Brand implementation

Introduction speaker date 18 May 2009

Why Brand Implementation & Management?  A guideline by itself has no meaning  To be effective it has to guide behaviour of suppliers, processes and people  More important, the correct application has to create the designed brand experience at the customer touch points  When a visual identity is not managed well, it will scatter, reducing emotional impact on the brand touch points  When your brand identity makes a competitive difference, it‟s application needs to be managed to maintain the desired effect over time Introduction 18 May 2009

Why Brand Implementation & Management? 2002 2007 To add value: Premier Inn’s increase of average room rate Introduction 18 May 2009

Why Brand Implementation & Management? 2002 2004 To reduce cost: Randstad’s savings on marcom material Introduction 18 May 2009

We implement brands all day, every day Cross border brand implementations Physical brand implementation The VIM Group specialises in the physical application of new or adopted brand identities in all possible identity carriers of every business unit in every geographical location . The independent implementation network The network employs 200 professionals in Europe, North America, Middle East and Australia with a proven Brand Identity Life Cycle approach based on 700 successful implementations over the last 18 years Introduction 18 May 2009

Our cross border track record Heineken Corus TNT (Wilson) Caterpillar 110 locations 220 locations 129 locations 220 locations 50 countries 31 countries 28 countries 157 countries global global global Europe USG people Nordea Alcan Premier Inn) 1500 locations 1250 locations 120 locations 506 locations Europe Scandinavia North America EMEA Introduction 18 May 2009

Our cross road of qualities RESULT DRIVEN On-time, on-budget, on-brand delivery CONSISTENT Manage the implementation as a process INNOVATIVE Provide innovative web-tooling to control brand appearance INDEPENDANT Optimise the supplier network for visual and financial results PRAGMATIC Guide and empower the customer‟s organisation Introduction 18 May 2009

Result driven On time, on-budget and on-brand delivery at the implementation of the „brand new‟ Allstream identity Allstream’s new identity statement Allstream is a new beginning for a new company. Our name change from AT&T Canada signals our new status as a fully independent company with a fresh new outlook. We understand that the continuous flow of information that travels through networks is more than just data - it's the value people create Angie Specic, Director Marketing, Allstream “Completing a $ 25 million, marketing focused project ahead of schedule and under budget is truly a notable feat and one that the branding industry can learn from.” Introduction 18 May 2009

Consistent Manage the implementation as a process „white to yellow‟ re-brand and global Exel integration DHL’s logistics excellence ambition DHL is the global leader in logistics - with more highly experienced professionals at more locations in more countries than any other provider. Our goal is to provide world class services, across all our operations. Excellence is about achieving beyond expectations for all our customers, whatever their size and wherever they need us. Henri van Noorloos, Purchasing Manager, DHL “We are really satisfied. Their smart approach results in shorter lead times, transparent and clear processes and lower costs.” Introduction 18 May 2009

Innovative Provide innovative web-tooling to control brand appearance at the European roll out of the Apple retail stores Apple’s design philosophy Design dictates the quantity of raw materials as well as the type and recyclability of materials used. Our Less is more philosophy also helps to reduce waste and energy consumption, during manufacturing and product use. Our design innovation optimises the useful life of our products. Bob Laughrea, Retail Development, Apple “They combine innovation with creative technical solutions helping assure that the Apple brand experience is implemented consistently.” Introduction 18 May 2009

Independent Optimise the supplier network for visual and financial results to highlight Heineken‟s premium brand appearance in thousands of pubs Heineken’s “Serving the planet” strategy Our brand strategy is to build a strong portfolio that combines the power of local and international brands. For the Heineken and Amstel brands, we develop and maintain central guidelines and standards for brand style, brand value and brand development. Gerard Straathof, Supply Chain Manager, Heineken “A real win-win situation, where every party in the chain does what he does best: central suppliers, local installation and a identity management company to coordinate it all.” Introduction 18 May 2009

Supportive Guide and empower the customer‟s organisation at the Alcan-Alusuisse Group merger Alcan’s corporate value: teamwork We believe in leveraging the abilities of our stakeholders through a cooperative team approach to problem solving and project implementation. Team work will add value by enriching our relationships where we operate, more over it is vital to the success of our organization. Dan Gagnier, Sr VP of Corporate and External Affairs, Alcan “They helped us bring our project in under budget. In doing so, our business group managers were able to learn from the process and take over the ongoing responsibilities for managing our brand issues.” Introduction 18 May 2009

Effective Important role for strategically perfect fitting visual identity The Transavia brand Under the brand name “transavia.com”, Transavia Airlines provides competitively priced air travel along with an up-to-date and innovative range of travel-related products and services. Petra van der Peijl, Director Corporate Communications, transavia.com They‟ve assisted us with gaining insight for the impact of the presumed change of visual identity. Smart plans of requirements and a lot of tips to avoid all the practical pitfalls. Our result is a visual identity that stands for what we want to convey as an organisation. Introduction 18 May 2009

Our Brand Identity Life Cycle approach Critical Success Factors Start thinking about the practicalities, processes and cost savings from start Look at it as an ongoing process, not a project which peaks at design STRATEGY What are the costs of a re-brand, where do I need assistance? CREATION How to implement the design with maximum impact and minimal costs? IMPLEMENTATION How to keep control with so many touch points and parties to deal with? MANAGEMENT How to maintain my brand assets with limited resources? EVALUATION How to align brand appearance with brand compliancy and ambition? Introduction 18 May 2009

