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Ib&cc samit sinha

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  • 1. ALIGNING  INTERNAL  AND   EXTERNAL  BRANDING   STRATEGIES     Samit  Sinha  June  23  2012   ECP,  DMS,  IIT  Delhi  
  • 2. 2   INSIDE  OUT  BRANDING   A  Corporate  Branding  PerspecFve   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 3. 3   Everything  should  be  made  as  simple  as  possible,  but  not  simpler.   Albert  Einstein   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 4. First,  A  Common  Vocabulary  4   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 5. One  Day  In  The  Forest  5   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 6. EvoluFon  of  Branding  6   Basis  of  a   rela@onship     Means  of   (Shared   discrimina@on   meanings  &   (A  set  of   beliefs)   Sign  of   unique   recogni@on   superiority     (A  means  to   associaFons)   help  idenFfy  &   Trademark     disFnguish)   (As  a  legal   proof  of   ownership)   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 7. The  Brand,  UlFmately  7     At  its  simplest  the   brand  is    An  indicator  of  origin    An  assurance  of   delivery     A  common  frame  of   reference  for  all   consFtuencies    (It  is  not  just  a  name,   logo  or  tag-­‐line)   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 8. Intangible  Asset,  But  Tangible  Worth  8   Investors  bet   COMPANY’S  MARKET  CAPITALIZATION   on  something   that  is  above   and  beyond   the   –  DEBT     company’s   basic  ability   –  CURRENT  REPLACEMENT  VALUE  OF  ALL   to  make  and   TANGIBLE  ASSETS   provide  a   product  or   service!   –  ESTIMATED  VALUE  OF  INTANGIBLE   ASSETS  (IPRs,  cerFficaFons  etc.)   =  FINANCIAL  VALUE  OF  BRAND/S   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 9. The  Brand  Asset  9     The  only  assurance  of  future  income    A`racFng  new  customers    Retaining  exisFng  ones    CreaFng  preference  for  itself    Increasing  purchase  frequency    Commanding  a  premium    Fostering  deep  loyalty   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 10. Branding  Is  Decommodifying  10   Commodity   Brand   When  people  don’t  care  whose  product  they  buy,  it  is  a  commodity,  and  it  has  no  other  value  above  and   beyond  its  material  value.   The  primary  func@on  of  brands  is  to  reduce  our  anxiety  in  making  choices.     The  more  we  sense  we  know  about  a  product,  the  less  anxiety  we  feel.   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 11. 11   Brand’s  Key  Role   SimplificaFon  of  choice   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 12. Why  Customers  Stray  12   1.  DissaFsfacFon   2.  For  variety   3.  Lifestyle  shic   4.  DisaffecFon   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 13. And  Why  They  Stay  13   • REAL  LOYALTY   Emo@onally   • Considera@on  set  of  ONE   Bonded   • Not  subs@tutable   • Habit   Contented   • Familiarity   • Momentum   • Cost/effort  of  switching     Through  InerFa   • Indifference/low     involvement   • RaFonal  &  deliberated   By  EvaluaFon   by  process  of   eliminaFon   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 14. Commodity  To  Brand  14   Commodity  Characteris@cs   Brand  Characteris@cs     RaFonal     EmoFonal     Do  I  need  it?     I  want  it!     What  does  it  do?     It  is  cool!     What  does  it  cost?     Im  going  to  get  it!     How  does  it  compare?     I  only  want  this  one!   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 15. Brand  Image  Vs  IdenFty  15     The  brand  image  can   only  be  controlled  by   first  establishing  the   brand  idenFty    Brand  image    How  it  is  perceived    Brand  idenFty    What  we  want  it  be   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 16. “A  brand  is  a  living  enFty  –  and  it  is  enriched  or  undermined  16   cumulaFvely  over  Fme,  the  product  of  a  thousand  small  gestures”   Michael  Eisner,  CEO  Disney   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 17. Brand  Impressions  17   Compe@tors   Retailers   Employees   Unplanned   Communica@ons   Customer   Partners   Digital   Experience   Customers   Marke@ng   Communica@ons   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 18. 18   The  Brand  Is  Experienced   “Everyone  experiences  far  more  than  he   understands  –  yet  it  is  experience,  not   understanding,  that  influences  behavior.”     