Your SlideShare is downloading. ×
"Be The Brand" NEW VER! - ConSeptiA (c)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

"Be The Brand" NEW VER! - ConSeptiA (c)

761
views

Published on

"Be the Brand" holistic approach to leadership based upon driving superior brand performance

"Be the Brand" holistic approach to leadership based upon driving superior brand performance

Published in: Business, Travel

0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
761
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
5
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Copyright ConSeptiA/Torben Valsted 
  • 2. “ You cannot teach a man anything; you can only help him find it within himself.” Galileo Your curiosity, Our name Torben Valsted – [email_address] - +385 997 997 715
  • 3. “ To be or not to be, that’s the question” Shakespeare Your challenge, Our vision
  • 4. “ Be the Brand” is about winning the battle for customer accept with the aim of driving sustainable profitable growth From the world of sports we all learned how to “be the ball”...let the ball do the work. The idea of becoming “one” with the ball is driving individual as well as team performance. The reason is practically self understandable as everyone become totally focused upon leading the ball to its final destination...every single player on the team is playing his role but with the same goal. Big companies often become unfocused and lose track of the end-goal...that’s why the “Be the Brand” approach is all about leading the entire organization to succesfully drive customer s’ brand accept and subsequently “sustainable profitable growth”! “ To exist in a certain manner or relation, -- whether as a reality or as a product of thought; to exist as the subject of a certain predicate, that is, as having a certain attribute, or as belonging to a certain sort, or as identical with what is specified” “ A mark made by burning with a hot iron, as upon a cask, to designate the quality, manufacturer, etc., of the contents, or upon an animal, to designate ownership; -- also, a mark for a similar purpose made in any other way” => the brand leaves a mark in the mind of consumers and its strength is representative of the company’s profit potential.
  • 5. To “Be the Brand” the organization must share a consumer-focus ...consumer and brand focus is driving sustainable profitable growth Field Sales Marketing Sales HR IT R&D Production Logistics Finance Consumer ” Good people and training are the keys to successful branding” ” Cost efficient and wide distribution are the keys to successful branding” ” Tracking of performance and connectivity are the keys to successful branding” ” High quality at low cost are the keys to successful branding” ” Good advertising and promotions are the keys to successful branding” ” Good selling skills and a low price are the keys to successful branding” ” Good customer relations and good trade terms are the keys to successful branding” ” Good ROI and profit margins are the keys to successful branding” ” Innovation and new product features are the keys to successful branding” One f ocus One language One way of working
  • 6. The “Be the Brand” Approach – Making Everyone Focused on Delivering Brand Evidence... Aimed at building consumer acceptability , branding is an iterative process focused upon creating a total brand experience where the development of a spirited “Be the Brand” company culture is essential for delive ring evidence strong enough to mak e the brand constitute a convincing promise in the minds of customers – the stronger the evidence the better the brand performance. The Acceptability-meter Promise = Potential The more capacity in the promise, the bigger the potential. Evidence = Realisation The stronger the evidence, the better the performance. Conviction of promise grows => acceptability => sales volume.
  • 7. How to simplify branding and integrate it within the organization?
  • 8. ATTRACTIVENESS Ensure that the product quality and design is developed for customers to create a strong BOND with the brand ASSOCIABILITY Ensure that consumers FEEL the brand and perceived its added value in a way differentiated from competition brands ACTIVATION Ensure that customers get the relevant STIMULI to try or rebuy the brand APPEARANCE Ensure that customers can actually SEE the brand at the “moment of truth” in front of the shelves AFFORDABILITY Ensure that customers understand the DEAL and accept the balance between price and quality AVAILABILITY Ensure that customers can FIND the brand in the relevant channels and outlets ACCOUNTABILITY Ensure that the entire organization has the adequate BELIEF in the brand and that it’s motivated to promote the brand to customers ENGAGEMENT PLAN Ensure that the entire organization share the same TARGETING of future brand development activities EVALUATE Ensure that the organization is listing to the RESPONSE from the market and continuously strive to learn and improve...correct to target! EXECUTE Ensure to utilize the FORCE of everyone in the organization lifting together based on a coached approach ENERGIZE Ensure to constantly nurish the DRIVE that will make everyone in the organization true brand enthusiasts ENABLE Ensure to implement DIRECTIONS on how to share the tools and processes needed to develop the brand ENVISION Ensure the organization share the same DREAM of how to make the brand successful EMPOWER Ensure to delegate responsibility and develop INITIATIVE to innovate and constantly improve performance based upon motivation
