Authentic Branding: This Changes Everything
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Welcome to the I Am Charles Schwartz Show. In this episode, we're diving deep into the world of branding mastery with Howard Lim, the visionary behind some of the most iconic brand transformations of our time. With over 37 years of experience and a client list that reads like a who's who of global powerhouses, Howard has cracked the code on turning businesses into unforgettable brands.

From positioning the Lion King on Broadway to revolutionizing campus access cards, Howard's journey is a masterclass in branding brilliance. He's navigated the ever-changing landscape of consumer perception and emerged as a beacon of innovation, all while maintaining a laser focus on authentic brand experiences. In this conversation, Howard unveils his blueprint for brand domination. He reveals why most so-called branding experts are missing the mark and how understanding the true essence of branding can skyrocket your business to new heights.

You'll discover why your logo is just the tip of the iceberg and how crafting a compelling brand personality can turn customers into lifelong advocates. So if you're ready to elevate your business from forgettable to phenomenal, grab your notepad and prepare to ignite your brand's true potential.

Howard's insights are practical, no-nonsense, and packed with actionable wisdom that could revolutionize how you think about your business identity. The show starts now. Welcome to the I Am Charles Schwartz Show, where we don't just discuss success,

we show you how to create it. On every episode, we uncover the strategies and tactics that turn everyday entrepreneurs into unstoppable powerhouses in their businesses and their lives. Whether your goal is to transform your life or hit that elusive seven, eight, or nine figure mark, we've got the blueprint to get you there. The show starts now. All right, welcome back to the show. Today we're with Howard and we're talking about branding and so many other different things. Thank you so much for being on the show.

Absolutely. Pleasure being here. So tell the audience a little bit more about you. I know you've got some amazing stuff. We were talking about this off camera, about all the campaigns that you've done and all the branding you've done. Tell the audience a little bit more about you and how you're an expert.

Sure. I've been doing what I've been doing, but it's evolved quite a bit over the last 37 years. And pretty much everybody's been affected by one of the things I've branded or positioned or built over the last years. Like, for example, I helped position Lion King, you know, the Broadway show for Disney to their investors. And now it's I think it's made over nine billion dollars. Yeah.

the UCSB access card, which became the standard for all campuses now. I think if I'm not mistaken, it's about $20 billion annually across all campuses around the globe.

And then the rebranding LA Marathon, which we had a set up participation that are using that format for all LA Marathons. And that drives a lot of revenue as well. I'm very much about when it comes to branding ROI. It's all about ROI. So how did you get into this? How did you discover that you had this gift and that, you know, branding really was your thing?

Um, really, quite honestly, it's going to be sound kind of weird, but when I was five years old, the first time I ever finger painted, um, filling the paint and back then it was like, um, powder and mixing it with water. I just remember putting my fingers on the paper and I felt it was so magical that I was able to create wherever I chose to, whatever my imagination allowed me to do. And, and when I was in grade school through junior high through high school, um, the students noticed, excuse me, the teachers noticed that

that I was really into design arts. I'd be always taken to decide and given special projects and I had a chance to go to, I think, two of the best schools in the world, Cal Poly and San Luis Obispo, and I majored in applied art design before design became even a major.

and study packaging, photography, design, illustration, and the list went on. And then after I finished my degree there, I went to Art Center School in Pasadena. And that's like where the model Audi TT came from, Volkswagen, some of the greatest movies you ever seen. So I really wanted to go to that school. And they had the first Macintosh lab in the world. And I figured out how to get things out of the computer.

And that's where it really hit me hard. It was like, well, let me just do this for other companies, show them what's possible to get really creative. And fortunately, Fortune 500 companies understood what I was doing. So I started working representing like Apple, Xerox and DreamWorks and started to show them what was possible. And lo and behold, by working with big brands such as Fortune 100 companies, I started to learn everything.

What it really took to build a brand because brands not taught in school And so it really hit me that it was like wow, okay What is the makeup of branding the essence of branding quite honestly? if you really look at it is one design which has to do with engaging and Designing things that are aesthetically pleasing to engage to consumer hit their emotions and then advertising which is all about positioning and

And so when I was growing up, it's like, okay, you had, my brother was in advertising and he says, you have to choose between design and advertising. I said, why can't I do both? And that's kind of evolved to the branding as we know today. Now it's built with more layers, but that's the essence.

