Creating compelling and consistent brand experiences

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Brand point management synthesizes multiple stages of a brand’s lifecycle for agility, efficiency and compelling and consistent brand experiences. It’s Schawk’s specialty. We explain it here.

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Creating compelling and consistent brand experiences

  1. 1. Brand Point ManageMent Creating Compelling and Consistent Brand ExperiencesWHITE PAPER 1
  2. 2. taBLe oF ContentSExECuTIvE SuMMARy 3BRAnd PERfoRMAnCE In TodAy’S GloBAl MARkETPlACE 4»The new World for Brands: More Segments, More locations, More noise»The new World for Manufacturers and Retailers: Collaboration»Brand Performance and the Consumer ExperienceWHAT IS BRAnd PoInT MAnAGEMEnT? 6BRAnd PoInT MAnAGEMEnT IlluSTRATEd: ConTInuITy fRAMEWoRk 7dEPloyMEnT ARCHITECTuRE 8dElIvERInG BRAnd PoInT MAnAGEMEnT 9»Strategic Expertise»Creative Expertise»Executional ExpertiseWHERE IT HAPPEnS: EnvIRonMEnTS 11»At Home»on the Go»At the Store»on the ShelfSuSTAInABIlITy And BRAnd PoInT MAnAGEMEnT 13THE fuTuRE of BRAnd PoInT MAnAGEMEnT 14SCHAWk: PoSITIonEd To lEAd 15 Brand Point Management 2
  3. 3. exeCutive SuMMaryConsumer-products companies are facing the most challenging period intheir history. long-standing marketing realities are changing radically, andas a result, manufacturers and retailers must redefine how they engagewith shoppers.Here are the realities:» Product choices are mushrooming, and new-product offerings are growing in importance as nimble, low-priced manufacturers muscle in on traditional territory.» Consumers are reacting to choice and price competition by becoming less brand- and channel-loyal.» Consumers are taking in their media in more-fragmented, less-predictable ways, requiring marketers to reach them closer to the purchase itself, in contexts that were relatively overlooked before.Manufacturers and retailers must focus their attention – and develop processes – to create very compelling andconsistent brand experiences where those experiences can have the most impact. This can be at home, “on thego,” at many places around or inside the store, and on the store shelf itself. The common thread is that these areenvironments where the consumer is in a purchase mode. In a world rife with fragmented marketing channelsand messages, these environments are crucial to creating a powerful brand – and to generating sales.furthermore, in a world of shrinking margins, where time-to-market is increasingly important and globalintegration – at all stages in the development and production process – is essential to building a brand, it isimperative to create brand messages that are both compelling and consistent – messages that are efficient todeliver and powerful, that turn shoppers into buyers. This is brand point management, and it applies to everystage of a product’s life.Brand point management requires broad and deep capabilities in strategy, creative and execution. And itrequires collaboration around the globe. With a framework that addresses brand points at home, on the go, at thestore and on the shelf, Schawk is uniquely positioned to lead the industry in delivering brand point management. Brand Point Management 3
  4. 4. Brand PerForManCe in today’S gLoBaL MarketPLaCeIt used to be that marketers could hope that a brand’s lifespan would bemeasured in decades, growing in strength over time. In today’s fast-paced, over-stimulated, consumer-driven world, a brand has a very short window to proveitself, and a much tougher time holding its market-share. This is where thebrand experience becomes paramount.new worLd For BrandS: More SegMentS, More LoCationS, More noiSeThe changing household. The demands of busy lifestyles. The growing market for health and wellness, forconsumer electronics, for sustainable products. These are just a few of the dynamics that have created anexplosion of new market segments and a push for more personalized products. This has fueled innovation and,as a result, higher expectations and shorter attention spans among shoppers. Shoppers are getting harder to winand harder to keep.In the united States and Europe, nearly half (45 percent) of consumers believe that there is too much choiceavailable for most purchase decisions.1 yet manufacturers feel pressure to innovate and expand, and in the u.S.,more than 30,000 new products were introduced in 2006 alone. As a result, brand loyalty is decreasing amongconsumers: only one in 20 consumers is loyal to one brand in a given category.2Making matters more challenging for brands is the shift in global population. By 2050, Europe will have 70million fewer people than today, while Africa will have almost a billion more.3 This population change has alreadyadded to the diversity of our world and signals a near future in which certain cultures will exert new influencesin commerce.At the same time, technology is connecting people around the world in powerful new ways and will only increaseits impact on how and where consumers make brand choices. In the fourth quarter of 2007 alone, broadbandsubscriptions worldwide grew by nearly five percent – 16 million new subscriptions.4 It’s no surprise thatconsumers are moving more to the internet to research and learn about products and that brands arefollowing them there. But this is also part of the reason the typical consumer now receives 3,000 marketingmessages a day.5the new worLd For ManuFaCturerS and retaiLerS: CoLLaBorationThe challenge of satisfying demanding shoppers in more market segments is coupled with the fact thatsuccessful, lower-cost competition is putting even greater pressure on established manufacturers to getproducts to market quickly, and at a competitive price. At the same time, price is becoming more prominent inconsumers’ selections of goods and services.1 datamonitor, “How to Create Brand loyalty Among Today’s Consumers.” June 29, 2007.2 deloitte, “Shopper Marketing: Capturing a Shopper’s Mind, Heart and Wallet.” 