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Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
Final army brand group family and mwr symposium briefing (2)
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Final army brand group family and mwr symposium briefing (2)

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  • WINDOW OF OPPORTUNITY IS NOWPrevious enlisted mission failures had an environment of below 6% national unemployment (projected for 2016). Focusing our efforts on 2015 gives us time and wiggle room to plan better.Risk of missing contract and accession missions will significantly increaseEntering uncharted territory; recruiting an all-volunteer force during a long-term war with an improving economyNeed to develop value propositions for prospects for that 2015 windowNeed to develop an enterprise advocacy program for that 2015 windowNeed to watch decreases in walk-in traffic, ROTC college enrollments, FSTP volume, quality contracts Scenarios:Congressional Budget Office projections: unlikely, this is faster than any bull projectionHistorical Forecast: Looking back at unemployment and other economic factors, the current economic cycle would return to 5% in 120 months (10 years). At the high point (10% unemployment), the 5% would come in 2020. It takes several sustained quarters of 4% GDP growth (4 quarters consecutive of 4% gives you 1M jobs). We currently have a 3.2% GDP but only 1Q.Global insights is very similar to historical projections but it uses 11-diffent leading indicators and in the last 3-years been on par in their estimations.
  • Transcript

    • 1. US ARMY ENTERPRISE BRAND STRATEGY
      IMCOM/MWR SYMPOSIUM
      SAN ANTONIO, TEXAS
      19 APRIL 2011
      James Ortiz
      Robert Strahler
      Army Brand Group
      Office of The ASA:
      Manpower & Reserve Affairs
    • 2. OBJECTIVE
      Strengthen the US Army Enterprise Brand through the development of a mutually beneficial relationship with the Family and MWR and IMCOM marketing communities.
      2
    • 3. AGENDA
      • Introduction
      • 4. Office of the ASA Manpower & Reserve Affairs
      • 5. James Ortiz
      • 6. Robert Strahler
      • 7. The Power of Branding
      • 8. Building the US Army Enterprise Brand
      • 9. The Way Ahead
      3
    • 10. Manpower and reserve Affairs Vision
      Army is better connected with America- the value of being a Soldier or Army civilian is understood and the importance of Army families is recognized, the Army is seen as an organization American’s support, recommend and want to become a part of (consider joining).
      4
    • 11. The FAMILY AND MWR vision
      5
      To be the driving force for programs and services that provide the foundation for the Army’s home by:
      • Increasing Soldier and Family resiliency
      - Restoring balance
      - Enhancing recruitment, readiness and retention for Soldiers and Families
    • 12. EVERYONE HAS A ROLE IN SUSTAINING THE ALL VOLUNTEER FORCE
      Direct relationship between a strong Army Brand (equity) and our ability to sustain the all volunteer force.
      All enterprise marketing actions & communications affect the Army brand (equity).
      Everything & everybody communicates
      • A strong Army Brand enables us to achieve this
      collective objective at a reduced cost and benefits us all
      • We all need to be Army Brand managers and brand advocates
      • 13. “You can build it and we can help”
      6
    • 14. Elite
      Has very high standards
      Marines
      For the average person
      Feels like a 'place' for me
      Most dangerous jobs
      Always places mission first
      Will never leave fallen comrade
      Requires the most discipline
      Offers interesting work
      Feared as a fighting force
      Trained by real leaders
      Air Force
      Builds real leaders
      Likely to end up in combat
      Never accept defeat
      Honor, loyalty, courage
      I could succeed there
      Go where the real action is
      Qualities for success in life
      Strongest in the world
      Better job once I get out
      Military tasks
      drills
      Well-respected
      I'd become a real expert in my field
      Best represents the US military
      Offers the most job specialties
      Requires being mentally tough
      Send me to exciting places
      Requires courage bravery
      Technology Training
      Requires being physically tough
      Will never quit
      Builds personal strength
      Treats minorities fairly
      Educational opportunities
      Navy
      Widest choice of roles
      Army
      Peace-keeping role
      Treats women fairly
      Requires teamwork
      Occupational opportunities
      Good for women
      Last resort
      Low skill
      Ordinary
      For an average person
      Perceptual Maps—Full Map Among 16-24 Year-Olds
      Elite and high standards
      Physical (Combat likely, Dangerous)
      For better educated and good for women
      Ordinary, For Average Person
      Top three box ratings on an 11 point scale, where 10 = “Describes this service very well” and 0 = “Doesn’t describe this service at all
    • 15. US Army as a First Choice Preference
      A/B/C/D/E = Statistically significant at the 95% confidence level Base size: N = Approx 750 per quarter
      Q.17: And now thinking about the four major services, that is the (read list), if you were to join the military, which service would be your first choice?
