BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, Ingredion

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BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, Ingredion

  1. 1. Building a brandfrom the inside out
  2. 2. 2We’re aglobal ingredient solutionscompany
  3. 3. 3created whenCorn Products acquiredNational Starch.
  4. 4. 4We makesweeteners, starchesand nutritional ingredientsfrom plant sources such ascorn, rice and tapioca.
  5. 5. 5$6.5 Billion 2012 NET SALESWe’re aFortune 500 company
  6. 6. BREWINGPAPER ANDCORRUGATINGANIMAL NUTRITION44%FOODOTHER11%44%15%BEVERAGES9%12%9%
  7. 7. 1This is a story ofcreating a brand fromthe inside out by askingand answering “Why?”every step of the way.
  8. 8. To get to theright answers,we asked ourselvesthe right questions2
  9. 9. 3Why would customers respond positivelyto our name change?4Why would a name change work culturally?3Why not just build on the Corn Productsname?2Why change anything?1How did we know we were on theright track?5
  10. 10. Why changeanything?1
  11. 11. Two globalbusinesses withstrong brand equity5
  12. 12. Corn ProductsInternationalwas the name ofa global familyof brands6
  13. 13. For customers, the overallstory was hard to follow
  14. 14. Why not justexpand upon theCorn Products name?2
  15. 15. Research validatedour choice of direction9Knowles, Columbia GSB, 2011; 216 mergers 1997-2006
  16. 16. 3YEARS AFTER MERGER10Retainedname of theacquiring entityChose business as usualand kept two or morenames afloatLOSTVALUE LOSTVALUEKnowles, Columbia GSB, 2011; 216 mergers 1997-2006
  17. 17. 3YEARS AFTER MERGER11Created an amalgamated brandVALUE GAINKnowles, Columbia GSB, 2011; 216 mergers 1997-2006
  18. 18. We chose anew brand name…12
  19. 19. 13
  20. 20. Why would thisname changework culturally?3
  21. 21. First thing we did, wasfocus on shared values
  22. 22. 16Ingredion is a global ingredient solutions company built on a rich legacy of exceptionalperformance and market-leading innovation. Our geographic footprint and diverseorganization give us the capability to deliver solutions on a global scale and the agility tomeet the needs of local markets.We make it our business to understand industry trends and our customers’ challenges.They trust us to anticipate and deliver the consistently high-quality products andinnovative solutions they need.Each day, we live our CompanyValues—Safety, Quality, Integrity, Respect, Excellenceand Innovation—so that we may create enduring, mutual value for our customers,business associates, communities, colleagues and shareholders.The Brand Promise
  23. 23. We announced our intentto become Ingredion.17On the same day, bothinternally and externally.Feb. 14, 2012
  24. 24. 18Brand“network of ambassadors”network of ambassadorsBrandBrandnetwork of ambassadorsBrandnetwork of ambassadors“network of ambassadorsBrandnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsBrandnetwork of ambassadorsBrandnetwork of ambassadorsBrandnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadors”network of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsnetwork of ambassadorsHunt theHiddenGems
  25. 25. Getting all 11,000employees to rally aroundthe values and the brand:19The 3 Cs
  26. 26. 20CLEARCONFIDENTCONNECTED
  27. 27. Why did customersrespond positively toour name change?4
  28. 28. The first thing we did wasto establish a messagingthat combined71
  29. 29. 72expertise innovation+CORN PRODUCTS NATIONAL STARCH
  30. 30. Whether its a market-shapinginnovation for next year orconsistently high-quality ingredientsfor next week, we anticipateand deliver exactly what you need,when, where and how you need it.73Positioning:
  31. 31. Iconography establishedto exalt and protect thenew Ingredion masterbrand74
  32. 32. 75
  33. 33. Slow burn rollout;76Big Bang or Slow burn?Big Bang impact
  34. 34. NORTHAMERICA1EUROPEMIDDLE EASTAFRICA3ASIAPACIFIC35SOUTHAMERICA4MEXICO2JUNE 2012 MARCH 2013
  35. 35. Simple, culturally aligned,easy-to-understandtransitional campaign began.78
  36. 36. you canall exploitKEYyou canall exploitKLEARNINGS
  37. 37. 84Align and engage allof your stakeholders:skeptics and believers,opponents and advocates,hourlies and c-suite1
  38. 38. 85Create arallying call internallyto move people2
  39. 39. The Big Bangisn’t always best;a slow burn enablesinternal engagementover time386
  40. 40. 87A global company needsone look and tone thatresonates across cultures4
  41. 41. 88Don’t be scared of sayingthings twice.5
  42. 42. 89Launch your brandexternally only afteryour people know howto live it internally6

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