icep branding the portuguese trade offer

1

IcepBranding the Portuguese Trade Offer Interview findings and Work-Session

April 24, 2003

2

Agenda

PART I

•Objective

• Interview findings –Executive Summary

•Survey results

•Conclusions

PART II

•Brand strategy development

•Concept exploration

•Discussion

•Next steps

3

Objective

To share findings of research and concept development

4

“Its a process of bottom-up and not top-down. To show the world that a country is prosperous, you have to prove you are good and that is through the success of its brands, not the other way around.”

-ICEP Board Member

5

Agenda

PART I

•Objective


•Survey results

•Conclusions and implications

PART II



•Discussion

•Next steps

6

Interview findings: what we knowInterviews: 49 Total

• 2 Glass / ceramics

• 2 Wood and furniture

• 2 Wine

• 1 Metallurgical

• 1 Auto Sector

• 1 Textile

• 1 Home Textile

• 1 Leather Goods

• 1 Olive Oil

• 1 Cork

• 1 IT

•1 Construction

• 1 Engineering Consulting

• 1 Food & Beverages

• 1 Moulds

• 1 Stones

• 1 Paper

• 3 Clothing

• 3 Glass / ceramics

• 2 Home Textiles

• 2 Footwear

• 2 Paper

• 1 Wine

• 1 Juice

• 1 Cork –no brand

• 4 ICEP board

• 3 ICEP personnel

• 1 Brand Advisor to the Prime Minister

• 1 Advisor to the Economic Minister

• 1 Foreign ministry

• 1 Patents and Brands

ICEP, otherGovt. Agencies

11

Opinion Leaders

3

Companies15

Associations20

• Boston Consulting Group

• Financial Times

•Siemens Vice-President

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ICEP, other Govt. AgenciesKey Issues

•Awareness

• International expansion

•Distribution

•Challenges & opportunities

•Brand and communication

•Associations

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ICEPAwareness

The brand Portugal already exists –need to shift the perception

There is a need for industries to have greater awareness

•The kind that Paper & Pulp, Cork and Olive Oil already have

•The problem is that Portuguese managers lack the capacity to take on this task –they are not focused enough on expansion

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ICEPInternational Expansion

Portugal, as a whole, is not ready to compete internationally

Yet, certain industries are:

•Automobile components, Telecom, Financial services, Tourism, Glass & Ceramics, Textiles & Footwear, Home Textile, Port, Technology

•The industry with greatest growth potential is the Service Industry

Challenges for internationalization

•Solidify domestically

• Improve internal management

•Develop design and communication culture

10

ICEPChallenges & opportunities

•“Portugal needs, at least, 2 mega-brands to help the others”– Need to invest money in Brands and Branding– Shift perceptions about Portuguese reality– Create a Portuguese Trade Offer Brand

•What is key on the business side are proper distribution channels– Helps companies understand their markets and thus their

consumer needs –it communicates their brands broadly

•The entrance of new EU countries:– Potential new market place where Portugal is a reference– Not in last place anymore– Increased competition –they have better labour/price

11

“Nobody buys Zara because of their brand... It’s because they are everywhere and the have a complete offer”

-ICEP Board Member

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ICEPBrand and Communication: Needs

•Companies need to develop outward looking brands –that is, they should consider other markets

•Use leading brands to promote Portugal –“when there is a leader you see results”

– Other companies admire them and follow their lead

•The Portuguese trade offer brand shouldn’t clash with company strategies

13

ICEPBrand and Communication

Portugal’s strongest brands

•Port Wine

•Portugal (specific industries)

•Mateus Rosé

•Figo

•TAP

•Portugal Telecom

•Caixa Geral de Depósitos

Industries with brands ready to compete internationally

•Wine brands

•Footwear consumer brands

•Glass

•Olive oil

•Clothing –desperately need brands

14

ICEPInternational brands that are admired

• Distribution excellence

• Success in communicating their brand

• “It would relaunch the whole economy”

• “Quality and perfection”

• “Completely flexible brand, it gives me power to promote everything”