      8
    • 16. THE POWEROFBRANDING
      9
    • 17. The Power of branding
      A Brand is –
      MUCH more than the physical representations of logos & taglines.
      What the organization stands for in the minds of its constituents
      • A promiseof the organization’s mission, consistent in every word, image and interaction
      • 18. A unifier of staff, constituents and stakeholders
      • 19. A connector between the organization and the people it serves
      10
    • 20. The Power of branding
      A Strong brand:
      • Strengthens operations by :
      • 21. Guiding programming and strategic decisions according to mission
      • 22. Unifying staff around what makes the organization special
      • 23. Targeting key audiences to make the most of constrained resources ( ROI)
      • 24. Builds loyaltyby:
      • 25. Creating an emotional bridge between the Brand and stakeholders
      • 26. Increasing your credibility through a consistent message and experience
      • 27. Increases value by:
      • 28. Defining what you do best
      • 29. Clarifying what makes you different than your completion
      • 30. Communicating the benefits you will provide to all members of your audience
      • 31. Builds Brand Equity
      11
    • 32. The power of branding
      What a Brand is NOT
      Not a LOGO
      “A logo is a concise and effective graphic gesture designed to symbolize and communicate the essence of a brand.”*
      Not a TAGLINE:
      Taglines help us position our product/organization the way we want in the minds of our customers. Taglines reflect the positioning and brand personality, the core values and the brand message of the organization
      Must be relevant and meaningful to diverse target audiences to have value
      Not a slick marketing tool
      * Ken Boost
      12
    • 33. TAGLINES
      • “I’m Lovin It” ‘ “You Can Do it.. We Can Help
      • 34. “Reach Out & Touch Someone” “Betcha Can’t Eat Just One”
      • 35. “We Bring Good Things to Life” “Good To The Last Drop”
      • 36. “Quality is Job One” “I’ve Fallen & I Can’t get Up”
      • 37. The Ultimate Driving Machine” “It Does A Body Good”
      • 38. “Let You Fingers Do the Walking” “When it Rains ..It Pours”
      • 39. “Have it Your Way” “ Just Do It”
      • 40. “Taste great..Less Filling” “You’ve Got Questions..We’ve Got Answers”
      • 41. “Where’s The Beef” “ Made from The Best Stuff on Earth”
      • 42. “Takes A Lickin & Keeps on Tickin” “ Obey Your Thirst”
      • 43. “What happens Here ..Stays Here” “Eat Fresh”
      • 44. “You’ve Come A Long Way Baby” “ I’d Rather Fight than Switch”
      • 45. “We Bring Good Things to Life” “ The Mind is A Terrible Thing to Waste”
      • 46. “I Can’t Believe I Ate The Whole thing” “ The Breakfast of Champions”
      • 47. “ Think Different” “ We Try Harder”
      • 48. “Something Special In The Air” “ It’s Everywhere You want to Be”
      • 49. “Better Living Thru Chemistry” “Think Outside The Bun”
      • 50. “Leave the Driving To Us” “Solutions for a Small Planet”
      13
    • 51. LOGOS /TAGLINES/SLOGANS
      Be All You can Be
      An Army of One
      Army Strong
      The Few …The Proud
      It’s Not A Job…It’s An Adventure
      We’re Looking For a Few Good Men
      Semper Fidelis
      Above All
      Into The Blue
      A Global Force For Good
      14
    • 52. Brand Equity: The Value of a Brand
      Brand Equity: Is the sum of all distinguishing qualities of a brand, drawn from all relevant stakeholders, that results in personal commitment to and demand for the brand; these differentiating thoughts and feelings make the brand valued and valuable
      Brand Equity is based on the extent to which the brand has:
      high brand loyalty
      name awareness
      perceived quality
      strong product (organizational) associations
      15
    • 53. 16
      Source: Millward Brown Optimor’s BrandZ Top100 Most Valuable Global Brands, 2010 report
    • 54. 17
    • 55. The Power of branding
      A positioning statement:
      Describes the “mental space” a brand should occupy in the minds of a target audience. It serves as an internal document which guides most of an organization’s marketing communication strategies, programs and tactics…
      Requirements:
      18
    • 59. US Army’s Strategic Positioning Statement:
      Being a Soldier strengthens you today and for the future , because the Army develops your potential through relevant challenging training, shared values and personal experience(s). Soldiers consistently take pride in making a difference for themselves, their families and the Nation.
