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From the technology brand to the experience brand
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Brand-Driven Progress 1
2 Brand-Driven Progress Brand-Driven Progress 3
Contents
care.
we
WhyWhy we should all
have access to
the digital world.
How we
transformed.
Our development
from a technology brand
to an experience brand.
part of
Becoming
your life.
Implementation
on all levels.
A brand unfolds its true
potential when it touches
people – everywhere
where they come into
contact with it. The
messages must be rele-
vant and authentic, the
communication channels
precisely coordinated to
each other.
This is exactly how we
pass on our stories to
people.
56 Brand Driven Progress
Make it
simple. Brands are effective when
they have a clear profile.
Succinctly, it represents an
idea that people can identify
with and that corresponds
to their personal goals.
Above all, however, strong
brands have one thing in
common: they are easy to
understand.
Consistent
simplification.
Brands create meaning beyond
the obvious product advantages.
The additional value of the
Telekom brand lies in the
participation in digital life and
in enriching experiences enjoyed
when interacting with others and
sharing our special moments,
experiences, knowledge, ideas,
and opinions. For our customers,
the focus is not on the technology,
but rather on the interpersonal
relationships which are made
possible.
What we
stand
for.
The brand’s
message.
A strong brand means more
than simply a good claim and
emotional images. For us, it
must take a sociopolitical stand.
Taking
responsibility.
Going further and
accepting responsibility.
We do not just want to provide a reliable
network. We also understand our brand
as a mandate for better social cohesion.
Prepared for
tomorrow.How the brand
prepares for the
future.
Page 6
Page 24
Page 52
Page 208
Page 56
Page 88
Page 112
Page 152
Foreword Page 5
Publication details / Image credits Page 236
Are
you
happy?
What
drives us
humans.
4 Brand-Driven Progress Brand-Driven Progress 5
This is a book for everyone passionate about the power of brands.
How they enrich our lives, how they ensure continuity, and also
how they permit progress in these rapidly changing times.
Brand-driven progress means more to us than simply using
the brand to increase sales. Plenty of companies manage that.
We have always focused on driving forward change within the
company and, ultimately, whenever possible, positively supporting
social change too. That is our understanding of brand-driven
progress. A dynamic scene in which the Telekom brand has a special
role to play.
Deutsche Telekom’s journey in recent years could be described as one
from a technology brand to an experience brand. Clear and rational
progression. However, there were also some captivating stops along
the way. Milestones, which reminded
us time and time again of our ultimate
goal: connecting people and allowing
them to benefit from the opportunities
offered by digitalization. Life is for sharing. It takes more than a lucky
hand to spark people’s enthusiasm. It takes a sound strategy with
long-term goals and yet the capacity to react flexibly to changes.
Our journey illustrates what an enormous impact a brand can have
on a company and its value. We hope that you will join us on our way.
Foreword
Are
you
happy?
What
drives us
humans.
6 Brand-Driven Progress Brand-Driven Progress 7
14 Brand Driven Progress Brand-Driven Progress 15
As the old saying goes: A joy shared
is multiplied; a sorrow shared is
divided. But why is that? Why do we
prefer to share special moments
rather than experience them alone?
We humans are social beings, per-
haps even the most social on the
whole planet: society and connec-
tions with others form the core of
what we are. We organize ourselves
into groups and forge family ties,
establish romantic relationships, and
nurture friendships. These connec-
tions are almost always the product
of shared experiences and the
exchange of ideas, opinions, and
knowledge.
The relationships which develop
in this way bring us together
and allow us to become part
of a community.
!`Ùc
  âÏØT
1Øâ?
It’s been
far too long!
Bu t here we are
now: cold noses,
warm hearts.
Relationships enrich our
lives. After all, humans
only feel safe and secure
in the community.
Relationships
Sunday morning the way it should be: Time to snuggle
Sunday morning the way it should be: Time to snuggle
with this lit tle monkey. Pancakes coming up.
with this lit tle monkey. Pancakes coming up.
Joking, fighting, shouting, making up,
breathing. Everything is more fun when
you’re around!
make us
Charles Darwin knew back in the
19th
century that our species is
particularly distinguished by inter-
personal relationships. Coopera-
tion and collaboration with other
individuals create a sense of safety
and security. A long time ago, this
was necessary for survival – over
the millennia, it developed into an
instinctive urge which steers our
behavior. Even today, we still
subconsciously refer back to
these ancient behavioral patterns,
imprinted in our brains, and
allow them to guide us.
We want to be connected.
We interact and communicate
with other humans. In doing so,
we establish relationships that
bring us joy and enrich our lives.
According to the behavioral
researcher Nathaniel Lambert,
“Discussing positive experiences
leads to heightened well-being,
increased overall life satisfaction,
and even more energy.”
In her book Happy Money, the
Canadian psychology professor
Elizabeth Dunn writes that
money only contributes to
our perception of happiness
Robert J. Waldinger sums up the
current state of research as fol-
lows: “Good relationships keep us
happier and healthier.”
Dr. Waldinger is a psychiatrist and
professor at Harvard University.
In two longitudinal clinical studies,
researchers there asked 724 Amer-
icans over a period of 75 years:
What does happiness mean for you?
They analyzed their life stories,
careers, and marriages, assessed
their physical condition, and
scanned their brains. Dr. Waldinger
has accompanied both the Grant
Study and the Glueck Study as the
study director for many years.
We can even physically appreciate
how strongly stable connections
and intensive exchange within
them form the basis for happiness:
contact with others – be it merely
eye contact – activates our reward
system.
A trusting relationship contributes
to a relaxed nervous system and
healthy brain.
This is indeed so true that the
presence of a loved one alone can
ease mental anguish and even
physical pain. In contrast, those
surveyed in the Harvard study who
had not been in a stable, interper-
sonal relationship for a long period
of time not only felt unhappy, but
their physical constitution also
declined significantly as they aged,
their brain functions waned, and
they passed away earlier than
other test subjects who considered
their relationships stable. Connec-
tivity keeps us healthy.
The much sought-after secret to
happiness is therefore basically
incredibly simple: joie de vivre is
intrinsically linked to close rela-
tionships. They develop from the
interaction between people and
the resulting sense of belonging to
a community.
Or, as the boxing champion
Muhammad Ali once put it:
“Friendship is the hardest thing in
the world to explain. It’s not some-
thing you learn in school. But if you
haven’t learned the meaning of
friendship, you really haven’t
learned anything.”
if it allows us to experience things
with family or friends – for exam-
ple attending concerts or going
on vacation.
We love experiencing unique
moments and sharing these with
the people who matter to us.
When we tell our partner about a
good idea or share our knowledge
with colleagues and this gives rise
to a new development, we experi-
ence respect and recognition.
As such, relationships not only
give us new perspectives – they
also make us happy.
Scientific research has focused
intensively on happiness in recent
decades. The findings are clear:
It is not money or fame which lays
the foundations for a fulfilled life,
but the quality of close relation-
ships – a happy marriage, solid
friendships. For example, in his
study Beyond Money, the Ameri-
can psychologist Edward Diener
(aka Dr. Happiness) writes that the
happiest ten percent of the teen-
agers surveyed all had one thing in
common: strong family ties and
friendships.
Further information on the Grant Study and Glueck Study
TED Talk: Elizabeth Dunn
(“Helping others makes us happier – but it matters how we do it”)
18 Brand-Driven Progress Brand-Driven Progress 19
a
f
e
and
s
o
u
n
d
E n r i c h ing
e x p e r i ences
COMMU
NITY
Brand-Driven Progress 23
22 Brand-Driven Progress
We
wanted to know
from our employees:
What
motivates
you?
Responsibility
We want to be able to get behind something, to defend and
embody our convictions. That is what matters to Mike Steiner.
As such, he expects a clear position from his employer that he
can identify with.
“It’s not always about epic
success stories. Everyone
can change and thereby
improve something just by
taking small steps.”
“For me, working
in a team of
forward-think-
ers and helping
shape innovation
day in, day out
is a great source
of motivation.”
“For me, it’s all
about taking a stance.
Professionally too.”
Diversity
Each and every one
of us can do a lot of
good, even with small
actions. Kerstin Bojen
is convinced of that.
It is because we are
all different. In
different roles and
positions, we achieve
a great deal everyday
that helps us progress
as individuals, as part
of a team, and as a
society.
Reinvigoration
We strive to enrich our lives with good
ideas. However, it is only possible if
we identify changes quickly and react
appropriately. That is exactly what mo-
tivates Christian Risken. He wants to be
part of a team that blazes the trail and
is the first to establish trends.
Embodying the spirit together –
for our shared success!
care.
we
WhyWhy we should all
have access to
the digital world.
24 Brand-Driven Progress Brand-Driven Progress 25
Express yourself:
Communication is a basic
human need.
It is in our nature to share our
experiences, knowledge,
opinions, and special moments.
From time immemorial, we
have searched for the means
and tools to facilitate exchange
and allow communication over
large distances.
Connect:
Today, thanks
to digital
technologies,
humankind
has access to the
best and fastest
communication
networks in its
entire history.
In theory,
we can connect
with any person
at any time –
wherever in the
world we are at
that moment.
30 Brand-Driven Progress Brand-Driven Progress 31
Brand-Driven Progress 33
Digitalization is
making life simpler
and more convenient.
It is shaping our
day-to-day lives just
as much as society,
culture, economics,
and politics.
We share our
knowledge, positions,
experiences, and
ideas in the online
community.
The digital revolution is evident in
many areas of life, for example the
way in which we learn and work: we
take online seminars, research in
digital encyclopedias, and visit vir-
tual museums from the comfort of
our own homes. In our professional
lives, we cooperate with colleagues
around the world via the Internet
cloud, while smart machines steer
production processes. Self-driving
cars and mobility apps are paving
the way for completely new traffic
concepts. Big data analyses reduce
risks – be that in the fight against
crime or the early detection of dis-
eases and catastrophic natural
weather phenomena. Authorities use
online systems to offer citizens more
efficient services. And sensor tech-
nology installed in apartments
makes it easier to care for the
elderly; thanks to video conferenc-
ing, the sick receive better and more
rapid treatment.
Our daily life is shifting
further and further into
the digital world.
But that also means that it is barely
possible or only possible with great
difficulty to participate in vital areas
of life without a connection to digital
networks – banking transactions,
professional opportunities, tax
matters, social debates, cultural
offerings. This also goes for day-to-
day activities such as renting bicy-
cles and paying at the supermarket
checkout.
Brand Driven Progress 35
34 Brand Driven Progress Brand-Driven Progress 35
34 Brand-Driven Progress Brand-Driven
ven
ven
en P
Pr
Pr
Progr
og
gr
o ess 35
34 Brand-Driven Progress
36 Brand-Driven Progress
aggression in the worst
case scenario. The divide
becoming apparent here is
enough to threaten social
cohesion and even our basic
democratic order.
In contrast, those who sense and
experience that they are not being
left behind gain in self-confidence.
The same is true of those who
establish relationships and can inte-
grate into the new, digital world. Opti-
mism and self-efficiency thrive instead
of isolation. Digital participation is
becoming a fundamental requirement
for a happy and fulfilled life.
Proficient use of digital applications is
becoming more and more of a cultural skill
like reading and writing.
Those who fail to master it or have no access to
the endless possibilities of the digital world will
sooner or later become the odd ones out in the
analog world. Being offline then translates to
being excluded from the cultural, political, and
economic stage. Digital participation as defined
here is the social issue of our time. In Germany,
across Europe, around the world.
According to a study conducted by the Euro-
pean Commission, one third of people now feel
unable to keep up with digital requirements.
There is a growing fear in society of losing
control and lacking the right expertise. Some
people feel a diffuse anxiety of becoming
dependent on technology. Others, often well
educated people, too, feel underqualified and
are worried about losing their job. Older people
feel at a disadvantage in terms of the use of
online services. Youngsters are excluded from
their clique for not having the latest smart-
phone. Those who fail to keep up in this digital
era are at risk of being marginalized. Such anxi-
eties gnaw away at our self-confidence and lead
to frustration, which can manifest as anger and
ssion in the worst
scenario. The divide
ming apparent here is
gh to threaten social
ion and even our basic
cratic order.
trast, those who sense and
ence that they are not being
ehind gain in self-confidence.
ame is true of those who
lish relationships and can inte-
into the new, digital world. Opti-
and self-efficiency thrive instead
ation. Digital participation is
ming a fundamental requirement
happy and fulfilled life.
ogy standard for mobile networks, required
above all for automation and the Internet of
Things. On the other hand, Telekom also takes
its social responsibility extremely seriously and
does not allow itself to lose sight of its mission
statement. Our networks create connections –
as a company, we maintain a clear position: we
don’t want anyone to feel like they are being
left behind. Or overwhelmed. It is decisive for
our communities and our prosperity that all
individuals can not only make the transition to
the digital future but also help shape it.
“Life is for sharing.” is thus a brand
core of the utmost relevance, particularly
in our polarizing times.
Deutsche Telekom stands for digital equal
opportunities more now than ever before.
This includes the fact that we, as a trusted
partner, actively help to shape social change
and, wherever possible, combine digital
innovations with social benefits. We connect
rural regions to the network, promote educa-
tion and scientific initiatives such as research
into dementia, and reinforce the digital capa-
bilities of future generations with projects like
“Coding 4 Kids”, “Code and Design Camp”,
“TAKEPART-Stories”, and “Telekom macht
Schule”. With this, we aim to allow everyone to
tap into the potential of this fascinating world
of new possibilities for themselves.
Politics and business must
therefore take on the task of
allowing all citizens to be at home
in the digital society.
This is where Deutsche Telekom’s
central duty lies. As participation and
relationships are naturally of special
importance for human beings and digi-
talization establishes the correspond-
ing basis in our age, we see ourselves
as responsible for connecting all indi-
viduals with the opportunities of the
digital world. And that in both senses:
On the one hand, we provide the tech-
nical infrastructure for digitalization.
