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A NEW MODEL FOR GROWTH:
    BRAND, PLACE, AND CULTURE INTEGRATION
THE
CHALLENGE
Current economic situation is adversely impacting business growth and
expansion opportunities.

   Minimal n...
THE
OPPORTUNITY
Evaluate the business, readjust strategies, and prepare to take full
advantage of an economic recovery. Ta...
THE
DECISION
quot;Hunker downquot;, re-structure, and operate the business in a traditional
manner to primarily achieve gr...
THE
TRADITIONAL MODEL
An organization strucutred by traditional business units:

   Finance

   Human Resources

   Inform...
THE
TRADITIONAL MODEL
Necessary to function and to achieve efficiencies.

However, it can breed internal politics and quot...
INTEGRATION
INTEGRATION



The images and perceptions one
associates with an organization.



  Brand Name
  Logo / Tagline
  Color Pa...
INTEGRATION



The physical & virtual platforms in which an
organization interacts and conducts
business with its customer...
INTEGRATION



The values held common among staff
as to the purpose of the organization
and its methods to connect custome...
VS. INTEGRATION



Alignment leads to the creation of
total customer experiences that
differentiates and creates
competiti...
WHO DOES IT WELL:
          RETAIL
WHO DOES IT WELL:
FINANCIAL SERVICES
HOW DO THEY DO IT?
BUSINESS STRATEGIES
ASSESS AND ALIGN
H o n e s t ly asess business performance market potential. Ask
yourself, your staff,...
DESIGN AN
IMPLEMENT THE
MEMBER EXPERIENCE
Member Journey Map: Points of Experience
ENGAGE STAFF IN
THE VISION
Define roles and duties, and connect to the member
experience.

Connect quot;Behind the Scenesq...
PROCESS
A NEW MODEL FOR GROWTH:
    BRAND, PLACE, AND CULTURE INTEGRATION
Brand-Place-Culture Integration
Brand-Place-Culture Integration
Brand-Place-Culture Integration
Brand-Place-Culture Integration
Brand-Place-Culture Integration
Brand-Place-Culture Integration
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Brand-Place-Culture Integration

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Delivering a compelling and consistent customer experience is more critical than ever, given increased competition and reduced consumer spending. Brand awareness and sales potential are optimized when all market "points of presence" and communications work together to differentiate your offering. Brand, Place, and Culture integration creates a powerful, synergistic dynamic within an organization that results in more customers, increased revenue, and greater competitive advantage.

Published in: Business, Economy & Finance
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  • Transcript of "Brand-Place-Culture Integration"

    1. 1. A NEW MODEL FOR GROWTH: BRAND, PLACE, AND CULTURE INTEGRATION
    2. 2. THE CHALLENGE Current economic situation is adversely impacting business growth and expansion opportunities. Minimal new member growth Diminishing deposits Reduced loan activity Margin contraction Reduced budgets
    3. 3. THE OPPORTUNITY Evaluate the business, readjust strategies, and prepare to take full advantage of an economic recovery. Take a hard look at your . . . Vision Members Markets Competitors Products Touchpoints Staff
    4. 4. THE DECISION quot;Hunker downquot;, re-structure, and operate the business in a traditional manner to primarily achieve greater cost efficiencies, or . . . Consider a new model that o p t im iz e s s a le s a n d r e la t io n s h ip s with every member contact.
    5. 5. THE TRADITIONAL MODEL An organization strucutred by traditional business units: Finance Human Resources Information Technology Marketing Operations • Branches / Call Center • Deposits / Lending / Investments • Consumer / Commercial
    6. 6. THE TRADITIONAL MODEL Necessary to function and to achieve efficiencies. However, it can breed internal politics and quot;silosquot; counter-productive to growth. This dymanic is fostered when an organization lacks a c o m m o n p u r p o s e that e v e ry one can adopt and own.
    7. 7. INTEGRATION
    8. 8. INTEGRATION The images and perceptions one associates with an organization. Brand Name Logo / Tagline Color Palette Photo Imagery Awareness Associations Perceptions Gut Feelings Response
    9. 9. INTEGRATION The physical & virtual platforms in which an organization interacts and conducts business with its customers. Branch Exterior Branch Interior ATM Network Drive-Thru Lanes Website Online Banking Mobile Devices Social Networking Sites Blogosphere
    10. 10. INTEGRATION The values held common among staff as to the purpose of the organization and its methods to connect customer needs with services provided. Staff Alignment Brand Understanding Sales / Service Skills Common Vernacular Dress Code “Signature Moments” Performance Goals Sales Incentives
    11. 11. VS. INTEGRATION Alignment leads to the creation of total customer experiences that differentiates and creates competitive advantage.
    12. 12. WHO DOES IT WELL: RETAIL
    13. 13. WHO DOES IT WELL: FINANCIAL SERVICES
    14. 14. HOW DO THEY DO IT?
    15. 15. BUSINESS STRATEGIES ASSESS AND ALIGN H o n e s t ly asess business performance market potential. Ask yourself, your staff, your members, and non-members . . . Who are we? Who are our members? Where are they? How do we stand out? What do we offer? Do we have the right people? Are they trained and incented to perform?
    16. 16. DESIGN AN
    17. 17. IMPLEMENT THE MEMBER EXPERIENCE Member Journey Map: Points of Experience
    18. 18. ENGAGE STAFF IN THE VISION Define roles and duties, and connect to the member experience. Connect quot;Behind the Scenesquot; staff to the member experience. Set clear expectations on behaviors, and performance goals. Obtain commitment from each individual.
    19. 19. PROCESS
    20. 20. A NEW MODEL FOR GROWTH: BRAND, PLACE, AND CULTURE INTEGRATION
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