      19
    • 60. US ARMY TAGLINE: “ARMY STRONG”
      “Army Strong” is the signature for the U.S. Army recruiting campaign
      Inspired by Soldiers, “Army Strong” explains that the U.S. Army endows a unique brand of strength to its Soldiers, a strength that is mental,emotionaland physical, a strength that the Army finds, forges and fosters.
      20
    • 61. US ARMY TAGLINE: “ARMY STRONG”
      • Developed to support Active Army enlisted recruiting
      • 62. The Army has “embraced” the Army Strong tagline
      • 63. The use of Army Strong has proliferated across:
      • 64. Commands
      • 65. Target Audiences
      • 66. Media Forms
      • 67. Messaging Platforms
      .
      21
    • 68. 22
    • 69. 23
    • 70. 24
    • 71. 25
    • 72. 26
    • 73. PINNACLE
      27
    • 74. THE ARMY BRAND
      How does it relate or not to the Family and MWR audience(s)?
      28
    • 77. 29
      Moving toward an enterprise brand
    • 78.
      • An enterprise brand and enterprise brand strategy allows for the creation of a single, universal brand positioning (message) that will clearly and succinctly identify what the Army stands for while allowing tailored and strategically linked messaging to address specific audience and component requirements.
      • 79. The value of an enterprise brand strategy is that it will help the Army achieve its goals using fewer resources and therefore is both an effective and efficient approach.
      • 80. The creation of an enterprise brand begins with a valid Brand Architecture and continues with the development/refinement of the Brand Positioning, Value Propositions, Messaging Platform and finally a Go-to-Market Enterprise Brand Strategy.
      BLUF
    • 81. MARCHING ORDERS
      31
      Army Campaign Plan
      Strategic Marketing Plan
      Army Outcomes
      An All-Volunteer Force of High Quality Soldiers, Civilians and Leaders
      Goal
      The Army is seen as a valued, organization that Americans support, recommend and want to be a part of (consider joining)
      Objective
      Within three to five years create a successful Enterprise Brand
      Army Imperative
      Sustain the Army’s Soldiers, Families and Civilians
      Overarching Requirement
      Effectively and Efficiently Allocate and Use Resources to Build the Best Possible Force
      Strategy
      Build Army Brand Equity, utilizing the results of the Brand Assessment study to create a bona fide Enterprise Brand Architecture (and messaging platform)
      Rationale
      A successful, Enterprise Army Brand allows the Army to achieve its goals with fewer resources. (Time, People, Money)
      Campaign Objectives
      Man the Army & Preserve the All-Volunteer Force
    • 82. Great brand architecture builds equity and meaning in the enterprise brand
      32
      Build and draw equity
      Brand Equity
      Sub-brands
      Products Brands
      Time
    • 83. A Branding Spectrum
      Highly consistent
      Highly consistent
      Highly differentiated
      House of Brands
      Endorser Brands
      Hybrid Brands
      Branded House
      1, 3, 5, 7
    • 84. Corporate Brand/Enterprise Brand
      Business Units
      GE Industrial
      GE Infrastructure
      GE Money
      GE Healthcare
      GE Commercial Finance
      Businesses
      Branded Houseexample: GE
    • 85. Enterprise brands have greater value, trust, confidence, expectation/growth
    • 86. Creating the army ENTERPRISE BRAND
    • 87. 37
      Why this Approach? Why Now?
