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Sustaining Your Brand in the Economic Downturn

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    Sustaining Your Brand in the Economic Downturn - Presentation Transcript

    1. SUSTAINING YOUR BRAND IN THE ECONOMIC DOWNTURN Case Study, Concepts, and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
    2. Intro: CNI
      • 20 years old
      • Core Business: MLM
      • Others: Contract Manufacturing, F&B Retail, Export/Trading, eCommerce, Shared Services
      • Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan, Oman, United States, Vietnam
      • Staff force: ± 500
      • Distributors: 200,000
      • Products: Consumer Goods and Services
    3. Agenda
      • Branding regardless of economic situation
      • Branding in a Downturn
    4. Branding regardless of downturn, upturn or u-turn
    5. Branding today…
      • 13 th April 2009
      • Two Domino’s employees
      • YouTube
      • Apology from Domino’s after 48 hours
      • 1 million hits
      • Twitter: questions on silence
      • LinkedIn: suggestions by users in forum
      BusinessWeek, May 4, 2009
    6. Branding And what this means to businesses today www.myCNI.com.my www.OOBEY.com
    7. The real goal of Marketing and Branding Understanding our role in the whole scheme of things www.myCNI.com.my www.OOBEY.com
    8. What is the purpose of Marketing & Branding? Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “ Retention and Loyalty are useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com
    9. What is the purpose of Marketing & Branding? “ Retention and Loyalty are useless if No Conversion is happening.” “ Communication is useless if No Conversion is happening.” www.myCNI.com.my www.OOBEY.com
    10. What is the Objective?
      • Comm = Relationship (something like Dating)
      • Comm ≠ Media glitz
      • Comm ≠ ATL/BTL/BwTL/ArTL/FTL
      • Comm ≠ CSR
      • Comm = Get more people, to buy more, more frequently, at higher prices
      www.myCNI.com.my www.OOBEY.com
    11. Components of Branding Positioning Execution Communication www.myCNI.com.my www.OOBEY.com
    12. Summary of Branding Branding in its simplest form (and it saves cost too…) www.myCNI.com.my www.OOBEY.com
    13. Focus
    14. Communicate
    15.  
    16. Check
    17.  
    18. Business Model in Branding The biggest impact www.myCNI.com.my www.OOBEY.com
    19. Alignment & Consistency USP Market Discipline Profit Model
      • Google
      • Air Asia
      • Tata Nano
    20. Alignment & Consistency
      • "Exactly what I need"
      • Customized products
      • Personalized communications
      • "They're very responsive"
      • Preferential service and flexibility
      • Recommends what I need
      • "I'm very loyal to them"
      • Helps us to be a success
      "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy www.myCNI.com.my www.OOBEY.com
    21. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) www.myCNI.com.my www.OOBEY.com
    22. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    23. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
      • Product Leadership
      • New, state of the art products or services
      • Risk takers
      • Meet volatile customer needs
      • Fast concept-to- counter
      • Never satisfied - obsolete own and competitors' products
      • Learning organization
      Alignment & Consistency: Disciplines, Priorities, and KPIs
      • Operational Excellence
      • Competitive price
      • Error free, reliable
      • Fast (on demand)
      • Simple
      • Responsive
      • Consistent information for all
      • Transactional
      • 'Once and Done'
      • Customer Intimacy
      • Management by Fact
      • Easy to do business with
      • Have it your way (customization)
      • Market segments of one
      • Proactive, flexible
      • Relationship and consultative selling
      • Cross selling
      www.myCNI.com.my www.OOBEY.com
    25. The McPlaybook*
      • Make it easy to eat
      • 50% drive-thru
      • Meals held in one hand
      • Make it easy to prepare
      • High Turnover
      • Tasks simple to learn & repeat
      • Make it quick
      • “ Fast Food”
      • Tests new products for Cooking Times
      • Make what customers want
      • Prowls market for new products
      • Monitored field tests
      *Adapted from: Businessweek , Februrary 5 th 2007 www.myCNI.com.my www.OOBEY.com
    26. Alignment & Consistency Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
    27. Alignment & Consistency Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) HP well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009
    28. Alignment & Consistency: Business Model USP Market Discipline Profit Model
