What's the perception, and reality, of your heritage brand?

Anyone who knows me, knows I am a geek for brand strategy. Tony Lewis's newly released book Brand Momentum is a new approach to brand growth, so I was excited to get stuck in and see what else could be added to this discussion, and think about how this might apply in the world of heritage sites and historic properties.

My first thought was do we need another brand strategy framework? Especially one that appears to value “growth at all costs”? As someone who has spent years immersed in brand strategy, I found this book intriguing, especially its focus on momentum and velocity as key indicators of brand success. Unlike the more traditional metrics that prioritise sales figures or market share, Lewis argues that maintaining the perception of growth is just as critical, if not more so. 

This subtle but powerful insight is one that resonates deeply with my own experiences in the field.

How does the perception of your site differ from reality? How can focusing on perception over reality set you free? We can get hung up on being the first, or best, or biggest. But actually, we (as visitors, consumers) don't really know who is first, or best, or biggest. But we might think we do.

A twist on advice we know and love 

Lewis introduces the concept of brand momentum as:

“The energy created by a business through its people, innovation, and marketing.” 

What I appreciate most is his twist on familiar advice. While we often hear about the importance of being first to market, Lewis asserts that it’s more crucial to be perceived as the first in the mind of the consumer. This emphasis on perception reflects a more nuanced understanding of brand dynamics—one that goes beyond the race to launch and focuses on maintaining a narrative of leadership.

This perspective diverges from the work of Byron Sharp in How Brands Grow, which argues for the importance of mental and physical availability to drive brand growth. While Sharp emphasises building distinctiveness to stay top of mind, Lewis seems to go a step further, suggesting that it’s not just about awareness but about creating a sense of forward momentum, even if actual growth is modest.

What is the energy in your business? How can you harness innovation, and forward motion to bring fresh ideas, perspectives and awareness to build your brand?

Perception or reality?

One of the book’s most thought-provoking insights is the idea that you don’t need to grow—you just need to look like you’re growing. This perception of vitality, as Lewis explains, is crucial for maintaining consumer trust and engagement. It adds a different dimension to the concept of “mental availability” that Byron Sharp advocates, shifting the focus from merely being available to appearing dynamic and forward-moving.

While there’s a lot of crossover with other influential frameworks (like Orlando Wood’s Fame, Fluency & Feeling), the focus on consumer perception as a driver of momentum sets Brand Momentum apart. For those of us who lean on traditional frameworks, this shift could unlock new ways of thinking about brand growth and sustainability.

For me, this comes back to the energy within the business. If your team is plodding along, that will reflect in how people see you from the outside. But, I hear you say, isn't that ok for a building that's been around for hundreds of years? Do we want to look like we're growing, or full of energy? Don't people come exactly because we've stayed the same, on some level?

I see your point. On some level, yes.

But there are fresh ways to add to the experience. Turning the disused camellia house into a tea shop may change the property away from its original use. But, done right, it doesn't detract from the history of the place. And it definitely adds to the experience.

How does the perception of your heritage brand differ from reality? How can you, authentically, make the most of that perception?

What I've learnt about heritage brand perception from Brand Momentum

The core strength of the book lies in its practical guidance on measuring brand momentum. Lewis goes into great detail on how to conduct a brand health study, who to target, and why—offering marketers clear steps to gauge their brand’s velocity.

This is a refreshing change from many brand-building frameworks, which often require huge investments of time and resources. I particularly liked the “Momentum on a Shoestring” section, which addressed how smaller brands can still implement these ideas without massive budgets. However, this section did feel a little thin on actionable details, leaving me wanting more practical examples.

What do you think could be some ways to build momentum in your heritage property?

Overall, Brand Momentum is an engaging read that provides a fresh take on some of the most persistent challenges in brand strategy. While it may overcomplicate its frameworks at times, it offers plenty of sound principles for marketers and strategists who want to maintain a brand’s energy and relevance.

For me, the key takeaway is the emphasis on consumer perception—how brands can succeed not just by growing, but by looking like they’re growing. This subtle shift could be a game-changer for brands that struggle to stand out in today’s fast-paced market. I’d be curious to see if future editions streamline some of the concepts and perhaps integrate more on the creative, emotional side of brand building.

If you’re a brand strategist or marketer looking for new metrics to consider, I’d highly recommend giving this book a read.

Thank you to Literally PR for inviting me to be part of this book tour, and proving me with a copy of Tony Lewis's newly released book Brand Momentum.