So you talked a lot about how there's a difference in branding and that you've learned it and it started with fingerprinting and ended up with DreamWorks and all that, which is just wild that you go from that. What are some of the major mistakes that people do when they do branding? I mean, other than having to rename their podcast in the middle of a season. So a lot of times, quite honestly, so there's two, what I found are two ways to build a brand from a hip or by design. Right.

What's happening is that most people are doing it from the hip without understanding to different we could say the different principles behind branding and how could they know it because it has to do with a lot of school and like I mentioned design and advertising and so forth and so on that has to do with layerings of understanding and knowledge so

Most people and the other thing too is that they're thinking that they confuse brain is saying with marketing and they're totally two different animals Walk me through that well How do you how do you differentiate marketing versus branding because I think for most people who have done this who have scaled? We get it, but some people would like wait what there's a difference between branding and marketing I just thought branding was underneath marketing and it's not how do you describe the difference between the two so I

Branding is about the long-term position of a company to build its equity, to build its position in the market, and to be understood based on, say, some of the core principles like, well, what's your philosophy? That's part of branding. What are the values of the company? What is its position? Who's its target market? It's a little bit about marketing, definitely, but it's more about how do you want to get known in the mind of the consumer?

Because a big part of branding is not what you're saying. It's what everyone else is saying about you. The question is, how do you get everyone to say who you are? The first thing, establish who you are and what you do. The second part of this equation now is using marketing as, like I say, like a megaphone to broadcast who you are through the different channels, whether online and offline.

I think one of the things that people never talk about is brand equity. The idea, and I'm stealing this, this is completely your example, where you sit there and say, hey, I'm going to take a warehouse that's full of Nike shoes and I'm going to give you all the Nike shoes. They're yours, but you don't get to have the name. How valuable are their shoes? And I think that's the difference between brand equity and people just don't understand that in any way, shape or form. They're so focused on how do I just eat?

How do I pay the bills? How do I pay my employees versus how do I build something that can become a DreamWorks? How do I build something that can be this multi-million or billion dollar thing that you've been involved in? So one of the things you were also talking about is there's different people inside branding. There's different people that you hire and there's different environments. And most people just, I don't think, understand that. I think they're like, oh, I'm just going to hire a guy for five minutes and my brand's done and I'm good to go and I never have to reevaluate it again. It's completely wrong. Walk me through that as we go into those things.

Yeah. So what's happening too is like a lot of people, they use branding, don't do branding. It's so funny because popular, the popularity of branding really happened about 12 years ago. I've been doing it way back, like over 30 plus years. The point being is this, is that it became more popular through like Tang magazines, Ford magazines, money magazine. And always I talk about branding, right? Yeah.

But then the next day, everyone says they're doing branding. And so there's a lot of confusion out there. So what happens is that a lot of people are not doing, in fact, quite honestly, out of all the hundreds of people I've met over the years that say they do branding, two people actually. It's a very complex world. It is. It's a really complex world. So going back to your question, there's different differentiations between different experts of branding. Basically, there's three major camps.

So there's a camp as far as strategists. The strategists are looking at the long-term play. And I say that where do I look at is I design from your future and bring it into the now present. So it's really thinking way down the road. It's like, here's my business model. It's like someone comes to us and goes, here's our business model.

Okay, how can we make it so you can maximize its value in quite honestly? What is an unbeaten cycle that life of that product service or information? There's a lot of deep thinking that goes into it. It's like well you have to answer like well What's your overall philosophy which would be starting off with not about even making money? but sorry not with what is to make you distinct and different from everybody else and what would yield out of

adaptability. And by the way, what markets do you want to actually be able to be delivered in and what industry? So there's a lot of like, it's like, it's kind of like this, you know, you want to build a city. You try to start off with the blueprint, right? You just don't start building piecemealing things together. Otherwise you'll have a pretty dysfunctional city. I think you talked about before, you know, people, it's some people do branding right off the hip versus planning out. Right. And, and,

And it sounds like the difference between the people who have spent the time to scale and build, which are totally different things, when they're going to do this, the difference between becoming a multimillion dollar business versus a billion dollar business all comes down to branding.

