a long-term brand building roadmap

Propr ietary & Confiden0al

brandgrowthstrategy

Along-termbrandbuildingroadmapProcess&Frameworks

[email protected]

PROPRIETARYANDCONFIDENTIAL

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High-levelRoadmap

Phase1StrategicDevelopment

Phase2BrandExpression

Phase3InternalLaunch

Phase4ExternalActivation

1InsightGeneration

2.StrategicOptions

3.ExecutiveAlignment

4.Finalization&FutureRoadmap

5.Namingforoffers(asreq’d.)

6.VisualIdentitySystem

7.InternalCommu-nications

8.Rollout/Launch/training

9.Omni-channelMarketing/TouchPoints

10.MeasurementTracking

Oppty/TargetDefinition

BrandEquityAssess.

CompetitiveAssess

Corebrandstrategy

BrandPortfolioStrategy

BrandArchitecture

MessagingArchitecture

Facilitatedworksessions

Decisioncriteria

Implicationsondifferentbusinesses

Packagingoffinalstrategies

Priorities/initiativesdefinition

Migrationplanning/Timeline

AmbassadorTraining

Namingconventions

Namedevelop.

TMing

ExpressionsAudit

Designexploration

Logodesign

Look&feeldevelop.

Sampletouchpointdesign

Guidelines

SegmentemployeespercommsneedsArticulatekeymessagesandcontentDetermineoptimalvehiclesforcomms

LaunchplanningTrainingmodulesImplementrollout/conducttrainingsessionwithkeygroups

Analysisofmarketingchannels

Customerjourneymapping/identificationofkeyTPs

Marketing/customerexperienceplanning

Keymetricstotrack

Cause/effectstructuring

Researchinstruments/vendors

Operationalplan


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Phase1.StrategicDevelopment

Step1InsightGeneration

Step2StrategicOptions

Step4ExecutiveAlignment

Step5Finalization&FutureRoadmap

Tolaythemarket-basedgroundworkforstrategicdevelopmentefforts

§ Targetcustomers

§ Brandequityassessment

§ Competitiveassessment

Tohoneinonlikely,butpotentiallypolarizingoptionsthatenablediscussionsresultinginalignment

§  Corebrandstrategy§  BrandPortfolioStrategy

§  BrandArchitecture§  MessagingArchitecture

Togainagreementamongkeyexecutivesacrosstheorganizationoncriticalbrandissues

§  Facilitatedworksessions

§  Decisioncriteria/guidingprinciples

§  Implicationsondifferentbusinesses/initiativeprioritization

Toarticulatefinalstrategicdecisionsandlaythegroundworkforfutureimplementation

§  Packagingoffinalstrategiesforeasyconsumption

§  Refineroadmap/migrationplanning

§  Ambassadortraining


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KeyActivitiesforStep1-InsightGenerationTargetcustomersDefinitionofwhotheyaredemographicallyandfirmorgraphically,theirneeds,attitudes,andperceptionsofbrandsintheirconsiderationset;opportunitysizing–whattheyspendonandhowmuch

§  Gather/synthesizeexistinginformationoncustomers(secondarysources,researchreports,databases,etc.)

§  InterviewCompanyXseniormanagersmostknowledgeableofcustomersincludingexecutives,salesandmarketingleaders

§  Conductprimaryresearch(qualand/orquantdependingondatagapsthatexist)

§  Analyzeresultsandcombinewithexistinginformationtoestablisheithera“working”orfinalcustomersegmentationscheme

§  Buildoutcustomersegmentprofilesanddeveloptargetingstrategybasedonapredeterminedcriteria

Segment1

Segment2

Segment3

Segment4

Segment5

Size/Spend

Demo/Firmo

Attitudes&needs

BrandPerceptions

KeyTouch-points

Seg2

Seg1 Seg4 Seg3

Seg5

StrategicTargets

SourcesofVolume

Opportunistic


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BrandA BrandB BrandC BrandD BrandE

Maintainwithnochanges

✔ !Eliminatesoon ✔ !Eliminateovertime ✔ !Extend,Leverage,Re-position

✔ ! ✔ !

