visual identity management
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speaker
date 18 May 2009
Introduction
18 May 2009
Introduction
Why Brand Implementation & Management?
A guideline by itself has no meaning
To be effective it has to guide behaviour of suppliers, processes and people
More important, the correct application has to create the designed brand experience at the customer touch points
When a visual identity is not managed well, it will scatter, reducing emotional impact on the brand touch points
When your brand identity makes a competitive difference, it‟s application needs to be managed to maintain the desired effect over time
18 May 2009
Introduction
Why Brand Implementation & Management?
2002 2007
To add value: Premier Inn’s increase of average room rate
18 May 2009
Introduction
To reduce cost: Randstad’s savings on marcom material
Why Brand Implementation & Management?
2002
2004
18 May 2009
Introduction
We implement brands all day, every day
Cross border brand implementations
Physical brand implementationThe VIM Group specialises in the physical application of new or adopted brand identities in all possible identity carriers of every business unit in every geographical location.
The independent implementation networkThe network employs 200 professionals in Europe, North America, Middle East and Australia with a proven Brand Identity Life Cycle approach based on 700 successful implementations over the last 18 years
18 May 2009
Introduction
Our cross border track record
Heineken110 locations50 countriesglobal
Corus220 locations31 countriesglobal
Alcan120 locationsNorth America
Caterpillar220 locations157 countriesEurope
USG people1500 locationsEurope
Nordea1250 locationsScandinavia
TNT (Wilson)129 locations28 countriesglobal
Premier Inn)506 locationsEMEA
18 May 2009
Introduction
Our cross road of qualities
On-time, on-budget, on-brand deliveryManage the implementation as a processProvide innovative web-tooling to control brand appearanceOptimise the supplier network for visual and financial resultsGuide and empower the customer‟s organisation
RESULT DRIVEN
CONSISTENT
INNOVATIVE
INDEPENDANT
PRAGMATIC
18 May 2009
Introduction
On time, on-budget and on-brand delivery at the implementationof the „brand new‟ Allstream identity
Allstream’s new identity statementAllstream is a new beginning for a new company. Our name change from AT&T Canada signals our new status as a fully independent company with a fresh new outlook. We understand that the continuous flow of information that travels through networks is more than just data - it's the value people create
Angie Specic, Director Marketing, Allstream“Completing a $ 25 million, marketing focused project ahead of schedule and under budget is truly a notable feat and one that the branding industry can learn from.”
Result driven
18 May 2009
Introduction
Manage the implementation as a process „white to yellow‟ re-brand and global Exel integration
DHL’s logistics excellence ambitionDHL is the global leader in logistics - with more highly experienced professionals at more locations in more countries than any other provider. Our goal is to provide world class services, across all our operations. Excellence is about achieving beyond expectations for all our customers, whatever their size and wherever they need us.
Henri van Noorloos, Purchasing Manager, DHL “We are really satisfied. Their smart approach results in shorter lead times, transparent and clear processes and lower costs.”
Consistent
18 May 2009
Introduction
Provide innovative web-tooling to control brand appearance at the European roll out of the Apple retail stores
Apple’s design philosophyDesign dictates the quantity of raw materials as well as the type and recyclability of materials used. Our Less is more philosophy also helps to reduce waste and energy consumption, during manufacturing and product use. Our design innovation optimises the useful life of our products.
Bob Laughrea, Retail Development, Apple“They combine innovation with creative technical solutions helping assurethat the Apple brand experience is implemented consistently.”
Innovative
18 May 2009
Introduction
Optimise the supplier network for visual and financial resultsto highlight Heineken‟s premium brand appearance in thousands of pubs
Heineken’s “Serving the planet” strategyOur brand strategy is to build a strong portfolio that combines the power of local and international brands. For the Heineken and Amstel brands, we develop and maintain central guidelines and standards for brand style, brand value and brand development.
Gerard Straathof, Supply Chain Manager, Heineken“A real win-win situation, where every party in the chain does what he does best: central suppliers, local installation and a identity management company to coordinate it all.”
Independent
18 May 2009
Introduction
Guide and empower the customer‟s organisation at the Alcan-Alusuisse Group merger
Alcan’s corporate value: teamworkWe believe in leveraging the abilities of our stakeholders through a cooperative team approach to problem solving and project implementation. Team work will add value by enriching our relationships where we operate, more over it is vital to the success of our organization.
Dan Gagnier, Sr VP of Corporate and External Affairs, Alcan“They helped us bring our project in under budget. In doing so, our business group managers were able to learn from the process and take over the ongoing responsibilities for managing our brand issues.”
Supportive
18 May 2009
Introduction
Important role for strategically perfect fitting visual identity
The Transavia brandUnder the brand name “transavia.com”, Transavia Airlines provides competitively priced air travel along with an up-to-date and innovative range of travel-related products and services.
Petra van der Peijl, Director Corporate Communications, transavia.comThey‟ve assisted us with gaining insight for the impact of the presumed change of visual identity. Smart plans of requirements and a lot of tips to avoid all the practical pitfalls. Our result is a visual identity that stands for what we want to convey as an organisation.
Effective
18 May 2009
Introduction
Our Brand Identity Life Cycle approach
Critical Success Factors
Start thinking about thepracticalities, processes and cost savings from start
Look at it as an ongoing process, not a project which peaks at design
What are the costs of a re-brand, where do I need assistance?
How to implement the design with maximum impact and minimal costs?
How to keep control with so many touch points and parties to deal with?
How to maintain my brand assets with limited resources?
How to align brand appearance with brand compliancy and ambition?
