Becoming a BRAND company

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New ideas and tools for becoming a world-class BRAND COMPANY ... inspiration from Peter Fisk's recent Brand Camp

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Becoming a BRAND company

  1. 1. Becoming a brand companyPeter FisktheGeniusWorks.comInspiration and Tools from the Brand Camp
  2. 2. Why do people still love brands?
  3. 3. Today is a turning point for Our business
  4. 4. New priorities New opportunities
  5. 5. 1 Seeing THINGS Differently CONSUMER
  6. 6. Rethinking what you do for people theGeniusWorks.com
  7. 7. 2 Tapping into eMOTIONs Energisers What would really excite customers? Advantages What do customers want to achieve which they cant achieve otherwise? CONSUMER Essentials What are the customer’s basic needs and expectations of your business? theGeniusWorks.com
  8. 8. Tapping into aspirations not just needs theGeniusWorks.com
  9. 9. 3 Enabling people To do more CONSUMERtheGeniusWorks.com
  10. 10. Enabling them to do things they could never do theGeniusWorks.com
  11. 11. 4 Redefining our context theGeniusWorks.com
  12. 12. Reframing your business in a more engaging way theGeniusWorks.com
  13. 13. 5 Engaging people More deeply theGeniusWorks.com
  14. 14. Engaging people though doing, not just selling
  15. 15. Brands about People not Products
  16. 16. The death of “product” brands
  17. 17. The rise of “people” brandstheGeniusWorks.com
  18. 18. Product Brandcompany CompanyExample of a company trying to make the change
  19. 19. Getting a clear focus of your brand purpose
  20. 20. Brands giving space for more radical innovation
  21. 21. Brands engaging people in richer ways
  22. 22. Thinking like real people not like producers
  23. 23. the marketingExample of a people brand that keeps movingtrack fast
  24. 24. Era 1 Era 2 Era 3Diesel brand “Greasy rockability” “Quirky fashionistas” “Conscious hedonism” 1978-1993 1993-2000 2000—presentReason for Dress the tough guys and Make people feel different Help people carry a morebeing their smoking girls and provocative pleasant existenceAudience Tough guys wannabes Intelligent urban Hedonistic hipsters fashionistasValue Stylish jeans and workwear Affordable fashionable Fun, imaginative andproposition with a used worn-out look urban street wear colourful fashiionDifferentiation Worn-out style Risky and experimental Stimulating happy clothing hard urban stylePersona Tough, wild, adventurous, Provocative, polemical, Wit, culture aware, living on the edge sarcastic, extravagant conscious, ironic, naiveAssociations Rebels, hot chicks, bikes, Political issues, social Youth, vitality, happiness, gas stations, 60s conventions, sexuality hedonism, sexRange of Jeans and workwear Jeans, clothing, shoes, Jeans, clothing, watches,authority fragrances sunglasses, shoes, bags, fragrances, hotels, fashion
  25. 25. Think different about brands
  26. 26. Identity Different FunctionalCommunication Push Products Sales
  27. 27. Identity Purpose Different Relevant Functional EmotionalCommunication Stories Push Pull Products Propositions Sales Experiences theGeniusWorks.com
  28. 28. Remember brands enable more than products
  29. 29. “People are builders. They build to educate, to heal, to shelterand comfort families.They build to connect with each other, to share their art andknowledge for the benefit of humanity.Everything people build requires strength to weather the forcesof nature and time. It requires a solid foundation.By helping people to solve their building challenges incommunities around the world, we are a vital part of thatfoundation.Our products are everywhere, from the smallest villages to thelargest cities – linking communities, providing shelter, andenabling society’s sustainable growth.As a global industry leader, Cemex will continue building abetter world for the next 100 years”