    29. Branding in a Downturn
    30. Business Strategy vs. Consumer
    31. The Five Branding Ideas in a Downturn The best solutions are usually not obvious www.myCNI.com.my www.OOBEY.com
    32. The Five Branding Ideas in a Downturn
      • Reduce Cost by Reducing Focus
      • Integrate Communications (Consistency)
      • Feed you, Feed me
      • Bad News
      • Targeted Communications
      www.myCNI.com.my www.OOBEY.com
    33. Downturn Idea #1: Reduce Cost by Reducing Focus www.myCNI.com.my www.OOBEY.com
    34. Strategy vs. Focus Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer NPD Cycle Time Improve Edge Extensions Counter Competitor Innovation Acquire Profits Build momentum Sales Cash Flow Innovation/R&D Focus ‘Breakthroughs’ JV, In-source, Out-source Eliminate bottom 20% Improve Top 15% revenue-generating products ↓ R&D, ↑ Sales www.myCNI.com.my www.OOBEY.com
    35. Side Notes on Cost Reduction Strategy
      • Cost Reduction
      5% - 30% 30% - 80% Business Model
      • USP
      • Profit Model
      • Market Discipline
      Operational
      • Finance and HR
      • Supply Chain
      • R&D
      • Sales & Marketing
    36. Business Situation vs. Sales Upturn Flat Downturn Fight Complacency Sharpen Edge Keep Momentum Conquer ‘ Change’ mgmt Reduce Fat Continuity Everyone Happy Innovation Acquire Profits Build momentum Sales Cash Flow Talent Mgmt Innovation/R&D Early wins Slow Down HR Costs www.myCNI.com.my www.OOBEY.com
      • Reduce price by reducing non-product prices
      • Optimize customers’ current assets
      • Offset customers’ costs
      • Focus market share
      • CEO and Sr. Mgmt in the field
      • Sell up the buyer chain
      • Motivate troops
      • Add extra services
      • Control troop emotions
      Improve Top 15% revenue-generating products ↓ R&D, ↑ Sales
    37. Downturn Idea #2: Consistency Integration www.myCNI.com.my www.OOBEY.com
    38. Communications Integration and Consistency Communications Internal External Mgmt Customers Suppliers Proactive Reactive Proactive Reactive COMM Tools COMM Tools www.myCNI.com.my www.OOBEY.com Employees Media Government Public Authorities Associations Universities NGOs Investors
    39. Alignment & Consistency: Business Model USP Market Discipline Profit Model
    40. Alignment: 4-Wheels Model Culture Business Model Brand Strategy Structure Person Leadership Resources
    41. Alignment & Consistency: The 6 Sins of Greenwashing
      • Sin of the Hidden Trade-Off
      • Sin of No Proof
      • Sin of Vagueness
      • Sin of Irrelevance
      • Sin of Fibbing
      • Sin of Lesser of Two Evils
      Study by: TerraChoice, December 2007 www.myCNI.com.my www.OOBEY.com
    42. Alignment & Consistency: The 6 Sins of Greenwashing 1. Sin of the Hidden Trade-Off “ Energy-efficient” electronics that contain hazardous materials. 998 products and 57% of all environmental claims committed this Sin. 2. Sin of No Proof Shampoos claiming to be “certified organic,” but with no verifiable certification. 454 products and 26% of environmental claims committed this Sin. 3. Sin of Vagueness Products claiming to be 100% natural when many naturally-occurring substances are hazardous, like arsenic and formaldehyde Seen in 196 products or 11% of environmental claims.
    43. Alignment & Consistency: The 6 Sins of Greenwashing 4. Sin of Irrelevance Products claiming to be CFC-free, even though CFCs were banned 20 years ago. Seen in 78 products and 4% of environmental claims. 5. Sin of Fibbing Products falsely claiming to be certified by an internationally recognized environmental standard like EcoLogo, Energy Star or Green Seal. Found in 10 products or less than 1% of environmental claims. 6. Sin of Lesser of Two Evils Organic cigarettes or “environmentally friendly” pesticides This occurred in 17 products or 1% of environmental claims.
    44. Downturn Idea #3: Feed you, Feed me www.myCNI.com.my www.OOBEY.com
    45. Integrating Internal/External Internal External Feed Feed www.myCNI.com.my www.OOBEY.com
    46. Integrating Internal/External
      • Internal
      • Halal Committee
      • Social Education (e.g. SCK)
      • Umrah trip
      • China Trip
      • RBOS
      • CFA/HFA
      • Coffee Van
      • External
      • Sponsorship
      • Donations
      • News clippings
      • Newspaper Ads
      • MHI
      • Awards
      • Corporate Profile
      • AGM
      • Gov. Celebrity
      • Analyst research
      www.myCNI.com.my www.OOBEY.com
    47. Downturn Idea #4: Corporate Reputation Handling Bad News and Good News before it becomes a Cost www.myCNI.com.my www.OOBEY.com
    48. PR Challenges
      • “ Good news for stockholders can be bad news for other stakeholders.”
