1. “A company's primary responsibility is to serve its customers.
Profit is not the primary goal, but rather an essential condition for
the company's continued existence.” Peter Drucker

2. your products and services provides
your customer with a choice
your brand defines whether
they will choose you or your competitor

3. Your Brand
... is an Expectation
... that connects ...
... through emotions ...
By differentiating the experience

4. Use Emotion to Position Your brand?
But Emotions are not rational constructs …
… they defy logic and reason
…. and are defined by perceptions
… which defines our reality
The key lies in understanding perceptions

5. Brand Perceptions
The key to managing your brands
… and how people behave around them …
… is manage the perceptions of the brand!
You need to manage …
… the conscious and subconscious elements ….
….of your Brand
Then you can control the perceptions around your brand
… whether this is for … Your Executive … Your Staff …
… Your Customers … or even Your Competition

6. Managing Brand Perception

7. Managing Brand Perceptions ?
The 10 Trigger Points of Perception:
Identity
Renewal Feeling
Spirit Thought
Freedom Attraction
Structure Energy
Growth

8. Managing Brand Perceptions ?
The Benefits of using the 10 Trigger Points of Perception :
• Defines exactly how people perceive the brand
• Defines exactly how people behave around the brand
• Defines the strength of Brand Clarity
• Identifies the absolute unique brand personality
• Defines how people identify with your brand
• Clarifies what they associate with your brand
• Taps into powerful ancient cultural myths and stories
• Uses subconscious anchors and links
• Provides the illogical emotional connection

9. The 10 trigger points
of brand perception

10. What are the 10 Trigger Points ?
The 10 brand triggers points are based on ten archetypes that operate in the
collective psyche of humankind.
They can be used to modify choices and behaviours in relation to a brand. These
are:
> Identity Individuality & Uniqueness [who we are]
> Feeling Emotional Impact [the emotional impact of our brand]
> Thought Communication [how and what we really communicate]
> Attraction Social Intelligence [the impact of the brand on relationships]
> Energy Competitiveness [how does the brand motivate action]
> Growth Growth & Expansiveness [the capacity to expand]
> Structure Authority & Respect [what we are respected for]
> Freedom Innovation & [how our brand generates excitement]
> Spirit Unconventionality [how our brand inspires]
> Renewal Intuition & Inspiration [power of our brand to change people’s lives]
Power & Transformation

11. What are Brand Archetypes
> An archetype is not created
> They are part of the human collective unconsciousness and reflect a subconscious way
of doing things
> An Archetype is not isolated, static elements of consciousness
> They provide meaning and direction to how we behave and how we express ourselves
a day-to-day basis
> They are fundamental to everything that we do
> A Brand Archetype is not a rational construct
> They are universal in nature and behave in non-linear ways that lacks reason and
logic
> Archetypes and archetypal interactions are double edged swords
> They are both positive and negative

12. Building Brands through the 10 Brand Trigger Points
Brand
Internal External
Focus
Archetype
Alignment Alignment
• Internal Brand Alignment • Executive Vision • Customer Insight
Application
• Cultural Alignment • Strategic Alignment • Competitive Analysis
• Performance Management • Brand Positioning • Industry Analysis
• Operational Effectiveness • Portfolio Management • CRM Strategies
• Communication
The following case studies that highlight
some of these applications to provide an insight into the process

13. Building Brands through the 10 Brand Trigger Points
Brand Case Study One:
Positioning
Identity
• Executive Vision Renewal Feeling
• Strategic Alignment
Spirit Thought
• Brand Positioning
• Portfolio Management
Freedom Attraction
Structure Energy
Growth
Executive & Management
are not strategically aligned

14. Building Brands through the 10 Brand Trigger Points
Brand
Case Study One: Executive Vision and Strategic Direction
Positioning
• Executive and Management have a different vision and overall positioning of
the company
• The Management have reversed the importance of the two dominant
• Executive Vision
archetypes and bring two in additional archetypes into the mix
• Strategic Alignment
• The management understanding of the strategy is causing conflict in the
• Brand Positioning customer base through inconsistent delivery
• Portfolio Management • Part of this confusion lies in a poorly structured products portfolio and the
development of new products and services
• There is a lack of understanding of the customer and what the customer
needs are