  30. 30. Samsung using the “yin yang” to be more human
  31. 31. Coca ColaThe Coca Cola Co. theGeniusWorks.com
  32. 32. Bulk water5 year average growth rate Sports drinks Retail water Ready-to-drink Juice drinks tea Juices and nectars Ready-to-drink Bubble size reflects estimated coffee global beverage profits Carbonated The Coca-Cola Company Soft-drinks Other brands Industry unit margins ($) theGeniusWorks.com
  33. 33. PurifiedStrategic fit 2. Grow margins water 1. Build capability and accelerate 3. Participate selectively Sports Fruit RTD drinks tea drinks RTD Mineral Juices and coffee water nectars Energy drinks Bulk water Powders 4. Approach differently 5. De-emphasise Market attractiveness theGeniusWorks.com
  34. 34. Customers Countries Categories CapabilitiesBrands enabling you to reframe your context theGeniusWorks.com
  35. 35. Brands addressing the bigger issues theGeniusWorks.com
  36. 36. theGeniusWorks.com
  37. 37. Example 6: developing Coke’s platform for good
  38. 38. So are the secrets of the Apple brand? theGeniusWorks.com
  39. 39. JOBS/WOZNIAK 1976 $1bn by 1980 1985-1996Jobs & JELLYBEANS iMAC 1999 DIGITAL HUB Online/retail theGeniusWorks.com
  40. 40. theGeniusWorks.com
  41. 41. ipod 2001 $8bnItunes 2003 10bnIphone 2007 $13bn Ipad 2010 theGeniusWorks.com
  42. 42. theGeniusWorks.com
  43. 43. MOBILE DEVICE CO. JOBS + IVEBEAUTIFUL OBJECTS SAYING NO BEYOND PROCESS platformsBold Experiments
  44. 44. theGeniusWorks.com
  45. 45. DON’T SELL PRODUCTS Never first Early adopters Magic words Focus on the feel Packaging Keep moving
  46. 46. Transforming your business
  47. 47. Inspiring people to think differently theGeniusWorks.com
  48. 48. Inspiring people to think bigger
  49. 49. Inspiring people to act differently
  50. 50. “HEaDS DOwN” “HEaDS UP”Inside out Outside inLeading by control Leading by inspirationManaging the steady-state Managing sustained growthEnsuring consistency Catalyst of changeReserved and controlling Passionate and energisingCautious and corporate Open and personalOverseeing work Doing workManaging hierarchically Facilitating communitiesProcess and tasks Knowledge and innovationDoing what always done Embracing ideas from outsideEnforcing regulations Reinventing the rulesProducts and transactions People and relationshipsEvaluating past performance Supporting future performanceGenerating more sales Creating extraordinary valueBrand companies need “heads up” leaders © GeniusWorks 2009
  51. 51. To champion the future
  52. 52. To be on the customer’s side
  53. 53. iPadTo have a passion for extraordinary results theGeniusWorks.com
  54. 54. HERE’S TO THE CRazy ONES ...The misfits. The rebels.The troublemakers.The round pegs in the square holes.The ones who see things differently.Theyre not fond of rules.And they have no respect for the status quo. They invent. They imagine. They heal. They explore. They create. They inspire.You can praise them, disagree with them, They push the human race forward.quote them, disbelieve them,glorify or vilify them. Maybe they have to be crazy. How else can you stare at an empty canvasAbout the only thing you cant do is and see a work of art?ignore them.Because they change things. Or sit in silence and hear a song thats never been written? Or gaze at a red planet and see a laboratory on wheels? While some see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.
