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Brand Bible by Debbie Millman

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BRAND BIBLE250
(Text)


Great branding involves great storytelling, and thats
what theater is all about. At its core, branding, too,
is about getting on stage and telling an amazing,
indelible story. Up until recently, we didn’t talk about
theatricality and stagecraft in the world of brands.
But in my experience, stagecraft can become a palpa-
ble form of witchcraft when it comes to branding
because there’s an alchemy that happens—there’s a
certain magic or pixie dust that people use in order to
create these moments that become forever locked in
your memory and tied up with your emotions.
23
how To Brand
a hoTel

Scott Williams
Founder and
President/
Scott Williams & Co.
Developing cachet
through innovation—
and discovering
the obvious
All photos by Scott Williams & Co.
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All photos by Scott Williams & Co.
How to Brand a Hotel





The rst issue when I started was the Starwood
brand. The only thing dening the brand was the
customer loyalty program, Starwood Preferred
Guest. The program had a unique point of view and
oered benets such as no black-out dates, and we
had to make sure the focus was on highlighting these
killer brand equities because we were being outspent
four to one by our competition in the hospitality
arena. We constantly had to prioritize those benets
so we didn’t represent ourselves as a commodity. Its
so easy to become a points program where your iden-
tity seems to be about giving away free stu. Givea-
ways don’t necessarily generate brand loyalty. In
fact, most of the time, this approach has the opposite
eect. If you look at the great premium brands, one of
the strongest loyalty factors—which is key to building
a cult around the brand—is that people are willing to
pay a little bit more because they have a love and an
almost irrational attraction for the brand.
The second priority was to contend with the fact
that many of our divisions had their own agencies,
and as a result, there were some inconsistencies
in the brand platforms. For instance, Westin had a
campaign running in Japan and Korea when I arrived
that hadn’t run in North America for a couple of
years. We walked a very ne line of making sure that
the general managers could control their own busi-
nesses but when business travelers went from North
America to Japan, the messaging was inconsistent,
and we wanted a global look and feel. But we didn’t

Promotional material
for the Sheraton Hotel

Website redesign for
Morgans Hotel Group
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