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BEXIO is a brand management model offering companies to play out future scenarios of their brands so they can be managed faster and smarter.

The BEXIO Model was created in response to today’s hostile and turbulent business environment putting pressure on brands and organisations of all sizes and across all industries.

Those organizations who address these complex and volatile realities are best positioned to outperform in “the decade of faster and smarter branding.”

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  1. 1. I created BEXIO to provide a model that would guideand inspire brand practitioners to play out scenarios fortheir brands and discover their future greatness.I hope you will find it useful.Anders BraekkenAnders Braekken, BEXIO Creator
  2. 2. The model approaches brands and branding from differentperspectives, looks at the branding process through differentlenses and represents a style and philosophy of doing branding.It is just as much about management, operations and capabilities,corporate culture, decision-making, execution and relationship-building as creative thinking, design and communication.
  3. 3. Ever since the 1980s brands have proliferated and competition among brands hasproven to be a fierce battlefield. We have observed how classical brand andbusiness models have been replaced or complemented with new ones.Massive penetration and diffusion of communication platforms, devices and servicestogether with the digitalisation of processes and contents have changed consumerand organisational behaviour leading to new branding practices. We have witnessedhow entire industries have been fragmented and transformed and how societieshave changed.However, as the brand landscape continues to change and adapt to its environment,as it always has, the ultimate challenge of literally any brand remains the same:How to connect with people, become part of their lives and stay there?
  4. 4. Where to position the brand and how to get there?What operations are required to deliver the brand promise?What resources and competences do we need to deploy?What should the brand be called and look like?When and how to express the brand and engage stakeholders?How do we manage stakeholder perceptions and our brands reputation?How do we create value for stakeholders and shareholders?
  5. 5. The BEXIO model advocates the use of simulation excercises to play out alternativescenarios of the brand in order to identify the best possible choice of strategicdirection and elaborate possible contingency plans. Scenario simulation is apowerful tool for anticipating and managing change imposed by competing brandsor changes in the general business environment. Simulations into demographicchanges, peoples behaviour, social trends and cultural context will also yield greatinsights for the brand.The BEXIO Model considers branding an iterative process which will become evermore effective as learning, drilling and training takes place. Examples from suchwide disciplines as sports, entertainment and the armed forces offers compellingarguments for why organisations should do training and simulation excercises tokeep their brands fit.
  6. 6. ● End-to-end overview of the branding process.● Corporate and brand strategy alignment.● Brand strategy and execution alignment.● Coherence and consistency in branding initiatives.● Faster and smarter decision-making and execution.● Clarifies priorities and defines the agenda for action.● A roadmap for creating and managing stakeholders’ perceptions
  7. 7. Before embarking on a branding project a profound understanding of theorganisations business model and overall strategy framework is of criticalconcern. Through an internal and external organisational audit, thefollowing five questions should ideally be answered: ● Where are we competing? (Product-mark et scope, geographical scope, horizontal and vertical integrations). ● How are we competing? (Competitive adv. and bus. strategies). ● What do we want to become? (Organisation’s vision statement). ● What do we want to achieve? (Mission statement and KPIs). ● How will we get there? (Growth models: Organic, M&A, alliances).To answer these questions we audit the organisations: ● Core capabilities ● Competitive advantage ● Corporate culture ● Strategies ● Structures ● Systems ● Value chain
  8. 8. Brand strategy expresses where and how a brand wants to be positionedand how it wants to compete. Shaping stakeholder perceptions is alwaysat the core. It is a blueprint conveying a compelling vision stating what thebrand aspires to become, what it wants to achieve for its stakeholdersand how it pretends to get there. The key concepts of brand strategy arelisted below. ● Brand architecture ● Brand experience map ● Brand platform ● Brand positioning ● Brand success factors ● Brand value propositions ● Critical brand drivers ● Product-service bundling ● Stak eholder insights ● Stak eholder relationships
