Most companies would begin to build their brand with a visual identity. But how successful can a visual brand be without a strong foundation? The unique selling proposition (USP) is the foothold of that foundation—the place where all brands begin.

Your USP defines your competitive advantage. It is the one thing that makes your product or service different than any other. It’s the one reason consumers will buy your product even though it may seem no different from many others just like it.

Does your company have a unique selling proposition? It’s frequently the defining trait between very successful enterprises and the others. Most firms fail to establish a USP or inadequately define it, negating its effectiveness. It is always wiser to be a specific specialist than a master of nothing.

Think of your USP as the cornerstone of your brand. Your brand is all about expectations. More than just a logo, it is an identifiable entity of concrete and abstract experiences delivered consistently over time. In other words, your brand embodies your USP—encompassing the look and tone of your product or service and supporting materials, your messages, your communications strategy, and your demeanor. It is your promise.

Step back and think about your unique selling proposition. It’s what your firm does—your promise to your customers, market, suppliers, and employees.

Consider the strongest and most admired brands in your world. A few identifying characteristics that distinguish them from their competitors include:

• Their USP stands the test of time. Successful firms drive a metaphorical stake into the ground—their unique selling proposition doesn’t change. Products and services may evolve, but the promise remains. It reflects the identity of the firm, keeping employees focused and constituents engaged.
• Their USP is superlative, important, and believable. You must stand out from the crowd. Whatever differentiates you must be important to your customer. You may be the hardest working widget maker, but your client will not appreciate your hard work if it doesn’t meet their objectives. And finally, don’t say it if no one will believe it.
• The USP is attached to their name. The two must be synonymous. Your audience needs to think of your promise when they see or hear your name. If the two are incompatible, it may be time to change your name.

All this may seem simple, but do your employees, suppliers, and management team know the promise? If they don’t, then your clients surely won’t. Has your USP changed in the last year? In the last five years?

Ask around, you may be surprised at what you find. There may be some gaps between your actual USP and your perceived one; you may not have a USP at all.  The way to arrive at an effective USP is to call on outside opinions—talk to employees, constituents, and a branding professional. Consulting with several groups of people will give you unbiased information necessary in developing your USP.

So, before you go too far with your visual look and feel, establish your USP, build consensus, and guard it as the firm’s most valuable asset. Then you can confidently build your brand!

© 2007 ADAMS