      Narrowing Resources Army Brand Perceptions
      Association with Strength Mixed Messages
    • 88. Economic and Propensity Estimates (Environmental Factors)
      • Veteran Population & Army Footprint ()
      • 89. Tuition costs ()
      • 90. Propensity is current stable but has seen 3-downward steps over the last 25-years.
      • 91. Rely more on non-propensed group to succeed.
      Step-1
       Propensity Steps
      Step-2
      Step-3
      Step-4a
      12%
      Step-4b
      10%
      1
      2
      Mission
      Failure
      Mission
      Failure
      • Most likely: 7% national unemployment by 2015
      • 92. Youth unemployment & underemployed will still be high for all segments
      Mission
      Failure
      In this window, there is a potential to notice the effects of the economy (contract mission failure; EP or enrollment reductions in this window
      Sustained contract mission failure () & shrinking FSTP precede accession mission failure
      38
    • 93. Translated into army value, AN enterprise brand will…
      • Align the internal organization (the message)
      • 94. Drive positive perceptions and focus the message on what is salient, credible and motivating
      Increases likelihood to support, recommend, join
      Engenders efficient and effective marketing and advertising communications
      39
      Helps sustain the All Volunteer Force
    • 95. BRAND KEYS Model
      40
      FUSING
      EmotionalPsychological Jungian-based Personification
      Questionnaire
      RationalCategory Attributes, Benefits
      & Values
      Factor Analysis
      +
      Regression Analysis
      +
      Causal Path Modeling
    • 96. US Army Research Objective
      Determine if an enterprise-wide brand architecture is viable—one that can be used internally across commands and externally across constituencies—to inform enterprise wide cohesion, drive positive perceptions and create the foundation for a unique and ownable position for the US Army.
      © Brand Keys, Inc. 2011
    • 97. Soldiers, Families and Civilians5,223 Interviews conducted: 1,719 internal 3,504 external
      42
      External Audience*
      Internal Audience
      SOLDIER
      Enlisted
      Officer
      Civilian
      Pre-Prospects
      14-16 year-olds
      Influencers
      Prospects
      ROTC
      1ST-4th year Cadets
      Caucasian
      Parents of Prospects
      17-24
      year-olds
      25-29
      year-olds
      African American
      Active Officer
      Hispanic
      Active Enlisted
      Spouse/ Partner of Prospects
      Other
      Caucasian
      Caucasian
      Army Reserve
      Caucasian
      Business Community Leaders
      Army Reserve
      Caucasian
      African American
      African American
      Hispanic
      African American
      African American
      Hispanic
      National Guard
      National Guard
      Coaches
      Other
      Other
      Community Advocacy Groups
      Hispanic
      Hispanic
      Professionals
      Other
      Other
      Educators/ Guidance Counselors
      Army Corp of Engineers
      Chaplain
      JAG
      AMEDD
      Religious Leaders
      * In addition, talked to 950 civilians about working in civilian Army capacity
      Veteran Organizations
      All with different objectives and missions
      Veterans
    • 98. 43
      ARMY: The ideal military organizationfocused to top-2 drivers
      Category Attributes, Benefits and Values
      Has high standard for its members
      Is an organization that values and financially supports member education
      Is worth the risk because I'm doing something meaningful with my life
      Offers good benefits and support to my family
      Offers incentives to make staying in the service a good long-term career choice
      Would give me advantages I would not have otherwise
      Earns me respect from my community, friends, and family
      Gives me a sense of belonging
      Is a place where anyone can do something extraordinary in life
      Is for everyone who is qualified and wants to serve
      Makes me feel a part of something bigger than myself
      Makes me feel it is about more than just combat and war
      Makes me feel part of a special group
      Has other people in it like me
      Increases my self confidence
      Isn't just for a select few
      Makes me feel I am carrying on an American tradition of service
      Makes me feel proud of the branch of service I chose
      Represents values that I aspire to live up to
      Challenges me with experiences outside my comfort zone
      Develops a combination of physical, mental, and emotional strength
      Helps me to improve myself and develop potential for the future
      Makes me feel stronger when it comes to handling life‘s challenges
      Offers me a chance to make a fresh start
      Offers me the opportunity to work with and learn from strong leaders
      Offers me training and experience I can really use after I leave
      Recognizes my talents and builds on them
      Strengthens me for lifelong success
      Trains me to be a leader
      Will equip me with the qualities needed for success in life
      4 Category Drivers
      Top-2 Drivers
      Support, Expectations,
      and Rewards
      Support, Expectations,
      and Rewards
      Belonging and Respect
      Belonging and Respect
      Training for Success
      Pride and Values
      Together accounting for 55%-73% of positive decision making
      100%
    • 99. Synergy among abv’S within top drivers BY segment
      44
      Internal Audience
      SOLDIER
      Enlisted
      Officer
      Civilian
      Active Officer
      Active Enlisted
      • Makes me feel a part of something bigger than myself
      • 100. Gives me a sense of belonging
      • 101. Earns me respect from my community, friends, and family.
