© surethought may 2010 using brand to drive strategy emma wootton 9 th june 2010
TRANSCRIPT
© surethought May 2010
Any intelligent fool can make things bigger and more complex. It takes a touch of genius and a lot of courage to move
in the opposite direction
© surethought May 2010
Objectives
1. Deepen your understanding of brand
2. Develop your strategic thinking skills
3. Share tools to define and implement your brand
4. Build your confidence to offer advice on branding
© surethought May 2010
Agenda
• Definitions• Distilling a brand• Using the brand to drive strategy• Implementation tips• SSC case study
© surethought May 2010
Classical Definitions
A brand is a mixture of attributes, tangible and intangible,
symbolised in a trademark, which, if managed properly, creates value and
influence.
www.brandchannel.com
A unique and identifiable symbol, association, name or
trademark which serves to differentiate competing products or services. Both a physical and
emotional trigger to create a relationship between consumers
and the product/service.
www.allaboutbranding.com
© surethought May 2010
Specific Definitions
Employer brand:
The package of functional, economic
and psychological benefits provided by
employment, and identified with the
employing company
Simon Barrow and Tim Ambler
Corporate brand:
A single umbrella image that casts one glow over a panoply
of products with three essential elements – vision, culture and
image
M Hatch and M Schulz
© surethought May 2010
Feelings
I’m convinced its feelings - and feelings alone that account for the success
of the Virgin brand.
Richard Branson
A great brand taps into emotions. Emotions drive
most, if not all, of our decisions. A brand reaches
out with a powerful connecting experience. It’s
an emotional connecting point that transcends the
product.
Scott Bedbury – Nike, Starbucks
© surethought May 2010
Promises
A brand is not an icon, slogan or mission
statement. It is a promise – a promise your company
can keep. This is the promise you make and
keep in every marketing activity, every action,
every corporate decision, every customer
interaction.
Kristin Zhivago, ‘Business Marketing’
Brands represent promises about what we can expect from a product, service or company. This actually
boils down to what we can expect of people involved in
delivering us their brand. Manners mean good habits, in terms of the way people behave towards each other,
based on a code of how things should be done
properly and with mutual respect.
Brand Manners (2001) Hamish Pringle (IPA) and William Gordon (Accenture)
© surethought May 2010
Name
Logo
Identity
VisionMission
Points of difference
Messages
PromiseProposition
Rational values
Emotional values
Experience
ReputationExpectation
Personality
Behaviours
Brand elements
© surethought May 2010
What the product does for me
How the brand makes me look
How I woulddescribe the product
CORE ESSENCE
How the brand makes me feel
RATIONAL
EMOTIONAL
Facts & Symbols
Personality
Bull’s eye/Donut
© surethought May 2010
Sausage and Sizzle
SizzlePersonality
SausageBenefits & truths
Insight
Brand idea
Action
© David Taylor, www.brandgym.c.com
© surethought May 2010
Description
Features
Benefits
Brand values
Brand Promise
Brand Essence
Pyramid
© surethought May 2010
VisionWe will strive
to become No. 1 in
middleware and No. 1 in applications, just as we've
done in database.
MissionOur goal is to continue to
innovate and to lead the
industry—while always making sure that we're
focused on solving the
problems of the customers who
rely on our software.
MissionTo refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Vision People: Be a great place to work where people are inspired to be
the best they can be. Portfolio: Bring to the world a portfolio of quality beverage
brands that anticipate and satisfy people's desires and needs. Partners: Nurture a winning network of customers and
suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping
build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being
mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
Mission To improve the
quality of human life by
enabling people to do more, feel
better and live longer
Vision We are on the face of
the earth to make great products
Mission Apple continues to lead the industry in innovation with its
award-winning computers, OS X
operating system and iLife and professional applications. Apple is also spearheading the
digital media revolution with its iPod
portable music and video players and
iTunes online store, and has entered the mobile phone market with its revolutionary
iPhone.
VisionOne Agency. One
Community. An Agency unmatched
in its core capabilities,
functioning as one team, fully
integrated into the Intelligence Community.
MissionWe are the nation’s first line of defense.
We accomplish what others cannot accomplish and go
where others cannot go.
Vision To create a
better everyday life for the many
people. Our business idea supports this vision by
offering a wide range of well-
designed, functional
home furnishing
products at prices so low that as many
people as possible will be able to afford
them.
CIA
big ideadirectional
© surethought May 2010
big ideadirectional
enduring
outcome
Our vision What we want to achieve
An inclusive New Zealand where all people are able to participate in the
social and economic life of their communitiesOur purpose
What we are here to doWe lead social development to achieve
better futures for all New Zealanders
Our vision Is for a building and housing market that
delivers good quality housing and buildings for New Zealanders that
contribute to strong communities and a prosperous economy
(same as main outcome)
Our vision Delivering first class justice services
Our PurposeTo foster economic development and prosperity for all
New ZealandersOur Vision, we're striving to...