2007.3 The nielson Company, “Marketing to the Global Consumer: understanding the Complexities of a diverse Population.” http://us.acnielsen.com/pubs/2006_q2_ci_global.shtml4 Point Topic, “World Broadband Statistics, Q4 2007.”5 deloitte. Brand Point Management 4
  5. 5. More than three-quarters of consumer-product companies now say new-product development is one driver – orthe driver – of revenue, profit and marketshare growth.6 This is forcing companies to develop more efficientproduct-development infrastructures and requires more integrated collaboration across a wide range of internaland external partners in supply, design, manufacturing and service to reduce costs while getting to market fasterthan ever before.And while new products are top of mind, the same forces are pushing manufacturers to revitalize existingproducts through quality improvements and new packaging. Indeed, the average lifespan between packagemakeovers is now two years, compared to seven or more a decade ago.7 The aim is to make the shoppingexperience more fun, more educational and more compelling – just like good advertising itself.In store, retailers are trying to create a faster, easier and less-cluttered experience. Store brands are alsogaining market share, with approximately 80 percent of consumers stating that private label brands are a goodalternative to other brands.8 In the past decade, retailers like Wal-Mart, Target, Sainsburys and Carrefour havegone heavily into proprietary brands. Safeway took this one step further in 2005, consolidating 70 store brandsinto 10 “power brands” to eliminate redundancy and underperforming items. As of early 2008, those brandsrepresented 17 percent of its sales.9This puts pressure on manufacturer brands, no doubt. But it also opens up opportunities for collaborationbetween retailers and manufacturers to develop mutually beneficial products and promotional strategies. Italso puts a spotlight on the very beginning of a product’s life, as a crucial point for the beginning ofcollaboration with all manner of vendors. As one report put it, “Consumer companies must develop a highlyefficient product development infrastructure that supports a high degree of collaboration, control and reuseacross a distributed environment of engineers and other business functions, as well as external supply, design,manufacturing and service partners.”10 (figure 1) promotional promotional agencies agencies printers printers figure 1: Meeting the demands of today’s marketplace requires greater collaboration up and down the supply chain, but most designers retaiLer ManuFaCturer designers importantly, winning the consumer requires collaborative solutions that leverage both retailer and manufacturer brands to create regulatory regulatory an experience. agencies agencies research/ research/ analytics firms analytics firms collaboration collaboration collaboration6 Aberdeen Group, “Product development in Consumer Industries Benchmark.” 20047 The new york Times, “Product Packages now Shout to Get your Attention.” August, 10, 2007.8 Mckinsey & Company, “Competing in the new World of Brands: The next Wave of Private label.” 2007.9 Stores Magazine, “Betting the House on Private Brands.” february 2008.10 Aberdeen Group. Brand Point Management 5
  6. 6. Brand PerForManCe and the ConSuMer exPerienCeGoing forward, the winning brands – both manufacturer and store brands – will be those that are managed withthe most insight into the consumer. for instance, statistics show that traditional advertising no longer generatesthe revenue boosts it once did. And stand-alone traditional merchandising methods are losing their leverage.Today, manufacturers realize that the greatest impact comes when brands are made meaningful and relevantacross every consumer touchpoint. And it’s increasingly clear that the most influential touchpoints are those thatare closest to the point of purchase.While the details change across geographies, marketing principles remain the same: consumers want highperceived value bolstered by affinity for the brand. Manufacturers must leverage the uniqueness of theirbrands for each key market segment, and connect with consumers in a way that creates a compelling andconsistent brand experience, creating the lift they seek and turning shoppers into buyers. This calls for brandpoint management.what iS Brand Point ManageMent?Brand point management is the strengthening of a brand through the deliveryof compelling and consistent brand experiences that create greater affinitybetween consumer and brand. Brand point management touches all phases ofa product’s life – from ideation to design to market implementation – becauseall phases contribute to that moment of interaction between that consumer