Against the grain: Why every brand needs a villain

Imagine The Matrix without Agent Smith. Or The Lion King without Scar. And where would Harry be without Voldemort?

Without a villain, there’s no tension. No stakes. No reason to rally behind the hero.

The same goes for brands.

For years, marketers have focused on what their brand stands for: sustainability, ethics, flavour. But the ones making a real impact? They stand against something too.

In Kastner’s previous post, we explored clarity as a cornerstone of powerful branding. But clarity doesn’t come from consensus; it comes from contrast.

Cultural leaders today don’t just share beliefs. They draw boundaries. They create tension. And that tension is magnetic. For Jameela Jamil, it’s toxic media. For George Monbiot, it’s climate inaction.

In a world of similarity, opposition rallies. It drives action. As purpose-led language grows stale, belief-led brands are finding sharper resonance not just by declaring what they stand for, but by boldly defining what they stand against, and thereby building shared identity and belonging.

This is what we’ll be digging into during Kastner’s September webinar, The Power of Polarisation - What Brands Can Learn from Today’s Cultural Leaders. If this sounds relevant to your brand, you can sign up for that here.

For now, let’s explore the notion of strategic villain creation within branding.

The case for constructive opposition

Cultural leaders have long understood the unifying power of opposition. Just look to Churchill, who, in his first broadcast as Prime Minister in 1940, said:

“We have differed and quarrelled in the past, but now one bond unites us all.”

Shared resistance creates identity. And brands are catching on.

We can see a similar strategy used by Jamie Oliver. His campaign against junk food in UK schools was a cultural stand against poor nutrition. By publicly rejecting overprocessed meals, he created a clear villain: institutional neglect of child health. The result? National debate, policy change, and a movement that reframed what school dinners should be.

In branding, this might mean rejecting artificiality, corporate blandness, sugar, waste, or apathy. These aren’t just product features, they’re cultural signals. And when brands take a stance against them, they create magnetic tension that fuels belonging.

Why villains matter

Every compelling narrative needs friction. In stories, villains clarify the hero’s values. Sometimes they help to forge them. It’s the same for brands. A brand villain isn’t a person, nor is it an enemy - it’s a force of opposition. It’s the unfair standards, the rule-makers, the preachers, and those who would condemn us to joyless days. These archetypes help brands sharpen their stance and rally audiences around shared defiance.

Just think of Tony’s Chocolonely, which calls out unethical supply chains. Or Oddbox, which rejects food waste by making wonky veg hyper-convenient. Meanwhile, Seedlip opposes a lack of sophisticated alcohol-free options.

The business might sell products, but the brand offers something more, in the form of defiance. Psychology and classic storytelling arcs teach us that shared enemies forge unity and motivate action. It’s not enough to say you care about sustainability. You need to make it clear what you won’t tolerate. Because when you reject something, you reveal something. By taking a stand, you invite emotional investment. And that’s where real brand clarity begins.

‘Your biggest risk isn’t not being liked, it’s inspiring no feeling at all.’ Kastner's Polariser Principles

From purpose-led to belief-led

Purpose-led branding once promised moral clarity. But today, it often reads as virtue signalling – safe, vague, an afterthought. Belief-led branding goes deeper. It’s rooted in conviction and impacts every part of the business.

This shift is more than semantics. It’s strategic. In crowded markets, being “for good” isn’t enough. You need to be against something, and to use that friction for change. Belief-led brands don’t just chase causes – they challenge norms and lead the charge for change.

Tony’s Chocolonely is a good example here too, because not only is it crystal clear what the brand stands against, this fuels everything it does. From paying cocoa farmers 25% more than standard market price, to committing to long-term co-operative partnerships. The brand even holds itself to account by publishing incidents of child labour found within its own supply chain (the very thing it stands against).

Defining boundaries without alienating

Of course, there’s a line. Villain creation must be done with moral clarity and strategic restraint. It’s not about punching down or courting outrage. Instead, let’s define boundaries: what is it that your brand simply won’t compromise on? And what can your customers trust you not to become?

This kind of creative tension is constructive. Done thoughtfully, opposition becomes a rallying point. A strategic filter. And a way to build community, not controversy. Plus, it’s increasingly essential for brands that want to lead.

Friction fuels focus, and focus builds affinity

In our upcoming webinar, The Power of Polarisation - What Brands Can Learn from Today’s Cultural Leaders, we’ll unpack how smart brands use controlled tension to build stronger affinity. We’ll explore real-world examples, introduce Kastner’s strategic framework, and show how belief-led branding can unlock growth without alienation. Will I see you there? Sign up to the webinar now.