Brand Equity and Strategic Positioning
One conflict we've frequently seen in the disconnects between marketing (usually described* as a "right brain" activity) and technology and finance (both usually described* as "left brain" activities) is the debate over market purchase motivators…whether they're rational or emotional.

The fact is: both sides of the debate are right.

 

The key challenge—and opportunity—is to find the convergence of motivators that creates unique value for both the buyer and the seller. This convergence is unique, capturable and defensible.

This convergence is where brand equity can be created.

Brand equity is just a mental labor-saving tool to encapsulate strategic positioning and store it in the mind.

  
 
*Incorrectly described, though. Marketing, technology and finance are all "whole brain" disciplines, with linear, quantitative activities in some areas and visionary, creative activities in other areas.
 

Three important points about branding and strategic positioning are often lost in the debate between the sides of these brains:

  1. Specifics matter
  2. It's always a multidimensional sale
  3. Value always migrates over time
   In the work of Revenue Strategy, marketing is practiced as a technology: the engineering of understanding and motivation in ways that build value through scale and sustainability.

So, of particular value is engineering the recipe that blends product, service and experience value components and consciously migrates that value recipe over time to capture and maintain capital asset value for the enterprise itself.