  • 9. The “Be” in “Be the Brand” – Brand Leadership Chance Evaluation Execution Engagement Plan Empowering Energizing Enabling Envisioning Evaluation No dream (confusion) Execution Engagement Plan Empowering Energizing Enabling No response ( Extinction ) Execution Engagement Plan Empowering Energizing Enabling Envisioning Evaluation No directions ( frustration ) Execution Engagement Plan Empowering Energizing Envisioning Evaluation No drive (slow pace) Execution Engagement Plan Empowering Enabling Envisioning Evaluation No initiative (demotivation) Execution Engagement Plan Energizing Enabling Envisioning Evaluation No targeting (f alse start ) Execution Empowering Energizing Enabling Envisioning Evaluation No force (poor results) Engagement Plan Empowering Energizing Enabling Envisioning
  • 10. The “Brand” in “Be the Brand” – Branding Elements Chance Activation Associability Attractiveness Accountability Appearance Affordability Availability Activation No find Associability Attractiveness Accountability Appearance Affordability No stimuli Associability Attractiveness Accountability Appearance Affordability Availability Activation No deal Associability Attractiveness Accountability Appearance Availability Activation No see Associability Attractiveness Accountability Affordability Availability Activation No belief Associability Attractiveness Appearance Affordability Availability Activation No bond Associability Accountability Appearance Affordability Availability Activation No feel Attractiveness Accountability Appearance Affordability Availability
  • 11. Melting together BE and BRAND to create a success-framework Operational Parameters Organizational Parameters Where are we going? What is needed to get there? How do we create the energy needed to make the journey? Who is performing according to plan and how to coach? What did we learn? Who is responsible? How to target and engage the organisation to realize the vision?
  • 12. “ History is more or less bunk. It's tradition. We don't want tradition. We want to live in the present and the only history that is worth a tinker's damn is the history we make today. ” Henry Ford Your vision, Our challenge
  • 13. “ Be the Brand” companies must become totally business driven Profit drive of the company strategy (7A) Yearly profit and growth rate Sustainability of company strategy (7E) Organization’s ability to sustain growth Harvest Cost efficiency Grow/Invest Enduring profitable growth Divest “ Be the Brand” companies have longer staying power and stronger buy-in from the organization
  • 14. “ Be the Brand” companies must become totally market oriented Performance and goal orientation (7E) Customer & consumer relations (7A) Internal focused non-performers Friendship-seeking underperformers ” Hollow” goal-oriented underperformers Performance driven business relations “ Think like a man of action and act like a man of thought.” Henri Bergson “ Be the Brand” companies are naturally market and performance oriented because otherwise they cannot be part of the game
  • 15. “ Be the Brand” companies value the brand as the source of their success What is driving the acceptability of your brands? Behavioral Accept Perceptual Accept What is driving acceptability among target consumers? Acceptability Drivers Behavioral Appeal Perceptual Appeal Which type of appeal must we base the promise upon to achieve accept? Promise In-store Communication Non-store Communication Evidence What must we do to deliver the evidence for the brand promise? Evidence
  • 16. Optimized strategic 7A approach based upon targeting, positioning and a balanced delivery of evidence Segmentation & Targeting Positioning & Communication Platform Strategic Balancing of Evidence Consumer Acceptability Promise ATTRACTIVENESS Ensure that the product quality and design is developed for customers to create a strong BOND with the brand ASSOCIABILITY Ensure that consumers FEEL the brand and perceived its added value in a way differentiated from competition brands ACTIVATION Ensure that customers get the relevant STIMULI to try or rebuy the brand APPEARANCE Ensure that customers can actually SEE the brand at the “moment of truth” in front of the shelves AFFORDABILITY Ensure that customers understand the DEAL and accept the balance between price and quality AVAILABILITY Ensure that customers can FIND the brand in the relevant channels and outlets ACCOUNTABILITY Ensure that the entire organization has the adequate BELIEF in the brand and that it’s motivated to promote the brand in every way Portfolio Growth Strategy Evidence
  • 17. The 7A-mix must be balanced according to brand life-cycle & strategy
  • 18. To “Be the Brand” the organization must evolve through learning Confidence level in the team Consciously Incompetent Competence Unconsciously Incompetent Consciously Competent 1. Forming When a group is just learning to deal with one another, a time when minimal work gets accomplished 2. Storming A time of stressful negotiation of the terms under which the team will work together; a trial by fire 3. Norming A time in which roles are accepted, team feeling develops, and information is freely shared 4. Performing When optimal levels are finally realized – in productivity, quality, decision making, allocation of resources and interpersonal interdependence Temptation to quit C Attempts to bridge this gap with early practical wins or accelerated knowledge will most often fail as they don’t come to live within the organisation.
