Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Brand architecture at the BBC. Brand Breakfast 17 April 2014

1,101
views

Published on

Jane Lingham, director of brand, BBC

Jane Lingham, director of brand, BBC


0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,101
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
54
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Understanding the BBC brand Jane Lingham Director, BBC Brand
  • 2. What I’ll cover today Why do we care about brands at the BBC? What drives approval of the BBC brand? How we organise our brand portfolio
  • 3. Why do we care about brands at the BBC?
  • 4. 77% Informative documentary on his role and achievement 53% Ex-girlfriends and servants dishing the dirt on him “The unknown Prince Charles”
  • 5. X 9 X 11 & 46 X 10
  • 6. The Masterbrand Our service brands Our content brands
  • 7. An approach to organising the current BBC brand portfolio
  • 8. Slide 10 The BBC brand network – some points to note 2 – We’ve deliberately created a network …not a hierarchy (although there are implications for prioritisation within the network) 1 - We refer to things in the network as ‘properties’ as not all the genres/service/products in the portfolio are brands
  • 9. Slide 11 The BBC brand network – some points to note All our properties fall into one of 3 categories, according to the role they play for audiences 1 Variants of the BBC Primarily for driving BBC reputation through genres or giving people more control. A facet of the BBC overall, strongly linked to the BBC in values and identity e.g. BBC Drama 2 Sub-brands of the BBC Primarily help audiences navigate the portfolio but can also drive reputation. Have an identity and (potentially) values which are further away from the BBC Masterbrand e.g. Radio 1 3 BBC Content/ experiences The things people consume e.g. Dr Who. The foundations on which the variants, sub- brands or the Masterbrand are built.
  • 10. Slide 12 The network – designed to drive credit back to the BBC GOLD STAR BRAND GOLD STAR BRAND / BRAND BRAND BBC VARIANTS The role is to drive our reputation BBC SUB- BRANDS Properties which drive choice of content BBC CONTENT / EXPERIENCES Properties which people consume BBC CONTENT / EXPERIENCES Properties which people consume
  • 11. Slide 13 The populated network with our properties but we need to refine GOLD STAR BRAND GOLD STAR BRAND / BRAND BRAND BBC VARIANTS The role is to drive our reputation BBC SUB- BRANDS Properties which drive choice of content BBC CONTENT / EXPERIENCES Properties which people consume BBC CONTENT / EXPERIENCES Properties which people consume NH DRAMA ARTS BBC LIVE BBC STORE REALITY TV FACTUAL /DOCS MUSIC ENTERTAINMENT COMEDY FOOD PLAYLISTER EDUCATON / K&L RELIGION LIFESTYLE FACT-ENTS EDUCATION BRANDING OPEN MINDS
  • 12. We need to break these categories down further to be useful. We’ve done this using the following criteria; PERFORMANCE DATA (INC SEM- the cogs) OUR PUBLIC SERVICE PRIORITIES A TOTAL PORTFOLIO VIEW
  • 13. We need to break these categories down further to be useful. We’ve done this using the following criteria; PERFORMANCE DATA (INC SEM- the cogs) OUR PUBLIC SERVICE PRIORITIES A TOTAL PORTFOLIO VIEW
  • 14. There are 9 drivers of public approval for the BBC Relative consumption Willingness to pay Value for money Support for the licence fee Relation -ship with BBC brand Range and quality Trust UK culture & global rep. Feelings about BBC overall
  • 15. We need to break these categories down further to be useful. We’ve done this using the following criteria; Which gives us 3 sub-groups PERFORMANCE DATA (INC SEM- the cogs) OUR PUBLIC SERVICE PRIORITIES A TOTAL PORTFOLIO VIEW
  • 16. Slide 18 We need to break these categories down further to be useful. We’ve done this using the following criteria; Which gives us 3 sub-groups Catalysts for driving mass change either by enhancing our reputation or consumption Catalysts for driving targeted change either by enhancing our reputation or consumption Properties unlikely to drive wholesale change Help maintain current objectives, but are not catalysts for enhancing our reputation or driving consumption PERFORMANCE DATA (INC SEM- the cogs) OUR PUBLIC SERVICE PRIORITIES A TOTAL PORTFOLIO VIEW
  • 17. Best content (Creativity) Telling a bigger story about the BBC highlighting our key genres & events Best new ways (Innovation) Telling a bigger story about the BBC highlighting our innovations For everyone (Audiences) Maximising audiences for all our content (with focus on under-served) And overlaid the three pillars of the business strategy … MARKETING FOCUSED ON DRIVING REACH MARKETING FOCUSED ON DRIVING REPUTATION
  • 18. Slide 20 Our network - once we’ve prioritised properties likely to drive change GOLD STAR BRAND GOLD STAR BRAND / BRAND BRAND BBC VARIANTS The role is to drive our reputation BBC SUB- BRANDS Properties which drive choice of content BBC CONTENT / EXPERIENCES Properties which people consume BBC CONTENT / EXPERIENCES Properties which people consume REPUTATION DRIVING - FOR ALL REPUTATION– UNDERSERVED REPUTATION DRIVING OPINION FORMERS AND ABC1 55+ REPUTATION DRIVING FOR ALL REPUTATION DRIVING – UNDERSERVED REPUTATION DRIVING– OPINION FORMERS AND ABC1 55+ AUDIENCES REACH DRIVING FOR ALL REACH DRIVING - UNDERSERVED CREATIVITY INNOVATION ONLINE, MyBBC REACH DRIVING – OPINION FORMERS AND ABC1 55+
  • 19. How we will use the BBC Brand network To provide focus for the marketing plan this year and beyond – inform 15/16 To help us understand what services/genres/products to use to evidence in our corporate marketing Inform ongoing decisions about M&A investment/portfolio management
  • 20. Slide 22 “Most brand strategies end up being a penetrating insight in the blatantly obvious”. – Brad Jakeman