andthe brand.Brand point management is focused primarily on the areas of contact with a shopper that will enhance desirefor a brand and ultimately entice purchase. It does not necessarily include broad forms of advertising, such astelevision and radio – although brand point management needs to take a brand’s advertising strategy carefullyinto account. The key distinction is this: while advertising’s chief role is to create awareness and drive interestin new products and keep established brands top-of-mind, brand point management is sharply focused on thosemake-or-break moments when a consumer is in shopping mode. Its purpose is focused on turning shoppersinto buyers.Wherever shoppers and brands interact – at home, on the go, at the store or on the shelf – all brand pointswithin those environments must be compelling and consistent. for a single product to travel from conception toproduction to packaging to marketing and to the shelf, brand point management must be incorporated throughthe entire process:» Brand research and strategy, category audits and process management» Concept design, including naming, branding, package design, sales collateral and environmental design» Retail marketing, such as fSIs, direct mail and point-of-sale displays» Production implementation, including a huge range of graphic services and premedia» Enterprise support, including digital asset management, online proofing and project management» Tools and processes along the workflow supply chain, and a footprint large enough to mirror the product’s own geographical market» Global collaboration and local delivery Brand Point Management 6
  7. 7. The results are significant: brand point management can help streamline brand portfolios; create time,production and budget efficiencies; and offer increased speed to market and quicker reaction to market trendsand needs. These practical benefits dovetail with benefits perceived by the consumer: brand messages thatspeak to a shopper’s needs and desires and do so consistently wherever that shopper touches the brand.Brand Point ManageMent iLLuStrated: Continuity FraMeworkThe promise of brand point management is the strengthening of a brand’s connection with the consumer.Schawk has developed a framework that focuses on the continuity of compelling brand experiences as the activeconsumer moves through multiple environments: at home, on the go, at the store and on the shelf. Brand pointsin each of these are made compelling and consistent through three core competencies: strategic planning,creative design and executional excellence. (figure 2)These competencies help marketers better execute product innovation in creating the structure and graphicsfor packaging, in facilitating and managing the printing of packaging, in designing the store environment andin-store displays, and in creating the promotional work that drives consumers to the store.This framework is even more important as these environments can both stand alone and overlap. Brandpoint management’s strict aim is to ensure that brand points in each of these environments complement andstrengthen each other. for example, messaging and imaging in a catalogue should be carried over to a billboardand to store-floor graphics and on the product package itself.In fact, some of these contexts overlap quite literally. outdoor signage can share visual space with the storeitself, and in-store environmental signage can be strategically close to the product on the shelf. In today’smarketplace, brand points are everywhere, and they must be mutually reinforcing. Brand point management isthe framework and guide for this. your Brand at hoMe on the go StrategiC exPertiSe figure 2: your brand touches the consumer most compellingly when ConSuMer a synthesis of strategic, creative Creative exPertiSe and executional expertise carries the message consistently through at the Store on the SheLF four key shopper environments. exeCutionaL exPertiSe Brand Point Management 7
  8. 8. dePLoyMent arChiteCtureBrand point management is the creation of compelling and consistent brand-point experiences that generate greater affinity and turn shoppers into buyers,across multiple shopping environments and across broad geographies. At Home, on the Go, At the Store, on the Shelf figure 3: Ensuring compelling and consistent brand experiences across shopper environments exPerientiaL FunCtionaL requires synthesizing and Strategic Planning, Premedia, Prepress, coordinating expertise relating Creative design Print Management to the shopper’s experience and to the functional requirements of producing creative elements. Workflow Management Global footprintIn today’s quickly changing global marketplace, brand point management means that a package on the shelfin San francisco must present brand attributes that are consistent with a PoP display in Shenzhen and witha newspaper insert in london. To help understand this coordination, brand point management can be seen ashaving two components within a deployment architecture. (figure 3)The experiential component is executed through strategic planning and creative design, and its goal is to ensurethat brand experiences are compelling.» Strategic planning includes research into consumer preferences and competitive offerings, and determining how to optimize the presentation of key brand attributes throughout the relevant shopper