Vmac 030310 Hennebo

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Presentation prepared for the Brand Management Middle East Conference in Dubai (March 3rd 2010
Having a grasp in the fundamentals of Brand Strategies: business strategies versus brand strategies, brand management in the digital decade, reputational risk management

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Vmac 030310 Hennebo

  1. 1. Brand Management Middle East Dubai, March 3rd, 2010 Session 3: The Fundamentals of Brand Strategies by Benedicte Hennebo, BT Middle East and North Africa
  2. 2. <ul><li>Brand Strategy: Why should I care? </li></ul><ul><li>Part 1: Business Strategy and Brand Strategy </li></ul><ul><li>Part 2: Branding in the Digital Decade and beyond </li></ul><ul><li>Part 3: Branding in crises </li></ul><ul><li>Case Study: BT’s Corporate Branding </li></ul><ul><li>Take Outs and Q&A </li></ul>Agenda
  3. 3. Brands in the News: perception The machine that ran too hot (The Economist) Generating Buzz (The Economist) Steve Jobs and the tablet of hope (The Economist) Dubai’s debt dredging (The Economist)
  4. 4. Corporate Reputation: Why should I care? <ul><li>Financial Performance </li></ul><ul><li>Managing Shareholder Value </li></ul><ul><li>Improved Competitiveness </li></ul><ul><li>Recruiting & Hiring </li></ul>Significance?
  5. 5. Corporate Reputation: Players Local Communities Professional bodies Press/media Society Government Customers Pressure groups EXTERNAL STAKEHOLDERS INTERNAL STAKEHOLDERS CONNECTED STAKEHOLDERS Retailers Distributors Financiers Employees Managers Shareholders Suppliers Source: CIM
  6. 6. Corporate Reputation: How is my brand judged? Criteria? Trust for Employees Generate trust, pride, empower Credibility for Investors Reliability for Customers Responsibility for The Community Promote quality. Provide customer service Show Profit, growth prospects Serve the community. Green the environment Source: CIM
  7. 7. Corporate Reputation: Scope Stakeholders Company Investors Investor Relations Customers Marketing Communications Employees Internal Communications Government Public Affairs Public Public Relations Source: CIM
  8. 8. Business Strategy versus Brand Strategy
  9. 9. Business Strategy vs Brand Strategy <ul><li>Mission: Who/What? </li></ul><ul><li>Vision: Where? </li></ul><ul><li>Strategy: How? (external) </li></ul><ul><li>Values: How? (internal) </li></ul><ul><li>Organisational Structure </li></ul><ul><li>Organisational Culture </li></ul><ul><li>Communication Climate </li></ul>Business Strategy
  10. 10. Business Strategy vs Brand Strategy <ul><li>What are brands: “a name, term, sign, symbol or design or combination of them, </li></ul><ul><li>intended to identify the goods or services of one seller or group of sellers, and to differentiate </li></ul><ul><li>them from those of competitors” (Kotler, 1999) </li></ul><ul><li>Brand elements/assets: Differentiation, Transferability, Psychic value, </li></ul><ul><li>Recall/recognition, Premium, Registration/Control </li></ul>Brand Strategy
  11. 11. Branding Strategies Symbolism: logo, signage, styling, design, etc Monolithic Strategies Endorsed Strategies Branded Strategies Source: CIM
  12. 12. Corporate Comm: Tasks Informing Exploring Influencing Negotiating Relating customers employees shareholders public government Source: CIM
  13. 13. Corporate Comm: Tools Symbolism: logo, signage, styling, design, etc Corporate advertising, PR, sponsorship Media: on and offline Behavior: employees, management performance, overall communication Source: CIM
  14. 14. Brand Strategies in the “Digital Decade” and beyond
  15. 15. Branding in the “Digital Decade” Moving Into the Digital Decade By Bill Gates 2001 2010