Strategic planning Impact valuation Early implementation audit Gauging the costs of an identity change Determine the roadmap and assess the or brand enhancement program with client‟s own competences on managing 85% accuracy in five to ten days with a change program in terms of our unique ImpactValuator™. organisation, processes, and resources. Introduction 18 May 2009

Creation Survey & rationalization Value & process engineering Surveying current use of identity Optimise the physical application and carriers while reducing formats and deployment process of the new identity sizes to save cost and determine on all carriers to reduce costs and production volume to be tendered. enhance visual consistency. Introduction 18 May 2009

Implementation CI support office & web-tooling Project Management Aligns delivery processes, manages the Provide hands-on project management suppliers, handles invoicing, provides support at critical roll out events to relief pre- and post re-brand photo evidence, customer‟s organisation and assure an monitors progress to facilitate our on-time implementation. client‟s organisation. Introduction 18 May 2009

Management Visual Identity Management Process improvement consultancy Systems We provide hands on assistance to With these web-based systems the optimise the usage - supply chain of brand identity management process is specific identity carriers, such as: effectively facilitated. This will enforce consistency, and purchasing policies, - printed matter/office templates protecting brand investments and - printing on demand/brand portals saving costs. - outlet branding (signage and interior) - vehicle branding (livery) Introduction 18 May 2009

Evaluation Brand health check Brand compliancy monitoring Every brand identity needs a thorough When a brand is not properly managed it health check to guide improvements will fragment and lose value. We assist programs. We have qualified teams to clients to set up brand compliancy perform these audits. systems to align brand ambition with brand appearance, reduce costs and help evolve compliancy control into brand identity improvement. Introduction 18 May 2009

Case: TNT  Overnight re-brand of TPG holding company for IPO  Re-brand of TPG Post to TNT (red to orange) effecting all identity carriers (mail boxes, work wear, vehicles, buildings)  Re-brand of Wilson Logistics to TNT (in 28 countries)  Value engineering vehicle base colour from white to orange with white TNT decal (saving millions of Euro‟s)  Global payoff change to “Sure we can” Introduction 18 May 2009

Case: Nordea Bank  Recommending a brand management organisation for the launch and ongoing maintenance of the new identity  Rationalisation of printed matter and stationery  Front office IT-tooling (Word, PowerPoint)  Roll out of signage, interior and way finding on all 1,250 branches in the Scandinavian region Introduction 18 May 2009

Case: Toyota Corien Plaisier, Dealer Support Louwman & Parqui B.V, Toyota Netherlands They are a full service, corporate identity management bureau. They can arrange everything for you in a CI/CD project, from applying for planning permits with the municipalities, accompanying the tender for illuminated signage suppliers and rolling out the installation of signage and showroom concepts to providing the management and maintenance. In addition, they have been able to realise serious cost savings for us. I have come to know them as a straightforward, pragmatic company where nice people work that are reliable and expert. Introduction 18 May 2009

Case: Heineken  Pre-roll out audits and project management for the world wide roll out of the enhanced „Heineken International‟ identity  Rationalisation of printed matter and stationery  Front office IT-tooling (Word, PowerPoint)  Implement visual identity management for buildings to reduce signage maintenance cost of 11,000 pubs in the Netherlands Introduction 18 May 2009

Case: John Lewis retail stores  Translation of two dimensional design to a signage and graphics package set in close cooperation with the design team  Traffic analysis and optimisation of customer navigation and way finding system  Prototyping, sourcing and turnkey delivery of three pilot stores  Roll out management of stores in the UK  Assisted with the special Peter Jones outlet renovation (way finding system) Introduction 18 May 2009

Case: Randstad  Project management for brand portal development  Development of user friendly wizards to facilitate content creation of market communication material within corporate guidelines  Publishing on demand for market communication material (business cards, window posters, brochures) and on-line media  Realised structural savings of 30% of overall marketing budget Introduction 18 May 2009

Case: DHL  Implement the new DHL corporate identity on 3,300 vehicles in the Benelux using mobile re-branding tents  Implement visual identity management for vehicles to reduce damage repair costs with 25%  Facilitate the world wide re-brand of 11,000 Exel units to DHL with our CI support office and flying doctors project management Introduction 18 May 2009

Case: Gonzales BBQ restaurants  Overall planning and management of the new chain launch  Set up of flexible turn key costing schemes to accelerate the time to market (from outlet selection to opening)  Select outlets, contract construction, wet works, interior decorating and sourcing of branded and non-branded items  Permit planning and approval communication with municipalities  Formula and concept management during national roll out Introduction 18 May 2009

Case: ABN AMRO  Project management with various identity updates  Brand Portal to accommodate the one logo brand architecture  Value engineering, prototyping and specification and tender assistance of all branded environment carriers (external and interior) for the new bank-shop retail formula  Web tooling and process/help desk support of the clean shop brand revitalisation program Introduction 18 May 2009

Case: British land – Regent’s place  Pedestrian way finding for striking business development  Develop a seamless signage and way finding system, visually consistent with the landscape, street furniture and landscape  Prototype, specify, contract production and installation  Manage implementation, quality control and supply chain management Introduction 18 May 2009

Case: CIBC  Project revitalisation of one identity brand program. Impact analysis to determine which processes, competences and resources were covered by the CIBC organisation  Set up and source the in-branche merchandising program  Successful completion of 2400 forms, 30 cards, 3300 ATM‟s and all internet and third party websites  Brand revitalization team won the CIBC Achievers award (transition halted unsuccessfully several times before) Introduction 18 May 2009

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Brand implementation

by marccloosterman on Aug 12, 2009

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Brand implementation — Presentation Transcript

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