environments.» Creative design is the manifestation of those determinations in terms of copy, design and materials.The functional component is executed through premedia, prepress and print management, and its goal isto ensure that brand experiences are consistent globally and that brand equity and intellectual property areprotected, as well.» Premedia, prepress and print management are where most of the ideas and energy involved in the previous stages are brought to life, in the form of materials that present brand messages at all brand points. In several ways, this large and vital functional stage can have a great influence on improving product agility and lowering production cost: » When taken into account during the strategic and creative phases, there are proven cost-savings long-term, resulting from superior designs and strategies and from production efficiencies. » In a world where products and services can be sourced worldwide, deft vendor management can create significant time savings and cost savings, to meet shopper demand and bottom-line mandates. Brand Point Management 8
  9. 9. Workflow management coordinates the deployment of resources – financial and human – across collaboratingdivisions and with outside partners, over a product’s geographic footprint. Along with digital asset management,a subset of workflow management, it reduces costs at all stages and improves agility in bringing products andbrand messages to market quickly and effectively.In today’s marketplace, when these functions are executed over a global footprint, a brand’s marketing power ismaximized and there are cost efficiencies throughout the product lifecycle.deLivering Brand Point ManageMentToday’s consumers expect everything and compromise on almost nothing.They want a more personal shopping experience – at all points in their decision-making process. for themanufacturer, this requires precise strategy, creative excellence and flawless execution, for it’s vital tounderstand a consumer’s demands, create compelling communications and deliver those consistently no matterthe brand point.StrategiC exPertiSeCompelling and consistent do not happen without strategy. There must be objective insights (through brand andchannel audits and audience analysis) and instinctive insights (into human behavior) for a brand’s message tobe compelling – to resonate with increasingly demanding shoppers at all touchpoints.There must be similar insight into retailers and the changing retail environment. As retail channels increase– but the number of retailers overall shrinks – there are complex dynamics that must be considered, in howretailers interact with brands and with consumers. With large retailers now setting the agenda for issues likein-store marketing and product sustainability, strategists must consider these as well. And with retailers andbrands facing many individual pressures, strategies that achieve collaboration between the two can haveexcellent results – although this can require some deft politics.finally, considerable thought must be put into how all strategic elements will be executed in the creative andproduction phases of brand materials. Raw materials are increasingly expensive today, but burgeoning globalproduction efficiencies can offset this.In light of all these factors, strategy is a vast, complex expertise. from product ideation to marketing todesign to pre-production and production – all tied together by workflow management – strategy is crucial insetting the context for a successful brand. Brand point management must be brought to bear throughout thestrategic stage. Brand Point Management 9
  10. 10. Creative exPertiSeThe stakes have never been higher for the creative element in product marketing.The pressures facing brands and retailers – growing product choice, global competition, diminishing shopperloyalty, the pressure to innovate, fragmented media, brand-message overload – all call for a very high level ofcreative sophistication if a brand is to generate affinity and make sales.Through its creative features, packaging must command attention and convey brand attributes attractively, anddo so consistently wherever that product and its promotional materials appear.This has to be considered at the brand-development stage and be executed through strategic design,structural design, environmental design, retail design and more. It goes more granular, too – in retouching, inadaptive design across individual Skus and distinct cultures globally, in dimensional imaging, 3d imaging andmore. Brand compliance and digital asset management are foundational services that apply throughout thecreative stage.Within brand point management, the creative component in a product’s lifecycle will synergize with strategy andexecution, and the most effective vendors of creative services will have deep institutional knowledge of thoseother services – and thus be able either to provide them for stronger solutions and cost savings or to collaboratewith other vendors for superior results for the shared client.In either case, this is brand point management at its most effective.exeCutionaL exPertiSeAs the stakes rise for strategy and creative, they rise for execution as well.Strategies increasingly encompass a broader range of media, and as creative efforts increase to keep pace withstrategies, execution must keep pace with both.This means that