  9. 9. Brand operations outline how the brand strategy will be delivered acrossthe organisations activities and processes, and together with partners. Abrand operating model ensures aligment of all organisational units aroundobjectives. It offers clarity of responsibilities, decision-making andcommunication. Finally, brand operations provide a framework forperformance measurement. ● Brand performance indicators ● Brand team and structure ● Branding processes and work flows ● Brand software, tools and systems
  10. 10. Brand capabilities refer to what is required to deliver the brand strategy andprosper. Brands need tangible and intangible resources and capabilities totake advantage of opportunities in the marketplace. Financial resources,branding knowledge, skills and abilities are crucial to brand performance asis a positive and strong reputation among stakeholders. ● Brand budget and investments ● Brand engagement and culture ● Brand intelligence ● Brand management style ● Brand reputation equity ● Branding competencies and k nowledge ● Intellectual property rights
  11. 11. Brand identity is the outward expression of a brand. This includeseverything from its name and visual appearance and imagery to the way itsounds, feels, smells, tastes and moves. The brands identity is itsfundamental means of consumer recognition and symbolizes its points ofdifference. It represents a unique set of associations which affect how abrand appears in consumers minds. ● Verbal identity (naming and identity) ● Messaging ● Tone of voice ● Visual identity (shapes, colours and symbols) ● Typography ● Sensorial identity (sound, smell, taste, texture, motion)
  12. 12. Once a brand has been created it needs to be expressed and articulatedto its target audiences. Every single touch-point between the brand and astakeholder, whether it be directly or indirectly, makes a contribution tothe overall experience and image of the brand. Brands can be articulatedin unlimited manners and some typical examples of brand expressionsare listed to the right. ● Above-the-line (ATL) and below-the-line (BTL) communications ● Corporate Social Responsibility ● Digital media ● Events ● Employee interactions ● Environments (e.g. corporate and retail) ● Pack aging ● Products and services ● Sensorial mix
  13. 13. A brands reputation represents stakeholders accumulated perceptions ofthe brand built over time. The aggregated differences in perceptions ofone brand and competing brands representing the same offering make upthe brands equity. Stakeholders apply a number of reputation filters todecide whether to acquire the brand or not. The better a brand is alignedwith the stakeholders expectations, emotional motivation, previousexperiences and cultural context, the probability of acquiring the brandincreases. The principal brand reputation filters are listed below: ● Above-the-line (ATL) and below-the-line (BTL) communications ● Corporate Social Responsibility ● Digital media ● Events ● Employee interactions ● Environments (e.g. corporate and retail) ● Pack aging ● Products and services ● Sensorial mix
  14. 14. It is a widely held belief among brand practitioners that a brand is notwhat the brand owner says it is, but what the brand audiences say it is. Abrand is a cluster of perceptions created by a person’s encounters withthe brand. These perceptions shape the person’s attitudes, beliefs,expectations, feelings, images, thoughts and behaviour towards thebrand. A brand rarely means the same to everybody. The main brandacquisition drivers for acquiring a brand are listed below ● Awareness ● Differentiation ● Esteem ● Knowledge ● Quality ● Relevance ● Trust
  15. 15. BEXIO Tools are used to twist and turn the brand upside-down inside-out, byapproaching the brand from different perspectives.The tools are adapted from cutting-edge techniques, models and best practices in arange of business management disciplines to fit into the model and make it evenmore powerful and versatile.
  16. 16. Wherever you are in the branding process, you will dispose of anumber of practical and powerful tools that will inspire and facilitatethe branding process significantly.The tools bring you onto the right path faster, guide you on thejourney to meet your objectives, and will in many cases, beinstrumental in crossing the tipping point where a good idea isturned into a fast and smart brand concept.
  17. 17. Wherever you are in your career as a brand practitioner you cannot afford stopacquiring new skills and knowledge. Workshops provide branding teams with theskills necessary to achieve success, manage costs, increase project effectivenessand improve return on brand investments.Providing your team with cutting-edge concepts and skills not only will driveperformance and make a contribution to meeting your strategic goals. It will alsoshow your organisation’s commitment to progress and excellence making you anemployer of choice.