That’s why we are investing billions of
euros into the expansion of broadband
networks for private households, com-
mercial enterprises, authorities, and
institutions year after year. Telekom is
a pioneer in terms of the 5G technol-
40 Brand-Driven Progress Brand-Driven Progress 41
Enabling
connections–that’s
theideathat
wehaveinternalized
andtheideathat
motivatesusday
afterday.
44 Brand-Driven Progress Brand-Driven Progress 45
It is in our nature to seek the company of others: humans
need this interaction in order to move forward. Sharing
fosters closeness. It is the very reason we choose to share
our important moments with those important to us.
We share events, experiences, and opinions – sometimes
even our possessions. We share knowledge and our ideas.
And quite often, by sharing these thoughts, we turn them
into something bigger, something better.
That is what drives us.
We, Deutsche Telekom, are more than just another
company, which provides society with infrastructure.
Whatever the circumstances, we are a trusted companion
in both people’s private and work lives. Whenever.
Wherever. Forever making life easier for people and
enriching it is our mission.
Our network is an artery pumping life: fast, reliable,
and secure. It provides easy access to all who need it.
We are close to the consumer and are transparent, fair,
and open to dialog. We identify innovative products
at an early stage and develop them in collaboration
with our partners. We do all of this better than anyone else.
This ability forms the basis of trust – an essential
ingredient for long-lasting relationships.
Precisely this is the essence of our work at Deutsche
Telekom. Together, with passion, focus and sustainability,
we are entering a world of infinite possibilities for each
and every one of us. It is our contribution to social
togetherness.
This connects us.
WE WON’T STOP
UNTIL EVERYONE IS
CONNECTED.
48 Brand-Driven Progress Brand-Driven Progress 49
Strong
brands
create
a deeper
meaning.
They are relevant as they
address implicit goals of
humans and thus offer
additional value.
Deutsche Telekom
enriches the lives of people
by enabling participation
in the digital world.
And, in doing so, fosters
joint experiences and
meaningful relationships
between people.
50 Brand-Driven Progress Brand-Driven Progress 51
gress Brand-Driven Progress 51
We build a
recognized
digital company
where people like
to work
We make
everyday life
smarter
We help
society to
bridge the
digital divide
We transform
businesses
and public sector
We liberate the internet
We wonʼt stop until
everyone is connected
to the opportunities of
the digital world
Our
brand
positioning.
BRAND ASPIRATION
How do we bring our promise to life?
BRAND PROMISE
What is our mission?
BRAND CORE
Implicit customer
reward
Enriching life
Participation
Joint experiences
LIFE IS FOR SHARING.
How we
transformed.
Our development
from a technology brand
to an experience brand.
52 Brand-Driven Progress Brand-Driven Progress 53
54 Brand-Driven Progress Brand-Driven Progress 55
Deutsche Telekom evolved quickly in the
years following privatization. The product
offerings and service portfolio increased
in number and size so rapidly that custom-
ers quickly lost track. The brand identity
became unclear and confusing. At the
same time,
young tech-
nologies
and the
growing
conver-
gence of
the fixed network, mobile communications,
television, and the Internet demanded a
different and integrated way of thinking.
Starting in 2007, Deutsche Telekom
introduced a new strategy in order to
position itself as a full-service provider –
everything from a single source, every-
thing under one brand. In addition to the
simplification of the brand architecture,
this also meant internal realignment.
The focus was now placed on participa-
tion in digital life and the shared, enrich-
ing moments made possible by these new
opportunities. This has since been per-
fectly summed up by the claim “Life is for
sharing.” It is related to a more far-reach-
ing change within the whole company –
it is the brand which has made this
change visible across national borders.
A new
start
Brand-Driven Progress 57
Make it
simple. Brands are effective when
they have a clear profile.
Succinctly, it represents an
idea that people can identify
with and that corresponds
to their personal goals.
Above all, however, strong
brands have one thing in
common: they are easy to
understand.
Consistent
simplification.
56 Brand-Driven Progress
A hodgepodge of products, silo
mentality, different national sub-
sidiaries right across Europe: In
hindsight, the Telekom years follow-
ing the turn of the millennium were
like something out of the Wild West.
With the second postal reform in
1995, Deutsche Telekom had finally
arrived in the market economy – and
it faced major challenges: The for-
mer authority had to transform into
a company geared to the needs of
its customers. And, at the same
time, it had to satisfy the enormous
demand for state-of-the-art tele-
communication solutions. The public
opinion was “The head has turned,
but the body is yet to follow suit.”
Long processing times, inflexible
tariffs, a lack of service mentality –
all of these things caused Telekom
problems. Prices and market shares
in the fixed network segment
decreased under pressure from rival
companies and powerful competi-
tion was establishing itself in the
growing mobile communications
market.
Nevertheless, the four-pillar strategy
comprising the mobile communica-
tions division T-Mobile, the fixed net-
work business T-Com/T-Home, the
Internet offering T-Online, and the
business customer line T-Systems,
seemed to be effective at first. The
independent brands were able to
master the boom in demand
Brand-Driven Progress 59
Confusion, diversity,
the dawn of a new
era: How the brand
creates identity.
60 Brand-Driven Progress
well. Telekom was maneuvering sta-
bly in a rapidly evolving industry.
However, this brand approach also
had a flip side: each organization
was constantly releasing new prod-
uct versions and brands tailored to
its individual identity, resulting in
separate silos and a plethora of
redundant structures and processes.
The range of services on offer
became unclear and confusing:
devices for use at home which also
offered mobile functionality – who
should the customer contact in case
of questions? Above all, this new
diversity meant one thing: increased
complexity. Customers, however,
expected solutions from a single
source.
Almost symbolically, the Rhine sepa-
rated the mobile communications
division from the fixed network divi-
sion: T-Mobile was based on the
right of the river and its fixed net-
work counterpart on the left. In fact,
there was just one kilometer as the
crow flies between the two organi-
zations, whose representatives met
in legendary “cross-river meetings”.
The participants recall how it some-
times felt as if they were heading
into battle, although now they can
look back on the gatherings with a
fond smile. In those days, there were
heated discussions on many an
occasion, with tempers sometimes
truly flaring. Ultimately, the divisions
were often competing against each
other within the same company. The
inconsistency of the brand image
continued with the international
expansion: The subsidiaries outside
of Germany were also pursuing their
own strategies and goals.
In the mid-2000s, the amalga-
mation of the fixed network and
mobile communications segments,
television, and the Internet
demanded a new strategic
approach: Integrated solutions
instead of parallel developments.
Telekom’s answer to the new chal-
lenge was: a return to one brand and
a single logo – the T from Telekom.
The replacement of the logo on the
roof of the T-Mobile headquarters
represented the turning point in the
new business strategy. The brand
functioned as a catalyst for change.
The implementation of the one-
brand strategy also affected struc-
tures, processes, and product devel-
opment. The employees recognized
the benefits of the changes and
swiftly took their leave from the old,
separate identities of the organiza-
tions. The success allowed a new
identity to emerge. A joint one.
Return to
one brand
F
L
A
S
H
B
A
C
K
!
Do you remember?
The logo on the roof of the T-Mobile headquarters once
shone right over to the other side of the Rhine, where
the fixed network division was headquartered. Back
then, in the mid-2000s, Bettina Klein was working for
the mobile communications division. “We identified
strongly with T-Mobile,” she explained. The logo on the
roof was the symbol of this identity. As such, its replace-
ment in November 2008 was truly viewed as the dawn
of a new era: The T from Telekom was installed on the
building almost overnight. T-Mobile employees had
been notified in advance, but “there was still a touch of
melancholy in the air,” Bettina recalled. “Nevertheless,
we soon realized what a huge opportunity this new
strategy was going to offer us.”
Above all, the new
,
diversity meant one
y
thing: increased
g
complex
p
Brand-Driven Progress 63
By 2007, the
range of different
offerings and brands
at Deutsche Telekom
had grown to such an
extent that the brand
image was becoming
increasingly diffuse.
Brand-Driven Progress 65
Yet, the restructuring
doesn’t merely render
the brand identity more
consistent for the cus-
tomers, it also has a positive
effect on the corporate
culture – away from the silo
mentality and towards an
understanding as a strong,
Group-wide team.
One company, one voice,
one T. The brand stands out
like a lighthouse, providing
a reference mark and
driving forward change.
66 Brand-Driven Progress Brand-Driven Progress 67
Focus on
segment brands
Considerably clearer: In order to simplify
the brand architecture, Telekom slims
down its brand identity to segment brands
in a first stage. This is followed in 2008
by the introduction of the standardized
guiding principle “Life is for sharing.”.
A lack of clarity
Customers are presented with a confused
array of offering and sender brands.
Transparency and a clear profile? No chance!
A global brand
With the further development of the image,
Telekom focuses on the color magenta and
a simplified logo. The goal: one global brand.
Even countries with a mobile communications
focus now switch gradually from T-Mobile to
the T brand. The T-Systems brand is still
retained for certain key accounts and busi-
ness customers.
Everything from a
single source.
Clear, simple, understandable: Deutsche Telekom positions itself
as a full-service provider across the whole of Europe with
the “T”. Today, the Telekom umbrella brand encompasses the
entire portfolio – from the mobile communications network to the
Internet right up to entertainment: one company, one brand.
This bundling of the offerings under one clear brand represents
an important step towards sustainability.
2007
2006
2010
2013
Brand-Driven Progress 69
68 Brand-Driven Progress
Harmonization
under the T
The brand diversity is further reduced; the
image harmonized. Germany is the first country
to implement the new strategy with the
T brand completely, hand in hand with the
strategic realignment “Erleben, was verbindet.”
– the German version of the guiding principle
“Life is for sharing.” Poland follows suit in the
same year.
70 Brand-Driven Progress Brand-Driven Progress 71
Throughout the company, complexity is reduced
and transparency created. This is particularly
evident to customers via the hotline. Prior to the
restructuring, they ended up in endless queues
because of the unclear mountains of products,
corporate divisions, and service structures. The
aim is now to put an end to that.
The
reduction
tothe“T”
isthefirst
step.
Manymore
follow.
I understand, you want a new mobile phone
contract. The colleagues over at T-Mobile are
responsible for that. Can you call them back?
I’m afraid I can’t put you through. Do you still
have the number? Great! Thank you and have a
nice day!
Welcome
to T-Mobile.
How can I be
of assistance to
you today?
Hello, I have an
issue with my
mobile.
What model is it
please?
It’s a TC 300. I’ve
only had it for four
weeks.
Okay. The TC 300
isn’t actually a
mobile phone, but
what we call a dual
phone.
But, I also use it
when on the go,
not just at home. It
was working fine
until this morning.
Yes, a dual phone like the
TC 300 can also be used
for mobile communica-
tions like a mobile phone,
but it is linked to a fixed
network connection.
So, what does that mean?
Hello and welcome to
T-Com. How can I help
you today?
Yes, hello. Your col-
league gave me your
number. The problem I
have is that I can’t use
my mobile phone
outside any more.
Your mobile isn’t working?
I’m afraid the colleagues
over at T-Mobile are
responsible for that. Have
you tried contacting them?
Yes, they referred me to you.
They said it was to do with
my fixed network connection.
Oh, that isn’t a
mobile phone;
it’s our new dual
phone. Then you’ve
come to the right
place.
What seems to be
the problem?
I can’t use the
mobile phone out-
side any more. I
have no reception
anywhere.
Have you already
visited a T-Point?
A what?
One of our
Telekom stores?
No, and I’d actually
like to return the
device. I think a real
mobile phone is
more use to me on
the go.
What model are
you using?
A TC 300.
The mobile communications and
fixed network segments are
represented by two different
divisions here. In your case, I’m
afraid you will need to speak to
someone at T-Com.
Could you put me through?
I’m very sorry but that’s not
possible, unfortunately. I’ll
be happy to give you the
number of the colleagues
who can help you though.
Thank you and have a nice
day!
CUSTOMER
CALLS THE
T-COM
NUMBER
CUSTOMER CALLS
T-MOBILE NUMBER
72 Brand-Driven Progress Brand-Driven Progress 73
Brand-Driven Progress 75
Claudia Scharl has been working in
the customer service department of
the fixed network division since
1999. “It was turbulent,” she says,
remembering the time around the
turn of the millennium. “We were
offering new products and new ser-
vices. The was a real spirit of opti-
mism in the air.” She answered cus-
tomers’ questions on the T-Com
hotline regarding connections, faults,
the advantages of DSL, and the bene-
fits of IDSN. Many questions also con-
cerned bills, as customers couldn’t
work out what an item was or wanted
to discuss a new tariff. “There were
certainly a tremendous amount of
changes back then,” said Ms. Scharl.
We are constantly learning. Time and time again, there’s still plenty to
learn. Our goal is to ensure that customers feel like they are being taken
care of better and better. That’s why they can now reach us by tele-
phone or e-mail as well as via social media. Our customer service
hotlines have been toll-free for years – and are particularly easy to use.
In the future, Telekom will be increasingly focusing on voice recognition
technologies that will allow customers to identify themselves on the
phone simply and reliably. Setting it up is child’s play and its use is
absolutely secure. Following registration and provision of three speech
samples, customers can identify themselves with the spoken sentence
“At Telekom, my voice is my password” – without the need to provide a
customer number, name, or any other personal information. Our cus-
tomer service advisors then have immediate access to the data and
deal with the caller’s inquiry directly.
Many of the changes resulted in confusion as she often
took calls from customers who actually had questions
regarding their mobile phone contracts. “There was not a
lot we could do in such cases,” she said. “We couldn’t even
forward the calls.” The customer had to make a note of
the correct number and try calling there. Claudia Scharl
won’t let a bad word be said against the customers
though. “Most of them were very patient and understand-
ing,” she explained. “They were most often annoyed about
the separation of the fixed network and mobile communi-
cations services.”