BrandA BrandB BrandC BrandD BrandE

EconomicScore

StrategicScore

PerceptualScore

KeyActivitiesforStep1-InsightGeneration(cont.)BrandEquityAssessment

Strengths/weaknessesofkeybrandstomakeportfoliodecisions(e.g.keep,lose,orchange)

§  Gather/synthesizeexistinginformationonkeyportfoliobrands(thosewhichrepresentthedifferentareasofthebusinessesincludingprint,digital,andlogistics)

§  Interviewseniormanagersmostknowledgeableofthebrands

§  Conductprimaryresearchtogainmarket-basedinsightsintothestrengthsandweaknessesofthebrands(couldbeincorporatedintosegmentationresearch,ifthatisrequired)

§  Assessstrengthsandweaknessesofselectedbrandsbasedonapredeterminedcriteria(e.g.economic,strategic,perceptual)

§  Makerecommendationsonwhichbrandstokeep,loseandchange/extend


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KeyActivitiesforStep1-InsightGeneration(cont.)CompetitiveassessmentStrengths/weaknessesofclose-inandfurther-outcompetitorsandtheircommunications

§  Conductteamworksessiontoframethecompetitiveset–currentandfuture

§  Gather/synthesizecurrentcommunicationsofkeycompetitors

§  Assessstrengthsandweaknessesofthosecommunications

§  Gainadditionalinsightsoncompetitorsthroughprimaryresearch(aspartofsegmentationand/orbrandequityefforts)

§  Synthesizeinsightsintoperceptualmapsthatclarifycompetitivepositionings,keypatterns,andwhitespaceopportunities

§  Clarifyimplicationsonbrand,marketingandcommunicationsgoingforward

Samplecommunicationsaudit

Opportunityspace


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KeyActivitiesforStep2-StrategicOptions

CoreCompanyXBrandStrategyDeterminationbrandrole/ifitshouldbemasterbrandandifsotowhatdegree,itsbrandpositioningandpersona§  Clarifyinsightsfrompreviousstepsforthe

brand

§  Developguidingprinciplesforthebrand/whatthebrandmustaccomplishtoachievebusinessobjectives

§  Elaborateonwhatitmeansfortobeamasterbrand,ifappropriate(e.g.whereitshouldextenditsreach,howitshouldshowupwithdifferentstakeholders,howitshouldinteractwithotherbrands,etc.)

§  Developalternativebrandconceptsandnarrativestodiscusswiththeteam

§  Bringselectoptionstolifevisuallythroughhighconceptimagery

BrandedHouse HouseofBrands

InvestmentBanking

Asset

Management

CustomerSegmentsHOMOGENEOUS MANY/DISTINCT

BrandManagementResourcesCENTRALIZED DECENTRALIZED

CompetitorsFEW/LARGE MANYLARGE&SMALL

Option1

Purpose

Positioning Persona

Option2

Purpose

Positioning Persona


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KeyActivitiesforStep2-StrategicOptions(cont.)

BrandPortfolioStrategyHowtobeststructuretheportfoliotodrivesynergies,leveragethestrongestbrands,andclarifytheextensiveoffer

§ Developalternative“portfoliogameboards”basedondifferentorganizingprinciples(e.g.bymarkettype,customersegment,offer/solutiontype,etc.)

§ Placethestrongestbrands,basedonthebrandequityassessment,intothealternativegameboards

§ Clarifyeachrepresentativebrand’sstrategicroleintheportfolio(e.g.fighter,ingredient,etc.),andtheirscoperelativetomarkets,offersandcustomers

§ Determinedecisioncriteriaonhowtoselectthebestalternative

§ Narrowinontheoptimalapproacheswiththeteam,inpreparationforexecutivelevelworksessions

Segment/Vertical

1

Segment/Vertical

2

Segment/Vertical

3

Segment/Vertical

4

Segment/Vertical

5

Print

Digital/Interactive

Logistics

Other

BrandA

BrandB

BrandC

BrandDBrandE

BrandG

BrandF

BrandH BrandI

BrandJ


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BrandArchitecture

DeterminaDontheidealrelaDonshipofporHoliobrandsto,andestablishnamingconvenDonforoffers

§  Clarifyacurrent-statemapofthebrandarchitecture,highlighDngcomplexiDes,inconsistencies,etc.

§  Determineguidingprinciplesforthebrandarchitecture,basedoninsightsfromprevioussteps,bestpracDces,anddirecDonofapossiblemasterbrand

§  EstablishafiniteamountofbrandrelaDonshiptypesshouldemploy(e.g.co-brand,endorsed,standalone)

§  DemonstratehowdifferentbrandrelaDonshipsmightplayoutwithinaframeworkcomposedofanorganizingprinciple(fromthebrandporHoliowork),andhierarchy(parenttooffer/variant)

§  EstablishdecisiontreeforcurrentporHolioandfutureacquisiDons

1. Enterprise" IBM!

2. BUs" SWG STG GTS GBS!

3. Shared Agendas"

Social Business Smarter Commerce!

4. Solutions""

Customer Experience!

Work Experience!

Quality & Performance!