And if they don't put the time in now, if they don't spend the X amount of days and ask specific questions, and I guess, you know, you talk about there's multiple versions of this. You talk about the strategist. But remind me before we get too far away, I want to tell the audience like the top five questions or 10 questions they should be asking. So at the end of that, after we go through the different ones, let's definitely go into that and say, hey, these are the things that you should be asking. Because most people don't understand. And if you're not watching the video of this, Howard did a really good job where he talks about and all these people that he's met this entire time, he only met two people.

that were actually branders. And I don't think most people ever come across people who are actually branders in that case. Because if you're doing this for 37 years and you come across two, the chances of people like me running across people like you are pretty darn rare. So if we've got the branding strategist, which we understand that, what is the next person? What is the next kind of step in this? So the next part after the strategy to figure out who you are, what makes you unique, what makes you different from everybody else, then the next part is execution, which I called implementation.

So it's now what I call you have your DNA. Or you could say even your ingredients to, let's say, a beautiful cake or meal. It's now making that meal. It's now making that cake with those ingredients. And that's where it takes, like, for example, to be a strategist, in my book, it takes about 10 years to master becoming a brand strategist. There's so many ways.

It's like a whole different language in itself where you start to understand it. What's the brand architecture of your business? Who's going to be the ambassador to your brand? There's so many components to that, right?

Then there's the execution, which is now let's build it. Okay. So you got the blueprint. Let's stick with the analogy of a city. You now have the blueprint. It's like, well, let's start figuring out the roadways. After we figure out the roadways, just figure out the residential areas, just figure out the commercial areas. Let's figure out how everything needs to work around the water, electricity. Right. So now it's building it. Okay. So the building part of it, there's in my book,

there's like five major components to it so branding memory is about not what you're saying is what everyone else is saying about you the question becomes how are you going to influence them and getting back to that brand equity what's in the mouth help them become

familiar with your brand, which the face the brand. So I call it the brand icon. The brand icon is a name in a company. It's the mark like a Nike swoosh. It's the font that you use like Apple's very clear what font. It's the color that you use. For example, Pepsi owns red and excuse me, Coca-Cola owns red, Pepsi owns blue. So these are the things that really in a font that you use to the tagline as well. These five elements

are what start to build the face to brand. Now, is that branding the logo for example? No, that's 5% to a brand identity. That's 5% to a brand identity, okay?

Now you're talking about, okay, that's the face of the company. Think of it like a brand, like a person. Now it's the personality. Okay. When you look at big brands, think about this like commercials. You got the Mayhem guy for Allstate. You got Flow for Progressive. You got the Geico lizard for Geico. Those are all personality of the brands. Now, why do people, why do big brands do that? It's because they want to make it personalized and they want to be relatable to their target market. Right.

Right. And that's part of the design need in a strategy to figure out what kind of personality should we create for a brand? And what are the associations with that personality? So when you write the copy for a website or let's say a commercial, now you're going to have some consistency between how you're actually projecting that brand, the storytelling, the tone voice.

So what happens when people do it on their own and don't understand it, it's called a simple fact. I call it the simple fact. We have all these different personalities out there of their brand. Guess what? No one knows who you are. You're actually diluting your brand before you even started. I never sat down, even with everything that I've done, never sat and said, okay, what's the personality of our org? What is the personality at and how are we coming across this? And just while you were talking, I was going through a couple of companies that I've worked with and I was like, oops. Oops.

So, you know, the idea that I'm like, we never had this guy and we did great. We had, we exited, we had a great multipliers. We've never sat down and looked at our sales copy. We never looked at our website. We've never looked at our posts. We've never looked at it and said, okay, what is our personality that we're trying to come across? It was more about, can we get looks and views and can we get virality? Can we get, you know, is it going to close it? What is it going to do for the ROI? What is our upcoming sale versus, um, and it's interesting because when it comes to, cause you gave the insurance ones, um,

There are specific ones I will not buy from because of the personality they chose. I'm like, that does not resonate with me. I'm not going to do that. And it was one of those things that's completely subconscious that I didn't understand in any way, shape or form. So when someone's trying to design this personality, I'm going to completely go here because this is fun. How do you find that balance? How do you find a situation where you might have gone

too far down the road with one. Like for, you know, simple example, there's a very specific personality for political parties right now.

And it just, it is what it is. It's a personality. We get it. I'm not going to bash one side or the other. I'm going to leave it alone. There's not a political show. But, you know, I talk about this all the time that people don't buy products and stories. They buy, I'm sorry, products or services that make story identities in ways that are pain. I'm going to have to add to that. They buy personalities because if I told you and I asked you, hey, here's a guy who's got a four by four truck. Who do you vote for? Here's a person who drives a Fiat. Who would they vote for? Here's a person with a Louis Vuitton bag.