•make New Zealand successful on the world stage•create the conditions to lift productivity and prosperity •thrive on analysis and open debate•lead in partnership with key economic players •make a real difference to New Zealand's economic performance•be an employer of choice for talented and committed people•harness our combined expertise as an integrated organisation•deliver innovative, practical solutions to improve the business environment•ensure New Zealand is one of the best places in the world to do business•offer frank advice on what matters for growth•add value to others' work
© surethought May 2010
VisionWhat we believe/want
MissionWhat we will do
Purpose
We do x because we
want y x
y
BoldStirringSimpleCompellingBig ideaHumanWorld changing
© surethought May 2010
VisionWe aim to build the value of communications across the
public sector for better engagement, trust and participation in government
MissionWe lead knowledge sharing and professional development
to drive excellence in public sector communications
Reproduced with the kind permission of the Network of Public Sector Communicators
© surethought May 2010
Brand MissionUnlocking the potential for organisations to deliver services more efficiently and cost-effectively online by solving the
problem of verifying identity remotely
Reproduced with the kind permission of the Department of Internal Affairs
igovt
© surethought May 2010
PurposeSSC provides leadership to the State Services so that government works
better for New Zealanders
Reproduced with the kind permission of the State Services Commission
© surethought May 2010
Description
Features
Benefits
Brand values
Brand Promise
Brand Essence
Rational
Emotional
What the brand is/does
Key facts that make a difference
What the features mean
Key virtues/behaviours
The high level value proposition
The single thought that captures the core DNA
© surethought May 2010
BenefitsEnhances credibility and status of professionEnhances personal learning and development
Keeps people connected to each other and the issues
Brand ValuesProfessionalConnectedInspiring
DescriptionThe Network is a professional network that leads knowledge sharing and professional
development to drive excellence in Public Sector communications. It runs events, conferences and social events and provides training and resources.
Brand PromiseWe inspire success
DifferencesPublic sector focus and adherence to codes of conduct and standards
Government relationships e.g. SSCComprehensive communications expertise
Provides a wide range of learning and development opportunities
Reproduced with the kind permission of the Network of Public Sector Communicators
© surethought May 2010
igovt is an online identity information management service. igovt enables people to prove and confirm their identity when dealing with
organisations online. It has two parts. The igovt logon service lets people use the same logon details across a range of government websites. The igovt identity verification service lets people prove their identity via the
Internet.
Description
Highly secure, world recognised privacy protection design, opt-in, shared service,
simple to use, standards compliant
Features
Benefits
trustworthy, user-centric, empowering
Brand values
igovt gives you confidence to
do more onlineBrand promise
integrity and confidence in
online interactions
Brand essence
Safe, fast, convenient, easy, value-for-money, reliable
Reproduced with the kind permission of the Department of Internal Affairs
igovt
© surethought May 2010
PromiseWe make a difference
BenefitsSSC ensures the State Services..:
…are well ledare trusted by the public
public management system delivers improving services at a lower cost
BehavioursRespectfulInnovativeCredible
PurposeSSC provides leadership to the State Services so that government works better for New Zealanders
Reproduced with the kind permission of the State Services Commission
© surethought May 2010
Description
Features
Benefits
Brand values
Brand promise
Brand Essence
Brand as central organising force
Boilerplate
Messages
Tone of voiceLook and feel
Tagline/Campaign themeKey message
BehavioursCompetencies
Internal rallying cry
Vision
Mission
Philosophy
Main business objectivePerformance mgmt anchor
Principal message
Creative filter People filter
Key Performance Indicators
Standard blurb
Elevator pitch
MgmtAgenda
Principal message
© surethought May 2010
BenefitsEnhances credibility and status of professionEnhances personal learning and development
Keeps people connected to each other and the issuesKey messages
Brand ValuesProfessionalConnectedInspiring
Tone of voiceLook and feelBehaviours
Partnership choice
DescriptionThe Network is a professional network that leads knowledge sharing and professional
development to drive excellence in Public Sector communications. It runs events, conferences and social events and provides training and resources.
Standard blurb
Rallying cryBrand PromiseWe inspire success
DifferencesPublic sector focus and adherence to codes of conduct and
standardsGovernment relationships e.g. SSC
Comprehensive communications expertiseProvides a wide range of learning and development
opportunities
Key messages
VisionWe aim to build the value of communications across the public sector
for better engagement, trust and participation in government
MissionWe lead knowledge sharing and professional development
to drive excellence in public sector communications
TaglineBoosting
Communications IQ in government
Philosophy
Main message
Elevator
pitch
Reproduced with the kind permission of the Network of Public Sector Communicators
© surethought May 2010
PromiseWe make a difference
Internal rallying cryEnd result of work
BenefitsSSC ensures the State Services..:
…are well ledare trusted by the public
public management system delivers improving services at a lower cost
SOI Impacts/ObjectivesDrives inputs
Key messages
BehavioursRespectfulInnovativeCredible
Tone of voiceHow we deliver
inputs/ do our work
PurposeSSC provides leadership to the State Services so that government works
better for New Zealanders
SOI anchorOver-arching message
Reproduced with the kind permission of the State Services Commission
© surethought May 2010
Who?