5. Capabilities" Social Business Strategy!

Data Management!!

Server & Storage Visualization!

6. Offer Line" Lotus! Tivoli! Storage!

7. Individual Offers"

LotusLive! Lotus Connections!

System Z!

8. Features" Emails! Engage! IBM Linux for System Z!

A.Revenue

B.MarketNeed

C.Competitive

D.EquityFlow

YESSTART

NO

YES

NO

YES

NO

YES

NO

Sub-brand/Equity

Ingredient

Unbranded


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MessagingArchitectureDeterminethetypeofconversationswewanttohavewithcustomers,overridingmessagesattheenterpriselevel,andhowtocommunicatethosemessagesinordertobuildthebrandandengagecustomers

§  Establishkeyenterprise-levelmessages(e.g.brandequities,POV’s,pointsofdifferentiation,valuepropositions,etc.)

§  “Plumb”andelaborateonthosemessagesthroughoutthebrandarchitecturethroughnarrativesthatestablishconversationalguidanceforsalesandmarketing

§  Demonstratewhereandhowthosemessages/narrativesshouldbeleveraged

§  Bringmessagingtolifeinrepresentativecommunications,clarifyingrecommendedchangesina“from/to”format

BrandHierarchyLevel Message/Narrative

MarketCategory(organizingprinciple)

Cloud

Context Targets Primary:CIO,CTOSecondary:DataCenterManager

Imperatives DrivecostefficiencieswithinITsourcingthrough….

Rationale ITBudgetsarestagnantdueto….

BrandedSolutionSet SmartCloudIBM’sSmartCloudservicedelivery,integrationandmanagementplatformisbuiltuponstandardsandbestpracticeslearnedfromover2000globalclientsuccesses….

Capabilities -ApplicationInfrastructure-BusinessContinuity&Resilience-ITOutsourcing

IndividualOffers SmartCloudFoundationEasilybuildandrapidlyscaleprivate/hybridcloudenvironmentswithunparalleled…..SmartCloudServicesUnprecedentedchoiceandcontrolwithenterprise-classservciedeliveryplatformSmartCloudSolutionsSoftwareasaservicecoupledwithdeepindustryinsights,businessprocessskillsandanalytics,deliveringITand……


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FacilitatedWorkSessions DecisionCriteria/GuidingPrinciples

ImplicationsonBUs/initiativePrioritization

§ Preparematerialsforexecutiveworksessions

§ Refinecontentandfacilitationtechniqueswithteam

§ Employkeyexecutives/steeringcommittee

§ Facilitateaseriesofsessionstoarriveatagreed-uponstrategicdecisionsandbuildoutbrandstrategy

§ Developcriteria/principles,andaccompanyingmetricswhereapplicableforvariouselementsofthestrategy

§ Refinecriteriaandmetricswithexecutivesteeringteam

§ Constructandstress-testdecisiontreesusingexistingbrandsanddatacompiledthroughearliersteps

§ Clarify,withtheexecutives,whatimpactdifferentbrandingscenariosmighthaveonprimaryBUs

§ Identifyprimaryareasrequiringchangesuchasbrandmanagement,salesforce,resourceallocation

§ Laythegroundworkforinitiativeprioritization

KeyactivitiesforStep3-ExecutiveAlignment

•  Drivenbyguidingprincipleswhichalignwithbusinessobjectives

•  Clarifiesthebreadthofportfolio•  Intuitivetounderstandandnavigateforstakeholders

•  Brandassetsareleveragedacrosstheportfolio

•  Astrongrationaletoguidewhichentities/offerstobrandvs.describe

BU1 BU2 BU3 BU4

BrandingScenarioA

ScenarioB

ScenarioC


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PackagingofFinalStrategicDecisionsforEasyConsumption

RefineRoadmap/MigrationPlanning

AmbassadorTraining

§  Storyboardoutkeylearningsanddevelopmentsintoandeffectivepresentation–simplifyingoverall

§  Designkeyelementsofthat“story”withinfo-graphicsandimagery

§  Refinewithteamasrequired

§  Refinethepreliminaryroadmapbasedondecisionsmadeinprevioussteps

§  Incorporatepriorityinitiativesintoroadmap/clarifyroleandresponsibilitiesofteamgoingforward

§  Detailouthowrecommendedchangesshouldbeimplementedovertime

§ Developoveralleducationapproachandtrainingmodules

§ Determinewhoshouldbeabrandambassadorandhowbesttodeploythem

§ Engageambassadorsinin-depthtrainingsessions/collaboratewiththemtooutlineago-forwardplan

KeyactivitiesforStep3-ExecutiveAlignment


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