premedia, prepress and print management must continue to make technological advances,and that workflow management and digital asset management must encompass those advances. It means thatthese services must be delivered over an ever-larger geographical footprint and with increasing sensitivity to thedistinct characteristics of cultures worldwide.vendors of services in the execution area must become experts in – or at least highly versed in – strategyand creative, as technological advances and globalization threaten to turn certain elements of execution intocommodities. Actually, for those vendors, this is an opportunity to ensure their viability and to improve thefinished product for clients, as experts in premedia and printing have unique insights into what’s possible in theway of strategy and creative.As many experts point out, this argues for partnering with executional vendors earlier and earlier in a brand’slifecycle, and like so many of the scenarios described in this white paper, this calls for brand point management. Brand Point Management 10
  11. 11. where it haPPenS: environMentSIt is instructive – in fact, vital – to see brand points occurring in four keyenvironments where there is the greatest opportunity to turn shoppers intobuyers: At Home, on the Go, At the Store and on the Shelf.at hoMeThe home is the most effective environment in which to begin creating desire for brands and their products. Butthe home is also where the consumer’s attention is potentially most fragmented. domestic responsibilities anddistractions can prevent concentration on media delivering brand messages, and these media are themselvesunder pressure. for example, the fragmentation of the television audience and the effects of digital videorecorders like Tivo are well documented, as is the cannibalization of television by the internet.At the same time, consumers view the home as a private place and resist the obtrusive delivery of ad messagesthere. nevertheless, they do welcome advertising that is useful to them and will help them make purchasingdecisions. numerous recent studies have corroborated the enduring strength of newspaper advertising, includingfSIs. nearly two-thirds of u.S. adults use inserts to make shopping decisions in a given month, according toone study.11And we see retailers and brands becoming more targeted in how they reach shoppers at home. Increasingly,catalogues are printed in regional variations – which emphasizes strategy, creative and execution in the brandmanagement scheme. or retailers and brands that formerly produced broad marketing materials now producesmaller, more targeted and more attractive materials. And these materials now often have a new aim: to sendshoppers to the web for more detailed information or to make purchases – calling for new messaging andimaging strategies.Brands must understand all of these unique dynamics in order to execute in a way that elicits both a positiveresponse and a measurable one. It’s both art and science combined.direct mail, catalogs, fSIs and other types of printed communications targeted to consumers in the home canbe extremely effective when manufacturers and retailers understand the category and the dynamics of how theproducts are shopped for and bought. Getting inside shoppers’ minds and influencing their decisions from theearliest stages is where smart companies can gain distinct competitive advantage in the marketplace.on the goBrand points encountered on the go are quite different from those at home. Billboards, posters, bus shelters,bus backs and sides, building wraps – the consumer interacts with these for a matter of seconds, rarely more,but the interaction can be intense and effective if the message is noticeable, easy to understand, not confusingverbally and visually, and memorable.The unusual sizes of these brand materials put emphasis on premedia and printing/production. There are specialdemands put on photography, retouching and creative imaging to ensure that the communications leveragethe advantages of their large formats. The printing of such materials is a complex expertise in itself. fromconception to production, on-the-go brand experiences are a special science, but the results can be exceptionalwhen the strategy, creative and execution are done right.11 MoRI Research, “Consumer usage of newspaper Advertising 2006.” Brand Point Management 11
  12. 12. at the StoreThe store has become a critical environment for brand points.This is illustrated by the fact that roughly three-quarters of purchase decisions are now made in-store, and asimilar share on impulse, according to several studies. Creating compelling and consistent brand experiencesin the store is extremely challenging for manufacturers, as every retail store is different, with varying levels ofcontrol exercised by the retailer.Thus there is an increasing focus on “shopper marketing” in its many definitions – all of them referring tosophisticated methods of influencing people in their roles as conscious consumers of products and brandmessages. Shopper marketing acknowledges that many traditional types of “broadcast” marketing can’t becounted on today to deliver customary results. Therefore, greater emphasis is being placed on viewing the storeas a marketing medium.Accordingly, manufacturers and retailers are working hard to modify the shopper’s in-store experience.no longer able