• For the way it has promoted itself over the last 20 years

15

ICEPAssociations: General opinion

•They operate inefficiently

•They lack coordination to organize the companies

•Do not adequately provide for cooperation among companies

•They compete with one another rather and collaborate

Most associations should review (improve) the way they operate

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ICEPIn summary

•Unanimously felt need to change the perception of Portuguese trade

•Key to success of the Portuguese trade offer is proper management

•Strong distribution channels communicate closer with consumers

•Exploiting the recognition of leading brands in the exterior can help all of Portuguese industry

•Portuguese companies need to develop an international strategy– Restructure their organizations– Focus on branding and design

•Portugal is a country of generalists –need to find a specialization

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“Companies should start to develop brands with an Iberian philosophy”

-ICEP Manager

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“We need discipline in promoting brands consistently –need to focus”

-MNE

19

CompaniesKey Issues

•International expansion

•Brand and communication

•Opinions on trade offer brand

•Primary concerns

•Opinions on Associations

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CompaniesInternational expansion

•All the companies interviewed have expansion plans, most already export over 50% of what they produce

•The country has left the “Industrial” phase and has entered the “Commercial” phase

– This is where branding comes into play

– Companies need to promote their brand(s)

•When asked which companies they considered as reference, most answered that they are the leader in their sector

•This shows confidence among Portuguese companies with regard to their ability to expand

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CompaniesBrand and communication

•Most of the companies interviewed were brand oriented

– Originally wholesaling, brandless companies who developed a consumer brand later

– They communicate the same brand both for B2B and B2C

•Companies are increasingly investing in communication and promotion

– Investing, on average, 3-5% on marketing and communication

– Most have established marketing departments

– Marketing departments report directly to the board of directors

22


I can charge a 40% premium on my product because of my brand.

No matter what the quantity sold is, my price is the same. There is no negotiating on bulk when you have a brand.

– Marketing Director, Impetus

23


Government initiatives have lost credibility when branding is concerned

•“This is the last chance for the government to restructure the industry sector in terms of branding”

•There have been too many uncompleted initiatives in the past

• Initiatives have to last in order to work or even have credibility

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CompaniesTrade offer brand

•Most of the companies interviewed do not consider a trade offer brand good for their business

– They view it competing with their own brand

– They do not want to leave their communication in the hands of the government

•There is a need for disciplined government policies that last

•Policies that come and go are damaging, government loses credibility in its ability to manage

•Some companies prefer to buy external brands for their expansion –prefer to communicate non-Portuguese brand

•Some would prefer to advertise a country and shift its perception than build a Sectorial or trade offer brand

25

CompaniesMain concerns

•Possible clash between Portuguese trade offer brand, and companies' own positionings

•There is a lack of collaboration between companies to find and exploit synergies

•Companies are too individualistic in the way they operate

• In order to create solid, successful brands, companies need efficient management

•Companies need to adapt to diverse (local) needs, they need investment to promote their brand externally

26

CompaniesPerception of associations

Companies have very fragmented opinions regarding associations:

•The Shoes and Home Textile associations are work efficiently

– Companies benefit from their affiliation

– Associations are heavily involved in promoting the companies

•However, in general, there is a lack of cooperation between associations and their member companies

– Multiple associations within sectors only make for competition among them –rather than collaboration

– Only recently have there been initiatives to increase such collaboration

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CompaniesIn summary

•Companies have a very clear idea as to the benefits of branding

– Branding is highly recognized as a differentiating mechanism

– Most have experienced the shift from white label to branded

– Most have in-house marketing and communications departments

•They are confident in their ability to compete internationally

•Yet, where internationally communication is concerned, they would prefer to hide their origin

•They lack the trust in the government’s ability to assist them in generating international awareness

– Do not want to share or “compete” with a general trade offer brand

– Do not trust the execution of the trade offer programme

•They have little faith in their associations’ abilities to organize their industry

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“To be successful, a Trade Offer Brand needs to adapt to the diverse needs of the many companies and industries”

-President, Portucel

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Trade associations Challenges in International Expansion are...