Marshall  McLuhan   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 19. Experience  ≥  Promise  19   PROMISES EXPERIENCES Media Environments Literature Behavior BRAND MANAGEMENT Signage Product Advertising Service Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 20. The  Top  Global  Brands  –  2012  20   APPLE   AT&T   GOOGLE   VERIZON   MICROSOFT   HSBC   IBM   NTT  GROUP   WALMART   TOYOTA   SAMSUNG   WELLS  FARGO   GE   BANK  OF  AMERICA   COCA  COLA   McDONALD’S   VODAFONE   SHELL   AMAZON   INTEL   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 21. Brand  Architecture  Systems  21   STRONG        Responsibility  Of  Company  As  Brand  Driver        WEAK   Branded   Endorsed   House  of   Sub-­‐Brands   House   Brands   Brands   •  Yamaha   •  HP  LaserJet   •  Maggi  –   •  Dove   •  Virgin   •  Sony   Nestle   (Unilever)   •  GE   Walkman   •  Obsession  –   •  Pringles   •  Cadbury  5   Calvin  Klein   (P&G)   Star   •  Vivanta  –  Taj   •  Tic  Tac   (Ferrero)   WEAK        Responsibility  Of  Product  As  Brand  Driver        STRONG   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 22. Product  Vs  Corporate  Brands  22   Product  branding   Corporate  branding    Lesser  obvious    Blurred  disFncFon   connecFon  with   between  company  and   parent  organizaFon   product  brand    Connects  to  consumers    Helps  company  relate   with  a  category  benefit   with  all  stakeholders    Brand  acts  essenFally    Brand  acts  as  broader   as  a  markeFng  concept   organizaFonal  concept   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 23. The  Corporate  Brand  Interest  Groups  23   Customers   Investors   Trade   Employees   BRAND   Suppliers   Policy   Partners   Makers   Public   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 24. Corporate  Brand  Facets  24   • A  successful   commercial  en@ty   Enterprise   • Investors,  employees,   vendors…   • A  marketer  and  seller   of  products  &  services   Product   • Customers,  trade…   • A  socially  responsible   corporate  ci@zen   Ins@tu@on   • Government,  media,   public…   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 25. The  Brand  Opportunity  25   RELEVANCE   Sweet   What  people  want   Spot   most   LEGITIMACY   DIFFERENTIATION   What  you  can   What  your   Key  to   (and  want  to)  be   compeFtors   Corporate   the  best  in  the   struggle  at   Branding   world  at   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 26. Determining  The  Field  of  LegiFmacy  26   What  can  you   be  the  best   at?   Legi@mate   Space   What  is   What  drives   your  deep   your   &  abiding   economic   passion?   engine?   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 27. The  Alchemist  Brand  Tree™   A  HolisFc  Branding  Framework  27   BRAND IMAGE OVERALL CATEGORY PERCEPTIONS PRODUCT EXPERIENCE COMMUNICATION EXPERIENCE ORGANIZATIONAL EXPERIENCE Quality Message Philosophy Design Personality People Service Sensorial Cues Business Practices BRAND IDENTITY & ARCHITECTURE INTERNAL   EXTERNAL   Branded   House  Of   FIELD OF MARKETING House   LEGITIMACY STRATEGY Brands   Emphasis   Emphasis   VISION COMPETENCE RELEVANCE DIFFERENTIATION Purpose/Values/Goals Strengths/Talents Segmentation Positioning Strategy Strategy Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 28. 28   VISION  =  Purpose  +  Values  +  Goals   “If  you  don’t  stand  for  something,  you’ll  fall  for  anything.”   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 29. The  Vision  Framework  29   Core  Ideology   Envisioned  Future   Core  purpose       Big  Hairy  Audacious  Goals    OrganisaFon’s  broad,  fundamental  &    ArFculaFon  of  core  ideology  has  to  be   enduring  raison  dêtre,  beyond  mere   followed  by  type  of  progress  one   commercial  moFve   wants  to  sFmulate    Perpetual  guiding  principle,  separate  from   specific  goals  or  business  strategies    “A  vision  is  good.  It  gives  cohesion  to    “Leaders  die,  products  become  obsolete,   the  organizaFon  and  provides  shared   markets  change,  new  technologies   values.  But  to  really  mobilize  the   emerge,  and  management  fads  come   organizaFons  you  need  a  strategic  goal   and  go,  but  core  ideology  in  a  great   (or  possibly  a  few  goals).  The  vision  is   company  endures  as  a  source  of   unachievable  and  permanent.  Your   guidance  and  inspiraFon”   goal  achievable  and  temporal.  