Who's the person with a Whole Foods bag? You know who they're voting for. So I've always used these examples, but I've never understood it as a personality. So that's huge for me. When you're designing that personality, how do you design it in a way that you're not going to isolate a huge chunk of the audience?

Right, right, right. So it's a lot of figuring out the persona of your ideal customer. You can't be all things to all people because that becomes a waste of marketing as well. Seeing that over and over and over and over and over again. So really, it's really what's called, and this goes back to when I was doing a lot of work in adding C's back in the 80s and 90s, which is still, it's now coming out.

Kind of like the trade secret of how good ads become very powerful ads. It's called mood boards. So you create the mood board to figure out your ideal customer and you're figuring out, well, what would it wear? What would it shop? What, you know, who is this character? Is it female? Is it male? Is it actually neutral? Okay. And what's its age? And so you're really building in quote unquote in his dialogue is age.

how its emotions will be and what its lifestyle is. Okay. Is it urban? Is it suburban? Is it a farmer? Right. No, absolutely. And, and, and, and it works. It's like,

So how you make sure you're not alienating is you make sure, Dan, you're figuring out that you actually have a brand that actually could maybe float between, I'm just making this up, between 25 and 50, okay? Or let's say, why don't we get down to teenager, but also appeal to the elder, okay? So this is where you actually think very creatively what kind of different campaigns could be created. Like, what's the core? And in front of that core, what could be offshoots?

Like what I always get with clients is I say, okay, what's going to be our core message? I mean, it takes about two hours to get down to the core message, right? The point being is when that core message, then you have different offshoots to appeal to those different marketplaces based on what channel they're at. Like, are they on YouTube? Are they reading a newspaper?

Okay, so because we got four different now we got the four biggest buying power It's the fourth one starting to pick up the Z generation but the point being is that you got to really understand the psychology of your buyers to figure out what would be the right persona for the personality be relatable and a reason why is

We buy from emotions. 100%. It sounds like you're building, not only are you trying to identify your target market, but it's about who does the target market want to have lunch with? Who would the target market invite to their house? That's who you're building because it's basing it completely off emotions. And it's something that I've never heard of before.

Again, you've only met two of these in the world. I've never heard anyone describe it. I've always heard, you know, build rapport, get emotions, you know, avoid, you know, identify their pain, you know, find their watering hole. All of those things I've heard a million times. I've never heard anyone say anything.

It's about personality. What is your personality of your brand? Absolutely game changing. So going back, okay, so we've got strategist, we've got the implementer, we've got, you know, we've got the blueprint of the city. Okay. Now who's going to build the day. What's our next step? What do we, how do we go from there after that? Okay. So when I always go, like when we were rebuilding WSS, for example, in 2010 in the recession, but company that was not doing well at all, uh,

What we had to do is do a really launch. And so we came up with a strategy. I worked with literally seven or VPs to actually come up with solutions to all of them. But the biggest thing was to come from the standpoint that we're all on the same page. Like everybody, because they had their in-house branding, marketing, advertising. I also worked with the

a CFO and CEO, CEO, dah, dah, dah, dah, dah. But everybody was moving in their own different directions. And I call that the silo effect. So the first thing was getting everybody where we're on the same scene sheet. And that's why that, what we call a master blueprint is so imperative to make sure everyone's clear where we're heading and how we're all been moved there. Cause it's everybody's business when it comes to building the brand. Okay. So I know this is gonna come as a surprise, but you're telling me that when you go to scale a business,

That people don't talk to each other and inside the organization, they're actually not each other's friends. No. All right. So don't be all the time. The biggest problem in the organization is not the fact you're trying to get customers. It's just internal. Your culture is broken. And when you're doing this, they're just completely the CFO hates the CIO and the marketing person. Exactly. It's the biggest problem. You got to unify your culture.

When you run into this, you've done this at pretty high levels. You know, you've done this for billion dollar companies. I'm completely taking us off course here, but what are some of the ways that you unify? What are some of the ways when you come in and you're like, hey guys, I get it. Marketing thinks branding is garbage. Branding hates IT. IT hates fulfillment.

