity or something deeper, such as its name and all that is associated with that.

But openness can be risky. You are exposing your organization to critique and ridicule.

The question is, how will the organization respond to those slings and arrows? Will leaders thoughtfully consider the comments, weighing stakeholders’ and customers’ views against other business goals to make the decision that they, as leaders, believe is best for the organization? Cave to the critics? Ignore the critiques completely?

In the end, I suspect Starbucks will stick with its strategy and roll out the new logo without much backlash. Immediate reactions may be harsh, but over time people accept the changes.