Brands have always needed to exist, to be recognized, preferred, chosen, recommended, adored... Their stakes have always been the same.

What changed, changes, and will change?

The context in which they must grow.

And it's their ability to adapt to this increasingly volatile and unstable context that determines their ability to continue evolving.

Understanding their environment maximizes their chances of survival.

And knowing concretely what changes to make in their behavior to be more effective, more efficient. More high-performing.

This challenging context has intensified and become more complex in recent years.

The communication market in France has tripled in 20 years, and the number of business creations has doubled since 2012. Communication channels are increasingly congested, some paced by algorithmic pressure... Exposing each person to about 6000 advertising impacts per day, although we can only remember a maximum of 18 messages.

When given a choice, we can afford to be picky.

So that famous consumer attention, that gold which brands seek to capture above all else, has divided, especially across different screens, focusing where there is most to gain. And if a gif of a cat playing the piano on their phone gives them more dopamine than an ad on their TV, it's too bad for the brand (and kudos to the cat... the animal, not the brand).

Too bad, or rather unfortunate.

Because we often forget that the brand isn't just the company's storefront. It's one of its most important intangible assets, with contributions to its valuation reaching up to 45% in B2C, and 20% in B2B.

The power of a brand is undeniable, but unfortunately still needs repeating, especially in times when CMOs are more focused on short-term actions and benefits... Yet a brand ensures sustainable growth: it boosts long-term sales and loyalty, reduces customer sensitivity to price fluctuations, and enables the company to face crises more easily and recover more quickly, among other things.

Brands no longer have a choice but to perform and generate results.

As their environment intensifies, they too must intensify.

And become...

B.O.S.S. BRANDS.

Bold, by strengthening their strategic and creative choices to ensure they stand out among their competition.

Opportunistic, by being responsive enough to seize any opportunity that offers visibility and engagement.

Surgical, by having the precision in target knowledge that lets them capture their interest and create a strong affinity.

Supporter, by committing beyond their products and services to be useful, even invaluable, to their targets, and weaving an unbreakable emotional bond.

Becoming a B.O.S.S. Brand doesn't happen by wishful thinking; it's primarily a change in mindset and a different way of working, promoting collective intelligence to maximize both the quality of ideas produced, decision-making, and alignment of the various stakeholders involved.

It's also a different approach to risk, which, thanks to optimized data collection and analysis, allows it to be objectively transformed into an opportunity for the brand, synchronized with its operational model.

Other tools too, mostly proprietary, that rationalize creative and narrative work, where competitors' investments in expressive attributes are analyzed to reveal emergence opportunities and allow the co-decision of the optimal creative profile for the brand being worked on.

Brands have always needed to exist, to be recognized, preferred, chosen, recommended, adored...

And what if we changed the way we operated them for good?

And what if brands became B.O.S.S Brands?