My
voice,
my
password.
F
L
A
S
H
B
A
C
K
! Do you remember?
76 Brand-Driven Progress Brand-Driven Progress 77
Complicated
The products and services
have to deliver what a brand
promises. Our mission: to
keep technology and offer-
ings as user-friendly as
possible. The simplification
of the brand therefore also
has consequences for
our products.
was
yesterday.
Before
78 Brand-Driven Progress Brand-Driven Progress 79
After
Now simply get started!
Customers need to be able to
grasp products quickly and
access them with ease. That’s
why we’ve tailored our services
to their requirements. Clearly
itemized bills and available
contact partners are just as
important in this respect as
innovative technology – with
plug  play instead of a large
number of small installation
steps of course. The change
required a new way of thinking:
More streamlined internal
processes, a centralized, concen-
trated Product Development
department, and the move to
become a full-service provider.
After all, the product itself
generates the most powerful
brand experience of all.
80 Brand-Driven Progress Brand-Driven Progress 81
82 Brand-Driven Progress Brand-Driven Progress 83
Brands are not
an end in
themselves,
but rather affect
all areas of
a company.
With success:
The customer
experience
improves and
customer
satisfaction
increases.
Our new brand core therefore also defines
our understanding of customer service
and our relationship with our customers:
Easy access, clear product portfolio,
strong service organization.The company
is present where the customers are: in the
communities and on social media.
F
L
A
S
H
B
A
C
K
!
Do you remember?
A brand new era begins for the “Telekom Hilft” (Telekom
Helps) team on December 4, 2015: A major fault brings
telephony, the Internet, and television to a grinding halt
right across Germany. Among others, customers in the
major cities of Berlin, Hamburg, Munich, and Frankfurt am
Main are affected. Telekom’s engineers work under
immense pressure to find a solution, identifying the failure
of a RADIUS server, required for the authentication of
dial-up connections, as the cause.
The issue persists from 11:00 a.m. to 16:00 p.m. – during
which time the customer service department experiences
a stampede like never before. The customer hotline and
the “Telekom Hilft” forum are crippled by the sheer num-
ber of inquiries. Consequently, the team decides to provide
targeted information regarding the fault on social media
using the hashtag #Gemeldet (#Reported). In the evening,
it makes a remarkable discovery: it is not an official
Telekom spokesperson who is being quoted in the news,
but rather the “Telekom Hilft” team’s updates on Twitter
and Facebook. A little taken aback, the customer service
department realizes that it is now the new face of Telekom.
A new era in customer communication has begun.
84 Brand-Driven Progress
86 Brand-Driven Progress
No more queues.
Jamil:
customer service advisor
and rap fan
In the “Telekom Hilft” community,
the employees interact authenti-
cally and employ a casual tone –
put simply, they are themselves.
Jamil Ghaddar, an enthusiastic
gamer, streamer, and rap fan, is
also a member of the team. Word
quickly got around the scene that
“one of the guys” was an advisor
in the customer service depart-
ment. In fact, it wouldn’t be the
first time that the German rapper
Kool Savas called and asked for
support from
Jamil by name, as he’s heard that
he is so reliable. Since then, col-
leagues and customers alike have
taken to calling Jamil “The Gentle-
man” in recognition. However,
that’s not the product of a mar-
keting campaign – it’s a true
story. “It stems from a private
recommendation,” explains Jamil.
“Yes, I guess I’m something of a
customer service advisor to the
stars now,” he says with a smile.
“That’s my thing, and I’m never
going to give it up!”
That’s how trust is forged in the
community.
Digitalization has changed customer requirements
and communication over the phone has not been
the only option for quite some time now.
The realignment of the brand also changes our
approach to customer service.
“We decided to join various social networks,” remembers
Oliver Nissen, Head of Social Media and Services. “No longer
requiring customers to come to us, but rather going where they
spend their time – that was truly a paradigm shift.”
“Telekom Hilft” posts its first tweet on May 3, 2010. The team is still
a little uncertain: Are we even any good at social media? It soon
turns out: Yes we are! The instinct is right. Customers appreciate this
authentic exchange as equals. Alongside Twitter and Facebook, the
team also redevelops the “Telekom Hilft” forum. Again, one thing
above everything else is important here: treating everybody as
equals. Employees upload profile pictures and people address each
other by their first names. Customers can become members of the
community, join in discussions, and offer mutual help and support.
“In some ways, it functions like a virtual neighborhood support
group,” says Mr. Nissen.
In the beginning, that was anything but self-explanatory for
Deutsche Telekom as a former monopolist. Ultimately, the company
is handing over part of the communication – and consequently
some of the control. However, this new self-image is exactly
what produces the recipe for success.
Brand-Driven Progress 87
Brand-Driven Progress 89
Brands create meaning beyond
the obvious product advantages.
The additional value of the
Telekom brand lies in the
participation in digital life and
in enriching experiences enjoyed
when interacting with others and
sharing our special moments,
experiences, knowledge, ideas,
and opinions. For our customers,
the focus is not on the technology,
but rather on the interpersonal
relationships which are made
possible.
What we
stand
for.
The brand’s
message.
88 Brand-Driven Progress
96 Brand-Driven Progress Brand-Driven Progress 97
T stands for more than
technology
The organizational restructuring
of Deutsche Telekom was an
important step, with fundamental
changes being implemented
right across the company. The
brand put the strategic consid-
erations in a nutshell and made
them understandable: One brand
for everything. But to ensure a
successful change the realign-
ment of our mission, the brand’s
message, is just as essential.
To this end, the brand needs to
provide a clear framework for
identification and show unam-
biguously what it stands for. This
is made possible by a radical
change of perspective.
Whereas Telekom saw itself as a
technology company until that
time, the focus now switches to a
higher benefit for the first time,
an implicit value. Of course, when
purchasing our products, it is also
about finding the best smart-
phone, high-performance cloud
services, and the fastest network
wherever and whenever. But,
fundamentally, we offer far more
than that.
Since technology makes
possible in the simplest way what
has been important to humankind
since its very origins:
Experiencing special moments,
sharing experiences, knowledge,
ideas, and opinions with each
other, and forging relationships.
When people make telephone
calls, individuals communicate
around the globe via the Internet
cloud, or travelers share beautiful
moments with their loved ones
via social media, they are satisfy-
ing an internal need. The core is
formed by social participation
and joint experiences – in other
words, how each individual uti-
lizes the technology.
We want to make people excited
about digitalization and offer
them access to the diverse
opportunities of today’s world in
both their private and profes-
sional lives. Our products bring
LIFE IS FOR
SHARING.
together people from all areas by
allowing communication and
exchange. The more people
participate, the more enriching
an experience for everybody
involved. For this reason, access
to these opportunities is at the
heart of our brand promise.
This also applies for our business
customers. We don’t just offer
innovative products and solu-
tions; far more than that, we want
to be a trusted partner and com-
panion in an ever more complex
world. Our claim “Life is for shar-
ing.” expresses this conviction
perfectly.
In addition to the formal simplifi-
cation of the brand architecture,
this also enables us to realign the
message of our brand.
WHAT OUR
TEAMS
HAVE TO
SAY.
LIFE IS FOR SHARING.
“It was the dawn of
a new era, and you could feel
the change everywhere. Fundamen-
tal changes offer opportunities to dis-
tance oneself from things which didn’t work.
We were finally able to discard the outdated
and superseded. New ways of working established
themselves. This required some colleagues to work
far outside of their comfort zones, but it was worth
it. I could really identify with the rejuvenated brand
image and new claim. The way people communicated
had indeed changed enormously: There were no
longer queues to use payphones – and we were
the ones making it all possible!”
Andreas Delfosse, Marketing Excellence
“There
was once again
more trust in our
management, our company,
our skills, and us as employees:
in the fact that by working
together we can shape
and experience cultural
change.”
“We have this
expertise! We have
these great products!
I am proud to be a part
of Telekom.”
“Thanks for the
realization that the
customer perceives us
as ONE Telekom! “Thanks
for the insight that the
customer perceives us as
THE Telekom!”
98 Brand-Driven Progress Brand-Driven Progress 99
98
98
8
8
8
98
8
8 Bra
Bra
a
Bra
B
Br
Br
Br
Br
B a
Bra
Bra
B
Br
Br nd
nd-
nd
nd-
d-
d-
d-
d
d-
d Dri
Dri
Dri
Dr
Dri
Dr
Dr
D ven
ven
ve
ve
ven
ven
e
ven
n
e Pr
Pr
P
Pr
Progr
ogr
ogr
ogr
gress
ess
ess
ess
es
ess
es Bra
Bra
Bra
B
Bra
Bra
Bra
Br
Br
Br
B
Bra
Bra
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Bra
Bra
Bra
a
Bra
a
B
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B
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B nd-
nd-
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ri
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ri
ri
i
riv
ven
ven
ven
v
v
v
ven
ven
en
v
v
v
v n Pr
Pr
P
Pr
Pr
Pr
Pr
r
r
P
P
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Prog
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o ess
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99
9
9
99
99
9
99
9
99
9
Hans-Christian Schwingen, Chief Brand
Officer at Deutsche Telekom from
2007 to 2020, and neuropsychologist
Dr. Christian Scheier talk about the
power of the implicit and the reinvention
of the Telekom brand, about unconscious
purchasing decisions and the continuing
relevance of “Life is for sharing.”.
HOW THE
BR AND
CREA TES
VAL UE.
100 Brand-Driven Progress Brand-Driven Progress 101
Why brands are important
Brands help us to make sense of the multitude of
offerings on the market and choose the one that
is right for us – quickly and reliably, without
having to deliberate for hours. By using certain
brands - and rejecting others - we are expressing
our personal identity, our views and values.
Brands also facilitate our access to new and
complex products – products that we would not
initially trust if they did not come from our favorite
brand. The importance of the brand for a purchas-
ing decision is particularly significant if we are
not able to verify supposedly rational purchasing
criteria or can only do so to a certain extent.
In an electric good store, for example, we can-
not test whether the television delivers the
promised quality. However, the brand gives us
the green light for our decision – and rewards
us with the good feeling of having made the
right choice.
If brands are useful for people in this way, they
create added value for the company: A strong
brand continuously helps to sell more products
at a higher price, acquire new customers, and
convince investors. For Deutsche Telekom, the
brand is thus one of the central value drivers.
H.-C. Schwingen: When I joined
Deutsche Telekom, brand man-
agement was spiraling out of
control. New technologies and
products as well as numerous
sub-brands and claims made it
difficult to get an overview – for
customers and employees alike.
Back then, nobody knew what
Telekom actually stood for. To be
taken seriously as an innovative
full-service provider, we therefore
not only needed a harmonized
brand, but also realignment of
the content. How much stamina
is required for such a massive
undertaking?
Dr. C. Scheier: Put it like this,
building up a brand requires
longterm consistency. Commu-
nicating a brand promise in a
credible manner is therefore not
a sprint, but rather a marathon.
In the case of “Life is for sharing.”,
the long-term sustainability of the
positioning already has a good
basis, as the claim addresses a
genuine basic human need: We
like to be connected with others
and we want to share what’s
important to us – with those
most important to us. It is about
a shared, enriching experience.
Schwingen: That is precisely why
we have been successfully oper-
ating with the “Life is for sharing.”
claim for more than 10 years. We
have achieved our envisaged goal
of sustainably anchoring Telekom’s
brand promise. One reason for
this is, without a doubt, the com-
plete realignment of the brand. At
the time, we aimed to think of the
products and brand from the cus-
tomer’s perspective in particular:
In other words, putting the focus
also only humans following their
own implicit goals. Information
processing and reward mecha-
nisms in the brain function in the
same way as they do in private
consumption, even if the context
is different. In B2B scenarios, it is
more regularly a question of
group decisions and, conse-
quently, the risk of losing face
should you take the wrong deci-
sion. A trustworthy, strong brand
such as Telekom plays a relevant
role here as it minimizes the deci-
sion-making risk. As such, it con-
veys a good feeling of making the
right decision for one’s own pro-
fessional success.
Schwingen: In our case, this
would also mean that it is not
only the technical solution or the
price which influences our busi-
ness customers’ purchasing deci-
sion, but to a far greater extent
added value going beyond the
functional advantages of the
products: for example, a trusted
partnership. For the end cus-
tomer, the added value would be
the connection to other people
made possible by our technology.
How is this added value reflected
in neurosciences?
Scheier: In neuropsychology, we
refer to this as the “higher goal”.
Our brain always regards
product features such as
the price and performance
in the context of the brand.
Dr. Christian Scheier
tively in the background. We
humans buy products primarily
based on their basic functional
benefits. Additionally, however, a
product’s brand also addresses
“higher goals” and generates an
implicit added value in the form
of a reward in the autopilot. This
influences our decision signifi-
cantly. In short: We all have
implicit goals of which we are
often not aware. If products serve
these superordinate goals, it is
highly probable that we will pur-
chase them. The important thing
is to understand the relevant
goals of a category such as sta-
tus, a feeling of security, or
adventure and to address these
specifically.
Schwingen: It is also interesting
that there does not seem to be
any difference between the pri-
vate and business customer sec-
tors in this context. Many people
think that business customers
take decisions on a purely rational
basis because they are acting on
behalf of the company, whereas –
if at all – only private consumers
are guided by irrational motives.
What does science have to say on
this matter?
Scheier: Yes, indeed, that is
something of a myth that we
come up against time after time.
However, business customers are
on people instead of technology.
However, this change in perspec-
tive from a technology brand to
an experience brand is also based
on neuropsychological findings.
Should these not also be consid-
ered when developing a brand?
Scheier: Certainly. We are now
fully aware of how purchasing
decisions are taken and what
role brands play in this process.
Bringing products into harmony
with this allows a brand to tap
into its full sales-promoting
potential. Our brain always
regards product features such
as the price and performance in
the context of the brand. As such,
sales and the brand are two sides
of the same coin. Here, brands
create an additional, psychologi-
cal value, which influences con-
sumer behavior if they perceive
it as a reward.