  • 19. “ To fight and conquer in all your battles is not supreme excellence; supreme excellence consists in breaking the enemy's resistance without fighting ” Sun Tzu Your wish, Our command
  • 20. “ Be the Brand” companies understand the interaction between strategy and competencies Competency building (7E) Organizational anchoring and execution of solutions Strategic development (7A) Implementation of an integrated execution -based branding platform Empty promises Eroding companies No direction Competent brand envisioners “ The best way to predict your future is to create it” John Evan-Jones “ Be the Brand” companies understand the importance of making competencies and strategy integral parts of the mindset
  • 21. To accelerate “Be the Brand” implementation companies should utilize internal as well as external resources Management empowerment (7E/7A) Training and coaching (7E/7A) No development Subdued potential “ Framed” development Accelerated learning “ The real leader has no need to lead-he is content to point the way” Henry Miller “ Be the Brand” companies are creating learning environments where all valuable input is welcomed
  • 22. ConSepti A is facilitating the “Be the Brand” implementation and not just selling ”fancy” strategic solutions Competency building Organisational anchoring and execution of solutions Strategic development Implementation of an integrated executionable branding platform We invented the “Be the Brand” winning concept! Educational centres Traditional consult ing Facilitators ConSeptiA We make solutions live within!
  • 23. A facilitated “Be the Brand” implementation process looks different than a typical consulting process... Typical consulting process ConSeptiA’s facilitated process (A’ce Coaching) Investigative phase Consultants Agreeing upon commercial approach Facilitators -> Organisation Strategic solution Consultants Organisational adaptation Consultants -> Organisation Approach-based problem identification Organisation w. Facilitators Approach-based strategic solution Organisation w. Facilitators Approach-based implementation Organisation (Facilitators) Implementation Organisation
  • 24. “ Do not go where the path may lead, go instead where there is no path and leave a trail ” Ralph Waldo Emerson Torben Valsted – [email_address] - +385 997 997 715
  • 25. Pillars of experience – Torben Valsted Entrepreneur – DiaPharma Successfully built mail-order company selling disinfectants and diabetes-utensils Trade Mkt. Director – Carlsberg Developed Denmark’s strongest trade marketing organization creating strong sales-marketing cooperation and customer relations – member of the top-mnmgt. team Dir. of Mkt. and Business dev – Carlsberg Croatia Turned around the company through development of a strong sales and marketing organization – built long term sales drive. Member of the Board of Directors Commercial Director – Nestlé Adriatic Built the Nestlé sales, trade marketing and route-to-market approach in the ex-yugoslavian region. Simultaneously coached the development of marketing strategy and activities. Revenues were tripled from €30M to €100M in 3 years while the organization was expanded from 45 to 200+ employees Managing Director – ConSeptiA Successfully building ConSeptiA as Croatia’s 1st consulting company focused upon developing solutions and making them live within the customers’ organizations. Won key contracts in front of several international consultancies. Enthusiastic soccer player Played at a very active level for the local 1st team. Learned to function in a team and persistently fight for reaching the goal. Presenter on misc. diabetes conferences Learning-by-doing approach to developing presentation techniques. Held several presentations in a young age. Key-note speaker on business conferences Became a sought-after presenter within the areas of sales, marketing and trade marketing. Held a big number of key-note presentations on business conferences, seminars etc. Frequent guest lecturer on Cph. Bus. School Held several guest lectures on Copenhagen Business School at Bachelor and Masters level. Subjects covered: business in practice, trade marketing, sales and marketing Author of several business articles Got reputation as a capacity within the Trade Marketing field and was encouraged to write a number of business articles for different magazines. High School Finished high school with high grades but felt the direction wasn’t enough practically oriented Higher Commercial Degree Developed an all-round theoretical insight in to the corporate world Graduated with top grades – best of the year Masters Degree Mkt. – Cph. Bus. School Received an in-depth understanding of sales and marketing theory with a practical angle Graduated with high grades Management Psychology – Evan-Jones Int. Learned how to lead people through motivation and create extraordinary organizational drive – MBA-level program Graduated with superior grades Misc. Training Programs – diff. vendors Participated in all Carlsberg’s internal training programs as well as a big number of external training programs. Participation in Nestlé training programs including Executive Education on London Business School Core Practical Additional Experience Core Academic Torben Valsted – [email_address] - +385 997 997 715