Context Branding And Some Case Studies


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Context Branding And Some Case Studies

  1. 1. <ul><li>your products and services provides </li></ul><ul><li>your customer with a choice, an option ... </li></ul><ul><li>your brand is the REASON </li></ul><ul><li>YOU are CHOSEN over your competition </li></ul><ul><li>By Being RELEVANT </li></ul>
  2. 2. Maintaining Brand Relevance with Brand Growth <ul><li>Maintaining brand Relevance with Brand Growth is a key challenge as your business evolves through a combination of these four growth strategies: </li></ul><ul><li>Strengthen your current core business </li></ul><ul><li>Extend your brand by introducing new product and service into current markets </li></ul><ul><li>Leverage into new markets with your current product and service </li></ul><ul><li>Introduce new product and service to completely new markets </li></ul>
  3. 3. So Let’s Defining Relevance
  4. 4. Defining Relevance ... an Expectation ... Emotionally ... ... that Connects ... And differentiates through an Experience ... Defined by Perceptions
  5. 5. Brand Relevance and Brand Positioning … is defined by Perceptions? <ul><li>But Perceptions are not rational constructs … </li></ul><ul><li>… they defy logic and reason </li></ul><ul><li>… . and are defined by perceptions </li></ul><ul><li>… which defines our reality </li></ul>
  6. 6. 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
  7. 7. <ul><li>your products and services provides </li></ul><ul><li>your customer with a choice, an option ... </li></ul><ul><li>your brand is the REASON </li></ul><ul><li>YOU are CHOSEN over your competition </li></ul>
  8. 8. <ul><li>DECSIONS BASED ON PERCEPTIONS </li></ul>Context Branding Focus
  9. 9. The 10 Drivers of Perception:
  10. 10. What are the 10 Perception Drivers ? The 10 Perception drivers are based on ten fundamental archetypes. We call them Brand Archetypes. They operate in the collective psyche of humankind which can be used to modify choices and behaviours in relation to a brand. These are: <ul><li>Identity </li></ul><ul><li>Feeling </li></ul><ul><li>Thought </li></ul><ul><li>Attraction </li></ul><ul><li>Energy </li></ul><ul><li>Growth </li></ul><ul><li>Structure </li></ul><ul><li>Freedom </li></ul><ul><li>Spirit </li></ul><ul><li>Renewal </li></ul>Individuality & Uniqueness Emotional Impact Communication Social Intelligence Competitiveness Growth & Expansiveness Authority & Respect Innovation & Unconventionality Intuition & Inspiration Power & Transformation [who we are] [the emotional impact of our brand] [how and what we really communicate]  [the impact of the brand on relationships] [how does the brand motivate action] [the capacity to expand] [what we are respected for] [how our brand generates excitement] [how our brand inspires] [power of our brand to change people’s lives]
  11. 11. <ul><li>Indentifies the absolute unique brand personality </li></ul><ul><li>Defines the essence you are projecting into the market place </li></ul><ul><li>Defines the strength of Brand Clarity </li></ul><ul><li>Defines exactly how people perceive the brand </li></ul><ul><li>Defines exactly how people behave around the brand </li></ul><ul><li>Defines how people identify with your brand </li></ul><ul><li>What they associate with your brand </li></ul><ul><li>Tap into powerful ancient cultural myths and stories </li></ul><ul><li>Uses subconscious anchors and links </li></ul><ul><li>Provides the illogical emotional connection </li></ul>The 10 Drivers of Perception:
  12. 12. Context Branding Services <ul><li>Internal Brand Alignment </li></ul><ul><li>Cultural Alignment </li></ul><ul><li>Performance Management </li></ul><ul><li>Operational Effectiveness </li></ul><ul><li>Customer Insight </li></ul><ul><li>Competitive Analysis </li></ul><ul><li>Industry Analysis </li></ul><ul><li>CRM Strategies </li></ul><ul><li>Communication </li></ul><ul><li>Executive Vision </li></ul><ul><li>Strategic Alignment </li></ul><ul><li>Brand Positioning </li></ul><ul><li>Portfolio Management </li></ul>The following applications of this process include case studies that highlight some of these applications to provide an insight into the process Application Focus
  13. 13. <ul><li>Executive Vision </li></ul><ul><li>Strategic Alignment </li></ul><ul><li>Brand Positioning </li></ul><ul><li>Portfolio Management </li></ul>Case Study One: Executive & Management are not strategically aligned Building Brands through the 10 Brand Trigger Points
  14. 14. <ul><li>Executive Vision </li></ul><ul><li>Strategic Alignment </li></ul><ul><li>Brand Positioning </li></ul><ul><li>Portfolio Management </li></ul><ul><li>Case Study One: Executive Vision and Strategic Direction </li></ul><ul><li>Executive and Management have a different vision and overall positioning of the company </li></ul><ul><li>The Management have reversed the importance of the two dominant archetypes and bring two in additional archetypes into the mix </li></ul><ul><li>The management understanding of the strategy is causing conflict in the customer base through inconsistent delivery </li></ul><ul><li>Part of this confusion lies in a poorly structured products portfolio and the development of new products and services </li></ul><ul><li>There is a lack of understanding of the customer and what the customer needs are </li></ul>Building Brands through the 10 Brand Trigger Points