Schwingen: We all assume that
we always make our purchasing
decisions on a purely rational
basis, by assessing obvious char-
acteristics and comparing them
with other products. In reality,
however, we are also guided by a
brand’s additional value proposi-
tion. And, more often than not,
subconsciously, wouldn’t you
agree?
Scheier: Definitely! When a pur-
chasing decision is taken, the
majority of the information is
processed intuitively: In tech-
nical jargon, we say “implicitly”,
unreflected. Just like an airplane,
there are two instances in our
brain: the pilot and the autopilot.
The pilot consciously controls
the difficult elements such as
takeoff and landing, while leav-
ing the remainder of the flight to
the autopilot, which works intui-
102 Brand-Driven Progress Brand-Driven Progress 103
claim as a matter of course –
initially on the domestic market.
The next step was the consistent
roll-out of the new positioning in
other markets. And we began
looking at the question: What
is the best way to transfer this
brand core to other countries
and culture groups?
Scheier: Not by translating the
claim stubbornly word for word.
Instead, it is better to transpose
the sense behind it into the local
language based on the brand
concept. This approach also
allows for intercultural aspects.
In “Life is for sharing.”, the focus
is clearly on the aspect of sharing.
The German claim “Erleben, was
verbindet.” shifts the focus to
the effect, in other words the out-
come – the connection between
people. However, the common
denominator is always access to
and participation in the experi-
ence of sharing something of
importance and feeling close to
one another as a result. Beyond
the claim, Telekom’s positioning
in each country also addresses
the people’s relevant higher goal
and thus influences their purchase
decisions.
Schwingen: It is precisely this
desire for connection and inter-
personal exchange that we wanted
to promote with our claim. The
emergence and growing popu-
larity of social media and the
sharing economy also play an
important role in the continuing
relevance of our brand promise
“Life is for sharing.”. Are there
any negative associations linked
to the term “sharing”?
Scheier: Yes. Data privacy and
data protection, unresolved legal
situations in the sharing economy,
and worries about Internet crime
are hotly discussed topics. In light
of this, it is of central importance
to Telekom to position itself as a
trustworthy companion in this
complex and sometimes even
confusing digital world. Telekom
customers must be able to rely
on being provided with simple,
reliable, and fair products without
any boundaries or limits. This is
the real currency in the digital
era. Telekom is a guarantor for
unrestricted access to the oppor-
tunities of digitalization.
Schwingen: Looking back, the
realignment of the brand has
simplified many things for our
customers. They now know that
wherever there’s a “T”, there’s
Telekom. Today, they receive
everything from a single source,
in the best network, associated
with a wide range of advantages.
With our products, our customers
can fulfill their wishes for connec-
tions and the experiencing and
sharing of special moments. The
brand message has become a
central element of the corporate
strategy. Our employees identify
with the Telekom brand and liter-
ally embody the claim. However,
times and trends evolve at light-
ning speed. How can we preserve
the relevance of our brand?
Scheier: Focusing on new trends
every day rapidly results in
actionism – but rarely helps one
achieve the set goal. If the core of
the brand is harmonious and well
defined, it can react flexibly to
Hans-Christian Schwingen
has supported the repositioning of
Deutsche Telekom significantly as
the Chief Brand Officer since 2007.
His brand strategy for the company
is aimed at evolving the company
from an infrastructure provider
into a digital lifestyle brand.
The focus of his activities is on the
connection of products, services,
and content with the brand promise
“Life is for sharing.”.
developments. One example is
the social development of recent
years – the increasing egoism of
some states and their tendency
to turn their backs on the rest of
the world, the challenging of
international institutions right up
to the construction of new walls.
The Telekom brand contradicts all
the above diametrically causing
the company to further consoli-
date its market position. Today,
Telekom sees itself more than
ever as a “We” brand, which does
not divide people but rather
brings them together and breaks
down barriers and walls by facili-
tating dialog and exchange. It
connects people with the possi-
bilities of digitalization. The brand
has carried these aspects within
it right from the beginning and
can react to changed social
framework conditions – however,
the core remains the same.
This proves that the concept
functions in the long term without
losing any relevance. This is pre-
cisely what distinguishes strong
brands.
In the case of “Life is for sharing.”,
these are togetherness, participa-
tion, and special moments with
people who are important to us.
The technology, the product, and
the device are ultimately only a
means to an end. Neuroeconomic
studies have shown that brands
can result in more sales, higher
prices, and increased loyalty in
this way – and, as such, increase
profitability for companies in the
long run. Successful communica-
tion starts with customers’
“higher goals”.
Dr. Christian Scheier is one of
the few neuropsychologists
worldwide to combine research
and practical expertise in the
field of marketing consultancy.
He has authored numerous
standard academic works such as
“Wie Werbung wirkt. Erkenntnisse
des Neuromarketings” (How
advertising works, findings from
neuromarketing)
(Haufe, 3rd
Edition 2018).
Brand management is thus not an
end in itself. In the long term, it
can contribute to economic suc-
cess if companies unearth the
true benefit of their products.
Consequently, the change in per-
spective at Telekom was both
right and important.
Schwingen: This change required
a great deal of internal persuasion.
However, a change in perspective
is not just a question of theory. It
has to be realized, brought to life
and made convincing, especially
in the early stages. With the Paul
Potts campaign, we were able to
touch and inspire customers and
employees alike in 2008. We
demonstrated what Telekom
stands for in an understandable
and authentic manner: participa-
tion, access to digital opportuni-
ties, and togetherness. The posi-
tive feedback was overwhelming
and we made enormous progress
in our evolution from a technology
brand to an experience brand.
After a good two years, every divi-
sion was working with the new
Digitization is changing
everything – and that at
a pace never seen before.
This far-reaching change turns
entire value creation chains upside
down and is constantly producing
new and valuable elements. The
sharing economy is one of the most
impressive examples. Deutsche Telekom
was one of the pioneers of this idea.
Brand-Driven Progress 105
104 Brand-Driven Progress
106 Brand-Driven Progress
S
h
a
r
i
n
g
c
h
a
n
g
e
s
t
h
e
w
o
r
l
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”
Brand-Driven Progress 107
2004
Facebook
is founded
2006
Twitter
is founded
2008
LIFE
IS FOR
SHARING.
There from the
very beginning.
The term “sharing economy” was made popular by the author
Rachel Botsman in 2010. Our claim “Life is for sharing.” had
already put this blossoming phenomenon into words three
years earlier: It captures the spirit of the times perfectly.
Today, it is all but impossible to imagine society and the
economy without the sharing, joint use, and exchange
of material and non-material resources. They are
the values of a new generation. Our graphic
illustrates the milestones of this development.
Brand-Driven Progress 109
108 Brand-Driven Progress
2009
Uber
is founded
2010
Instagram:
The first photo
is posted
2010
Rachel Botsman:
“Sharing economy”
2012
Facebook:
1 million users
2012
Airbnb:
10 million overnight
stays booked
2013
1 million users
of car-sharing
services in Germany
2014
LinkedIn:
1.5 million
websites using
the LinkedIn
share button
2016
WhatsApp:
1 billion users
every month
2016
Twitter:
360,000 tweets
per minute
2017
Snapchat:
187 million active
users around
the world every day
2017
Skype:
3 billion minutes
of Skype conversations
every day
2017
1.27 million people
working in
co-working spaces
2018
Uber:
More than
5 billion trips
in one year
2019
Spotify:
248 million users
every month
2020
Instagram stories:
500 million users
every day
We
asked our employees:
Which experiences are important to you –
and who do you share them with?
“I love vintage car rallies. My
wife and I even have a separate
Instagram account for our
1958 Bedford CA Dormobile. The
comments left by our followers are
extremely interesting – especially
when they can even remember the
1950s themselves.”
INTEREST We want to talk with people who share the same interests. Take, for example, Jörg Eggebrecht
from the Marketing and Product Management Service Numbers department, who likes to chat with other
vintage car enthusiasts on Instagram as Dorie_the_dormobile.
“If something touches me, then I want my family
and my friends to be part of it. Experiences which
motivate me to change something or inspire me
to reflect. And particularly special experiences
which allow me to laugh about myself. Humor
is incredibly important to me.”
PROXIMITY We need to communicate with our nearest and dearest. That’s why
Ines-Regina Lasczka from the Capacity Management and Innovations department utilizes digital
options such as Twitter and WhatsApp – in addition to personal communication.
“I’ve always been driven by the desire to
be smart. I wanted to learn my whole life
long. I am still learning every day now.
At the same time, I also like teaching
others. I am really moved by the feeling
of success I gain from this.”
KNOWLEDGE We improve by sharing our considerations, strategies, and ways of working with each
other. Rüdiger Iffert, Program Manager, loves learning – but also communicating knowledge and
training colleagues.
110 Brand-Driven Progress
“I once met the
German soccer player
Thomas Müller and took
a photo with him.
That was a real
highlight for a
Bayern Munich
fan like me!”
ENTHUSIASM We want to remember special moments and tell others about them.
Stephanie Tönjes, Communications Strategist  Personal Branding Coach, is a firm believer in that.
She told all her friends about meeting her favorite soccer player.
Brand-Driven Progress 111
Brand-Driven Progress 113
part of
Becoming
your life.
Implementation
on all levels.
A brand unfolds its true
potential when it touches
people – everywhere
where they come into
contact with it. The
messages must be rele-
vant and authentic, the
communication channels
precisely coordinated to
each other.
This is exactly how we
pass on our stories to
people.
112 Brand-Driven Progress
114 Brand-Driven Progress Brand-Driven Progress 115
Our brand consistently focuses on
people and the goals which
are relevant for their behavior. Through
sharing we make it possible to experience
unique moments together with many
people. Our campaigns depict
large and small moments taken
from real life.
True stories boost the
credibility of our brand promise.
And spark enthusiasm.
In young and old alike.
The great climb
Paul Potts is the hero of our launch campaign for the new claim
“Life is for sharing.”. The story of the unglamorous misfit, who
touched and enchanted the judges and the public when he appeared
on Britain’s Got Talent in 2007, made for a truly unforgettable moment.
The campaign combined original footage from the show with scenes
showing people all over Germany experiencing his moving appearance
on their televisions, laptops, and smartphones – and how it became a
particularly special shared moment for everybody.
However, the campaign didn’t just change the life of mobile phone
salesman Paul Potts, who was catapulted from the edge of society
into the spotlight when his story was shared millions of times, it also
established Telekom’s brand promise across the country, sparked
extraordinary feedback in the media, and resulted in a quantifiable
image boost. The tremendously positive response generated a
completely new sense of belonging among Telekom employees.
The Paul Potts campaign was the most successful Telekom campaign
of all time until that point and heralded the beginning of a changed
perception of our brand.
116 Brand-Driven Progress Brand-Driven Progress 117
118 Brand-Driven Progress Brand-Driven Progress 119
“As early as during the
production process, it became
clear to us that we were on to
a winner with this campaign. It
even moved us to tears. It was
perfectly orchestrated with
Paul Potts’ story in the focus.
The feedback was impressive.
In the beginning, we received
60 to 70 e-mails or letters
– even handwritten ones –
every day.”
3.2 million
18
“I would hope that this positive
emotion can be transposed, even
to just a small extent, to real life
in our company, with enthusiasm,
joy, and openness playing a more
significant role than resignation
and fear of change.”
“I am always 100%
behind our company
and I think it is good to
see this ‘positive wave’
resonating throughout
the company after
the crisis.”
“I am proud to be
part of it – part of
Telekom!”
new mobile communications
customers by the end of 2008
Brand loyalty
values
increased
by around
percentage
points
Does your life seem like a fairy tale?
I can’t believe what has happened. There’s no way on
Earth that I could ever have dreamed that it would lead
where it has. It is wonderful to play with large orchestras,
it’s great to have people supporting me, and it’s fantastic
that I have been given this opportunity to do what I’ve
always dreamed of. If you’re doing what you love doing,
then you’re living your dream. So, by definition, you’re
successful.
In 2007, you were still saying that you really only want-
ed to sing opera. Now arias only account for a part of
your stage shows.
I have no problem with that. For me, music is a unit. I
don’t need to break it down into different genres; there’s
no need for that: We can all enjoy all types of music.
Your album One Chance was in the charts worldwide
for a long time in 2007 and even made it to number 1
in some countries. When did you finally realize: I’m a
success now?
For me, success is about doing what I love – not about
how many number 1 hits I have.
Interview with
Paul Potts
Everything changes for Paul Potts when he wins the
talent competition. From a mobile phone salesman to an
overnight star. He sings in front of the Queen and cap-
tures Germany’s heart with his Telekom ad. His appear-
ance is watched, shared, and commented on millions of
times on the Internet. His voice enraptures soccer fans
at the opening game of the 2008/09 Bundesliga season
and Telekom employees at the Christmas party at the
company’s headquarters. He wins an Echo award and
lands a record deal with Sony BMG.
In 2013, the British-American movie “One Chance”,
telling Paul Potts’ story, reaches the silver screen. The
tenor appears twice on the Oprah Winfrey show and has
a number of sold-out world tours from New York to Syd-
ney. In 2019, he sings in South Korea, Japan, Scandinavia,
Germany, the United Kingdom, and France. In 2020, he
releases his sixth studio album. Even now, Potts still sells
out venues and stadiums all over the world. His dream of
simply doing that which he has always dreamed of has
now come true.
Telekom boosts Potts –
Potts boosts Telekom.
Pink sing-along
At Telekom’s invitation, more than 13,000 people
gather in Trafalgar Square in London for a giant
karaoke party. Popular songs – from the Beatles
classic Hey Jude to Janis Joplin’s Piece of My Heart –
quickly blend the masses into one enthusiastic choir.
Most of the singers only realize that superstar Pink is
in their midst when she is shown on the big screen.