to count on space for traditional PoP materials, brands are creating more eye-catching, largerand more interactive displays. But this depends on a superior relationship with retailers, who allocate suchspace judiciously.Another area of focus for manufacturers and retailers is trip-based merchandising, considering the types of tripspeople make to the store – from short jaunts to longer pantry-stocking trips, to special-occasion purchases orimpulse trips. This is spurring the migration of products to new areas of the store, with cross-merchandisingefforts such as combining food products to suggest a dinner, or combining certain wines with certain foods orcertain cosmetics with certain age-group products, as examples in the grocery context.Category management is still another area of focus, with manufacturers and retailers working to create aislesthat cater to specific categories, such as organic, ethnic or breakfast-specific sections.In-store marketing is a brave new world. Creating compelling and consistent brand experiences in everyone of the instances described here requires strategy, creative and execution on local, regional, nationaland global levels.on the SheLFThe shelf is ground zero for product marketing today.It is where shoppers are most engaged with a product and most inclined to buy. That’s why retailers andmanufacturers are making enormous efforts to control this brand point.Shelf space is becoming even more crowded and competitive, as new brands fight for space, iconic brandsre-invent themselves to attract attention and house brands become as sophisticated and popular as traditionalnational brands – and even become national brands themselves, distributed outside of their “home” chain.for all players, design and packaging are playing a key role, primarily to offer compelling, emotionally resonantbrand experiences but also to comply with widely varied labeling requirements for contents and nutritional facts.on the shelf is where the revolution is happening. Packaging changes at record speed today, with allmanufacturers tweaking designs on a regular basis, and iconic packages undergoing radical aestheticand ergonomic changes. Brand Point Management 12
  13. 13. from a packaging standpoint, a product’s route to the shelf is long and complex – not surprising, given theimportance of the on-the-shelf brand point. It includes package ideation, creative structural design (often using3d visualization), photography/retouching/creative imaging, the adaptation of graphics for different cultures,digital asset management and print management.And the on-the-shelf brand point doesn’t exist in a vacuum. The power of a great package is increased whenprevious brand point experiences – At Home, on the Go and At the Store – are consistent with the message of thepackage itself. This is a crucial synergy.SuStainaBiLity and Brand Point ManageMent SChawk’S Seven PLedgeS For SuStainaBiLitySustainability is more than a buzzword today: it is a rapidly evolving businesspractice that can positively impact manufacturers’ and retailers’ bottom lines Schawk’s sustainability effortswhile conferring significant environmental benefits. go beyond direct reductions in resource use, to the streamliningWal-Mart has supported this movement by pledging to reduce overall packaging by five percent over the next five of workflows and the productionyears. It is putting pressure on its suppliers by developing a packaging “scorecard” that evaluates and rates its of goods and services that exceedsuppliers and is available to its buyers as they make purchasing decisions. And this, in turn, is putting pressure regulatory standards. Schawk’son its competitors to match the efficiencies that will result and the consumer goodwill it will generate. seven pledges for sustainability cover the full range of its – andBecause every one of the four brand point environments described in this document involves packaging its clients’ – business practices:and/or other manufactured materials, sustainability is a critical feature of brand point management goingforward. It encompasses: • Use clean production technologies» Environmentally friendly technologies and production practices» Goods and services in line with regulatory and proprietary environmental aims • Provide goods/services that enable clients to meet and» Relationships with partners throughout the supply chain to share ideas and leverage knowledge, exceed regulatory initiatives and an in-house philosophy that fosters the same» Workflow streamlining • Build/develop idea exchange with clients, suppliers,» Promoting healthy environments in one’s own community and those of supply-chain partners products and service providersSustainability initiatives fit hand-in-glove with the powerful technological momentum now driving the printing • Help clients streamline brandand packaging industries. Brand point management initiatives must address these innovations at all points in development workflows throughthe development process and across a wide geographical footprint. technology, materials and source reduction • Innovate new services and solutions that drive environmentally friendly brand development practices moving forward • Nurture a climate of innovation internally • Create healthy environments in the communities in which we live and work Brand Point Management 13
