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Put It On Repeat: Brand Codes & The Importance Of Consistency

Establishing a strong identity through visuals, tone of voice, messaging and interactions mean nothing if they’re managed inconsistently. Codifying your brand is crucial for long-term success, but what's the investment?

TBC minute read

More than two-thirds of marketers (68%) say brand consistency has contributed between 10-20 % of their revenue growth. So for a company that does more than $10M in sales per year, that's millions of dollars lost due to inconsistency.

One of the most important questions we ask when designing a brand is "who will be managing the brand once you have it"? It's not a case of having some fonts and colours and cracking on with it. Brands need conscious and deliberate management. But we’ve likely all been there – when you’ve been working with the same brand for a while, things can start to feel… samey (especially if you're a designer). It’s tempting to want to introduce new approaches. However, branding is a long game, and familiarity breeds recognition – not contempt! Introducing new visuals here and there may seem like small changes, but without proper consideration, over time they can amount to a slow erosion.

Know yourself, and make a promise

The way a person looks, talks and moves, as well as where they're found, all contribute to how recognisable they are. The more familiar you are with someone – especially if the location is expected too – the less work they need to do to gain your trust next time. And over time, who that person is becomes pre-emptively understood by the room. People who have a real sense of self are the people who stand out. Branding is no different. This isn't about never changing, or doing the same things over and over again, but about how you choose to use familiarity, expectation, and persistence as currencies over long periods of time. Branding is a promise.

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When was the last time you really stopped and audited everything from the past few weeks, months, or year – where you were, and where you are now?

Keep an eye on the past

Marketing departments are often in a constant forward motion. As they should be. But when was the last time you really stopped and audited everything from the past few weeks, months, or year – where you were, and where you are now? Software like Miro or Figma are great places to start for visual consistency. Get as much work as you can up there – jpeg, PDFs videos. Is it consistent? Be brutal.

For most brands, it's likely there's far more meandering than you'd expect.

This is about stopping and slowing down. Next time you're reviewing work, get as much previous assets in front of you for review as possible. Put them on something like Miro for minimal effort. So when new ideas are being introduced, they're judged in the context of a brand that's already out there. Does it feel like a natural extension, or a completely separate expression? Do elements of it already exist in earlier work, that are now being reinvented or undermined, instead of reused? If this sounds pedantic – that's because it should be. Lean into what you have, or lean into change. But be deliberate.

The long of it

In the end, codifying your brand isn’t just about sticking to a set of rules. It’s about ensuring your identity remains consistent and recognisable, and isn't incrementally shifting without real intention. By playing the long game, resisting the urge to change too quickly, and sticking to your brand’s core values, you're ultimately helping build long-lasting trust with its audience. And with all this said – if you're still struggling to build on what you have, it may be worth considering if a larger brand exercise is needed.

Need help?

Whether you’re starting from scratch, refining what you already have, or considering a rebrand, we can help you codify your brand. Get in touch with OtherFolk for an intro call - we're ready to chat.

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The Importance of Creating Content for Long B2B Sales Cycles

Most B2B decisions take months, not moments. Marketing content needs to work across a long sales cycle.

TBC Minute read

In B2B, the final decision usually sits with a CMO or CTO. Of course, everyone knows that. What matters more though, is that they are almost never the first person engaging with you. They are not the ones booking the demo. They're not the ones reading your site in detail. And they're absolutely not the one comparing options side by side for days, weeks, or months. That work happens earlier, inside their team, exploring the market and narrowing things down. A shortlist is formed before leadership is involved at all, and so by the time a decision maker sees you, the shape of the decision has already been set.

Marketing as internal sales enablement

Although the people doing the early evaluation are not the buyer, they do control access to the buyer. They decide what gets discussed internally and how it is framed. So when they bring an option forward, they are the ones explaining what it is, why it is relevant, and how it compares to alternatives.

In effect, they are your internal sales advocate.

It is not just about attracting interest or signalling credibility. It's about supporting internal conversations you will never hear.

This shifts how B2B marketing should be thought about. It is not just about attracting interest or signalling credibility. It's about supporting internal conversations you will never hear. The job is to give teams enough to work with so they can explain you accurately, and move you forward without loss in translation.

That does not require cleverness or heavy messaging, but being conscious of how your story will travel when you are not there to tell it. What can be easily picked up and passed on is what survives the process.

Long B2B sales cycles are shaped upstream. If your marketing helps teams do the early selling for you, you are far more likely to be the option that reaches the decision maker in the first place.

Brand Development

What's a Brand Sprint Workshop?

How we put the whole team on the same page before brand development begins.

TBC Minute read

Great branding can only be built on strategic clarity: knowing why you exist, who you are for, and how you want to show up. That clarity cannot be left to find it's own way – it has to be built top-down, with intention. Brand sprint workshops create a space where all stakeholders are present, and the big questions get answered in real time. Often for the first time, people hear each other’s perspectives – friction can often be part of the process – debate hard truths, and resolve the differences that would otherwise resurface later. Clarity and team alignment is key, and for that reason it's how we start all our branding work at Otherfolk®.

When you're appointing stakeholders, be clear on exactly why they're there beyond an additional opinion, and what unique view they bring to the table.

Who Needs to Be There?

Your agency/studio, and key decision-makers: founders, senior leadership, marketing leads, and anyone else with a stake in the brand. If someone is missing, decisions made in the sprint risk being undone once they weigh in. That said, it's important to keep the stakeholder group small – like any project, too many voices risk pulling the project apart, and creating more noise than neccesary. So when you're appointing stakeholders, be clear on exactly why they're there beyond an additional opinion, and what unique view they bring to the table. Attendance is non-negotiable for this group – it only works if the people who will see the project through is present to avoid suprises later on. Also: no devices, no distractions.

What Happens in a Brand Sprint Workshop?

The workshop runs through a series of structured exercises over the course of approximately three hours (with breaks). Each exercise exists for a reason:

The Five-Year Roadmap: This forces the team to think beyond today’s targets. Where does the brand need to be in two, three, or five years? What needs to be true in order for those targets to be met? Is it the same brand, products, or something different? This exercise sets ambition and ensures the brand is built with the future in mind, not just the present quarter.
Why / What / How: Starting with why you exist as a business defines the brand’s reason to exist beyond revenue. What problem are you here to solve for your customers? What impact do you want to have? What do you offer? How is that delivered? Are these clear and differential?
Values: Every brand claims to have values. A brand sprint cuts the list down to the three that genuinely guide behaviour. This makes them usable in practice, rather than wallpaper.
Audiences: You can't be everything to everyone. This exercise forces prioritisation. Who are the three groups that matter most? Decisions get sharper when you are clear who you are talking to.
Personality: Is the brand playful or serious? Modern or classic? Bold or understated? These simple scales spark debate and create agreement on tone and style.
Competitive Landscape: By mapping competitors, you see not just who you are up against but also where the gaps are. It is a visual way to decide where your brand should sit, and where it shouldn't.

Each exercise pushes the team to make choices, often tough ones. The point is not to avoid disagreement but to use it productively.

Summary

A brand sprint is three hours of focus that can save three months of drift. It gives you clarity, direction, and alignment, and it does it in a way that energises teams rather than drains them. The outcome is a clear foundation for brand development, websites, and content that everyone has a hand in shaping. If you're kicking off brand work, there is no better way to start.