  15. 15. <ul><li>Customer Insight </li></ul><ul><li>Competitive Analysis </li></ul><ul><li>Industry Analysis </li></ul><ul><li>CRM Strategies </li></ul><ul><li>Communication </li></ul>Case Study Two : Building Brands through the 10 Brand Trigger Points External Alignment
  16. 16. <ul><li>Energy and competitiveness: </li></ul><ul><li>given the energetic, athletic, competitive nature of the brand this is not very surprising </li></ul><ul><li>this is unlikely to change in into the full going forward </li></ul><ul><li>this is very likely a very dominant position all brands in this category </li></ul><ul><li>key associations of this archetype are dynamism, action, and drive </li></ul><ul><li>people are enthusiastic about the brand and associate the qualities of courage and enterprise </li></ul><ul><li>it has a passionate and energetic projection </li></ul><ul><li>it is seen as highly competitive among equivalent brands </li></ul><ul><li>the negative associations on this brand archetype are: friction, anger and aggression </li></ul><ul><li>Identity, individuality and uniqueness: </li></ul><ul><li>the brand is perceived as a unique, stand alone entity. </li></ul><ul><li>its identity is recognizable in itself -- like MacDonalds. </li></ul><ul><li>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 projection. </li></ul><ul><li>the iconography and the name carry all the weight. </li></ul><ul><li>at a non-conscious level, the name and symbolism create sparks. </li></ul><ul><li>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. </li></ul>Case Study Two: Customer Alignment Current Brand Positioning: Brand clarity 42% Building Brands through the 10 Brand Trigger Points
  17. 17. <ul><li>Customer Insight </li></ul><ul><li>Competitive Analysis </li></ul><ul><li>Industry Analysis </li></ul><ul><li>CRM Strategies </li></ul><ul><li>Communication </li></ul><ul><li>The source of brand confusion is due to the confusion in the growth, freedom, spirit, renewal and feelings are all very evenly ranked </li></ul><ul><li>You need to exploit the synergies between growth and spirit </li></ul><ul><li>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. </li></ul>Case Study Two: Customer Alignment Identifying the 58% Diffusion and Key Positioning Opportunity Building Brands through the 10 Brand Trigger Points External Alignment
  18. 18. <ul><li>Customer Insight </li></ul><ul><li>Competitive Analysis </li></ul><ul><li>Industry Analysis </li></ul><ul><li>CRM Strategies </li></ul><ul><li>Communication </li></ul>Competitive Analysis Building Brands through the 10 Brand Trigger Points External Alignment
  19. 19. <ul><li>Internal Brand Alignment </li></ul><ul><li>Cultural Alignment </li></ul><ul><li>Performance Management </li></ul><ul><li>Operational Effectiveness </li></ul>Case Study Three: Executive & Staff are not strategically aligned Building Brands through the 10 Brand Trigger Points Internal Alignment
  20. 20. <ul><li>Case Study Three: No Internal Alignment </li></ul><ul><li>There is a clear agreement about the brand positioning and strategic direction of the company but ... </li></ul><ul><ul><li>Staff see the brand as an identity – something that is external to them </li></ul></ul><ul><ul><li>Exec see brand as the driving force of the business </li></ul></ul><ul><li>There is complete confusion about what this positioning means and how to implement them between the executive and the staff </li></ul><ul><ul><li>The exec sell one thing and the staff deliver something else </li></ul></ul><ul><ul><li>There is strong customer confusion around the brand experience </li></ul></ul><ul><ul><li>The growth of the company has been restricted this confusion </li></ul></ul><ul><li>Internal Brand Alignment </li></ul><ul><li>Cultural Alignment </li></ul><ul><li>Performance Management </li></ul><ul><li>Operational Effectiveness </li></ul>Building Brands through the 10 Brand Trigger Points Internal Alignment
  21. 21. 10 Brand Archetypes
  22. 22. 1. Individuality and Uniqueness [Who are we] Exec: > 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.   > Exec has their ducks in a row and know what they are doing. 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 Communication Competitiveness Innovation & Unconventionality Growth & Expansiveness Authority & Respect 75%
  23. 23. <ul><li>CBC is a specialist strategic brand assessment and implementation organisation </li></ul><ul><li>Work with specialised brand implementation agencies </li></ul><ul><li>Operation is run virtually </li></ul><ul><li>Our clients Include: </li></ul><ul><ul><li>Strate </li></ul></ul><ul><ul><li>Exxaro </li></ul></ul><ul><ul><li>Debis Fleet Management (Daimler Chrysler)  </li></ul></ul><ul><ul><li>MNET  </li></ul></ul><ul><ul><li>Urban Dynamics  </li></ul></ul><ul><ul><li>Investment Avenue </li></ul></ul><ul><ul><li>Sabie Experience Cycle Race </li></ul></ul><ul><ul><li>Savannah Fine Chemicals  </li></ul></ul><ul><ul><li>Cellar d’Or  </li></ul></ul><ul><ul><li>Outlearning   </li></ul></ul><ul><ul><li>Danfoss Electroflex </li></ul></ul>Profile
  24. 24. “ 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