STRATEGY
CREATION
IMPLEMENTATION
MANAGEMENT
EVALUATION
18 May 2009
Introduction
Strategic planning
Impact valuationGauging the costs of an identity change or brand enhancement program with 85% accuracy in five to ten days with our unique ImpactValuator™.
Early implementation auditDetermine the roadmap and assess the client‟s own competences on managing a change program in terms of organisation, processes, and resources.
18 May 2009
Introduction
Creation
Survey & rationalizationSurveying current use of identity carriers while reducing formats and sizes to save cost and determine production volume to be tendered.
Value & process engineeringOptimise the physical application and deployment process of the new identity on all carriers to reduce costs and enhance visual consistency.
18 May 2009
Introduction
Implementation
CI support office & web-toolingAligns delivery processes, manages the suppliers, handles invoicing, provides pre- and post re-brand photo evidence, monitors progress to facilitate our client‟s organisation.
Project Management Provide hands-on project management support at critical roll out events to relief customer‟s organisation and assure an on-time implementation.
18 May 2009
Introduction
Management
Visual Identity Management SystemsWith these web-based systems the brand identity management process is effectively facilitated. This will enforce consistency, and purchasing policies, protecting brand investments and saving costs.
Process improvement consultancy We provide hands on assistance to optimise the usage - supply chain of specific identity carriers, such as:
- printed matter/office templates - printing on demand/brand portals - outlet branding (signage and interior)- vehicle branding (livery)
18 May 2009
Introduction
Evaluation
Brand health checkEvery brand identity needs a thorough health check to guide improvements programs. We have qualified teams to perform these audits.
Brand compliancy monitoring When a brand is not properly managed it will fragment and lose value. We assist clients to set up brand compliancy systems to align brand ambition with brand appearance, reduce costs and help evolve compliancy control into brand identity improvement.
18 May 2009
Introduction
Case: TNT
Overnight re-brand of TPG holding company for IPO
Re-brand of TPG Post to TNT (red to orange) effecting all identity carriers (mail boxes, work wear, vehicles, buildings)
Re-brand of Wilson Logistics to TNT (in 28 countries)
Value engineering vehicle base colour from white to orange with white TNT decal (saving millions of Euro‟s)
Global payoff change to “Sure we can”
18 May 2009
Introduction
Case: Nordea Bank
Recommending a brand management organisation for the launch and ongoing maintenance of the new identity
Rationalisation of printed matter and stationery
Front office IT-tooling (Word, PowerPoint)
Roll out of signage, interior and way finding on all 1,250 branches in the Scandinavian region
18 May 2009
Introduction
Case: Toyota
Corien Plaisier, Dealer Support Louwman & Parqui B.V, Toyota NetherlandsThey are a full service, corporate identity management bureau. They can arrangeeverything for you in a CI/CD project, from applying for planning permits with themunicipalities, accompanying the tender for illuminated signage suppliers and rollingout the installation of signage and showroom concepts to providing the managementand maintenance.
In addition, they have been able to realise serious cost savings for us. I have come toknow them as a straightforward, pragmatic company where nice people work that arereliable and expert.
18 May 2009
Introduction
Case: Heineken
Pre-roll out audits and project management for the world wide roll out of the enhanced „Heineken International‟ identity
Rationalisation of printed matter and stationery
Front office IT-tooling (Word, PowerPoint)
Implement visual identity management for buildings to reduce signage maintenance cost of 11,000 pubs in the Netherlands
18 May 2009
Introduction
Case: John Lewis retail stores
Translation of two dimensional design to a signage and graphics package set in close cooperation with the design team
Traffic analysis and optimisation of customer navigation and way finding system
Prototyping, sourcing and turnkey delivery of three pilot stores
Roll out management of stores in the UK
Assisted with the special Peter Jones outlet renovation (way finding system)
18 May 2009
Introduction
Case: Randstad
Project management for brand portal development
Development of user friendly wizards to facilitate content creation of market communication material within corporate guidelines
Publishing on demand for market communication material (business cards, window posters, brochures) and on-line media
Realised structural savings of 30% of overall marketing budget
18 May 2009
Introduction
Case: DHL
Implement the new DHL corporate identity on 3,300 vehicles in the Benelux using mobile re-branding tents
Implement visual identity management for vehicles to reduce damage repair costs with 25%
Facilitate the world wide re-brand of 11,000 Exel units to DHL with our CI support office and flying doctors project management
18 May 2009
Introduction
Case: Gonzales BBQ restaurants
Overall planning and management of the new chain launch
Set up of flexible turn key costing schemes to accelerate the time to market (from outlet selection to opening)
Select outlets, contract construction, wet works, interior decorating and sourcing of branded and non-branded items
Permit planning and approval communication with municipalities
Formula and concept management during national roll out
18 May 2009
Introduction
Case: ABN AMRO
Project management with various identity updates
Brand Portal to accommodate the one logo brand architecture
Value engineering, prototyping and specification and tender assistance of all branded environment carriers (external and interior) for the new bank-shop retail formula
Web tooling and process/help desk support of the clean shop brand revitalisation program
18 May 2009
Introduction
Case: British land – Regent’s place
Pedestrian way finding for striking business development
Develop a seamless signage and way finding system, visually consistent with the landscape, street furniture and landscape
Prototype, specify, contract production and installation
Manage implementation, quality control and supply chain management
18 May 2009
Introduction
Case: CIBC
Project revitalisation of one identity brand program. Impact analysis to determine which processes, competences and resources were covered by the CIBC organisation
Set up and source the in-branche merchandising program
Successful completion of 2400 forms, 30 cards, 3300 ATM‟s and all internet and third party websites
Brand revitalization team won the CIBC Achievers award (transition halted unsuccessfully several times before)
Thank you for your attention!
www.vim-group.com
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