      • Gregory Miller, Assoc. Prof., Harvard Business School.
      www.myCNI.com.my www.OOBEY.com
    49. Audiences – Good News? Bad News?
      • money saved by tough bargaining with a union
      • announcing a dividend: to employees
      • announcing a dividend: to environmentalists
      • setting up Diversified business
      Attachment 2 - Building Trust with One Group Can Destroy Trust with Another www.myCNI.com.my www.OOBEY.com
    50. News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution www.myCNI.com.my www.OOBEY.com Born Stupid Didn’t study hard enough Lousy Teachers Sudden high extreme marking stds E.g. Failed SPM
    51. Good News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com ?  
    52. Good News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution www.myCNI.com.my www.OOBEY.com ?   Foreign investor Segment growth R&D breakthrough
    53. Bad News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution  www.myCNI.com.my www.OOBEY.com   
    54. Bad News vs. Controllability Can Control Cannot Control Internal Attribution External Attribution www.myCNI.com.my www.OOBEY.com   Oil spill Product recall Marketing strategy Bad debts (NPL) Pandemic Economy crisis
    55. Downturn Idea #5: Right Tools at the Right Time with the Right Audience The power of targeted branding communications www.myCNI.com.my www.OOBEY.com
    56. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mass Traditional, In-home, Out-Of-Home Mass Unconventional Mass Online www.myCNI.com.my www.OOBEY.com Refer Attachment 3
    57. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Mass Targeted Conventional Mass Targeted Online E.g. Annual Reports, Analyst Briefings, IR Roadshows, IR Website www.myCNI.com.my www.OOBEY.com Refer Attachment 3
    58. The Right Tools for the Job Reach of Communication Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Individual Targeted Conventional Individual Targeted Online www.myCNI.com.my www.OOBEY.com Contests One-on-One Refer Attachment 3
    59. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types Essentials Treats Postponables Expandables Your Products/Services
    60. Downturn: Customer Types vs. Branding Your Products/Services Essentials Treats Post-ponables Expan-dables
      • Necessary
      • Survival
      • Well-being
      • Indulgences
      • Justifiable
      • Needed or desired
      • Can be put off
      • Unnecessary
      • Unjustifiable
    61. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Price
      • Smaller Pack
      • Private Labels
      • Low-cost ‘Value’ products
      • Fighter Brands
      • Less Variety/Customization
      • Immediate cash back
      Essentials
    62. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Shrink sizes
      • Hold down prices
      • “ You Deserve It”
      • Less Variety/Customization
      • Immediate cash back
      Treats
    63. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Low-cost Financing
      • Exceptional Deals
      • “ Danger of Postponing”
      • Immediate cash back
      Postponables
    64. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Offer D.I.Y. versions
      • Awareness
      • Immediate cash back
      Expandables
    65. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Lower Price options
      • Bonus Packs (Stockpile)
      • “ Dependability”
      • “ Good enough”
      • Immediate cash back
      Essentials
    66. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Reward Loyalty
      • “ Improve Morale”
      • Affordable vs. Luxury
      • Immediate cash back
      Treats
    67. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Simpler Models, Lower Prices
      • Lower TCO models
      • Repair services
      • Immediate cash back
      Postponables
    68. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Awareness
      • R&D of Core Products
      • Immediate cash back
      Expandables
    69. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Awareness
      Essentials
    70. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • “ Outstanding Quality”
      • “ You deserve it”
      Treats
    71. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • “ Save from Buying Now”
      • “ You are missing out”
      Postponables
    72. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Discreet purchase (avoid flaunting)
      • “ Impress Your friends”
      Expandables
    73. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Awareness
      • “ You can’t live without it”
      Essentials
    74. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • A.R.O.
      • “ Seize the moment”
      Treats
    75. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • Monthly Payment Plans
      • “ Quality of Life”
      Postponables
    76. Downturn: Customer Types vs. Branding Hand brake Surviving Well Off Don’t Care Customer Types
      • New products
      • “ Must Have”
      • “ For exclusive people…”
      Expandables
    77. End Notes www.myCNI.com.my www.OOBEY.com
    78. Branding in a Downturn
    79. Branding in a Downturn
    80. Branding in a Downturn
    81. Way back in 2004…
      • Thomas Cup, Indonesia
    82. In 2007…
      • CNI ‘Beemax’ Factory Visit, China
      • Top Leaders
      • Product Development
      • Media
    83. What is the purpose of Marketing & Branding? Ultimate Objective of Marketing: “ Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman www.myCNI.com.my www.OOBEY.com
    84. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/

    + Kenny OngKenny Ong, 1 month ago

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