How have you found a way when you come in and you help out these huge organizations, which is what you do, how do you say, okay, guys, we all need to play nice to each other because we don't like to eat in two months. How do you do that? What are some of the tips and trades that you do? So that's a great question. So I always start with the philosophy and I always work with the philosophy

the spearhead, the founder, the CEO, or it could be the president or a combination, right? But whoever is in charge, okay? I get to understand who they are. And what's funny is that employees, like with companies that have been around for decades, even like generations,

the, you could say the management positions, finally get to understand who he or she is and how they think. So always start with the very top to get an understanding what's in their head and questions that never been asked before. So then we could actually start to figure out, well, what are we looking at first of all, as a business and where we're heading? So I always start with the philosophy and I have these very deep questions that I ask this quote unquote, the leader, you could say.

And once those questions are answered, I form the statement. And that statement should not be more than two sentences long. Any longer than that becomes not memorable for anybody. Okay? And it's confusing. Because it's not as lofty paragraphs. Right. So what are the questions that you ask the founder? What are the ones that you walk in? What are the top two or three that you're like, hey, I need to figure out what you're the spearhead. How do we find alignment here? What do you normally ask? Yeah, sure. So one of the questions could be like,

If you're facing the, you're facing the more horrific challenges with your business, what values are so inherent? Your company would cease to exist. Gotcha. I can tell you most sea levels because this is whom that's my world. I interact with the sea guys.

I would say majority of them would have no clue how to answer that question immediately right off the hip. They would have to sit down and form that together because they've never thought about it. One of the things that I love talking to you about, Howard, is the fact that

You're asking questions and you're bringing it from point of view because you've been doing this for 37 years that even as someone who I've done scale and I've done exits, never asked these questions, never even thought of asking these questions. So it's absolutely right. Okay. So that's one. You got another one for me? Because I'm just stealing information. This is great. Yeah. So now I want to be like, what legacy do you want to leave behind? Legacy is huge.

Yeah. What legacy do you want to leave behind and why? You know, why is a big part on that one? And so, you know, you're right. And a lot of times the CEO, they've been asked this question. So, of course, I help coach them through it.

What happens is, though, is that they start to see a bigger picture than they ever thought was possible. The reason why I do this, by the way, is it's kind of like reverse working and talking to over 100,000 business owners because I speak all over the world. The point being is this. As I look at the common denomination and looking at patterns,

And I realized that most companies only reach 25% of their potential. So I wanted to create a model so they could reach their full potential, 90 plus. And so with these deeper questions, it allowed us to tap into what's the opportunity of really creating something with a huge or bigger ROI, but also deeper penetration in the marketplace and actually having it where we could do more good for all stakeholders.

So there's a reason why I start figuring out what is the questions that are not being asked that could actually create a company where it's a hell of a lot more sustainable, a hell of a lot more scalable, and actually a place that really people want to work with or work for. So that's why I went with this quote unquote strategy of going with deeper questions is so the client would actually end up with something with that deeper potential of a bigger business. Okay. If they chose that for themselves or to exit faster for that matter too.

So it sounds like, you know, doing these things, you mentioned it earlier that some of the stuff you did in the eighties and nineties, which no one was alive back then. No, it was so far ago. Um, but some of the stuff you did back then is still reaping fruit. Now something 30, 40 years later, these companies are like, Hey, we're still implementing it. And this is the value of branding, not marketing about building this and sitting down and answering these deep questions.

One of the things you told me about that you do is you work with, yes, you speak all over the world and you've spoken to all these people, but you work with individuals and you really do a brand analysis for them. What does that sound like? Because most people haven't ever done that. They'll just say, hey, I need a brand. Okay, give me a logo, which you already mentioned is like 2% to 5% of who you are. Most people have never sat down with someone who is a brander. So if they're walking in and they're like, hey, I'm going to work with...

Howard on how to do this because I want to say a brander, but I don't know any other brander. So Howard, what are they going to be doing? What is that experience like for them? So,

No matter, and you're right, I work all the way down to solopreneurs, like literally. It's not for me the size of companies. It's more about the difference that they're making. And so my job for me is really, so honestly, so I look at this place, at this globe that we are on, and I look at it from a standpoint, how can you actually make it better?

And so it's made up of all these different personalities and different individuals. So what I look at is like when I work with someone, I always look at are they operating out of integrity? Do you want to make a difference? Are they coachable? And do they want to have fun on the way? Those are my thoughts. I wish people would answer the third one. Are they coachable? Good God. I always talk about it. It's not about this. I don't care about the size of you. It's a question that's going to scale you. I've said this for years and years and years.