• Companies need larger scale in order to compete internationally

• Knowledge of the market

• Alignment of the appropriate distribution partners

• Financial capacity

• Management skills

• Traditional focus on production

• Active governmental lobbying

• Perseverance/Long term perspective

• BRANDING

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Trade associationsWhat effect does a brand have on the industries

= Adds value

= Takes away value= Indifferent

Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing

Engineering and Consulting Services

Sectorial BrandTrade Offer BrandBrand PortugalIndustry

Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing



Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing



Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing



Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing



Textiles

Home textiles

Olive oil

Wine

Stones

Molds

Auto Components

Construction

Clothing



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Trade associationsWhat effect does a brand have on the industries

= Adds value

= Takes away value= Indifferent

Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


Glass

Food & Beverage

Metallurgical

Port Wine

Ceramics

IT

Cork

Shoes

Furniture

Wood

Franchising


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Trade associationsIn summary

• Overall highest scoring

• Greatest potential for success

• Helps to build global perceptions of industry

• Offers scale and visibility

• Coordination between internal and external markets

• Little confidence in its ability to encompass everything

• Not relevant at the sector level –sectors are at different stages of development

• Need cooperation

• Overall lowest scoring

• Perception of low quality

• Takes away from commercial brands

• Portugal not considered innovative

• Commercial brands do more for Portugal than Portugal does for commercial brands

Sectorial BrandTrade Offer BrandBrand Portugal







































































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“If a company doesn’t have the funds to invest, it should collaborate with other companies in the same sector”

AIMMP, President

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“If I challenge the business man next door to make a partnership, he will say no. However, if it is a government initiative, he will accept it.”

-Iberomoldes, President

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Opinion LeadersMain points

•Perception of Portugal abroad is inconsistent with reality

•Need at least 2-3 large companies with strong brands so that other brands can follow (piggy-back)

•Solution may be to promote Portuguese industry abroad

•Companies need to restructure in order to be able to compete internationally

•Made in Portugal adds in some sectors and in other it takes away

•Some expressed a surprise when they discovered the real Portuguese industries

•Communication should encompass recent Portuguese innovations and products, to position Portugal as a country of qualified resources

•Coordination among ICEP, API, Chambers of Commerce and embassies is crucial

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Interview conclusions

•The multitude of Portuguese industry makes for multiple interests

– Some sectors feel that a Portuguese Trade Offer Brand would help

– Other feel that it would confuse consumers and risk their business

•There is general awareness about branding and its advantages

•Companies have the confidence in their business to expand

– Yet they, lack the confidence in consumer acceptance of their origin to the outside

•There is little incentive for smaller companies to brand

•Lack of trust in government initiatives makes companies more individualistic and less eager to participate in a branding programme

•Portuguese Trade offer brand may compete with company brands

•A shift in the perception of Portugal abroad is imperative

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PART I

•Objective


•Survey results

•Conclusions and implications

PART II



•Discussion

•Next steps

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13 countries involved

America

EE.UU.

Brazil

Argentina

Europe

England

Germany

Portugal

France

Italy

Spain

Asia

Japan

China

Australasia

Australia

New Zealand

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Survey questions

1. Have you ever done business with a Portuguese company?

a. If so, how would you describe the experience?

b. If not, would you consider doing business with one?

2. What industries do you relate most with Portugal?

3. Can you name any Portuguese brands? (if yes, please name them)

4. When you turn over a product and read “made in Portugal” does it:

a. Add value to the product depends what but generally no.

b. Take away value from the product yes

c. Indifferent

5. Thinking about Portugal as a nation and culture, how would you define it? What comes to your mind in terms of words and images?