The magic of the moment is evident in the videos
which are quickly shared on the Internet.
The experience brand
is born. One after
another, we launch
a range of ad
campaigns with
different sharing
moments, each
aimed at establishing
the concept in the
long term.
122 Brand-Driven Progress Brand-Driven Progress 123
Move On
From moviegoers to filmmakers: More than 10,000 users from
11 European countries participate in the production of a road
movie with a star-studded cast. The movie produced by Deutsche
Telekom and Hollywood director Asger Leth is called Move On and
stars Mads Mikkelsen in the lead role. This trendsetting form of
participation is a particularly special moment for selected movie
fans, who might even be able to score a role with a little luck.
Another plus: it is the world’s first interactive film project.
Rain of flowers
What would you do if red
roses really were to rain
for you like in the old
German song? Exactly:
You would look around in
amazement and enjoy
every aspect of this
wondrous moment in
which time appears to
stand still – and then
share it as quickly as pos-
sible with all those who
weren’t lucky enough to be
there. The perfect moment
to share with others.
Liverpool Street Station dance
A dance flash mob turns the foyer
of the London train station into a
dance hall. Many of the surprised
commuters and passers-by allow
themselves to be swept along by
the 350 professional dancers and
join in, while others capture the
moment on their smartphones – in
order to share it with others later.
The images course through the
Internet and right around the globe.
Angry Birds
Telekom stages the cult mobile phone game
Angry Birds as a live event in public places with
passers-by catapulting the round
birds into real obstacles and green
pigs actually exploding. The campaign
brings the digital experience to life in
an unusual way, as a small swipe of the
finger on your smartphone is sufficient
to send the birds flying over people’s
heads. The images become a viral
YouTube hit.
Brand-Driven Progress 125
Lake Ohrid
Water, sun, great food, and lots of happy guests –
Telekom sends out an invitation to an opulent, floating
picnic on Lake Ohrid in North Macedonia, one of the
largest lakes in the Balkans. People eat, dance, sing,
and party to their heart’s content on 70 boats.
A real moment to be shared full of summer feeling and
joie de vivre that many guests capture and share using
their smartphones.
Katy Perry video clip
Meeting the greatest idol, leaving the everyday world behind, and
being part of an official music video – Telekom makes this dream
come true for 250 of Katy Perry’s biggest fans. In personal appli-
cation videos on Facebook, the star’s fans from all over the world
tell us why they want to be in Katy Perry’s Firework video. The
applicant’s striking videos and the close-up fan experience are a perfect example of what
the Telekom brand promise “Life is for sharing.” is all about.
Million Voices
“Thanks for this moment. It’s really a huge
gift to share it with you all”, raps Thomas D.
in Million Voices, his remix of the global hit
7 Seconds. Around 13,500 people answer
Telekom’s call and record their version of the
song with their web cam or smartphone.
The musician from the German group
Fanta-4 mixes the contributions together
to produce a completely new community
music experience. Even skeptics of the
concept of customer participation find it
hard to escape the draw of this “largest
online choir of all time” as it is dubbed
by the German newspaper Die Welt.
Guus Meeuwis
In cooperation with the Manders family from the Netherlands,
we organize a birthday surprise for their grandma: As a gift,
they go with her to a concert held by her favorite singer,
Guus Meeuwis. During the show, he calls her on her mobile from the
stage and serenades her live. The other 35,000 members of the audience also join in. It is a
truly touching moment for the grandma, the family, and the audience, who capture and share
the moment on their smartphones.
124 Brand-Driven Progress
BOB
LINDA
The man in the tutu
Love and a dash of courage can work wonders.
When his wife Linda is diagnosed with breast
cancer in 2003, American photographer Bob
Carey comes up with an original way of helping
her through her struggle: taking photographs of
himself in a pink tutu against a different backdrop
each time. The photos help to put a smile on
Linda’s face. A touching real-life story. So why
not let other sufferers enjoy it too?
Brand-Driven Progress 127
126 Brand-Driven Progress
A
A story which inspires courage
The picture book with the photos of Bob in the tutu aims
to help other sufferers and ease their pain. The positive feed-
back arouses the interest of self-help groups and non-profit
organizations. It paves the way for the Carey Foundation,
which provides financial assistance to women in need
suffering from cancer The story also touches many people
at Deutsche Telekom. As a result, we launched the campaign
with Bob in his pink tutu in 2013 – standing in front of Berlin’s
Brandenburg Gate. Good stories need to be shared for them
to spread and work their magic.
130 Brand-Driven Progress
One
brand message.
Real stories.
Experience.
For everyone.
Brand-Driven Progress 131
132 Brand-Driven Progress
Deutsche
Telekom becomes
the technology
partner of the
successful esports
team SK Gaming.
Establishing a
brand in an opulent and
experienceable manner:
Trade fairs make it possible. At the IFA,
CeBIT, Mobile World Congress in Barcelona,
and #DABEI festival, Telekom no longer presents
itself as a technology brand but rather creates
entirely new worlds for visitors to dive into and
experience. Our trade fair appearances unite enter-
tainment, trends, and product innovations. Visitors
can discover and try out the latest technologies
and interactive exhibits. In this way, the trade fair
is transformed into a space for experiencing the
digital lifestyle and trendsetting networking,
with gaming and esports rapidly gaining
in popularity.
Brand-Driven Progress 133
134 Brand-Driven Progress Brand-Driven Progress 135
Inspire, test, buy
Slowly but surely, the experience brand
is also revolutionizing our stores around
the world. The aim of the modern design
is also to inspire customers to try out,
discover, and explore the myriad of possi-
bilities offered by our apps, networks, and
devices here too. Safe surfing, Europe-
wide gaming, and television, at any time
and place, are changing from keywords
in brochures to real experiences. Although
the focus is no longer on the technical
details of our contracts and products,
technical questions are, of course, still
always answered in our stores.
Brand-Driven Progress 137
Music, lifestyle,
and club culture
are brought to life.
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Telekom Electronic Beats
Music connects. There are plenty of ways to experience music – at con-
certs, via streaming services, in clubs. As such, it goes without saying
that music belongs to the world of the Telekom experience brand. The
award-winning Telekom Electronic Beats (TEB) format has already been
a big hit with fans and critics of the electronic music and club culture for
around 20 years. Developed as an international music marketing program,
TEB was launched in 2000, initially weekly with a TV show on VIVA and,
as of 2005, in print as a free English magazine.
Today, the multimedia platform electronicbeats.net is a content hub with
high-quality journalistic articles covering all aspects of music, club culture,
design, and tech and Internet culture. From interviews and live streams to
podcasts in German: TEB is now an established name among millennials.
We produce our own live events across Europe and, in doing so, create
unforgettable music experiences for a large fan base.
Dancing with Gorillaz
In 2017, Deutsche Telekom cooperated
with the most successful virtual band in
the world: the Gorillaz. The magic of the
British brand lies in the fact that it is both
real and virtual. The music mastermind
behind the Gorillaz is Blur front man
Damon Albarn, the stars are comic figures
drawn by Jamie Hewlett.
As a technology partner, Telekom offers
the fans new, innovative insights into the
world of the Gorillaz. For example, the
launch of their fifth studio album is
accompanied by an exciting gadget:
the augmented reality app The Lenz, offer-
ing all fans exclusive access to selected
Gorillaz content if the smartphone camera
captures a magenta-colored background.
The corresponding support was provided
by Telekom Electronic Beats.
Telekom provides the community with
unforgettable music experiences via a
virtual-to-real live interview during which
fans can ask questions in real time, con-
certs right across Europe, and an album
showcase performance in Cologne with
360° cameras. The campaign success-
fully conveys our brand promise “Life is for
sharing.” and won 32 of the world’s most
coveted marketing awards.
142 Brand-Driven Progress Brand-Driven Progress 143
observers and encourage them
to think and discuss – perfectly
in line with the aim of Telekom’s
brand slogan “Life is for sharing.”.
As such, the pieces in the Art
Collection Telekom do not hang
or stand in Telekom’s offices or
corporate buildings, but are
rather shared with the public
via an app and in national and
international exhibitions. There,
they are viewed, taken in, and
discussed – in other words, expe-
rienced – creating connections.
www.art-collection-telekom.com
Art Collection
Art is the chance to see the world
through somebody else’s eyes.
The focus of the Art Collection
Telekom has been on contempo-
rary art from Eastern and South-
ern Europe for 10 years. Now
comprising more than 300 pieces,
the collection reflects the thoughts
and emotions of the artists during
the social and political changes
following the fall of the Iron Cur-
tain. The collection aims to pro-
mote a broader understanding of
Europe’s cultural diversity.
It includes everything from draw-
ings to digital installations pro-
duced by 77 mostly young artists
from 20 different countries. The
Art Collection Telekom offers
them not only a platform allowing
them to be effective as an artist,
but also promotes the develop-
ment of art in the region. Above
all, the pieces in the collection
should do one thing: tell stories.
The pieces make the artists’ indi-
vidual perspectives on topics
such as social responsibility, for-
getting and remembering, as well
as their respective identity and
story experienceable for the
Telekom.
What Are We Made Of? 2019 – the exhibition at the
Kunsthalle Darmstadt featuring 30 pieces from the
Art Collection Telekom addresses the question of
what characterizes us in the East and West.
The Art Collection Telekom
gives an insight into the
mood in Eastern Europe with
its first exhibition Fragile
Sense of Hope in Berlin in
2014. 2006 sees the ap-
pearance of 30 Years After,
something of a self-portrait
by the Bosnian artist Šejla
Kamerić – her account of
capitalism’s promises of
happiness that never come
to be in Eastern Europe.
Pray Sway, 2016, by the artist col-
lective Slavs and Tartars in the 2017
Półprawda | Half-Truth exhibition in
the sculpture museum of the Polish
National Museum in Warsaw.
Romanian artist Dan Perjovschi
creates Chalk Reality (digital flair)
as a live performance at the
Deutsche Telekom booth at the
IFA 2012.
In the exhibition Shape of Time | Future
of Nostalgia at the National Museum of
Contemporary Art in Bucharest, the Art
Collection Telekom displays parts of the
collection for the first time in one of East-
ern Europe’s leading museums.
The Art Collection Telekom awarded the
Art Award for New Positions to young
artists and presented new acquisitions
from its own collection at Art Cologne
five years in a row.
Top A photo from 2018 with Once
Information Has Passed Into Protein, 2017,
an installation by the Polish artist
Iza Tarasewicz.
Bottom The presentation from 2017
with Women’s House (Sunglasses),
2002−2004, by the Croatian artist
Sanja Iveković.
144 Brand-Driven Progress Brand-Driven Progress 145
The foundations
are in place.
With the brand’s new look
across the board, we have laid
the foundations for a fundamental
change of image in Germany.
At the same time, we are
rolling out the new brand
understanding bit by bit across
the whole of Europe.
EU
Brand-Driven Progress 149
A
consistent
brand for an
international
company.
Telekom tours Europe
The T and the color magenta as a trademark are being
introduced gradually in the other countries in Europe
where we have subsidiaries. Next in line is Poland: In
2010, the subsidiary is the first to fully adopt the new
strategy including brand identity. Bit by bit, we are
spreading our new look and our brand promise “Life is
for sharing.” right across Europe. Not only that, our
rebranding strategy also takes the cultural and social
particularities of the respective countries into consider-
ation during the launch phase – without diluting the
character of the experience brand. The Pan-European
communication campaign “We connect people in
Europe!” gave us an extra boost on the way to becoming
the leading European telecommunications provider.
For Telekom, however, Europe is more than just a market.
For us, Europe is an attitude. A project which brings
together millions of people in peace and freedom.
A place where everybody should be allowed to partici-
pate equally. At the annual general meeting in 2017,
Deutsche Telekom CEO Tim Höttges summed up our
commitment to a united Europe perfectly: “We are for
Europe. We want to cross borders. We do not want to
build walls. We reject hatred and division; we want to
share. We want to make community possible through
digitalization.”
As Europe’s leading telecommunications provider, we
see it as our responsibility to bring people together
from across the whole of Europe. And we are now
making this clear to the world.
U
Brand-Driven Progress 151
The power of Magenta
Our brand promise is a strong
brace for the international image.
Simplification under a single
umbrella brand opens up entirely
new possibilities: standardized
offerings across Europe. In the
course of the brand design evolu-
tion in 2013, magenta is used
more intensively for the corporate
image. The brand color’s high
recognition value stimulates iden-
tification with the company. So
why not also utilize the name of
the color – magenta – more
emphatically? For example as the
name of a service offering.
When Telekom bundled the fixed
network and mobile communica-
tions services into the convergent
offering for strategic reasons,
Magenta made uniform imple-
mentation in all countries possi-
ble: MagentaONE. This step in
2014 represented Telekom’s first
Pan-European offering, which
additionally ideally comple-
mented the branding approach.
The new offering name, Magenta,
allows global operations to be
addressed using a standardized,
unmistakable name. In next to
no time, it is joined by additional
offerings such as MagentaTV
and MagentaCloud, and the
Magenta offering continues to
grow – driving forward the
Telekom evolution.
“If we hadn’t begun
radically realigning the
brand in 2007, it simply
wouldn’t be possible to
imagine an international
offering like MagentaONE.
As such, we are now reaping
the fruits of far-sighted
and consistent brand
management.”
Hans-Christian Schwingen,
Chief Brand Officer
at Deutsche Telekom
from 2007 to 2020
From the
brand color
to a new
label.
Brand Driven Progress 153
152 Brand Driven Progress
Eine starke Marke bedeutet
für uns mehr als nur ein guter
Claim und emotionale Bilder.
Unser Anspruch ist:
Taking
responsibility.
Vertiefung und
Verantwortung.
Sie muss gesellschaftspolitisch
Stellung beziehen. Wir wollen nicht nur
ein verlässliches Netz bereitstellen.