      • 102. Makes me feel a part of something bigger than myself
      • 103. Makes me feel it’s about more than combat and war
      • 104. Earns me respect from my community, friends, and family.
      • 105. Offers good benefits and support to my family
      • 106. Has high standards for its members
      • 107. Is worth the risk because I’m doing something meaningful with my life
      • 108. Offers good benefits and support to my family
      • 109. Has high standards for its members
      • 110. Is worth the risk because I’m doing something meaningful with my life
      • 111. Makes me feel a part of something bigger than myself
      • 112. Earns me respect from my community, friends, and family.
      • 113. Gives me a sense of belonging
      • 114. Offers good benefits and support to my family
      • 115. Has high standards for its members
      • 116. Is an organization that values and financially supports member education
      Army Reserve
      Army Reserve
      • Makes me feel a part of something bigger than myself
      • 117. Earns me respect from my community, friends, and family.
      • 118. Gives me a sense of belonging
      • 119. Offers good benefits and support to my family
      • 120. Has high standards for its members
      • 121. Is worth the risk because I’m doing something meaningful with my life
      • 122. Offers good benefits and support to my family
      • 123. Has high standards for its members
      • 124. Is worth the risk because I’m doing something meaningful with my life
      • 125. Makes me feel a part of something bigger than myself
      • 126. Earns me respect from my community, friends, and family.
      • 127. Gives me a sense of belonging
      National Guard
      National Guard
      • Makes me feel a part of something bigger than myself
      • 128. Gives me a sense of belonging
      • 129. Earns me respect from my community, friends, and family.
      • 130. Offers good benefits and support to my family
      • 131. Has high standards for its members
      • 132. Is worth the risk because I’m doing something meaningful with my life
      • 133. Offers good benefits and support to my family
      • 134. Has high standards for its members
      • 135. Is worth the risk because I’m doing something meaningful with my life
      • 136. Makes me feel a part of something bigger than myself
      • 137. Earns me respect from my community, friends, and family.
      • 138. Gives me a sense of belonging
      Professionals
      ARMY = Army Active Enlisted, Army National Guard Enlisted, Army Reserve Enlisted , Army Active Officers
      Army National Guard Officers, Army Reserve Officers, AMEDD, Army Corps of Engineers, Chaplain, and JAG.
      JAG
      Chaplain
      Army Corp of Engineers
      AMEDD
      • Offers good benefits and support to my family
      • 139. Has high standards for its members
      • 140. Is worth the risk because I’m doing something meaningful with my life
      • 141. Makes me feel a part of something bigger than myself
      • 142. Gives me a sense of belonging
      • 143. Earns me respect from my community, friends, and family.
      • 144. Offers good benefits and support to my family
      • 145. Has high standards for its members
      • 146. Is worth the risk because I’m doing something meaningful with my life
      • 147. Makes me feel a part of something bigger than myself
      • 148. Gives me a sense of belonging
      • 149. Earns me respect from my community, friends, and family.
      • 150. Offers good benefits and support to my family
      • 151. Has high standards for its members
      • 152. Is worth the risk because I’m doing something meaningful with my life
      • 153. Makes me feel a part of something bigger than myself
      • 154. Earns me respect from my community, friends, and family.