  16. 16. Embedded video <ul><li>Socialnomics on youtube </li></ul><ul><li>http:// www.youtube.com/watch?v =sIFYPQjYhv8&feature= fvst </li></ul>
  17. 17. The Competitive forces in the ICT industry <ul><li>Bargaining Power of Suppliers </li></ul><ul><li>ICT Partner Eco System </li></ul><ul><li>Open Innovation </li></ul><ul><li>Integrating social networks data </li></ul><ul><li>Threat of </li></ul><ul><li>New Entrants </li></ul><ul><li>Open systems: Linux, Firefox…. </li></ul><ul><li>Improved & distributed by collaboration of users community </li></ul><ul><li>Limited capital investment, size doesn’t matter </li></ul>ICT Players Competing for Attention <ul><li>Bargaining Power of </li></ul><ul><li>Customers </li></ul><ul><li>Broadband = Commodity </li></ul><ul><li>Lower switching costs: easy access to substitutes and new entrants </li></ul><ul><li>Broader feedback scale </li></ul><ul><li>Threat of </li></ul><ul><li>Substitutes </li></ul><ul><li>VoIP </li></ul><ul><li>Social Networks’ mini-App (I.e.: email) </li></ul><ul><li>Adoption driven by Users Community </li></ul>
  18. 18. Product Or Problem solving? Price Or Premium? Place Or Post? Promotion Or Personalisation? People Or Partner? Processes Or Promptness? Physical Evidence Or Phasebook? In and out Collaboration Revolving around The Customer 7 P’s revisited in a collaborative world…
  19. 19. Customer Service Deals with Customer Complaints & Customer Satisfaction Marketing/Product Management Generates Leads Launch products Sales Close Deals & Upsell CCO End2End View customers customers customers customers The CCO function
  20. 20. The CEO as a branding factor Best Perfoming CEO, Source HBR
  21. 21. The Triple bottom line Environmental Sustainability Economic Sustainability Social Sustainability Triple Bottom Line Source: CIM
  22. 22. No Schizophrenia allowed Sources E. Qualman, Business-Ethics Pfizer’s “Never Ending Dance” to Regain Its Reputation U.S. Airlines Get Poor Grades on Recycling Programs
  23. 23. Brand Strategies in Crises
  24. 24. Brand during crises….
  25. 25. Circumstances requiring corporate communication Periodic Reporting Crisis Situation Rebranding, brand repositioning Strategic Change, repositioning Organisation decline M&A Source: CIM
  26. 26. Reputational Risk Management Risk Identification Identify sources of risk Risk Assessment Assess probability & impact of potential risks Formulate Risk Management Strategies and contingency plans Allocate accountabilities & resources for managing identified risks Identify and manage Influences On the risk outcome Control, Monitor, report, adjust Source: CIM
  27. 27. Risk Assessment Impact Likelihood Source CIM High Medium Low Manage and monitor risks Accept risk: monitor Risk may be accepted Minor Management effort required Management effort worthwhile Risk may be accepted, monitor Moderate Risk management priority Manage and monitor risks Contingency Planning Significant
  28. 28. Crisis communication 1) Avoid the crisis 6) Profiting from the crisis 2) Prepare to manage the crisis 3) Recognise the crisis 4) Contain the crisis 5) Resolving the crisis Source: CIM
  29. 29. Case Study
  30. 30. Embedded video <ul><li>British Telecom – “Ology” </li></ul><ul><li>http://www.youtube.com/watch?v=vEfKEzX9QLE&feature=PlayList&p=43D3793BA3BD1FF8&playnext=1&playnext_from=PL&index=5 </li></ul>
  31. 31. BT Logos Incumbent Market Liberalisation Globalisation Strong identity
  32. 35. Viral marketing: Baci Perugina – From Giovanni to Don Giovanni <ul><li>http://www.youtube.com/watch?v=tn5eiiyoyKk </li></ul>
  33. 36. Q&A

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