15. Building Brands through the 10 Brand Trigger Points
External
Alignment
Case Study Two:
Individuality and
• Customer Insight Uniqueness
• Competitive Analysis Power and
Emotional Impact
Transformation
• Industry Analysis
• CRM Strategies
Intuition and Inspiration Communication
• Communication
Innovation and
Social Intelligence
Unconventionality
Authority and Respect Competitiveness
Growth and
Expansiveness

16. Building Brands through the 10 Brand Trigger Points
Case Study Two: Customer Alignment
Current Brand Positioning: Brand clarity 42%
Identity Energy and competitiveness:
Renewal Feeling • given the energetic, athletic, competitive nature of the brand this is not
very surprising
Spirit Thought • this is unlikely to change in into the full going forward
• this is very likely a very dominant position all brands in this category
Freedom Attraction • key associations of this archetype are dynamism, action, and drive
• people are enthusiastic about the brand and associate the qualities of
Structure Energy courage and enterprise
Growth • it has a passionate and energetic projection
• it is seen as highly competitive among equivalent brands
• the negative associations on this brand archetype are: friction, anger and
Identity aggression
Renewal Feeling
Identity, individuality and uniqueness:
Spirit Thought
• the brand is perceived as a unique, stand alone entity.
• its identity is recognizable in itself -- like MacDonalds.
Freedom Attraction
If MacDonalds did nothing other than sustain of the name and symbol, this
would be sufficient. Similarly with SECR. Its identity carries much of the
Structure Energy projection.
Growth
• the iconography and the name carry all the weight.
• at a non-conscious level, the name and symbolism create sparks.
• this identity embodies messages of health and vitality as a brand. have
confidence in the brands longer term survival. They do not see it as a fly-
by-night flash-in-the-pan unstable arrangement.

17. Building Brands through the 10 Brand Trigger Points
Case Study Two: Customer Alignment
External
Identifying the 58% Diffusion and Key Positioning Opportunity
Alignment
Identity
Renewal Feeling
• Customer Insight
Spirit Thought
• Competitive Analysis
Freedom Attraction
• Industry Analysis
Structure Energy
• CRM Strategies Growth
• Communication
The source of brand confusion is due to the confusion in the growth,
freedom, spirit, renewal and feelings are all very evenly ranked
• You need to exploit the synergies between growth and spirit
Elevate the Brand to an odyssey of personal growth which culminates
in an otherworldly experience; in other words, emphasise the personal
and spiritual development dimensions of the brand.

18. Building Brands through the 10 Brand Trigger Points
External Competitive Analysis
Alignment
Individuality and
Uniqueness
• Customer Insight Power and
Emotional Impact
Transformation
• Competitive Analysis
• Industry Analysis
Intuition and Inspiration Communication
• CRM Strategies
• Communication
Innovation and
Social Intelligence
Unconventionality
Authority and Respect Competitiveness
Growth and
Expansiveness

19. Building Brands through the 10 Brand Trigger Points
Internal Case Study Three:
Alignment
Identity
• Internal Brand Alignment
Renewal Feeling
• Cultural Alignment
• Performance Management
Spirit Thought
• Operational Effectiveness
Freedom Attraction
Structure Energy
Growth
Executive & Staff
are not strategically aligned

20. Building Brands through the 10 Brand Trigger Points
Internal Case Study Three: No Internal Alignment
Alignment
• There is a clear agreement about the brand positioning and strategic
direction of the company but ...
• Staff see the brand as an identity – something that is external to them
• Internal Brand Alignment
• Exec see brand as the driving force of the business
• Cultural Alignment
• Performance Management
• There is complete confusion about what this positioning means and how to
• Operational Effectiveness implement them between the executive and the staff
• The exec sell one thing and the staff deliver something else
• There is strong customer confusion around the brand experience
• The growth of the company has been restricted this confusion

