Beyond Logos: The Real Conversation About Brand

Discussing branding with leadership teams can be an uphill battle for many Chief Marketing Officers (CMOs) in professional service firms. Too often, ‘brand’ is equated with visual identity—logos, colour palettes, typefaces, and marketing collateral design. While these elements play a role, they are only a fraction of what brand truly encompasses.

“When leadership teams in professional service firms think about branding, they usually mean little b brand.”

This limited view of branding was also standard in the corporate world two decades ago. Since then, many leading consumer businesses have recognised that brand extends far beyond visuals. It shapes market positioning, reputation, and key perceptions in the minds of clients, customers, and even employees and potential recruits. Ironically, in professional services—where reputation is paramount—this broader understanding of branding remains underdeveloped at the leadership level.

The reality is that branding in professional services is not just about marketing—it is a strategic issue that directly influences growth, recruitment, and market positioning. The concept of BIG B BRAND vs little b brand is helpful to frame this discussion in a way that resonates with leadership. This is such a simple but valuable concept that I wish I’d come up with it. But full credit must go to Ethan Decker, who I don’t know but probably coined it first, and Paul Worthington, a former colleague who brought it to my attention in his excellent newsletter.

little b brand: The Tactical Elements of Branding

When leadership teams in professional service firms think about branding, they usually mean little b brand. This includes:

– Logos and visual identity
– Colours, typography, and design guidelines
– Marketing materials, brochures, and digital assets
– Social media branding and website aesthetics

These elements are important in ensuring consistency and professionalism. However, they are not the essence of what makes a firm’s brand powerful in the marketplace.

For example, Linklaters, Deloitte, and Bain & Company all have well-crafted visual identities. But when a client chooses to engage them, it is not because of their logo. It is because of their reputation—their BIG B BRAND.

BIG B BRAND: The Strategic Heart of a Firm’s Reputation

BIG B BRAND is about a professional service firm’s broader positioning and market reputation. It answers fundamental strategic questions:

– What is the firm best known for?
– What do clients instinctively associate with the firm?
– How does the firm compare to competitors?
– Would a client or colleague confidently recommend them?
– Do they command trust and credibility in the market?

This is not about colour schemes. It is about whether a firm is perceived as an authority in cross-border M&A, a pioneer in ESG consulting, or the go-to adviser for high-stakes regulatory litigation.

Consider McKinsey & Company—its reputation is built on being the premier strategy consultancy, shaping corporate decisions at the highest levels. Goldman Sachs has cultivated a brand associated with elite financial expertise and deal-making prowess. Latham & Watkins is recognised for its strength in high-stakes transactions and global legal services.

These firms have strong visual identities (well, that’s debatable), but what differentiates them is their market reputation, intellectual leadership, and ability to attract top-tier talent. This is BIG B BRAND in action.

“Those that successfully define and manage their BIG B BRAND are up to three times more profitable.”

The Leadership Blind Spot: Ignoring BIG B BRAND

Many professional service firm leaders pay close attention to financial performance, client relationships, and operational efficiency. Yet, they often overlook the strategic management of their firm’s BIG B BRAND.

A well-defined BIG B BRAND strengthens:

– Client acquisition and retention – A strong market reputation attracts premium clients and justifies higher fees.
– Recruitment and talent retention – The best professionals want to work for firms with a compelling reputation.
– Market differentiation – In competitive sectors, a firm’s perceived expertise and credibility determine success.

The data supports this. Principia’s analysis has shown that professional service firms with the strongest brands—those that successfully define and manage their BIG B BRAND—are up to three times more profitable than otherwise identical firms of equal size serving similar clients on similar issues but with relatively weaker brands. The firms that invest in shaping their brand positioning strategically see tangible financial benefits beyond marketing perception.

The question for CMOs is: How do you shift leadership’s focus from little b brand to BIG B BRAND?

“BIG B BRAND is about a professional service firm’s broader positioning and market reputation.”

Case Study: PA Consulting – Bringing Ingenuity to Life

PA Consulting has built its brand around a unique fusion of strategy consulting and hands-on innovation. Traditionally seen as hard to categorise, PA’s distinctive positioning as both an advisor and a creator set it apart from traditional management consultancies.

Principia worked with PA’s leadership to distil what makes the firm special, uncovering a strong internal passion for using technology and ingenuity to solve complex challenges. This led to a new purpose statement: “An innovation and transformation consultancy, we believe in the power of ingenuity to build a positive human future in a technology-driven world.”

The tagline “PA. Bringing Ingenuity to Life” captured this positioning succinctly and has been embedded across all brand communications. The impact was significant—within a year, PA saw an 11% revenue increase to £500m and a notable rise in brand recognition. More importantly, this strengthened brand positioning enhanced PA’s market valuation, as seen in its acquisition by Jacobs at a significantly increased valuation multiple.

This case underscores the power of a well-defined BIG B BRAND in driving tangible business outcomes.

(Full case study here.)

Embedding BIG B BRAND into Business Strategy

To move the conversation beyond logos, CMOs should guide leadership teams through a structured process:

1. Clarify the firm’s brand ambition – Define what the firm should be known for in five years.
2. Identify existing market perceptions – Conduct research to understand how clients and recruits perceive the firm.
3. Develop a strategic brand narrative – Articulate a compelling, differentiated positioning.
4. Align brand with business strategy – Ensure BIG B BRAND informs decision-making in practice development, recruitment, and client service.
5. Communicate through actions, not just marketing – Reputation is built by delivering exceptional work, thought leadership, and industry influence.

Conclusion: The Role of CMOs in Shaping BIG B BRAND

CMOs in professional service firms must lead the shift from brand as ‘marketing’ to brand as ‘market positioning’. The challenge is not just updating logos but helping leadership teams understand that brand is a strategic asset.

The firms that master BIG B BRAND will not only stand out in the marketplace but also attract the best clients, talent, and opportunities.

By using the BIG B BRAND vs little b brand framework, CMOs can reposition branding from a peripheral concern to a central business strategy discussion—where it belongs.