Wir verstehen unsere Marke auch als
Auftrag für ein besseres Miteinander.
Brand Driven Progress 155
154 Brand Driven Progress
Vernetzung
schafft
Verbindung.
Brand Driven Progress 157
156 Brand Driven Progress
Gemeinsam
die Welt ein
Stückchen
besser
machen.
Brand Driven Progress 159
158 Brand Driven Progress
Big Bang für die
Demenzforschung.
Ein Unternehmen, das sich auf die Fahne schreibt, das
Leben der Menschen vereinfachen und bereichern zu
wollen, muss bei den großen Herausforderungen
unserer Gesellschaft von sich aus aktiv werden. Das
Mobile Game Sea Hero Quest wurde im Rahmen
unserer #GameForGood-Initiative mehr als vier Milli-
onen Mal heruntergeladen, fütterte die Alzheimer-
forschung im großen Rahmen mit wertvollen Daten –
und hat innerhalb kürzester Zeit den ersten globalen
Vergleichswert für die Früherkennung von Demenz
geschaffen. Ein wegweisendes Digitalisierungspro-
jekt, mit unserem Markenversprechen im Herzen.
Demenz ist eine der größten medizinischen Heraus-
forderungen von heute. Ohne einen Durchbruch in
Prävention und Therapie könnten bis 2050 weltweit
rund 135 Millionen Menschen von ihr betroffen sein,
drei Millionen davon allein in Deutschland. Mit Sea
Hero Quest nahmen wir unser Markenversprechen
wörtlich. Unsere Mission: die Forschung im Kampf
gegen Demenz zu unterstützen, um Menschen welt-
weit zu ermöglichen, ihre Erinnerungen bis ins hohe
Alter zu behalten – und zu teilen. Das Mobile Game
wurde von der Telekom in enger Zusammenarbeit
mit dem University College London, der University
of East Anglia, der gemeinnützigen Organisation
„Alzheimer’s Research“ und dem Games-Developer
Glitchers entwickelt. Der Spieler navigiert darin per
Schiff durch immer schwierigere Labyrinthe: Er muss
sich Landkarten einprägen, Bojen in einer vorgege-
benen Reihenfolge ansteuern, Leuchtraketen in die
richtige Richtung abfeuern und Hindernisse überwin-
den. Kurzum, es geht ums Erinnern und Orientieren.
Prinzipien, die in der Alzheimerforschung von großer
Bedeutung sind – denn räumliche Desorientierung
ist ein frühes Symptom von Demenz. Bisher fehlte
Wissenschaftlern jedoch eine weltweite Vergleichs-
grundlage mit Daten zur räumlichen Orientierung
von gesunden Menschen. Genau diese Benchmark
hat Sea Hero Quest generiert. Was sich Neurowissen-
schaftler von der Big-Data-Analyse erhoffen: dass
frühzeitig diagnostizierte und behandelte Erkrankte
länger selbstbestimmt leben können. Da spielte
man gern mit.
#GameForGood
Karte einprägen und los geht’s!
Jedes Abenteuer beginnt mit einer Karte, die sich der
Spieler einzuprägen hat. Die Aufgaben werden immer
schwieriger und fordern spielerisch das Erinnerungs-
und Orientierungsvermögen.
Prof. Michael Hornberger, Professor für angewandte
Demenzforschung an der University of East Anglia,
ist einer der führenden Wissenschaftler hinter
dem Projekt.
Einer der größten
Datensätze aller Zeiten.
Wie stark waren Sie und
Ihr Team in der Entwick-
lung des Spiels involviert?
Wir waren von Anfang an
Teil des Prozesses. Das
Spiel sollte uns helfen, die
frühestmöglichen kogniti-
ven Veränderungen durch
Alzheimer zu erkennen –
Veränderungen, die noch
vor den typischen Gedächt-
nisproblemen auftreten.
Wie hat das Projekt
die Demenzforschung
revolutioniert?
Das Projekt ist für die
Demenzforschung auf drei
Ebenen wegweisend: Es
ist das erste Bürgerwissen-
schafts-Projekt (Citizen
Science Project) in diesem
Forschungsfeld. Es verwen-
det zum ersten Mal einen
Gaming-Ansatz. Und
es hat einen der größten
Datensätze aller Zeiten
für die Demenzforschung
generiert.
Was haben Sie
herausgefunden?
Wir wissen jetzt, dass sich
die räumliche Orientierung
bereits ab dem frühen
Erwachsenenalter ver-
schlechtert. Auch erzielen
Männer durchschnittlich
bessere Ergebnisse als
Frauen – dieser Unterschied
ist jedoch geringer in
Ländern, in denen die
Geschlechtergleichstellung
weiter fortgeschritten ist.
Des Weiteren besteht ein
starker Zusammenhang
zwischen Orientierungs-
vermögen und materiellem
Wohlstand: Je höher das
BIP eines Landes, umso
besser die Spiel-Ergebnisse.
Was erhoffen Sie sich von
diesen Erkenntnissen?
Da wir jetzt eine Vergleichs-
grundlage zur räumlichen
Orientierung gesunder
Menschen haben, können
wir Demenzsymptome in
Zukunft früher erkennen,
früher Diagnosen stellen
und früher behandeln.
Unser Ziel ist es, dass
Erkrankte länger selbst-
bestimmt leben können.
5 Abenteuer, 5 Monster
Am Ende jeder erfolgreichen
Spielrunde wird ein Monster
sichtbar, das der Spieler
fotografieren und als Trophäe
sammeln kann.
117
3
5
150 22
2
17.600
Minuten Spielzeit
generieren so viele
Daten wie
Stunden
im Labor.
Alle Sekunden
erkrankt ein Mensch
an Demenz.
Sea Hero Quest macht die
Früherkennungs-Forschung
mal schneller mal günstiger.
und
Millionen
Spieler haben
insgesamt über …
Jahre
gespielt.
Das entspricht …
Jahren
experimenteller
Forschung.
4,3
Brand Driven Progress 163
162 Brand Driven Progress
Technologie,
die von Herzen
kommt.
TechForGood
Unsere „Story Time“-App
zum Beispiel nutzt Augmented
Reality (AR), um Familien
enger zusammenzubringen.
In Rumänien, einem der ärmsten
Länder der EU, leben viele Kinder
bei ihren Großeltern und sehen
ihre Eltern nur selten, weil sie
sich Arbeit im Ausland suchen
müssen. Mit der Vorlese-App
klingen die Gute-Nacht-
Geschichten aber beinahe so,
als säßen die Eltern zu Hause
am Kinderbett. Mehr noch:
Mit AR-Elementen verwandeln
sich die vorlesenden Eltern vor
den Augen ihrer Kinder in Figu-
ren aus den Geschichten. So
können alle für eine Weile ver-
gessen, wie weit sie voneinander
entfernt sind.
162 Brand Driven Progress
Wir glauben an das Potenzial
von Technologie, die Menschen
in den Mittelpunkt stellt.
TechForGood liefert vielleicht
keine Antworten auf die
zentralen Herausforderungen
der globalisierten Welt, aber
auch Apps, die Hoffnung und
Freude in den Alltag bringen,
können Großes für die
Gesellschaft bewirken.
Etwas zum Hören
und etwas zum Schauen.
Die liebevollen
Animationen und die
mit Augmented-Reality-
Elementen verkleideten
Eltern machen die Gute-
Nacht-Geschichten
für die Kinder zum
Rundum-Erlebnis.
164 Brand Driven Progress
In der Slowakei bringt unsere
Dolmetscher-App seit 2016
gehörlose und hörende
Menschen enger zusammen.
Wenn es mal mit der Kommuni-
kation nicht so recht vorangeht
oder es auf jedes Wort ankommt,
können Gehörlose mit der App
auf ihrem Smartphone schnell
einen echten Dolmetscher für
Gebärdensprache zuschalten.
Per Video-Chat übersetzt er
dann Gebärden in gesprochene
Sprache und umgekehrt
und macht so für alle die
Verständigung leichter.
Die meisten Hörenden kennen
Gebärdensprachen-Dolmetscher
vor allem von Konzertbühnen.
Ganz gleich ob Oper oder Hip-
Hop – weltweit übersetzen sie
Text und Emotionen für Gehör-
lose im Publikum. Daher drehten
wir in unserer Kampagne den
Spieß um: Unsere Dolmetscherin
Agata dirigierte ein Orchester
in Gebärdensprache – das
(hörende) Publikum bekam
eine schriftliche Übersetzung
ihrer Handzeichen. Ein kurzer
Blick auf die Herausforderungen,
denen sich Gehörlose jeden Tag
stellen müssen.
„Stimmt mit ein in die
Welt der Hörenden“
lautet der slowakische
Liedtext, der auf dem
Notenblatt einmal mit
Buchstaben und einmal
mit Handzeichen
dargestellt ist.
www.onlinetlmocnik.sk
Vďaka službe Online tlmočník si nepočujúci a počujúci
navzájom bez problémov porozumejú všade tam,
kde to doteraz nebolo možné.
Pretože v najlepšej sieti #nicniejenemozne
Wo viele Menschen miteinander
verbunden werden, fließen
enorme Datenströme –
Big Data. Die Technologie dafür
bereitzustellen ist eine Sache.
Eine andere ist die Sicherheit der
Netze. Wir müssen gewährleisten,
dass die Datenströme zuverlässig
fließen und nicht missbraucht
werden. Die Telekom ist
sich dieser Verantwortung in
besonderem Maße bewusst.
Brand Driven Progress 169
168 Brand Driven Progress
Sicherheit
„Made in
Germany“.
Brand Driven Progress 171
170 Brand Driven Progress
Das Versprechen der Telekom ist kein geringes: Wir wollen jeden
mit den digitalen Möglichkeiten von heute verbinden. Wie? Etwa
indem wir ein herausragendes Netz bereitstellen, das nahtlose
Verbindungen zwischen Menschen ermöglicht: schnell, zuverlässig,
immer und überall.
Die Vorteile vom schnellen Internet sollen alle genießen können –
in der Stadt und auf dem Land. Lückenhafte ÖPNV-Versorgung?
In Zukunft sollen Apps dabei helfen, Mobilitätsketten zu organisie-
ren. Fehlende Einkaufsgelegenheiten in ländlichen Regionen?
Die Vernetzung über zentrale kommunale Plattformen lässt Dorf-
gemeinschaften zusammenrücken. Überfüllte Arztpraxen? Smart-
Health-Lösungen sorgen bald für eine bessere Koordination im
Gesundheitswesen.
Klar, wer digital verbunden ist, erzeugt kontinuierlich Datenströme.
Zusammengeführt mit den Daten der anderen werden sie Teil
von etwas Großem: Big Data. Es geht um riesige Informations-
mengen, die plötzlich Zusammenhänge aufzeigen, die vorher nicht
sichtbar waren und mit denen sich nützliche Verhaltensprognosen
erstellen lassen. In Verbindung mit künstlicher Intelligenz hat
Big Data das Potenzial, zu digitalen Services verwertet zu werden,
die den Lebensalltag von allen einfacher und komfortabler machen.
Datensicherheit und Schutz der Privatsphäre stehen für die Telekom
dabei an erster Stelle.
Nur sichere Lösungen
sind wirklich intelligent.
Sicherheit: Lange reichten dafür dicke
Mauern, Schlösser und Tresore. Doch
im digitalen Zeitalter nützen die wenig:
Heute erpressen Hacker Unternehmen
mit Distributed-Denial-of-Service (DDoS)-
Attacken und Verschlüsselungstrojanern.
Ein kleines Programm kann Unternehmen,
ja ganze Länder lahmlegen.
Auch die Deutsche Telekom ist Ziel von
Angriffen. Mehr als 2,5 Milliarden sicher-
heitsrelevante Events registrieren die
Sicherheitsspezialisten unseres integrier-
ten Cyber Defense and Security Operations Center (SOC) jeden Tag – und
wehren sie ab. Um die Methoden der Hacker besser analysieren zu können,
haben wir spezielle Lock-Sensoren, sogenannte Honeypots, eingerichtet. Die
Schadcodes, die wir kennen, können uns nichts anhaben. Die Taktik funktioniert:
42 Millionen Mal am Tag werden die Honeypots von Hackern angegriffen. Durch
diese und weitere gezielte Monitoring-Maßnahmen haben unsere Spezialisten
bisher mehr als sechs Milliarden Datensätze zu Cyber-Attacken ausgewertet.
Unsere Malware Library verfügt über eine Sammlung von 20 Millionen
Schadcodes. Tendenz: stetig steigend.
Das Vertrauen in die Sicherheit von Daten ist die Grundlage, auf der unsere
Gesellschaft funktioniert. Deshalb nehmen wir die Aufgabe, unsere Infrastruktur
und die Daten darin zu sichern, extrem ernst. Natürlich können auch wir keine
hundertprozentige Sicherheit garantieren. Aber für unseren hundertprozentigen
Einsatz bürgen wir.
Sicherheit: Lange reichten dafür dicke
Mauern, Schlösser und Tresore. Doch
im digitalen Zeitalter nützen die wenig:
Heute erpressen Hacker Unternehmen
( )
Kommandozentrale
gegen Hacker.
Brand Driven Progress 175
174 Brand Driven Progress
Die Digitalisierung
eröffnet zahlreiche
neue Möglichkeiten
für die Telekom, mit konkreten
Anwendungen
gesellschaftliche
Verantwortung
zu übernehmen.
Brand Driven Progress 177
176 Brand Driven Progress
Auf dem Weg
in eine smarte
Zukunft.