The coachable. Holy Moses. I tell customers as well, it's like, okay, do they want your product?

Can they afford your product? Will they buy your product? And then the last one being the most important, do you want to work with them? And people always forget the last one. So even when you're trying to coach people on scale, are they coachable? And that's a hard ball game. So when someone comes in, let's say they created a podcast name and it sucked and they have to change it on the fly. What are they going to be expecting to walk into? What are some of the questions? What does that environment look like? What should they prepare before they show up to have this conversation with you?

So what I always start off with, no matter who they are, what size, what industry, if they're B2B, B2C, or B2G, which is business to government, I always start off with an assessment. An assessment. And I do it online. That allows me to work here and work with anybody. And so what I do is I ask them to turn in their...

their logo and there's a bit which we don't have we could talk about difference between a logo and a brand mark but let's say the logo they turn in their website they're turning brochure they do have a product their product their packaging uh even storefronts because i did a lot of design storefronts or billboards or radio spots tv spots their social media and what i do is i will look and critique it in a way to take it from good to great and it's an

It's usually an hour long and I work really fast and the whole thing's recorded and I'm marking things up and going, okay, where's your value proposition? Okay. Like their website. For example, the website, um, I have this process that I take companies through is like the way I look at website is that the homepage should really be like a trailer to a movie. Okay.

Most websites I see is that they're throwing everything in and plus the kitchen sink. So everything is shouting at you, right? And the reason for that is because a lot of times these people that are designing websites are not designers, they're desktop publishers. Desktop publisher is someone that has no experience in design that picks up a computer and then calls himself a graphic designer without any four years, eight years of schooling. And so what happens is that there's a whole pattern

to reading a website anything for that matter dominant subdominant subordinate dominant subdominant subordinate the headline should be the first thing that people engage in like a really strong headline that's engaging and subordinate would be like the body copy to back that up right and subdominant would be a lot of times would be the sub headline just like a great

newspaper when reading a headline that catches you and you read it, it's just formula. And you're right. These principles will never go away. It's a while, how we digest information. Right. And I think people don't understand that, that these ideas you're talking about human behavior. Sure. There's different ways to get it. It could be a newspaper or it would have been smoke signals. And now it's social media. The core of it hasn't changed. The delivery method has changed, but the core of it of human humans are humans are humans are humans.

We talk about this, you know, I've talked to special force operators and we have this conversation all the time. They're like, just shoot to wound.

I'm like, why would you shoot to womb? Why wouldn't you eliminate your target? And they're like, because the target has friends and I'm going to turn one target into four. And I was like, that's universal across the board. It doesn't matter if it's a 50 cow at a thousand yards or if it's a bow and arrow at 20 feet. So it's these core parts of the human idea and the human existence that if you haven't gone to school and if you don't have these level of experiences, you're going to run into it.

I kind of feel like you're like a UX designer in a way, in the sense of, let me explain. There's so many times where someone who does UX, which is user experience, where they've designed this whole great thing and you get this very well-trained UX designer. They're like, yeah, you're changing everything. They're like, why? I'm like, well, people with colorblind can't see that. Your stuff's in the wrong place. This can't be there. This is how people read. It sounds like branding is like the grandfather of even that as well. It's like, okay, UX is cute. Let's talk about branding. You talk about the difference between a logo

And what was the other thing? Brand mark. Thank you. A logo and a brand mark. It's so foreign to me. I didn't even know what a brand mark was till right now. What the hell is the difference between a logo and a brand mark?

Okay. So, yeah, well, cause I, I started to create what's called an authentic brand. So I create, start creating a glossary of distinctions. And that's a lot of times why people haven't heard of this because it's their own category created over the years. So the point being is that a logo, a lot of times people create a logo based on personality. Like, okay, I'm going to show my friends, you know, what, you know, my brother-in-law did and see if they like it or dislike it. Okay.