      • 155. Gives me a sense of belonging
    • Synergy among abv’S within top drivers BY segment
      External Audience
      Family benefits and support
      Values and supports education
      Has high standards
      Something bigger than myself
      Earns respect
      More than combat and war
      ROTC
      1ST-4th year Cadets
      Influencers
      Pre-Prospects
      14-16 year-olds
      Prospects
      Family benefits and support
      Values and supports education
      Has high standards
      Something bigger than myself
      Earns respect
      More than combat and war
      Something bigger than myself
      Earns respect
      More than combat and war
      Family benefits and support
      Values and supports education
      Has high standards
      Parents of Prospects
      25-29
      year-olds
      17-24
      year-olds
      Family benefits and support
      Values and supports education
      Has high standards
      Something bigger than myself
      Earns respect
      More than combat and war
      Family benefits and support
      Values and supports education
      Has high standards
      Family benefits and support
      Values and supports education
      Has high standards
      Something bigger than myself
      Earns respect
      More than combat and war
      Something bigger than myself
      Earns respect
      More than combat and war
      Spouse/ Partner of Prospects
      Sense of belonging
      More than combat and war
      Something bigger than myself
      Has high standards
      Family benefits and support
      Values and supports education
      Training and experience for post-service life
      Leadership and multi-dimensional strength
      Equips me for a successful life
      Part of a special group
      Something bigger than myself
      Earns respect
      Guidance Counselors
      Business Community Leaders
      Sense of belonging
      More than combat and war
      Something bigger than myself
      Has high standards
      Family benefits and support
      Values and supports education
      Has high standards
      Family benefits and support
      Values and supports education
      Sense of belonging
      More than combat and war
      Something bigger than myself
      Coaches
      Religious Leaders
      Training and experience for post-service life
      Leadership and multi-dimensional strength
      Equips me for a successful life
      Part of a special group
      Something bigger than myself
      Earns respect
      Training and experience for post-service life
      Leadership and multi-dimensional strength
      Equips me for a successful life
      Community Advocacy Groups
      Part of a special group
      Something bigger than myself
      Earns respect
      Veteran Organizations
      Sense of belonging
      More than combat and war
      Something bigger than myself
      Has high standards
      Family benefits and support
      Values and supports education
      Sense of belonging
      More than combat and war
      Something bigger than myself
      Has high standards
      Family benefits and support
      Values and supports education
      Veterans
      Educators
      Pre-Prospects: 14-16 year-olds. Prospects: 17-24 year-olds, 25-29 year-olds. Influencers: 17-29 year-old Spouses, 34+ year-old Parents, Business Community Leaders, Coaches, Community Advocacy Group, Educators, Guidance Counselors, Religious Leaders, Veterans, Veteran Organizations. ROTC: ROTC 1st – 4th year cadets.
    • 156. ARMY = Army Active Enlisted, Army National Guard Enlisted, Army Reserve Enlisted , Army Active Officers
      Army National Guard Officers, Army Reserve Officers, AMEDD, Army Corps of Engineers, Chaplain, JAG Corps.
    • 157. Major milestones
      47
      Conduct Enterprise positioning & value proposition research
      Gain alignment development of Enterprise Brand
      Finalize Enterprise messaging platform
      Go to market strategy for Enterprise Brand
      4-6 months
      TODAY
      2-4 months
      Within 8-10 months
    • 158. In summary
      • This is our window of opportunity
      • 159. Industry best practice reveals strongest brands are often enterprise brands
      • 160. Research to date has illuminated the path
      • 161. Clear next steps to an enterprise brand strategy
      Creating a strong enterprise brand will help the Army achieve its goals with less resources
    • 162. THE WAY AHEAD
      • UNDERSTAND THE ARMY ENTERPRISE BRAND
      • 163. Strength Based Brand Positioning
      • 164. Taglines/Slogans
      • 165. Logos
      • 166. UNDERSTAND HOW THE BRAND RELATES TO
      IMCOM/FAMILY AND MWR MISSION & TARGET AUDIENCES
      • LEVERAGE THE BRAND(S) APPROPRIATELY
      • 167. BENEFIT FROM THE POWER OF BRAND SYNERGY
      • 168. WIN/WIN FOR YOU AND THE ARMY ENTERPRISE
      49
    • 169. 50
    • 170. Q & A
      James.Ortiz@hqda.army.mil
      703- 325 -5882
      Robert.Strahler@hqda.army.mil
      703- 325- 5874
      51

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