Brand Driven Progress (engl. version)
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Brand Driven Progress (engl. version)

  • 1. v i r n d e v i r n d e From the technology brand to the experience brand r e r g s o s b d n a r p
  • 3. 2 Brand-Driven Progress Brand-Driven Progress 3 Contents care. we WhyWhy we should all have access to the digital world. How we transformed. Our development from a technology brand to an experience brand. part of Becoming your life. Implementation on all levels. A brand unfolds its true potential when it touches people – everywhere where they come into contact with it. The messages must be rele- vant and authentic, the communication channels precisely coordinated to each other. This is exactly how we pass on our stories to people. 56 Brand Driven Progress Make it simple. Brands are effective when they have a clear profile. Succinctly, it represents an idea that people can identify with and that corresponds to their personal goals. Above all, however, strong brands have one thing in common: they are easy to understand. Consistent simplification. Brands create meaning beyond the obvious product advantages. The additional value of the Telekom brand lies in the participation in digital life and in enriching experiences enjoyed when interacting with others and sharing our special moments, experiences, knowledge, ideas, and opinions. For our customers, the focus is not on the technology, but rather on the interpersonal relationships which are made possible. What we stand for. The brand’s message. A strong brand means more than simply a good claim and emotional images. For us, it must take a sociopolitical stand. Taking responsibility. Going further and accepting responsibility. We do not just want to provide a reliable network. We also understand our brand as a mandate for better social cohesion. Prepared for tomorrow.How the brand prepares for the future. Page 6 Page 24 Page 52 Page 208 Page 56 Page 88 Page 112 Page 152 Foreword Page 5 Publication details / Image credits Page 236 Are you happy? What drives us humans.
  • 4. 4 Brand-Driven Progress Brand-Driven Progress 5 This is a book for everyone passionate about the power of brands. How they enrich our lives, how they ensure continuity, and also how they permit progress in these rapidly changing times. Brand-driven progress means more to us than simply using the brand to increase sales. Plenty of companies manage that. We have always focused on driving forward change within the company and, ultimately, whenever possible, positively supporting social change too. That is our understanding of brand-driven progress. A dynamic scene in which the Telekom brand has a special role to play. Deutsche Telekom’s journey in recent years could be described as one from a technology brand to an experience brand. Clear and rational progression. However, there were also some captivating stops along the way. Milestones, which reminded us time and time again of our ultimate goal: connecting people and allowing them to benefit from the opportunities offered by digitalization. Life is for sharing. It takes more than a lucky hand to spark people’s enthusiasm. It takes a sound strategy with long-term goals and yet the capacity to react flexibly to changes. Our journey illustrates what an enormous impact a brand can have on a company and its value. We hope that you will join us on our way. Foreword
  • 5. Are you happy? What drives us humans. 6 Brand-Driven Progress Brand-Driven Progress 7
  • 6.
  • 7.
  • 8.
  • 9. 14 Brand Driven Progress Brand-Driven Progress 15 As the old saying goes: A joy shared is multiplied; a sorrow shared is divided. But why is that? Why do we prefer to share special moments rather than experience them alone? We humans are social beings, per- haps even the most social on the whole planet: society and connec- tions with others form the core of what we are. We organize ourselves into groups and forge family ties, establish romantic relationships, and nurture friendships. These connec- tions are almost always the product of shared experiences and the exchange of ideas, opinions, and knowledge. The relationships which develop in this way bring us together and allow us to become part of a community. !`Ùc âÏØT 1Øâ? It’s been far too long! Bu t here we are now: cold noses, warm hearts. Relationships enrich our lives. After all, humans only feel safe and secure in the community.
  • 10. Relationships Sunday morning the way it should be: Time to snuggle Sunday morning the way it should be: Time to snuggle with this lit tle monkey. Pancakes coming up. with this lit tle monkey. Pancakes coming up. Joking, fighting, shouting, making up, breathing. Everything is more fun when you’re around! make us
  • 11. Charles Darwin knew back in the 19th century that our species is particularly distinguished by inter- personal relationships. Coopera- tion and collaboration with other individuals create a sense of safety and security. A long time ago, this was necessary for survival – over the millennia, it developed into an instinctive urge which steers our behavior. Even today, we still subconsciously refer back to these ancient behavioral patterns, imprinted in our brains, and allow them to guide us. We want to be connected. We interact and communicate with other humans. In doing so, we establish relationships that bring us joy and enrich our lives. According to the behavioral researcher Nathaniel Lambert, “Discussing positive experiences leads to heightened well-being, increased overall life satisfaction, and even more energy.” In her book Happy Money, the Canadian psychology professor Elizabeth Dunn writes that money only contributes to our perception of happiness Robert J. Waldinger sums up the current state of research as fol- lows: “Good relationships keep us happier and healthier.” Dr. Waldinger is a psychiatrist and professor at Harvard University. In two longitudinal clinical studies, researchers there asked 724 Amer- icans over a period of 75 years: What does happiness mean for you? They analyzed their life stories, careers, and marriages, assessed their physical condition, and scanned their brains. Dr. Waldinger has accompanied both the Grant Study and the Glueck Study as the study director for many years. We can even physically appreciate how strongly stable connections and intensive exchange within them form the basis for happiness: contact with others – be it merely eye contact – activates our reward system. A trusting relationship contributes to a relaxed nervous system and healthy brain. This is indeed so true that the presence of a loved one alone can ease mental anguish and even physical pain. In contrast, those surveyed in the Harvard study who had not been in a stable, interper- sonal relationship for a long period of time not only felt unhappy, but their physical constitution also declined significantly as they aged, their brain functions waned, and they passed away earlier than other test subjects who considered their relationships stable. Connec- tivity keeps us healthy. The much sought-after secret to happiness is therefore basically incredibly simple: joie de vivre is intrinsically linked to close rela- tionships. They develop from the interaction between people and the resulting sense of belonging to a community. Or, as the boxing champion Muhammad Ali once put it: “Friendship is the hardest thing in the world to explain. It’s not some- thing you learn in school. But if you haven’t learned the meaning of friendship, you really haven’t learned anything.” if it allows us to experience things with family or friends – for exam- ple attending concerts or going on vacation. We love experiencing unique moments and sharing these with the people who matter to us. When we tell our partner about a good idea or share our knowledge with colleagues and this gives rise to a new development, we experi- ence respect and recognition. As such, relationships not only give us new perspectives – they also make us happy. Scientific research has focused intensively on happiness in recent decades. The findings are clear: It is not money or fame which lays the foundations for a fulfilled life, but the quality of close relation- ships – a happy marriage, solid friendships. For example, in his study Beyond Money, the Ameri- can psychologist Edward Diener (aka Dr. Happiness) writes that the happiest ten percent of the teen- agers surveyed all had one thing in common: strong family ties and friendships. Further information on the Grant Study and Glueck Study TED Talk: Elizabeth Dunn (“Helping others makes us happier – but it matters how we do it”) 18 Brand-Driven Progress Brand-Driven Progress 19
  • 12. a f e and s o u n d E n r i c h ing e x p e r i ences COMMU NITY
  • 13. Brand-Driven Progress 23 22 Brand-Driven Progress We wanted to know from our employees: What motivates you? Responsibility We want to be able to get behind something, to defend and embody our convictions. That is what matters to Mike Steiner. As such, he expects a clear position from his employer that he can identify with. “It’s not always about epic success stories. Everyone can change and thereby improve something just by taking small steps.” “For me, working in a team of forward-think- ers and helping shape innovation day in, day out is a great source of motivation.” “For me, it’s all about taking a stance. Professionally too.” Diversity Each and every one of us can do a lot of good, even with small actions. Kerstin Bojen is convinced of that. It is because we are all different. In different roles and positions, we achieve a great deal everyday that helps us progress as individuals, as part of a team, and as a society. Reinvigoration We strive to enrich our lives with good ideas. However, it is only possible if we identify changes quickly and react appropriately. That is exactly what mo- tivates Christian Risken. He wants to be part of a team that blazes the trail and is the first to establish trends. Embodying the spirit together – for our shared success!
  • 14. care. we WhyWhy we should all have access to the digital world. 24 Brand-Driven Progress Brand-Driven Progress 25
  • 15. Express yourself: Communication is a basic human need. It is in our nature to share our experiences, knowledge, opinions, and special moments. From time immemorial, we have searched for the means and tools to facilitate exchange and allow communication over large distances.
  • 16. Connect: Today, thanks to digital technologies, humankind has access to the best and fastest communication networks in its entire history. In theory, we can connect with any person at any time – wherever in the world we are at that moment.
  • 17. 30 Brand-Driven Progress Brand-Driven Progress 31
  • 18. Brand-Driven Progress 33 Digitalization is making life simpler and more convenient. It is shaping our day-to-day lives just as much as society, culture, economics, and politics. We share our knowledge, positions, experiences, and ideas in the online community. The digital revolution is evident in many areas of life, for example the way in which we learn and work: we take online seminars, research in digital encyclopedias, and visit vir- tual museums from the comfort of our own homes. In our professional lives, we cooperate with colleagues around the world via the Internet cloud, while smart machines steer production processes. Self-driving cars and mobility apps are paving the way for completely new traffic concepts. Big data analyses reduce risks – be that in the fight against crime or the early detection of dis- eases and catastrophic natural weather phenomena. Authorities use online systems to offer citizens more efficient services. And sensor tech- nology installed in apartments makes it easier to care for the elderly; thanks to video conferenc- ing, the sick receive better and more rapid treatment. Our daily life is shifting further and further into the digital world. But that also means that it is barely possible or only possible with great difficulty to participate in vital areas of life without a connection to digital networks – banking transactions, professional opportunities, tax matters, social debates, cultural offerings. This also goes for day-to- day activities such as renting bicy- cles and paying at the supermarket checkout.
  • 19. Brand Driven Progress 35 34 Brand Driven Progress Brand-Driven Progress 35 34 Brand-Driven Progress Brand-Driven ven ven en P Pr Pr Progr og gr o ess 35 34 Brand-Driven Progress
  • 20. 36 Brand-Driven Progress aggression in the worst case scenario. The divide becoming apparent here is enough to threaten social cohesion and even our basic democratic order. In contrast, those who sense and experience that they are not being left behind gain in self-confidence. The same is true of those who establish relationships and can inte- grate into the new, digital world. Opti- mism and self-efficiency thrive instead of isolation. Digital participation is becoming a fundamental requirement for a happy and fulfilled life. Proficient use of digital applications is becoming more and more of a cultural skill like reading and writing. Those who fail to master it or have no access to the endless possibilities of the digital world will sooner or later become the odd ones out in the analog world. Being offline then translates to being excluded from the cultural, political, and economic stage. Digital participation as defined here is the social issue of our time. In Germany, across Europe, around the world. According to a study conducted by the Euro- pean Commission, one third of people now feel unable to keep up with digital requirements. There is a growing fear in society of losing control and lacking the right expertise. Some people feel a diffuse anxiety of becoming dependent on technology. Others, often well educated people, too, feel underqualified and are worried about losing their job. Older people feel at a disadvantage in terms of the use of online services. Youngsters are excluded from their clique for not having the latest smart- phone. Those who fail to keep up in this digital era are at risk of being marginalized. Such anxi- eties gnaw away at our self-confidence and lead to frustration, which can manifest as anger and ssion in the worst scenario. The divide ming apparent here is gh to threaten social ion and even our basic cratic order. trast, those who sense and ence that they are not being ehind gain in self-confidence. ame is true of those who lish relationships and can inte- into the new, digital world. Opti- and self-efficiency thrive instead ation. Digital participation is ming a fundamental requirement happy and fulfilled life.
  • 21. ogy standard for mobile networks, required above all for automation and the Internet of Things. On the other hand, Telekom also takes its social responsibility extremely seriously and does not allow itself to lose sight of its mission statement. Our networks create connections – as a company, we maintain a clear position: we don’t want anyone to feel like they are being left behind. Or overwhelmed. It is decisive for our communities and our prosperity that all individuals can not only make the transition to the digital future but also help shape it. “Life is for sharing.” is thus a brand core of the utmost relevance, particularly in our polarizing times. Deutsche Telekom stands for digital equal opportunities more now than ever before. This includes the fact that we, as a trusted partner, actively help to shape social change and, wherever possible, combine digital innovations with social benefits. We connect rural regions to the network, promote educa- tion and scientific initiatives such as research into dementia, and reinforce the digital capa- bilities of future generations with projects like “Coding 4 Kids”, “Code and Design Camp”, “TAKEPART-Stories”, and “Telekom macht Schule”. With this, we aim to allow everyone to tap into the potential of this fascinating world of new possibilities for themselves. Politics and business must therefore take on the task of allowing all citizens to be at home in the digital society. This is where Deutsche Telekom’s central duty lies. As participation and relationships are naturally of special importance for human beings and digi- talization establishes the correspond- ing basis in our age, we see ourselves as responsible for connecting all indi- viduals with the opportunities of the digital world. And that in both senses: On the one hand, we provide the tech- nical infrastructure for digitalization. That’s why we are investing billions of euros into the expansion of broadband networks for private households, com- mercial enterprises, authorities, and institutions year after year. Telekom is a pioneer in terms of the 5G technol-
  • 22. 40 Brand-Driven Progress Brand-Driven Progress 41 Enabling connections–that’s theideathat wehaveinternalized andtheideathat motivatesusday afterday.
  • 23.
  • 24. 44 Brand-Driven Progress Brand-Driven Progress 45 It is in our nature to seek the company of others: humans need this interaction in order to move forward. Sharing fosters closeness. It is the very reason we choose to share our important moments with those important to us. We share events, experiences, and opinions – sometimes even our possessions. We share knowledge and our ideas. And quite often, by sharing these thoughts, we turn them into something bigger, something better. That is what drives us. We, Deutsche Telekom, are more than just another company, which provides society with infrastructure. Whatever the circumstances, we are a trusted companion in both people’s private and work lives. Whenever. Wherever. Forever making life easier for people and enriching it is our mission. Our network is an artery pumping life: fast, reliable, and secure. It provides easy access to all who need it. We are close to the consumer and are transparent, fair, and open to dialog. We identify innovative products at an early stage and develop them in collaboration with our partners. We do all of this better than anyone else. This ability forms the basis of trust – an essential ingredient for long-lasting relationships. Precisely this is the essence of our work at Deutsche Telekom. Together, with passion, focus and sustainability, we are entering a world of infinite possibilities for each and every one of us. It is our contribution to social togetherness. This connects us. WE WON’T STOP UNTIL EVERYONE IS CONNECTED.