21. The 10 Brand Trigger Points

22. 1. Individuality and Uniqueness [Who are we]
75% Exec:
Communication
Innovation &
Unconventionality > This is a very good result. The core identity of the brand mirrors the dominant
archetypes produced by the analysis of the totality of her questionnaire.
Competitiveness
Growth &
> Exec has their ducks in a row and know what they are doing.
Authority Expansiveness
& Respect
Management :
> Communication is in semi-alignment with Exec.
> But Innovation & Unconventionality and Growth & Expansiveness have no
relation whatsoever to anything Exec had to say.
> This is disturbing when we consider that there is a 75% agreement factor among
the staff.
> So in terms of the this question, we can see that the staff are way off base
when compared to Exec.
Comments:
> Which positioning is right and how do we manage the challenges of conflicting
energies

23. 2. Emotional Impact [the emotional impact of our brand]
Emotional Impact
Exec :
67%
Communication
> Wants people to feel the Communication and Authority Respect archetypes as
major players in the brand profile.
Competitiveness > The presence of Growth and Expansion in an emotional environment is actually
Authority
& Respect one of the best possible placements for a brand. This energy is responsible for
all good things, good fortune, growth, positivity, justice, wealth and so on. You
Growth &
Expansiveness
want people to experience this at an emotional level.
> To validate what the customers are experiencing we would have to assess the
clients.
Management:
> Weak agreement with Authority and Respect and is the only point of agreement.
> With 67% weighted agreement the management are not in strong agreement with
each other.
> Positive: Emotional Impact was selected as the dominant theme in this question.
Shows awareness that people's feelings are very important in the context of the
brand. This is further confirmed in question 7. So there is a nice synergy here.
Comments:
> How important is the emotional impact of your brand given your current target
market?
> Exec – Low
> Management - Medium

24. 3. Communication [how and what we really communicate]
48%
Exec:
Power &
Transformation Communication
> Consistent with Communication within the communication meme which
interacts with the Authority and Respect
Competitiveness > The presence of Power & Transformation with Communication reveals that there
is (or should be) a fairly high degree of quot;penetrationquot; in the way the brand
Authority
& Respect communicates.
> It also reveals a quot;depthquot; to the communication. At another level, it reveals the
obvious: the transformational role of the technology.
Management:
> On the good side, we can see that the answers to the questions almost precisely
mirror each other between Exec and the Management.
> But at 48% Management have no agreement in the way the brand communicates
Comments :
> The results on this question are simultaneously both startlingly good and
worryingly bad. Good that there is strong agreement. Bad that there is only
48%.

25. 4. Social Intelligence [the impact of the brand on relationships]
Individual
60% & Uniqueness
Exec :
Power &
Transformation > The Communication nature of the company is a point of attraction:
Communication
Communication, technology, knowledge, expertise, skill, intelligence - all these
qualities combine to make the brand attractive.
Intuition
& Inspiration
> Power and Transformation interaction Communication suggest the brand is
triumphant in its persuasiveness (read mind control, suggestion, ability to
influence people's ideas and thoughts). For this reason that people find attractive.
(If this is the case, then we would pick this up if we ever did a survey of the
clients).
Management:
> The Managements choice of Intuition and Inspiration suggest that the idealistic,
inspirational, uplifting qualities of the brand are what make it attractive to
people. This provides an imaginative, fantastical quality. What they are saying is
that people find the brand attractive because it is quot;out of this worldquot;.
> At 60% the staff are not in strong agreement
Comments :
> Nice correspondence between Exec and management in that the Individuality and
Power and Transformation feature on both lists. This is concerned with issues of
power and leadership that the brand attractive and due to its consolidated position
in the market. Represents an Ancient Guru Archetype.

26. 5. Competitiveness [How does our brand motivate action]
67%
Exec and Management:
Power &
Transformation Individual > Nice coincidence with Power and Transformation and Competitiveness. Wow!
& Uniqueness
This is a very powerful combination. It is basically saying that the company is
Superman in the competitive arena (no competition?)
Authority > This archetypal combination brims with self-confidence. It is almost ruthless.
& Respect
Competitiveness Nice. There is a huge amount of dynamism here. It is a very successful
configuration. Everyone knows that they are successful. They see themselves a
successful. They are successful. Absolute confidence. Brilliant.
Comments:
> It is a pity that the agreement factor only comes in at 67%.
> Ideally with a powerful archetype like this we should be looking to exploit it with a
higher percentage of agreement. As an aggregate, the staff are expressing their
level of confidence in the brand and in what they do and the company they belong
to. But not everyone is entirely sure of this.