It  may   Core  values     not  look  achievable  when  you  first  set    OrganisaFon’s  essenFal  &  enduring  tenets   it  and  all  the  best  strategic  goals   seriously  stretch  the  organizaFon,  but    Principles,  standards  &  acFons  that  people   it  is  achievable  in  principle  and  in  a   in  the  organizaFon  represent  and   fixed  period.  Goals  that  are  ten  to  ficy   consider  worthwhile  and  important   years  in  the  future  are  most  effecFve.”    Allan  Engelhardt   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 30. Examples  of  Core  Purpose  30     3M     “To  solve  unsolved  problems  innovaFvely”     Mary  Kay     "To  give  unlimited  opportunity  to  women”     McKinsey       “To  help  leading  corporaFons  and  governments  be  more  successful”     Merck       "To  preserve  and  improve  human  life”     Nike       "To  experience  the  emoFon  of  compeFFon,  winning,  and  crushing   compeFtors”     Walt  Disney       "To  make  people  happy"   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 31. Examples  of  Core  Values  31     HP     Respect  and  concern  for  the  individual     The  Body  Shop     No  tesFng  of  cosmeFcs  on  animals     Sony     Being  a  pioneer,  not  following  others     BMW     Not  sacrificing  quality  to  price     Walt  Disney     The  worth  of  the  family     Procter  &  Gamble     Honesty  and  fairness   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 32. 32   Big  Hairy  Audacious  Goals   A  strategic  business  statement  which  is  created  to  focus  an  organisaFon  on  a  single   medium-­‐long  term  organisaFon-­‐wide  goal  which  is  audacious,  likely  to  be  externally   quesFonable,  but  not  internally  regarded  as  impossible.   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 33. BHAGs  Examples  33   QuanFtaFve      “Become  a  $  125  billion  company  by  the  year  2000”  (Wal-­‐Mart,  1990)   QualitaFve      “Become  the  company  that  most  changes  the  world-­‐wide  image  of  Japanese  products  as   being  poor  quality”  (Sony,  early  1950s)    “Become  the  best  entertainment  company  in  the  world”  (Walt  Disney)    “Become  the  most  powerful,  the  most  serviceable,  the  most  far-­‐reaching  world  financial   insFtuFon  that  has  ever  been”  (CiFbank)    “To  become  "the  pulse  of  the  planet."  (Twi`er)   David  Vs.  Goliath      “Crush  Adidas”  (Nike,  1960s)   Role  model      “Become  Harvard  of  the  West”  (Stanford  University)   Simply  audacious      “…put  a  man  on  the  moon  by  the  end  of  the  decade…”  (JFK,  1962)   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 34. 34   Core  Competence   It  is  not  a  goal,  strategy  or  plan  to  be  the  best.   It  is  an  understanding  of  what  you  can  be  best  at.   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 35. What  Are  You  Really  Good  At?  35   “The  fox   knows  many   things,  but   the  hedgehog   knows  one   BIG  thing.”   Archolus,  7  B.C.   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 36. The  Fox  Versus  The  Hedgehog  36   The  Fox  Way   The  Hedgehog  Way     Foxes  pursue  many     Hedgehogs  simplify  a   ends  and  see  the  world   complex  world  into  a   in  all  its  complexity   single  organizing  idea     The  Fox  has  smart,  new     The  hedgehog  has  just   strategies  each  day     one  defense  mechanism     And  is  fast,  sleek  &     Quickly  roll  up  into  a   cracy  and  tries  all  kinds   li`le  ball  and  become  a   of  ways  to  prevail   sphere  of  sharp  spikes   The  fox  never  wins!   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 37. The  Brand  As  A  MarkeFng  Concept  37   Low        Differen@a@on      High   DRIVERS   TABLESTAKES   Important   Important   Low    Relevance    High   features/benefits   features/benefits   not  offered  by   offered  by  many   others   NEUTRALS   FOOL’S  GOLD   Common   Unique  features/ features/benefits   benefits  but  of   of  li`le  or  no   li`le  or  no  value   value  to  people   to  people     Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 38. The  Brand  IdenFty   Kapferer’s  Brand  IdenFty  Prism  38   picture of sender Physique Personality Its sensorial Its implicit associations character Relationship BRAND ESSENCE Culture internal external Its role in (The most permanent The brand’s people’s lives part of the brand) core values Reflection Self-image Brand user’s Brand user’s public perception self-perception picture of receiver Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 39. The  Mercedes  Brand  39   • Name     • Perfec@onist       • 3-­‐pointed  star     • Sophis@cated     • Premium     • Build  quality     • Dependable     • Badge  of     Engineering   •  German success   engineering Perfec@on   • Rich  &  famous     • Successful  owner     Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 40. The  BMW  Brand  40   • Young     • Name     • ExciFng     • Propeller     • Passionate     • Premium     • Sporty     • Pleasure     The  Joy   • German  high-­‐   Machine   Of  Driving   performance   • Rich  &  famous,     • Driving  enthusiast     youthful   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 41. Brand’s  Value  ProposiFon  41   Brand’s  Expression   Brand’s  Psychological  Benefits   Brand’s  Func@onal  Benefits   Brand’s  Features/Aiributes   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 42. Value  ProposiFon  Ladders   Pride   Joy   Status  •  Success  •  Pres@ge   Thrill  •  Youthfulness  •  Fun     Luxury  •  Reliability  •   Luxury  •  Performance  •   Safety   Driving  pleasure     Premium  •  German  •   Premium  •  German  •   Well-­‐built   Well-­‐built  June  23  2012   Samit  Sinha:  DMS-­‐IITD   42  
  • 43. Brand  ManifestaFons  43   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 44. Why  People  Ma`er  44     The  best  way  to  develop  a  brand  that  has  a  high   degree  of  relevance  and  consistency  is  to  ensure   that  the  employees  of  an  organiza@on  understand   and  believe  in  the  values  of  the  organiza@on       These  cannot  be  invented  –  they  have  to  come   from  the  essence  of  the  organizaFon       However,  they  do  have  to  be  lived  sincerely       Living  brands  have  to  be  built  on  solid  ground  but   they  also  have  to  be  capable  of  evoluFon  and   change   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 45. 45   Building  Brand  Culture   “Culture  is  always  a  collec@ve  phenomenon,  because  it  is  at  least  partly  shared  with  people  who   live  or  lived  within  the  same  social  environment,  which  is  where  it  was  learned.  It  is  the   collec@ve  programming  of  the  mind  which  dis@nguishes  the  members  of  one  group  or  category   of  people  from  another.”     Geert  Hofstede   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 46. Brand  Values  DisseminaFon   Geert  Hofstede  46   Symbols   Role   Models   Rituals   Core   Values   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 47. Two  Views  On  Human  Nature  47   Sigmund  Freud   Abraham  Maslow   Determinist  View   Humanist  View     No  fundamental  difference     People  are  fundamentally   between  humans  and   trustworthy,  self-­‐ animals   protecFng,  self-­‐governing,     Behavior  is  determinisFc     and  naturally  inclined     Determined  by  anterior   towards  growth  and  love   factors,  either  inherited  or   environmental,  rather  than     Cruelty,  violence  and   by  free  will   dishonesty  are  not  typical     Air,  water,  food,  shelter,  rest,   of  human  nature,  but   sex  and  pain  avoidance  is  all   occur  only  when  people   that  we  really  need   are  deprived  of  their   needs   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 48. The  Hierarchy  Of  Human  Needs  48   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 49. 49   Strong  Brands  Connect  With  Meta-­‐needs   Truth,  goodness,  beauty,  unity,  holism,  harmony,  aliveness,   uniqueness,  perfecFon,  necessity,  compleFon,  jusFce,  order,   simplicity,  richness,  effortlessness,  playfulness,  self-­‐ sufficiency,  meaningfulness…   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 50. Internalizing  The  Brand  50   Intellect   Mindset   (Capacity  to  think)   (Capacity  to  learn)   Effec@ve   Deployment   Body   Heart   (Capacity  to  act)   (Capacity  to  relate)   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 51. IdenFfy  Brand  Champions  51   SABOTEURS" - Working actively" AGNOSTICS" against the idea" - Interested but" not committed" CHAMPIONS" CYNICS" - Storytellers" - Not involved" who spread the idea" with the idea" Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 52. Entrepreneurship  +  Discipline  =  Great  Company  52   Great  Organiza@on   Hierarchical  Organiza@on   Start-­‐up  Organiza@on   Bureaucra@c  Organiza@on   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 53. Balancing  Freedom  &  Responsibility  53   Samit  Sinha:  DMS-­‐IITD   June  23  2012  
  • 54. Samit  Sinha:  DMS-­‐IITD   54   THANK  YOU  June  23  2012   QuesFons?