  14. 14. the Future oF Brand Point ManageMentIts instructive and exciting to view tomorrow’s shopper marketplace as one in which yesterday’s distinctionscontinue to be blurred. In past generations, a wide variety of retailers provided shelf space and brands providedgoods for sale and the marketing behind them. vendors provided discrete services, ranging from strategic toexecutional, and the brand took charge in coordinating these. The marketing of goods evolved from a local andregional task to a national one, and vendors for packaging were sourced from relatively close to where the goodswere created, while vendors for marketing materials were sourced close to where the goods were sold.All of these strict delineations have broken down and continue to be blurred today. Retailers – who areconsolidating in number – have taken the upper hand in the store. And in making decisions about in-storemarketing – and even in marketing their own brands – they have taken much turf from the brands. Brandsare responding with a push for new items and in revamps of existing items and packaging. In an era ofglobalization, the traditional array of discrete vendors “close to home” is being replaced by a worldwide vendornetwork to maximize speed to market, sourcing efficiencies and the bottom line. And vendors are striving to bemore things to more people, branching beyond their previous areas of expertise – both to maximize their ownusefulness and to respond to global forces that are commoditizing some executional functions while puttinggreater emphasis on strategic and creative.And all of this is being played out in a world of ever-shifting media, where wireless technology is making itpossible to serve up marketing images wherever a consumer might be, where design, premedia and printingservices that were once done manually and visually are now done online and automatically. It’s a world in whicha stunning percentage of product images are computer-generated – not simply photographs of real, tangibleobjects – and where those images must be printed on myriad high-tech and eco-friendly substrates. And it’s aworld where printing technologies have become so powerful that every public surface is potentially a palette forbrand messages.As these distinctions continue to blur, brands and retailers must take firmer control of all lifecycle phases ofthe products they sell. They must see and coordinate the synergies of strategy, creative and execution acrossall shopper environments, whether they handle this in-house, hire many discrete vendors or contract forsynthesized services from one or a few. To take this control, they – and their vendors – must practice brand pointmanagement. In a shifting, changing world, the importance of the brand point – that powerful moment when allforces converge and a shopper interacts with a brand – is the one constant. Brand Point Management 14
  15. 15. SChawk: PoSitioned to LeadHistorical perspective helps when it comes to understanding the changes of today and tomorrow. Schawkhas seen them coming. Schawk’s historical roots stretch back more than 50 years into the execution of brandmarketing – into a very wide range of graphics and premedia services. But through intelligent growth and bywatching clients’ needs closely, Schawk has developed skills and services that guide the life of a brand from thevery concept of a new product to the printing of its packaging and promotional marketing materials, worldwide.Schawk has forged deep relationships worldwide with manufacturers and retailers alike, and is in the specialposition of being able to encourage collaboration among them.With thousands of employees working on four continents, Schawk can prepare brands and retailers forengagement with consumers at countless brand points around the globe – from consulting and strategicplanning, through the conception and design of every kind of printed brand material, to oversight of all premediaprocesses and enterprise services that mesh with your strategy – and with all of our services – to ensurecompelling, consistent brand execution worldwide. There are international companies with offices worldwide, andthere are global companies, whose offices collaborate in ways that truly leverage that footprint.Schawk’s history, people, skills and relationships are strongly oriented around brand point management in allof its forms and nuances. In a marketplace where brand point management holds the key to compelling andconsistent brand experiences – and to bottom-line success – Schawk is positioned to lead. Brand Point Management 15
  16. 16. Schawk, Inc., (nySE: SGk), is a leading provider of brand pointmanagement services, enabling companies of all sizes to connect theirbrands with consumers to create deeper brand affinity. With a globalfootprint of more than 60 offices, Schawk helps companies createcompelling and consistent brand experiences by providing integratedstrategic, creative and executional services across brand touchpoints.founded in 1953, Schawk is trusted by many of the world’s leadingorganizations to help them achieve global brand consistency. for moreinformation about Schawk, visit http://www.schawk.com.© 2008 Schawk, Inc. All Rights Reserved. no part of this work may be reproduced in any form without written permission from the copyrightholder. SCHAWk is a registered trademark of Schawk, Inc.

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