If you search the term “branding” on the Internet, there are a plethora of theories, assumptions, and case studies which implicate the quintessential approach to this elusive topic. This mystification leads most organizations to relegate brand management to lower level functionaries and relies on tangibles, such as revenues and EBITDA, as a measure of market viability. The strategic use of branding only surfaces when the organization experiences a turbulent period in time and applies brand principles as a life preserver.

The fundamental problem with the application of branding lies in its strategic importance and execution throughout the organization. If top management views branding as a “marketing function,” their cursory involvement implicates a tactical view and permeation throughout the organization will not congeal. What arises is a PHANTOM BRAND – one that exists in the murky shadows and becomes a vague reminder of an organization’s true self. Conversely, an organization that embraces their brand as the strategic cornerstone of the business and obtains cultural acceptance will emerge with a strong identity and market position.

The intent of this article is to identify phantom brands and understand why they fall into disrepair. Published authors’ who have investigated various facets of this topic will be cited and their findings summarized. The by product of this exercise will alert management to patterns and red flags that signify brand dilution.