Okay. And, you know, ask them why and this and that, but it's all based on the personality. And a lot of times logos, for example, I call them a liability where they're not simple. They're not bold enough. They're not unique enough. They won't work in black and white. So they work as a broderie all the way down to an app. They won't work for an app to a billboard. So they miss a lot of science to it. The second part that they miss is how it connects to the business. So,

So a lot of times I just look at something and I go, well, what does this have to do with your business? What does this have to do with what you just told me five minutes about your business or what it's about? How does this connect, quote unquote, your quote unquote identity to your consumer or customer? And, oh, go ahead. Sorry, but I have a really important question about this one because I always have, how the hell did they get here when it comes to one specific brand? And I'm curious if you've got a famous brand. I'm going, how the hell is that related? For me, the one that stands out

is Starbucks coffee. The logo of the mermaid holding up her legs that is cropped, it's a very famous, you know, it is what it is. How in the name of Zeus's butthole did they get from there to there? And I guess my question is, if you've got a logo that you've already been in bed with long enough, it's been part of your brand for 10, 15, 20 years, pivoting your logo or your brand mark is not easy.

How does someone who didn't know that you existed a couple of years ago go, oh crap,

We have a mermaid with her legs spread wide open as our logo. Good God. It might work. It might check those boxes. It might, hey, look, we can embroider it. It looks good in black and white. It's clear, but it doesn't align with our brand. It doesn't align with the personality of our brand. How does someone go through and say, okay, how do I fix this? How do I do this? How do I pivot this? So that's a great question. So it's really interesting because when I present and I'm teaching people

in presenting, I'll showcase studies of where a company had a logo to a brand mark and one of them is Starbucks, by the way. So Starbucks, if you look at it, it's very like hand done. It looks very junior level. It looks like someone's done it in their basement.

And then you could see the transformation over years. Okay. And I knew they're going to have problems. I first saw Starbucks and it took like three more reiterations, probably cost them millions of dollars to redo all the storefronts and everything associated with all the marketing, all the advertising, all the product itself. Right. Right. To redo it all. So what they had was.

God, this is a loaded question. So let me just finish this discussion. So they had the evolution from a logo to a brand mark. And the one that was prior to the one that they have now,

It's called an emblem mark where they chiseled it down graphically. So it looked beautiful. It looks simple to digest, but they had the words integrated into the actual mark itself of what's called a pictorial mark of the mermaid. The problem with that is that as you start to migrate, you start to grow your company into different countries.

Guess what? That needs to be that that can be translated from English to Arabic or Chinese or whatever. Right. It will look like a whole different brand. It looks like you just got knocked off. Right.

So what they did, which is I'm a firm believer in that, and I actually started to figure that out building brand marks years ago. The point being is this, you want to separate the two. So the mermaid is now separate from the words. So now the mark itself, the pictorial mark, the picture is filling it up in a sense that you don't have to have words anymore. Right. It could stand on its own. You have something now that's universal and

in all languages. It has nothing to do with the words. It has to do with an image. Right. So that's how that one was able to do it. To keep that story, but, you know, how he came up with the book, because, you know, Moby Dick, da-da-da-da. We keep that part of the history behind it, but the point being is that now it actually is a brand mark, so now we don't have any limitations where we have a lid on it, and we keep, now we're able to grow that into

any part of the world for that matter, because now you have a strong brand mark. So one of the questions that people are going to ask about branding, especially now that we live in a world where you can't get domains anymore, where you can't get the name that you want. And that influences a lot of the name of the company where it's like, oh, I want to name my company, the bed podcast show ever. And I'm sure someone owns that. How do you survive

When you're building your brand, where you fall in love with an idea and you've got your brand mark and all of this, but the domain's not available. Do domain names matter anymore? Absolutely. Before you even think about the name, though, you really want to think about the position, the strategy session to figure out what is your position? Who's your target market? What media you plan to be reaching those target market? And when it comes to naming, there's five things.

basic categories of creating a name and for and first of all you want to create a name that really don't you don't want to have more than three syllables and then ideally you don't want to have it more more it's more than two words why because it goes back to how we think if if you want someone to remember who you are you got to make it simple

It's true. The dot bomb error. They make up all these fanciful words. Well, you never know to be able to find a website because you can't spell the name thing. That whole error was like total chaos. I'm like, what a freaking nightmare. But anyways.

Yeah, you do want to have it where, so let's go back to like there's five ways to create a name. There's generic, which is not trademarkable, which hotel in Las Vegas tried to create a hotel called Main Hotel. They battled God knows how much money they spent trying to figure out if they could trademark that name. They could not because it's a common word. Then you get into, you know, descriptive re-describing like Motel 6 when it used to be $6, right? Yeah.

