Grassroots Party-building brands are the distilled outcomes of Party organizations’ long-term practice, characterized by distinct branding identities, core values, and broad influence. They encompass various aspects of Party building, including ideological development, organizational development, style of work development, and institutional development. Systematic construction involves scientifically designing the structural elements, operational mechanisms, and supporting systems for brand creation, ensuring that each stage is seamlessly connected and all elements work synergistically to establish a closed-loop management system featuring “standardized creation procedures, clear implementation pathways, evidence-based evaluation criteria, and well-defined directions for continuous improvement.” This process not only upholds the political nature of Party building but also draws on scientific methods from brand management, thereby achieving an organic integration of political and organizational functions. The systematic construction of grassroots Party-building brands lies in deeply integrating systems theory principles with the inherent laws of Party building, enabling a transformative shift from “single-point breakthroughs” to “holistic leaps.” By adopting a holistic and systematic approach, this initiative strengthens the building of grassroots Party organizations and elevates the quality of Party building overall.

Precise positioning is the key to systematically building grassroots Party-building brands. Grounded in its political nature, we must always take “upholding the leadership of the Party” as the fundamental principle guiding the positioning of Party-building brands, and integrate strengthening political functions and enhancing organizational capacity throughout the entire process of brand development. By closely aligning with functional roles and highlighting distinctive features, we launched a special campaign involving “functional streamlining plus needs assessment.” For instance, government service departments are encouraged to build brands centered on “efficiency and convenience for the people,” law enforcement and regulatory agencies focus on designing platforms that emphasize “fair and just law enforcement,” and rural Party organizations construct systems closely tied to “rural revitalization.” In this way, Party-building brands not only reflect the requirements of grassroots Party building but also carry a distinct “industry flavor.” Focusing on the needs of the masses and pinpointing their concerns, we employ methods such as household visits and public opinion forums to accurately grasp the urgent, difficult, and troubling issues faced by the people, thereby closely aligning the value of Party-building brands with the actual needs of the masses.

Establish a diversified and integrated mechanism of “Party building +.” In the field of industrial development, we can implement a “Party building + Project Breakthrough” model by setting up specialized task forces composed of Party members, integrating the creation of Party-building brands with the advancement of key projects and breakthroughs in technological innovation, and testing the effectiveness of these brands in practice. In the area of grassroots governance, we can build a “Party building + Grid-based Services” system, using brands as a link to integrate Party-building resources, administrative resources, and social resources within each grid, thereby creating a service model characterized by “one grid—one brand, one household—one dedicated specialist.” In the realm of public services, we can establish a “Party building + Volunteer Service” platform, forming specialized volunteer teams around the brand’s core values and carrying out practical activities such as “delivering policies to homes, bringing technology to rural areas, and providing services at people’s doorsteps,” ensuring that the brand’s value is reflected in the details of serving the people. At the same time, we must pay attention to the digital upgrading of our platforms, leveraging smart Party-building platforms to create online brand spaces and achieve synchronized resonance between online and offline brand activities.

Communication and promotion are crucial extensions that determine the reach and influence of a brand. Effective communication and promotion can deeply embed the brand’s core values in people’s hearts, fostering a positive atmosphere characterized by “party members’ identification, public recognition, and societal endorsement.” To establish a multi-dimensional communication system, it is essential to integrate online and offline channels seamlessly, creating a comprehensive and wide-reaching communication matrix. On the offline front, we must revitalize traditional platforms by leveraging tools such as Party-building culture walls, brand exhibition halls, and themed Party Day activities, thereby making the Party-building brand identity visually prominent and brand stories vividly immersive. Online, we should make good use of new media platforms, producing engaging content—such as short videos about the Party-building brand—that resonates with the public. By harnessing social media platforms, we can significantly expand the brand’s reach, making its stories “within easy reach” of everyone. Even more importantly, we need to establish a “tiered communication” mechanism: internally, through specialized training and experience-sharing sessions, we can strengthen party members’ identification with the brand’s core values; externally, via the promotion of exemplary cases and showcases of achievements, we can broaden the brand’s influence, thus forming a communication framework that “builds internal consensus and shapes external image.”

Long-term management is the cornerstone for safeguarding the bottom line and ensuring that brand building transitions from “short-term brilliance” to “long-term excellence.” Party-building brand development is not a fleeting, superficial project; rather, it requires sustained, systematic efforts over the long term. To establish a long-term management system, we must focus on three key dimensions: responsibility, evaluation, and continuous improvement. In terms of the responsibility system, we must firmly implement the “four-level” chain of accountability for party building led by secretaries at all levels, clearly defining the division of responsibilities: the Party Group (Party Committee) secretary bears overall responsibility, the secretary of the organ Party committee takes specific charge, and the branch secretary ensures effective implementation—thus creating a working mechanism characterized by “secretary leadership, team collaboration, and full staff participation.” In terms of the evaluation system, we should establish a three-dimensional assessment model comprising “party-building indicators + business indicators + public satisfaction,” directly linking the effectiveness of brand development with the performance appraisals of Party organization secretaries, the evaluation and recognition of units, and the assessment and appointment of cadres. Through a tracking mechanism featuring “monthly scheduling, quarterly supervision, and annual evaluation,” we can ensure the practical effectiveness of brand development. As for the upgrading system, we must establish a dynamic optimization mechanism for brands, regularly conducting demand surveys and effectiveness assessments, and enriching brand content and innovating delivery formats in light of evolving trends and changes in central tasks, thereby keeping the brand dynamically vibrant and full of life.

To ensure the effective implementation of systematic development of grassroots Party building brands, it is also necessary to strengthen three key safeguards. First, organizational保障: establish a brand-building leadership group headed by the principal person in charge of the Party organization, which will coordinate and integrate resources, design plans, and oversee implementation—thus avoiding “multiple entities creating brands independently and working in isolation.” Second, resource保障: set up special funds for Party building brand development, and integrate resources from Party-mass service centers, new-era civilization practice stations, and other platforms to provide solid support for brand building. At the same time, enhance training for Party affairs personnel to improve their professional capabilities in brand planning and operational management. Third, cultural保障: tap into and refine local red resources and fine traditions in Party building, incorporating them into brand concepts and visual identities. This will foster a cultural atmosphere in which “everyone knows about the brand and everyone participates in its creation,” making brand development a conscious initiative of grassroots Party organizations.