Imagine what a tribal mark is!

Brand management starts with understanding what 'brand' really means. 

Imagine what a tribal mark is, its for life, some see it as a scar, and some see it as an identity.

A brand begins with the leaders of the company who define the brand and controls its management. Now a brand means a culture; nature of a business and nurture of its market.

Brands culture a nature within the market or customer . When you look around you what do you see? How can you make it better? How can you make someone’s life better!?

It also reaches all the way through the company and especially to the people who interface with customers or who creates the products which customers use.

Many companies employ people for technical needs but what about if they are not feeling the brand?

If your company deals with books best people to employ there are teachers. If dealing with real-estate best people to sell are interior designers or artists.

Brand management performed to its full extent means starting and ending the management day of the  company through the brand, it is simply far too important to leave to the marketing department alone. The CEO should be (and, in fact, always is) the brand leader of the company.

Creating the promise. How can you sell when there is no promise? A promise is what the client wants, That’s like moth to a cloth. Your brand should flirt with the market. She is a lady to the man, she is gorgeous, and graceful and smart, or rugged strong and .........define it as you would like them to feel it. Creating the promise means defining the brand. A good brand promise is memorable and desirable. It cannot be effective if nobody remembers it and is no good either if nobody wants it!

How do you make someone want it? You need to know how your market responds.

A good brand promise evokes feelings, because feelings drives actions. Volvo offers feelings of safety. Mustang offers feelings of excitement. Head, Heart and Hands. Some will buy because it makes sense to them, some because it feels good and some because they can have physical experience.

Ask questions of yourself about the logic of your idea. What is the rationale for your idea? How will it benefit all of the different stakeholder groups involved? How will you implement it? What money is needed? What people, skills and competencies? What other resources? How long will it take?

How logical are you? How can you come across as a rational and intelligent person who has thought the idea through carefully and logically? Would you/have you put your own money into the idea? Seek to create a logical project plan that shows what must be done, by whom, by when, and how long it will take.

Think about the Heart. The heart is about affective function, emotions and feelings.

Think about how you can use emotion to get your idea across. How emotional are they? How open or closed are their emotions? What emotions do they show most? About what subjects do they get emotional? What makes them passionate? What excites them most? What are the emotional aspects of your idea? How does it stimulate emotion? How does it make people feel when they see it? What words are associated with the idea? How can these be made emotional? How emotional are you? How do you show your emotions? Do you get excited when you talk about your idea? What gets you passionate? How do you have fun? What ideas would you die for? What emotional investment are you prepared to put into your idea? Seek to create passionate messages that show your commitment and excitement about the idea, and how you will not take 'no' for an answer.

Think about the Hands. The hands are about practicality, action, physical effect. Think about how you can use action to get your idea across. How practical are they? How action-oriented? Are they stimulated more by actual demonstrations? Do they like to handle things themselves? What involvement would get them bought into your idea? Can you create a demonstration of the idea? Can you make a mock-up? How can you show your idea in action? How can you get the other person involved? How can they contribute physically to the idea? How practical are you? Have you stopped at the idea or have you developed it further? How can you move yourself more into the action domain?

Can you create give-aways for them to take with them? Seek to create demonstrable evidence of how good your idea is, and how you are a person of action as well as an 'ideas person'. Consider the sequence of head, heart and hands. Should you get them doing something first and hope they realise how good the idea is once they try it out? Should you get them buzzed up and excited first? Should you start with a logical argument that starts from their problems and works back to how your idea will solve these? Find an effective sequence of actions. Find the best way of combining head, heart and hands through time to create an effective package of persuasion.

Head, Heart and Hands addresses three main motivational systems that affect people. Some prefer cognitive approaches, some prefer affective and some prefer practical and all three affect all of us to some extent. Forcing thinking about all three gets the innovator out of their preferred mode and thinking about all three, thus potentially tripling the effectiveness of persuasive efforts to get people to accept their idea.