Brand architecture: building brand value. Brand Breakfast 17 April 2014
BUILDING BRAND VALUE
BRAND BREAKFAST APRIL 2014
WHAT ARE WE TALKING ABOUT TODAY?
A KEY PART OF CRUK'S RECENT BRAND REFRESH WAS
A NEW ARCHITECTURE STRATEGY DESIGNED TO HELP
US POSITION OUR PRODUCTS AND INITIATIVES IN THE
BEST WAY POSSIBLE TO BUILD STRONGER BRAND
RECOGNITION, ENGAGEMENT AND IMPACT.
TODAY WE’LL BE DISCUSSING THE JOURNEY WE WENT
ON, WHY IT WAS IMPORTANT TO STRIKE A BALANCE
BETWEEN CONSISTENCY AND FLEXIBILITY, AND HOW
WE CONTINUE TO BRING OUR BRAND FRAMEWORK
TO LIFE 18 MONTHS ON FROM THE REBRAND
Master PowerPoint Example Deck – View <Headers and Footers>
Our new brand is more far-reaching than simply a
new logo. It's about who we are, how we do things
and what we're here to achieve. And this includes
“This is a Golden Age for
scientific research, with new
technologies putting us at the
cusp of some major
breakthroughs. The more
research we can fund, the
quicker we can beat cancer”.
Harpal Kumar, 2011
INVESTING IN OUR BRAND, AND REFRESHING IT IN
THE EYES OF THE CONSUMER, WILL MAKE IT WORK
HARDER – PROVIDING A MORE ROBUST PLATFORM
FOR FUNDRAISING SUCCESS.
THE SAME, ALL THE
Why did we refresh?
THE SAME, ALL THE
1. POOR BRAND STAND-OUT (VISUAL IDENTITY)
2. POOR BRAND RECALL (VISUAL IDENTITY)
3. STRONG BRAND AWARENESS & PERCEPTION BUT ALSO SEEN AS..
UNDIFFERENTIATED / GENERIC
BUREAUCRATIC / OLD-SCHOOL
SCIENTIFIC / COLD
4. LACK OF UNDERSTANDING / CLARITY ABOUT WHAT WE DO
5. DECLINING RELEVANCE
6. POOR BRAND ASSOCIATION ACROSS PRODUCTS, NOT DRIVING
EQUITY BACK INTO CRUK BRAND
Research told us there was room to improve
So what next?
1. DEVELOP AND BUILD THE NEW BRAND TO OPTIMISE POTENTIAL
2. EMBED OUR NEW BRAND ACROSS ALL OUR ACTIVITY
3. DRIVE A STRONGER & COHERENT BRAND EXPERIENCE ACROSS ALL
4. PROTECT THE BRAND ACROSS ALL OUR CHANNELS
5. DRIVE CLARITY; BUILD ENGAGEMENT; BE RELEVANT
Exercise: What do you think?
What would you like to get from the role?
What does being a brand champion mean to you?
How should champions be accountable?
What should the brand team commit to doing?
How can we make this the group everyone wants to be part of?
Everything we do must be aligned to our brand
PRODUCTS & SERVICES
What sort of products and
services? What kind of service
style or offer?
PEOPLE & BEHAVIOURS
What sort of skills and
qualities are we looking for?
How should we behave?
ENVIRONMENTS & CHANNELS
How do we want our
environments to look and feel
both physically and virtually?
What is the key message we
want to communicate? What
channels should we use?
WE NEED TO IMPROVE PEOPLE’S UNDERSTANDING OF WHAT WE DO
AND WHAT WE STAND FOR AS AN ORGANISATION.
WE NEED TO HELP THEM NAVIGATE OUR WORLD THROUGH CLEAR,
SIMPLE CONSUMER FOCUSED SIGNPOSTING – TAKE THEM ON A
SEAMLESS JOURNEY IRRESPECTIVE OF WHICH TOUCHPOINT THEY
WE ALSO NEED A HOLISTIC FRAMEWORK TO HELP US MANAGE OUR
PORTFOLIO INTERNALLY AND PROMOTE NEW ACTIVITY.
THEREFORE WE NEED TO ENSURE ALL OUR ACTIVITIES – NEW AND
EXISTING - ARE LABELLED AND POSITIONED IN THE BEST WAY, SO THAT
WE CREATE A MORE COHERENT , RELEVANT CRUK EXPERIENCE AND
BUILD EQUITY BACK INTO THE CRUK BRAND.
Why did we decide to look at our brand
By better branding all of
CRUK’s assets, we will
increase our presence and
impact, which will help
strengthen our fundraising,
deliver clear, trusted
information, attract talent,
and ultimately drive
A snapshot of our brand world…
WHAT WE ARE DOING TODAY
1. Snap shot of the architecture
framework, how it works
2. Run through the creative flex work,
and showcase what we mean by flex
3. Get your views
4. Collate feedback and inform final
The brand is only as good as your products, so.. if people have a good
experience onVirgin Atlantic or if they have a good experience onVirgin
trains or.. if they have aVirgin mobile phone and they can get straight through
to our people and they’re well looked after and then they’ll try the next
product that we launch.
Most organisations operate a
hybrid model that involves a
combination of these. The ideal
model needs to reflect our
business strategy as an
organisation and provide a simple,
seamless customer journey. It also
needs to have a degree of
flexibility to allow us to have
accommodate our varied portfolio
and adapt and make changes
Siegal and Gale
So what is the best model?
How can the CRUK brand
How can the strengths of
the CRUK brand help
achieve your objectives?
How can you help the
How can your
CRUK’s clarity / relevance /
The virtuous circle
CRUK parent brand used across all activities. These are grouped into three
different levels, each level signalling a slightly different relationship to the
masterbrand ie Legacies (Level 1); Dryathlon (Level 2); Shine (Level 3)
OWNED / NOT OWNED)
SUB-BRANDS Heavily endorsed with a clear visual and verbal connection to CRUK i.e.
Race for Life
CRUK working collaboratively with foundations and partners
Our framework: Flexible masterbrand