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Issues affecting Portuguese trade offerAwareness

•When asked to name Portuguese brands:

– 50% were able to name at least one

– 30% were able to name a brand other than Portugal Telecom y Port Wine (not a commercial brand)

•When asked if “made in Portugal” adds value

– 65% said it is indifferent

– 25% said it took away value

– 15% said it adds

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Perception doesn’t match reality

Tourism20%

Port Wine18%

Fishing17%

Wine13%

Food & Beverage8%

Bottle Cork5%

Olive oil5%

Clothing5%

Ceramics & Craft5% Agriculture

4%

Foreign Perception of Top Industries

(by number of mentions)

Reality (2001 Exports*)

* (%) of top ten total Source: Icep Evolução Sectorial Das Exportações No Período 1998 - 2001

Clothing21%

Information Technology

16%

Automobile components

12%

Footwear11%

Food and Beverage

9%

Paper and Pulp8%

Textiles (Fabric)7%

Home Textiles6%

Bottle Cork5%

Construction Materials

5%

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Most recognized attributes from non-Portuguese have nothing to do with its industrial prowess

1. Warmth and hospitality

2. History

3. A less developed Europe

4. Culinary culture

5. Wine (Port)

6. Tradition

7. Relaxed

8. Beautiful scenery and architecture

9. Nature

10.Seafood

11.Soccer

12.Similar to Spain

13.Algarve

14.Coastal, castles

15.Church

16.Rural

17.Sunshine

18.Vibrant & Colourful

19."old world" charm

20.Creative

21.Latin

22.Linked to Brazil

23.Lisboa

24.Passionate

25.70's European Cities

Note: Attributes in order of spontaneous mention

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“We need to shift the perception people have of Portugal”

-Mundo Textil, President

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Perceptions of Portuguese goods are limited to non-industrial goods

•There is little awareness of Portugal’s main value proposition

– Its industrial strength is ill perceived

– Foreign consumers generally associate Portugal with tourism and tradition

•Very few Portuguese brands are known outside of Portugal

•By the time a consumer receives a Portuguese good it has been branded by a non-Portuguese company

45

Agenda

PART I

•Objective


•Survey results

•Conclusions

PART II



•Discussion

•Next steps

46

Does “Portugal” add or take away value

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

Indifferent

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The benefit of indifference is that consumers react to the discovery that a product is Portuguese with surprise and accept it

What is needed is to promote that surprise

48

Portugal is not considered an industrial economy,yet industry is what drives the majority of exports

Clothing

Information

Technology

Automobile Component

sFootwear

Agro-Food and Beverage

Paper & Pulp Textile

sHome Textile

s


Bottle Cork

33 % of total

exports

• Footwear: One of the largest manufacturers of unbranded shoes in Europe

• Clothing: One of the largest providers of garments for some of the largest clothing companies• Information Technology: highly innovative: Via Verde; software development; biotechnology

• Automobile components: Manufacture automobiles and components for some of the largest automobile company in the world

Source: Icep Evolução Sectorial Das Exportações No Período 1998 - 2001

49

What is lacking is adequate communication

Clothing

Information

Technology

Automobile Component

sFootwear

Agro-Food and Beverage

Paper & Pulp Textile

sHome Textile

s


Bottle Cork

33 % of total

exports

• The business exists

• Its ability to deliver is clear

• Need to build awareness

Source: Icep Evolução Sectorial Das Exportações No Período 1998 - 2001

50

Why is awareness of Portuguese industry and quality low?

•Companies hide Portuguese identity abroad

– Use non-Portuguese brands

– Purchase local brands

– Create joint-ventures and use the partner’s brand

•The main industries in Portugal are focused on B2B business

– This is the only sector that is well recongnized

– Yet the final user does not see Portuguese contribution

•Structurally, Portugal has a broad array of industries relative to its size (population) –lack of a specialization

•As a result, Portugal is considered to be relatively undeveloped

51

Portugal’s Main competitive advantagesThese are attributes associated with highly developed economies

•Political and economic stability

• Infrastructure (4,000 kms of highway, communications)

•Low labour costs: Cost/value very high

•People (workers): Under good management

– Flexibility

– Trainability

– Manageability

•Facility to deal with big markets

•Third phase of EU development

•Strong work force (good thinkers and workers)

•Open to foreigners and their ideas

52

General conclusions

Companies want:

• Monetary incentives to expand their brands

• Not to compete with Portuguese Trade Offer brand

• Clearer understanding abroad of Portuguese industry realities

Industries need:

• Monetary incentives to increase communication

• Awareness of their strength and diversity

• Good communications

• To empower companies to develop brands

Associations say:

• Monetary incentives to promote their industries are fundamental in their member companies’ success

• Greater incentives from the government regarding the brand programme

Consumers perceive:

• Portuguese industry indifferently

• Portugal as a non-industrial economy

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General conclusions, cont

•There is no one clear cut path for the Portuguese Trade offer

– Companies actively disassociate themselves with Portugal

– Industries require an initiative to communicate the reality of Portugal’s strength

•Perceptions of the Portuguese trade offer do not match reality

•The majority of Portuguese companies are inward-looking

– Do not promote themselves outside

– Lack a brand or the necessary tools to generate awareness

•Portuguese brands don’t need to communicate their origin, Portugal needs to communicate its brands

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Agenda

PART I

•Objective


•Survey results

•Conclusions

PART II



•Discussion

•Next steps

55

A Portuguese Trade Offer brand is one piece of the overall Portuguese Trade Offer Brand Strategy

•The scope and range of Portuguese industry is very broad

•Different companies have different business models

•Different companies communicate their offer in different ways

•Some companies are global, some are local

•Some companies are B2B, some are B2C

56

How do we create a strategy that can empower the overall trade offer of

Portugal?

57

There is an interactive role between commercial brands and industry

Trade Offer Brand Value Circle

Brands Industry

58

Where awareness is shared and passed down

Trade Offer Brand Value Circle

International brands Deliver the promise of Portugal to the outside –generate reputation

Int’l Awareness

Local brands Demonstrate strength in Portuguese industry

Brands Industry

Non-brands (White label): Benefit from the reputation of the local brands to the industry –it becomes their communication

Brand potential

Local Awareness

59

Brands

White labels

CompaniesIndustries

Golden Brands

Established Brands

Developing Brands

No brands

Reputation

Awareness

Brand Development

Brand Creation

Brandscape

60

Golden BrandsBrands that strengthen the image of the Portuguese trade offer

Description

• Help to build the Portugal identity/personality

• Create an association between their reputation and the Portuguese trade offer

• Establish value for Portuguese goods in general

• Serve as role models: Pass their experience to other companies

• They expand Portugal’s permissions on a global scale

Criteria

• Global recognition

• Have an international focus

• Operate on a global scale

• Organized communication strategy

• Have a broad and organized distribution chain

61

Brands

White labels

CompaniesIndustries

Golden Brands

Established Brands

Developing Brands

No brands

Reputation

Awareness

Brand Development

Brand Creation

Portuguese Brandscape

TAP GALP

PTMATEUS ROSÉ

CAIXA GERAL DEP. BCP BES

VISTA ALEGRE

62

Established BrandsPortuguese brands that strengthen their industry and generate awareness

Description

• Do not yet have the recognition of Golden Brands

• Are not associated with Portugal

• Lack a sufficient distribution network

• Generate a reputation for their respective industry– Increase the awareness of

their sector– Build the reputation for other

brands in their industry

• Benefit from the image Golden Brands give to Portuguese goods

Criteria

• Can be both local and international

• Have strong domestic recognition

63

Brands

White labels

CompaniesIndustries

Golden Brands

Established Brands

Developing Brands

No brands

Reputation

Awareness

Brand Development

Brand Creation


MGLASS

VA ATLANTIS

GLOBEGALOCOMPAL

RENOVA

NAVIGATOR

MIGUEL VIEIRA

IMPETUS SALSA

CAMPOR

DALMATA

FLY LONDON

SAGRESLANIDOR

SUPER BOCK

SWEAR

64

Developing BrandsCompanies with the ability, today, to have a brand

Description

• White Label companies that make goods for consumers

• Need to create a consumer brand

• Benefit from the awareness given to their industries by Established Brands

• Represent the future of the industry

• They require a catalyst to shift them to the commercial level

Criteria

• Companies that make products potentially commercialable

65

Brands

White labels

CompaniesIndustries

Golden Brands

Established Brands

Developing Brands

No brands

Reputation

Awareness

Brand Development

Brand Creation


MACONDE TORRE JOTABE HABIDECOR NOREMA

MÓVEIS VIRIATO LEVIRA MÁRMORES GALVÃO PETRATEX

CRIALME GEPACK

OCTAL NUMBER FIVE CRITICAL SOFTWARE

66

White LabelCompanies that do not have, nor require, a consumer brand today

Description

•Fulfill the promise of Portguese industry through the quality of their goods

•White label companies in B2B industries in which the final user does not perceive the good manufactured by Portugal