  55. 55. The Toolkit (+more online!)Innolab.co.uktheGeniusWorks.com
  56. 56. 100 Action toolswww.theGeniusWorks.comCopyright Peter Fisk 2010
  57. 57. Outside inwww.theGeniusWorks.com theGeniusWorks.comCopyright Peter Fisk 2010
  58. 58. Deep Divingwww.theGeniusWorks.com theGeniusWorks.comCopyright Peter Fisk 2010
  59. 59. Energising people Energisers “Aspirations” “Distinguishers” Building affinity and loyalty Advantages “Wants” “Differentiators” Building relevance and preference Essentials “Needs” “Must Dos” Building awareness and trustwww.theGeniusWorks.com theGeniusWorks.comCopyright Peter Fisk 2010
  60. 60. Changing contextwww.theGeniusWorks.comCopyright Peter Fisk 2010
  61. 61. Context trees Car Gym Office Travel Kit Drink Sports Design Friends Work Enablement context Family Summer Food NutritionColour Vacation Fashions Suncare Application context Home Appearance Hair Skincare Body Clothing Clean Functional context Dressing Washing Shaving © Genius Works 2008 www.thegeniusworks.com
  62. 62. Segmentation You have chosen your target Target Customers are different market, based on its potential to market physically, but even more so in deliver profitable, sustainable their needs and motivations, growth. However not all and potential long-term value customers are equal. to your business. Demographic Needs-based Value-based segmentation segmentation segmentationSegmentation enables you target Each target segment should be the most valuable customers in treated differently, based on your market, in much more Target distinctive propositions, channels relevant and compelling, segments and relationships that engage and accessible ways. them profitably long-term. © Genius Works 2008 www.thegeniusworks.com
  63. 63. Customer-centric Best product Best relationshipThe product-centric business Add value through features Add value through service Competitive obsession Customer obsession Treat customers equally Treat customers differently Wide range of products Personalise solutions Selling and delivering Collaborative and enabling Short term transactions Long term relationships Revenue and volume Profit and value The customer-centric business % market share % best customers % new products % wallet share % satisfaction % advocacy New customers, existing products Existing customers, new products Sales driven, push Buyer driven, pull Customers come to us We go to customers Connect with intermediaries Connect with end users Broadcast campaigns Personal conversations Mass media Experiential Awareness and attraction Engagement and retention Internally focused Externally focused Product management Relationship management Technological innovation Market innovation Product profit centres Customer profit centres Planning and consistency Agility and responsiveness Left brain, X-type people Right brain, Y-type people © Genius Works 2008 www.thegeniusworks.com
  64. 64. The Journey Customer-centric Customer profit centres Customer units Global partnerships Account teams Relationships managers Informal teams Customer teamsProduct/country-centric © Genius Works 2008 www.thegeniusworks.com
  65. 65. Re-Organisation © Genius Works 2008 www.thegeniusworks.com
  66. 66. Customer Value Perceived value of Perceived competitor value of benefits distinctive (what not) benefits (why) Price (how much) Perceived value of core Net benefits value to (what) customer © Genius Works 2008 www.thegeniusworks.com
  67. 67. Re-orientating Lighting Electronic Energy products Products Products A proposition such as “making a difference to the world” engages the environmentally responsible customer in a broader range of solutions from the brand Conscience Customers A proposition such as “improving the quality of family life” addresses the priority of new parents who are reassessing many aspects of their lifestyles Young Family Customers A proposition such as “doing more business on the move” talks to small businesses about how our products can help them grow their businesses Small Business Customers © Genius Works 2008 www.thegeniusworks.com
  68. 68. Value Proposition Customer value proposition The target customer Who? (Who is the target segment) The customer context What? (What they want to achieve) + The distinctive benefits Why? (How you help them do it better) + The relative price position How much? (% more or less than alternatives) - The customer trade offs What not? (What they could get else where) - Value to customer = © Genius Works 2008 www.thegeniusworks.com
  69. 69. Deliver Results
  70. 70. Economic value Actual profits of previous years Estimated profits of future years Adjusted profits of future years (discounted for uncertainty)(more accurately, we considerthe “economic” profit, whichtakes into the cost of capital) Economic “value” is the sum of the likely future profits Previous This Future years year years © Genius Works 2008 www.thegeniusworks.com
  71. 71. Brand Value Brands Intangible assets Relationships Other$57 billion purchase$12 billion revenues Tangible$2.3 billion profits assets © Genius Works 2008 www.thegeniusworks.com
  72. 72. Making the changeChange will happen if A x B x C > DwhereA = an inspiring vision of the what the future organisation will be likeB = the reasons why the current organisation cannot continueC = the first practical steps to get towards the future organisationD = people’s resistance to change, and preference to stay as they are © Genius Works 2008 www.thegeniusworks.com
  73. 73. Managing Change Performance Perform Gain to Change achieve Shock Change to manage Resolve Denial Risk to overcome Explore Anger Accept Time © Genius Works 2008 www.thegeniusworks.com
  74. 74. Peter Fisk peterfisk@peterfisk.comBestselling author www.theGeniusWorks.comInspirational speaker www.innoLab.co.ukBusiness advisor and facilitator www.CreativeGeniusLive.com

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