27. 6. Growth and Expansiveness [the capacity of brand growth]
84%
Exec and Management:
Intuition
& Inspiration Communication
> Exec nominated this question as one of the top three in terms of importance of
defining the brand.
Innovation &
Unconventionality > The 84% agreement level is very significant and positive in terms of staff
Authority
& Respect
understanding and projecting these qualities.
> Everyone is on the same page.
> The brand's role in enriching the lives of its customers is identified in terms of the
Innovation and Unconventionality archetype: innovativeness, revolutionary
transformation, cutting edge technology, etc.
> The Authority and Respect is the archetype of form and structure and authority.
Lives are enriched through access to the stable platform which has innate
strength.
Comments:
> The challenge is the Innovation and Unconventionality and Authority and Respect
interaction does not combine easily. It is heavy going and awkward.
> But in the context of this company it could makes sense: quot;through control we
achieve freedomquot;.
> What does not make sense is why this restrictive archetypal combination has
emerged on this particular question which relates to growth, enrichment, etc.

28. 7. Authority and Respect [what we are respected for]
63% Emotional Impact
Individual Exec :
& Uniqueness
Communication > The Emotional Impact is highly significant. This brand wants people to feel safe
Innovation &
Unconventionality and secure -- relates to authority, discipline, structure, leadership, stability.
Growth &
Expansiveness
> Exec's archetypal interaction is correlated with quot;fierce protectionquot; of the child by
the mother. Competitiveness is one Exec's top choices and implies the brand is
Competitiveness authoritative and in control through the dynamism and competitiveness of the
company.
Management:
> Exec and the management are in agreement with the Emotional Impact in this
meme.
> Shows a strong maternal (paternalistic), nurturing energy.
> The other archetypes are to low to have an impact on this brand meme.
Comments:
>The 63% management agreement is too low for one of the most important questions
there really should be a higher level of consensus among the staff. The lower levels
are: Growth and Expansiveness, Competitiveness, Individuality and Uniqueness and
Innovation and Unconventionality

29. 8. Innovation and Unconventionality [how our brand
generates excitement]
64% Communication
Emotional Impact Exec and Management :
> Exec and Management agreement on the Communication and Competitiveness
interaction.
Authority
Competitiveness
& Respect >This is a combination that connects very powerfully with quick wittedness and a
high degree of intelligence. It is also a quot;get things donequot; combination. It is an
archetype that represents the implementation of strategies and plans.
>Positive: relates to skill, practicality, forceful communication, an impressive
ability to act and when expressed is a great force for success.
> Negative: interpersonal verbal conflict, nervousness to a pathological extreme
which results in outbursts - in the corporate contexts these outbursts would
relate to systemic failures. Becoming embroiled in controversies, disputes and
lawsuits
Comments:
> With an agreement factor or 64%, there appears to be room for improvement
here.

30. 9. Intuition and Inspiration [how our brand inspires]
Individual
& Uniqueness
Exec :
Emotional Impact
62%
Communication > One of Exec's top three. The dominant archetypes are again expressed
through this meme.
Authority
>The implication is that somehow people are uplifted and inspired through
& Respect the diligence, discipline and practicality associated with the brand and
therefore with the company.
Management:
> Are in agreement with Exec
Comments:
> If Exec is serious about the importance of this question, and about
projecting these particular attributes and values, then the managements
62% agreement needs to be higher.

31. 10. Power and Transformation [power of our brand to
change people lives]
Intuition 75%
& Inspiration Communication Exec and Management:
Innovation &
Unconventionality > Good result in terms of the agreement between Exec and the staff. There is
a strong agreement.
Authority
& Respect
> And at 75%, a very good consensus among the staff. Enough said.
Comments
> This is one of two questions where the Management agree with Exec (other is
communication) but it is not a strong meme.

32. “A company's primary responsibility is to serve its customers.
Profit is not the primary goal, but rather an essential condition for
the company's continued existence.” Peter Drucker