The Magic Intersection of Strategy and Creative
Success awaits brands that nail strategy before tackling packaging and other visual assets
The Magic Intersection of Strategy and Creative
There’s a tendency among food and beverage brands to leap right into designing whatever is at hand — a new package or a revamped website — without passing Go and collecting $200. In other words, to move straight into execution without consulting strategy frst. Or, worse, without any strategy at all.
Design is fun. But design without strategy is the opposite of fun: full of uncertainty, unhelpful personal opinion as feedback, and the real possibility of failure. Skip the strategy and go straight to playing with typography and color, and someone else in your category will make the same moves within about six months.
This eBook outlines the magical intersection between brand strategy and creative execution. You’ll learn why it’s essential that strategy underpins every design project from package to social campaign. You’ll identify whether the business challenges your brand faces stem from strategy problems or poor execution. Finally, you’ll leverage strategy’s secret superpower: to make all creative decisions easier.
Good Creative Lasts for a Moment. Great Strategy Lasts for Years.
In the food/beverage/wellness category — we call them “betterfor-you” brands — leaders have a tendency to act frst and ask questions later. Especially when it comes to executing creative tactics like packaging or marketing campaigns.
Sure, there’s some urgency. There’s a deadline, perhaps a category review with your dominant retail partner. Or maybe someone new in your organization wants to put their stamp on the product. So you want a new packaging design for your food and beverage product, and you want it now.
Great creative without great strategy is wallpaper that will be wildly outdated in 18 months. Great strategy without great creative is a binder that sits on your conference room shelf.
A new package or identity is exhilarating. It can make a splash in the market. But it’s oh so temporary. If your creative isn’t doing the heavy lifting of translating your brand strategy, you aren’t winning.
The secret to great packaging and identity is strategy, not beautiful design. Strategy and creative execution are inextricably linked.
Skip the strategy part and go straight to playing with typography and color, and someone else in your category will make the same moves within about six months. So you’ll have to redesign all over again.
Unless you do the strategy work frst.
Brand Strategy as a Foundation for Creative
In the world of consumer goods, great design is table stakes. But what makes creative last is a strategy that looks beyond your management team’s understanding of the universe. A brilliant brand strategy allows you to ignore what your competitors are doing (moves that often inspire a we-gotta-do-this-NOW approach to redesign) and build a deep and powerful relationship between your brand and your audience.
Strategy, of course, isn’t just a marketing activity. All roads lead back to your WHY: your brand’s unique point of view and the promises you make. It’s a risk-management and resourcemanagement philosophy. Strategy drives every decision your organization makes: the products you launch, the channels you sell through, the audience you attract, the opportunities you don’t pursue. And yes, the way you package and present your products.
The output of strategy isn’t killer creative. Rather, it’s a defned framework for making decisions, including creative. Brand strategy is creative’s superhero suit—it repels competitors, fends of trends, fashes a signal that summons fans. It allows you to make the right moves that will disrupt your category and remain a force for 5 years or more.
Your brand’s WHY: the promises you keep to your audience and the ways in which you keep them.
This is the reason we audit a client’s brand positioning against the category and all adjacencies — before we start any design work.
Brand strategy is creative’s superhero suit — it repels competitors, fends of trends, fashes a signal that summons fans.
Sometimes, this takes a bit of convincing. Prospective clients who come to our frm for a packaging design makeover may want to skip the strategy — perhaps because they don’t understand its importance and value, or they have limited time or money (or think they do). We explain that taking 8 to 10 weeks to do it right means they won’t have to redo the design in 12 months.
So if you think you need packaging, how do you know you actually need strategy?
• If something is broken, but you don’t quite know what it is
• If you sense that your brand’s relevance is eroding and your sales are trailing of (this is not something packaging alone can fx)
• If you’re pretty confdent that you know your audience well (you may know your current people, but who are you not selling to that wants your product?)
• If your sales trajectory is inconsistent with your competitors’, and you aren’t sure why
• If redesigning is just a thing you do every X years
Design Follows, It Doesn’t Lead
Some marketers believe that doing the design work will answer the bigger questions, that they’ll turn up the strategic stuf as
they go through the design process. But letting design lead the initiative is a lousy move because the brand team will get emotionally invested in visuals before they get invested in the strategy.
The discipline of package design will never illuminate a new audience or new product or channel strategy or pricing structure; those are all things that only brand strategy can do.
Repeat after me: Creative is always the output of strategy. They’re always done sequentially, not in tandem.
Creative is always the natural expression of strategy.
Which isn’t to say that your design team shouldn’t be involved in the strategic work. Inviting senior creative people to the table is a real time-saver. (And if you’re up against a deadline, a pretty great reason to make time for strategy.) When you bring senior creative people in to ride shotgun on strategy, they can get to the solve in just a round or two of ideation. It brings alignment and prevents burnout… You’ve created a North Star that provides guardrails for design exploration, focuses feedback, and drives decision-making.
Early in my career, I was guilty of making really beautiful stuf that was so transformative that it pointed my clients’ business in a new direction… and then I came to understand that beautiful stuf doesn’t really cash the check. So our team’s work always starts with our competitive audit – a benchmarking exercise that
informs brand strategy and identifes opportunity. Armed with those insights, leaders can make really bold moves that only your brand can make. Including packaging design that doesn’t copy what’s already on the shelf — but transforms the shelf.