BY BARBARA THAU
LOOKING TO SHED HIS STUDIO’S B-MOVIE IMAGE, FICTIONAL
CAPITOL PICTURES BOSS JACK LIPNICK TELLS THE CEREBRAL
PLAYWRIGHT SITTING BEFORE HIM THAT THE WRESTLING SCRIPT
IN DEVELOPMENT SHOULD MARK THE WRITER’S UNMISTAKABLE
IMPRIMATUR. “We want that Barton Fink feeling,” he tells John Turturro’s
character in the Coen Brothers’ film, “Barton Fink.”
Whether or not the playwright knows it, his “Barton Finkness” evinces a distinct
brand equity that the studio head needs, and wants to buy into: The Fink brand is
firmly essentialized, as is its potential value to a client, in this case, the head of a
motion picture studio.
The scene gets at the heart of branding, which, at its core, begs the questions:
Who are you? And, how does who you are distinctly serve your clients’ needs?
Those questions are fundamental to building a design business, says Axle Davids,
CEO of Toronto-based brand strategy firm Distility, and Stephen Nobel, who
runs design consultancy NOBELINKS and authors the online “Business Strategy
Solutions” courses for the American Society of Interior Designers (ASID).
In successful branding strategies,
executives should not to buy
into ideas, but rather build in to them
via roundtable brainstorming sessions
to get at the essence of what their
brand is about.
At Distility, workshops
help the company and
its clients home in on
the brand promise
quickly and succinctly.
are in order when
(Image: Nik Macmillan)