Not anymore. Okay. And then you get into suggestive and then you get into arbitrary, like apple to fruit and apple to computer, right? Then you get into fanciful, totally made up, like Exxon. Now, here's the beautiful thing. As you start to go up the chart to the, you know, where it's arbitrary or fanciful, you're going to have something that separates you from the pack.

It will take more to get people to know who your brand is. But the beautiful thing is you will leave the path and get more known and be more unique to be more memorable. Like Lululemon, for example. Right. Or as much as we don't like, I didn't like the word at the beginning, Google. Right. But the point, but the point being is that as you move up the chart, so you

You know, there are plenty of words that when we come up with names, we come up like literally when we were clients, we come up with hundreds of names. And my job is to look at if we get a high percentage of dot coms.

Because there's ways to articulate what kind of name should you be creating based on a strategy. And from that DNA starts to build out, well, what are all the possible names that we create based on that strategy to actually best represent that brand position? Right. There's so much that you've shared here. There's so many things that even with, I'm in the middle of a renaming and a rebranding now where I'm like, that's got all changed. There's so much that people just don't know.

How do people find you? How do people, you know, sit down and get some of this knowledge and maybe save themselves millions of dollars in, you know, not trying to brand something that they can't brand and make it so that their company can scale up into that next level? How do people find you? How do they sit down with you? How can someone pick your brain and get access to you?

I make it really simple. I give away my mobile number and my personal email. So my email is howardathowcreative.com.

Howard at how creative.com, H-O-W creative.com. And then my phone number is 310-804-4251. And then we'll set up like a 10 minute discussion. And if you want to, you know, go through quote unquote, it's up to you. If you want to go through a full assessment, then

Then what I do on my website, I sell it for $2,500 for an hour, but through a code using H O W to hit the coupon and say, apply, it brings it all the way down to $500. And I'll do a whole evaluation, a whole assessment on what you've been creating and show you the gaps. Here's what you, here's where you, where you just told me where you want to be and who you are, but this is how you, how you're representing yourself right now. And what is that gap?

So if someone doesn't have the ability to call you up or jump on the website, are there other resources you have that people can get access to? Are there tools that you like to use?

Yeah. So I took this time to write a book. It took me five years. I think it's been about 15 years and it's called authentic branding. It's sold, you know, not so much than bookstores, but globally. But the fastest way people can find you is on Amazon and are authentic branding by Howard A. Lim. And he could find my book. Now the reason why I create this book, by the way, because at the time there was maybe five branding books when I wrote this book and, um,

There's one book I really admire called Strong Bands, by the way, that really inspired me. But the point being is that none of these books really had any exercises or

Yes. And no one wanted to divulge any of their trade secrets, which, you know, that's fine. I get to respect that, you know? And I said, well, I'm here to help out as many companies as possible. I didn't actually say, okay, what do you do to create your values and how do you test your values and then give examples and dah, dah, dah, dah. So that book is not just a book to read. It's based on, um, actually how do you actually think about your own brand? And it's available on Amazon.

It's on Amazon, yeah. Need to go to Amazon after this. Okay, perfect. I really appreciate it. I just wanted to make sure we had that.

I really appreciate you coming on and changing so many different things. Just the idea of, you know, for me, the biggest takeaway was that it's a personality that you're building that. I was like, oh crap. I literally, every company I built in scale, I just went, oh my God, I left so much money on the table. Oh, Moses. So yeah, there's, oh, darn it. I really appreciate it. Thank you so very much for coming on. I really appreciate you blowing my mind.

Yeah, no, this has been really fun. This has been really, really fun. Thank you. And that wraps up our enlightening conversation with Howard Lim. We hope you found his insights on branding as valuable as we did. A sincere thank you to Howard for sharing his wealth of experience and practical wisdom with us today. His approach to authentic branding and long-term business success is truly inspiring. To our listeners, your commitment to improving your branding strategies and growing your businesses drives us to continue bringing you high quality content.

If you'd like to delve deeper into the strategies we discussed, we've prepared a companion guide for you. This resource summarizes the key points from our conversation, including Howard's techniques for developing brand personality, creating impactful visual identities, and asking the right questions to uncover your brand's true potential. You can access the companion guide at podcast.iamcharlesshorts.com. Remember, as Howard emphasized, effective branding is about consistency and authenticity.