Organisation-wide Leadership-led
Time consumingNeeds strong facilitator and project leaderExpectations must be managedPromises must be keptThings must changeLeadership may need convincing
Authentic outputEmpowering processBuy-in built inImplementation fasterCommunication easierBrand lives in real ways
Quick to develop outputLeadership buy-in built inTop-down communications easy Can do in-house
Output not connected to real worldPotential for employee sceptismCommunication harder and slowerImplementation harder and slower
© surethought May 2010
The argument is that you can not tell people to believe in something. By far the best way is for people to discover for themselves the idea behind the brand. This suggests that as many people as possible should be involved.
Nicholas Ind, Inside Out Branding
© surethought May 2010
Branding adds spirit and soul to what would otherwise be a robotic, automated, generic price-value proposition. If
branding is ultimately about the creation of human
meaning, it follows logically that it is the humans who must ultimately provide it.
David Aaker
© surethought May 2010
How?
1. Distil it
2. Integrate and implement it
3. Roll it out, retain interest in it and review it
© surethought May 2010
Distil
• Decide which brand elements you need to define – tailor the models to best fit your organisation
• Gather stakeholder perspectives • Use workshop approach• Create safe environment• Combine logical process with creative thinking
methods• Harness emotions• Keep it as simple; use plain English• Have clear sign-off authority and process
© surethought May 2010
Description
Features
Benefits
Brand values
Brand promise
Brand Essence
Integrate
Boilerplate
Messages
Tone of voiceLook and feel
Tagline/Campaign themeKey message
BehavioursCompetencies
Internal rallying cry
Vision
Mission
Philosophy
Main business objectivePerformance mgmt anchor
Principal message
Creative filter People filter
Key Performance Indicators
Standard blurb
Elevator pitch
MgmtAgenda
Principal message
© surethought May 2010
Implement changes
• Business process and collateral• Statement of Intent• Departmental business plans• Statements of accountability• etc
• People processes and collateral• Behaviours/competencies• Reward and recognition strategies• Development strategies• Recruitment and induction collateral• etc
• Communication strategy and collateral• Campaign themes/platforms, strategic direction• Ongoing alignment of messages and look and feel• Ongoing commitment to internal communications• Core collateral/website • etc
© surethought May 2010
Roll-out, retain interest, review
• Roll-out• Launch and celebrate• Demonstrate leadership commitment
• Retain interest• On-going strategies e.g. awards• On-going management commitment to talk about how brand – the
simple distillation of what we are here for - is helping to achieve goals
• Review• Annual/biannual research with as many stakeholders as you can
afford – MUST check in with staff• Gallup Q8 – ‘the mission of my organisation makes me feel that
my job is important’• On-going performance development feedback
© surethought May 2010
Nicely said
Nicholas Ing
Living the brand is not a six month programme or a campaign of internal communication. It is an integrated,
ongoing and genuine commitment to the focused development of employee
potential. It requires organisations to think anew about their roles and
responsibilities and to focus on their culture. Consequently living the brand is not about developing a few well-chosen
management tools but about creating an open, honest and participative
environment.
© surethought May 2010
Nicely said
Richard Branson
Relationships are key to success. Bonds unite us. A recent definition of branding – creating a mutually
acknowledged relationship between the supplier and buyer that transcends isolated transaction or specific
individuals. Relationships are not easily or quickly built. You can’t fake them. Values can’t be speedily
forgotten if it is inconvenient or commercially expedient. Values have to have meaning and
longevity; otherwise they are valueless. You cannot embrace innovation up to a point or only sometimes.
Branding demands commitment; commitment to continual reinvention: striking chords with people to stir emotions; and commitment to imagination. It is easy to be cynical about such things, much harder to
be successful.
© surethought May 2010
You know you’ve got it when…
• It is simple, clear and motivating • It is easy to recall• It is stirring to emotions and imaginations• People feel pride• Good stuff starts happening!
© surethought May 2010
Summary
• Many definitions – a promise, a relationship, a sausage, a sizzle, a mash-up of rational and emotional elements
• Many models – pyramid works well for logical application across organisations
• ‘Brand’ can be the central organising force to organisational strategy, performance management, culture and communications
• Branding is about people – involve as many as possible
• Branding makes the complex simpler
© surethought May 2010
How did we do?
1. Deepen your understanding of brand
2. Develop your strategic thinking skills
3. Share tools to define and implement your brand
4. Build your confidence to offer advice on branding
© surethought May 2010
DescriptionWhat the brand is/does
FeaturesThe key facts that make a difference
BenefitsWhat the features mean to a user
Brand valuesKey virtues/behavioursbrand’s belief system
Brand promiseThe brand’s high level value proposition
Brand essenceThe single thought that
captures the core DNA of the brand
Brand as central organising force
Boilerplate
Messages
Tone of voiceLook and feel
Tagline/Campaign theme
Key message
BehavioursCompetencies
Internal rallying cry
VisionWhat we believe/want
MissionWhat we will do
Philosophy
Main business objectivePerformance management anchor
Principal message
Creative filter People filter
Key Performance Indicators
Standard blurb
Elevator pitch
ManagementDashboard
Principal message