•Benefit from overall awareness of the Portuguese trade offer

67

Brands

White labels

CompaniesIndustries

Golden Brands

Established Brands

Developing Brands

No brands

Reputation

Awareness

Brand Development

Brand Creation


MGLASS

VA ATLANTIS

GLOBEGALOCOMPAL

RENOVA

NAVIGATOR

MIGUEL VIEIRA

IMPETUS SALSA

CAMPOR

DALMATA

FLY LONDON

SAGRESLANIDOR

SUPER BOCK

SWEAR

TAP GALP

PT MATEUS ROSÉ

CAIXA GERAL DEP. BCP BES

MACONDE TORRE JOTABE HABIDECOR NOREMA

MÓVEIS VIRIATO LEVIRA MÁRMORES GALVÃO PETRATEX

CRIALME GEPACK

OCTAL NUMBER FIVE CRITICAL SOFTWARE

CORTIÇA VINHO DO PORTO

AZEITE

FINANCEIROS TELECOMS

CALÇADO VINHOS VIDRO CERÂMICA

PAPEL ENERGIA

MOLDES TEXTIL-LAR

PEDRAS/ROCHAS CONSTRUÇÃO CIMENTOS

ÁGUAS E SUMOS

PAVIMENTOS/ REVESTIMENTOS UTILIDADES DOMÉSTICAS

MOBILIÁRIO CERVEJAS

AGRO-ALIMENTARES

EMBALAGEM ELECTRODOMÉSTICOS METALOMECÂNICA

IT´S

ELÉCTRICO/ ELECTRÓNICO TECIDOS

FARMACEUTICA

MADEIRA

CONSULTORIA BIOTECNOLOGIA COMPONENTES AUTOMÓVEL

68

“It would be much better for my brand if there were 15 other brands like mine”

-Fly London

69

Trickle-down BrandingThe roles of the different brand categories

Developing Brands

White Label

GoldenBrands

Build consumer awareness

Established Brands

Build reputation for Portuguese trade offer

Build industry awareness

Build industry strength

Build path for White Labels to build consumer brands

Empower “Developing Brands” in their communication y cooperation

Provide permissions for “Potential Brands” to shift

70

Trickle-down BrandingExample of the relationship

Developing Brands

White Label

GoldenBrands

Established Brands

Build consumer awareness

Build reputation for Portuguese trade offer

Build industry awareness

Build industry strength

Give awarenss to the glass industry so that other brands in glassware can evolve to consumer brands

71

This relationship increases awareness and changes the perceptions of the Portuguese trade offer

Branded Companies

PORTUGUESE TRADE OFFER

Deliver on

promise

Industry reputation

Add value

Non-branded companies

Empowers businesses

Industry awareness

Permissions for brands

CHANGE PERCEPTIONS

72

How can we accomplish this for the Portuguese trade offer?

73

Imperatives for the Portuguese trade offer

•Change perceptions

•Unite companies

•Create focus

•Flexible

•National / Iberian / International

74

PART I

•Objective


•Survey results

•Conclusions

PART II



•Discussion

•Next steps

75

“We need a sector (Fileira) brand, that clearly associates us to Portugal.”

Cefamol –Moulds

76

Trade symbol concept

77

“Companies and businessmen should cooperate more to build alliances and partnerships to better export Portuguese products... Turn weaknesses into strengths and enter into international markets”

President Jorge Sampaio

78

PART I

•Objective


•Survey results

•Conclusions

PART II



•Discussion

•Next steps

79

PART I

•Objective


•Survey results

•Conclusions

PART II



•Discussion

•Next steps

80

Next steps

•Feedback on concepts

•Continue development of concepts

81

Thank you

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