Brand archetypes

Margaret Mark & Carol S. Pearson, after Jung · 2001

A small set of recurring character patterns that give a brand a consistent voice and role in a story.

Its place in the frameworkBrand Core›Brand Narrative

What it does

The claim is that a limited number of figures — the ruler, the outlaw, the caregiver and so on — recur across cultures, and that a brand which occupies one consistently is easier to recognise and to write for. Its practical use is editorial: an archetype settles arguments about tone before they are had.

Reach for it when: When a brand’s voice differs by whoever last wrote the copy.
Where it stops: The Jungian foundation is contested and the categories are broad enough to fit anything. Treat it as a writing constraint rather than a psychological finding.

Margaret Mark & Carol S. Pearson, The Hero and the Outlaw, McGraw-Hill, 2001.

Why it sits at Brand Narrative

The story the organisation tells about itself — where it came from, what it is trying to do, and why that is worth anyone’s attention — told by people who can actually tell it.

A model is only useful when you reach for it at the right moment. This one answers a question that arises here — so it is filed here, and nowhere else. These are the working areas it serves:

The storyNarrative transportation research, which finds that a story is persuasive to the extent that the listener is absorbed into it rather than evaluating it.
Message architectureMessaging-hierarchy practice in integrated communications: a single master message with subordinate messages per audience and channel.
The tellersInd’s work on living the brand, and the employee-advocacy research on internal audiences as the primary channel.
EvolutionRebranding and repositioning research on continuity: the finding that abandoning narrative equity is usually more expensive than the change it accompanies.

All of Brand Narrative

What it touches elsewhere

Nothing in a business is decided on its own. A conclusion reached with this model at Brand Narrative lands in these other cores, whether or not anyone follows it there.

Brand PositioningThe narrative carries the position; it should not be arguing for a different one.
Vision CoreMission and values are the source material the story is built from, and it should not contradict them.
Business CoreEmployees are the primary tellers, which makes this partly a matter of what people are told internally.
Market CoreWhere the story is told, and in what form, is a channel decision made there.

Filed at the same place

These answer questions that arise at Brand Narrative too. Where they disagree with this one, the disagreement is the useful part.

The hero’s journeyThe shape of the story a culture keeps telling: departure, ordeal, return with something gained.

Elsewhere in Brand Core

These are other people’s models, named here so you can go to the source and use them properly. The Omnigoal is not affiliated with their authors and is not endorsed by them; nothing of theirs is reproduced here — no canvas, no diagram, no wording. Each is described in our own words, with the originator credited, because the framework is a place to put thinking, not a replacement for the people who did it. Model names and trademarks belong to their respective owners and are used here only to refer to the work itself.

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