  • 25.
  • 26. 48 Brand-Driven Progress Brand-Driven Progress 49 Strong brands create a deeper meaning. They are relevant as they address implicit goals of humans and thus offer additional value. Deutsche Telekom enriches the lives of people by enabling participation in the digital world. And, in doing so, fosters joint experiences and meaningful relationships between people.
  • 27. 50 Brand-Driven Progress Brand-Driven Progress 51 gress Brand-Driven Progress 51 We build a recognized digital company where people like to work We make everyday life smarter We help society to bridge the digital divide We transform businesses and public sector We liberate the internet We wonʼt stop until everyone is connected to the opportunities of the digital world Our brand positioning. BRAND ASPIRATION How do we bring our promise to life? BRAND PROMISE What is our mission? BRAND CORE Implicit customer reward Enriching life Participation Joint experiences LIFE IS FOR SHARING.
  • 28. How we transformed. Our development from a technology brand to an experience brand. 52 Brand-Driven Progress Brand-Driven Progress 53
  • 29. 54 Brand-Driven Progress Brand-Driven Progress 55 Deutsche Telekom evolved quickly in the years following privatization. The product offerings and service portfolio increased in number and size so rapidly that custom- ers quickly lost track. The brand identity became unclear and confusing. At the same time, young tech- nologies and the growing conver- gence of the fixed network, mobile communications, television, and the Internet demanded a different and integrated way of thinking. Starting in 2007, Deutsche Telekom introduced a new strategy in order to position itself as a full-service provider – everything from a single source, every- thing under one brand. In addition to the simplification of the brand architecture, this also meant internal realignment. The focus was now placed on participa- tion in digital life and the shared, enrich- ing moments made possible by these new opportunities. This has since been per- fectly summed up by the claim “Life is for sharing.” It is related to a more far-reach- ing change within the whole company – it is the brand which has made this change visible across national borders. A new start
  • 30. Brand-Driven Progress 57 Make it simple. Brands are effective when they have a clear profile. Succinctly, it represents an idea that people can identify with and that corresponds to their personal goals. Above all, however, strong brands have one thing in common: they are easy to understand. Consistent simplification. 56 Brand-Driven Progress
  • 31. A hodgepodge of products, silo mentality, different national sub- sidiaries right across Europe: In hindsight, the Telekom years follow- ing the turn of the millennium were like something out of the Wild West. With the second postal reform in 1995, Deutsche Telekom had finally arrived in the market economy – and it faced major challenges: The for- mer authority had to transform into a company geared to the needs of its customers. And, at the same time, it had to satisfy the enormous demand for state-of-the-art tele- communication solutions. The public opinion was “The head has turned, but the body is yet to follow suit.” Long processing times, inflexible tariffs, a lack of service mentality – all of these things caused Telekom problems. Prices and market shares in the fixed network segment decreased under pressure from rival companies and powerful competi- tion was establishing itself in the growing mobile communications market. Nevertheless, the four-pillar strategy comprising the mobile communica- tions division T-Mobile, the fixed net- work business T-Com/T-Home, the Internet offering T-Online, and the business customer line T-Systems, seemed to be effective at first. The independent brands were able to master the boom in demand Brand-Driven Progress 59 Confusion, diversity, the dawn of a new era: How the brand creates identity.
  • 32. 60 Brand-Driven Progress well. Telekom was maneuvering sta- bly in a rapidly evolving industry. However, this brand approach also had a flip side: each organization was constantly releasing new prod- uct versions and brands tailored to its individual identity, resulting in separate silos and a plethora of redundant structures and processes. The range of services on offer became unclear and confusing: devices for use at home which also offered mobile functionality – who should the customer contact in case of questions? Above all, this new diversity meant one thing: increased complexity. Customers, however, expected solutions from a single source. Almost symbolically, the Rhine sepa- rated the mobile communications division from the fixed network divi- sion: T-Mobile was based on the right of the river and its fixed net- work counterpart on the left. In fact, there was just one kilometer as the crow flies between the two organi- zations, whose representatives met in legendary “cross-river meetings”. The participants recall how it some- times felt as if they were heading into battle, although now they can look back on the gatherings with a fond smile. In those days, there were heated discussions on many an occasion, with tempers sometimes truly flaring. Ultimately, the divisions were often competing against each other within the same company. The inconsistency of the brand image continued with the international expansion: The subsidiaries outside of Germany were also pursuing their own strategies and goals. In the mid-2000s, the amalga- mation of the fixed network and mobile communications segments, television, and the Internet demanded a new strategic approach: Integrated solutions instead of parallel developments. Telekom’s answer to the new chal- lenge was: a return to one brand and a single logo – the T from Telekom. The replacement of the logo on the roof of the T-Mobile headquarters represented the turning point in the new business strategy. The brand functioned as a catalyst for change. The implementation of the one- brand strategy also affected struc- tures, processes, and product devel- opment. The employees recognized the benefits of the changes and swiftly took their leave from the old, separate identities of the organiza- tions. The success allowed a new identity to emerge. A joint one. Return to one brand F L A S H B A C K ! Do you remember? The logo on the roof of the T-Mobile headquarters once shone right over to the other side of the Rhine, where the fixed network division was headquartered. Back then, in the mid-2000s, Bettina Klein was working for the mobile communications division. “We identified strongly with T-Mobile,” she explained. The logo on the roof was the symbol of this identity. As such, its replace- ment in November 2008 was truly viewed as the dawn of a new era: The T from Telekom was installed on the building almost overnight. T-Mobile employees had been notified in advance, but “there was still a touch of melancholy in the air,” Bettina recalled. “Nevertheless, we soon realized what a huge opportunity this new strategy was going to offer us.” Above all, the new , diversity meant one y thing: increased g complex p
  • 33. Brand-Driven Progress 63 By 2007, the range of different offerings and brands at Deutsche Telekom had grown to such an extent that the brand image was becoming increasingly diffuse.
  • 34. Brand-Driven Progress 65 Yet, the restructuring doesn’t merely render the brand identity more consistent for the cus- tomers, it also has a positive effect on the corporate culture – away from the silo mentality and towards an understanding as a strong, Group-wide team. One company, one voice, one T. The brand stands out like a lighthouse, providing a reference mark and driving forward change.
  • 35. 66 Brand-Driven Progress Brand-Driven Progress 67
  • 36. Focus on segment brands Considerably clearer: In order to simplify the brand architecture, Telekom slims down its brand identity to segment brands in a first stage. This is followed in 2008 by the introduction of the standardized guiding principle “Life is for sharing.”. A lack of clarity Customers are presented with a confused array of offering and sender brands. Transparency and a clear profile? No chance! A global brand With the further development of the image, Telekom focuses on the color magenta and a simplified logo. The goal: one global brand. Even countries with a mobile communications focus now switch gradually from T-Mobile to the T brand. The T-Systems brand is still retained for certain key accounts and busi- ness customers. Everything from a single source. Clear, simple, understandable: Deutsche Telekom positions itself as a full-service provider across the whole of Europe with the “T”. Today, the Telekom umbrella brand encompasses the entire portfolio – from the mobile communications network to the Internet right up to entertainment: one company, one brand. This bundling of the offerings under one clear brand represents an important step towards sustainability. 2007 2006 2010 2013 Brand-Driven Progress 69 68 Brand-Driven Progress Harmonization under the T The brand diversity is further reduced; the image harmonized. Germany is the first country to implement the new strategy with the T brand completely, hand in hand with the strategic realignment “Erleben, was verbindet.” – the German version of the guiding principle “Life is for sharing.” Poland follows suit in the same year.
  • 37. 70 Brand-Driven Progress Brand-Driven Progress 71 Throughout the company, complexity is reduced and transparency created. This is particularly evident to customers via the hotline. Prior to the restructuring, they ended up in endless queues because of the unclear mountains of products, corporate divisions, and service structures. The aim is now to put an end to that. The reduction tothe“T” isthefirst step. Manymore follow.
  • 38. I understand, you want a new mobile phone contract. The colleagues over at T-Mobile are responsible for that. Can you call them back? I’m afraid I can’t put you through. Do you still have the number? Great! Thank you and have a nice day! Welcome to T-Mobile. How can I be of assistance to you today? Hello, I have an issue with my mobile. What model is it please? It’s a TC 300. I’ve only had it for four weeks. Okay. The TC 300 isn’t actually a mobile phone, but what we call a dual phone. But, I also use it when on the go, not just at home. It was working fine until this morning. Yes, a dual phone like the TC 300 can also be used for mobile communica- tions like a mobile phone, but it is linked to a fixed network connection. So, what does that mean? Hello and welcome to T-Com. How can I help you today? Yes, hello. Your col- league gave me your number. The problem I have is that I can’t use my mobile phone outside any more. Your mobile isn’t working? I’m afraid the colleagues over at T-Mobile are responsible for that. Have you tried contacting them? Yes, they referred me to you. They said it was to do with my fixed network connection. Oh, that isn’t a mobile phone; it’s our new dual phone. Then you’ve come to the right place. What seems to be the problem? I can’t use the mobile phone out- side any more. I have no reception anywhere. Have you already visited a T-Point? A what? One of our Telekom stores? No, and I’d actually like to return the device. I think a real mobile phone is more use to me on the go. What model are you using? A TC 300. The mobile communications and fixed network segments are represented by two different divisions here. In your case, I’m afraid you will need to speak to someone at T-Com. Could you put me through? I’m very sorry but that’s not possible, unfortunately. I’ll be happy to give you the number of the colleagues who can help you though. Thank you and have a nice day! CUSTOMER CALLS THE T-COM NUMBER CUSTOMER CALLS T-MOBILE NUMBER 72 Brand-Driven Progress Brand-Driven Progress 73
  • 39. Brand-Driven Progress 75 Claudia Scharl has been working in the customer service department of the fixed network division since 1999. “It was turbulent,” she says, remembering the time around the turn of the millennium. “We were offering new products and new ser- vices. The was a real spirit of opti- mism in the air.” She answered cus- tomers’ questions on the T-Com hotline regarding connections, faults, the advantages of DSL, and the bene- fits of IDSN. Many questions also con- cerned bills, as customers couldn’t work out what an item was or wanted to discuss a new tariff. “There were certainly a tremendous amount of changes back then,” said Ms. Scharl. We are constantly learning. Time and time again, there’s still plenty to learn. Our goal is to ensure that customers feel like they are being taken care of better and better. That’s why they can now reach us by tele- phone or e-mail as well as via social media. Our customer service hotlines have been toll-free for years – and are particularly easy to use. In the future, Telekom will be increasingly focusing on voice recognition technologies that will allow customers to identify themselves on the phone simply and reliably. Setting it up is child’s play and its use is absolutely secure. Following registration and provision of three speech samples, customers can identify themselves with the spoken sentence “At Telekom, my voice is my password” – without the need to provide a customer number, name, or any other personal information. Our cus- tomer service advisors then have immediate access to the data and deal with the caller’s inquiry directly. Many of the changes resulted in confusion as she often took calls from customers who actually had questions regarding their mobile phone contracts. “There was not a lot we could do in such cases,” she said. “We couldn’t even forward the calls.” The customer had to make a note of the correct number and try calling there. Claudia Scharl won’t let a bad word be said against the customers though. “Most of them were very patient and understand- ing,” she explained. “They were most often annoyed about the separation of the fixed network and mobile communi- cations services.” My voice, my password. F L A S H B A C K ! Do you remember?
  • 40. 76 Brand-Driven Progress Brand-Driven Progress 77 Complicated The products and services have to deliver what a brand promises. Our mission: to keep technology and offer- ings as user-friendly as possible. The simplification of the brand therefore also has consequences for our products. was yesterday.
  • 41. Before 78 Brand-Driven Progress Brand-Driven Progress 79
  • 42. After Now simply get started! Customers need to be able to grasp products quickly and access them with ease. That’s why we’ve tailored our services to their requirements. Clearly itemized bills and available contact partners are just as important in this respect as innovative technology – with plug play instead of a large number of small installation steps of course. The change required a new way of thinking: More streamlined internal processes, a centralized, concen- trated Product Development department, and the move to become a full-service provider. After all, the product itself generates the most powerful brand experience of all. 80 Brand-Driven Progress Brand-Driven Progress 81
  • 43. 82 Brand-Driven Progress Brand-Driven Progress 83 Brands are not an end in themselves, but rather affect all areas of a company. With success: The customer experience improves and customer satisfaction increases. Our new brand core therefore also defines our understanding of customer service and our relationship with our customers: Easy access, clear product portfolio, strong service organization.The company is present where the customers are: in the communities and on social media.
  • 44. F L A S H B A C K ! Do you remember? A brand new era begins for the “Telekom Hilft” (Telekom Helps) team on December 4, 2015: A major fault brings telephony, the Internet, and television to a grinding halt right across Germany. Among others, customers in the major cities of Berlin, Hamburg, Munich, and Frankfurt am Main are affected. Telekom’s engineers work under immense pressure to find a solution, identifying the failure of a RADIUS server, required for the authentication of dial-up connections, as the cause. The issue persists from 11:00 a.m. to 16:00 p.m. – during which time the customer service department experiences a stampede like never before. The customer hotline and the “Telekom Hilft” forum are crippled by the sheer num- ber of inquiries. Consequently, the team decides to provide targeted information regarding the fault on social media using the hashtag #Gemeldet (#Reported). In the evening, it makes a remarkable discovery: it is not an official Telekom spokesperson who is being quoted in the news, but rather the “Telekom Hilft” team’s updates on Twitter and Facebook. A little taken aback, the customer service department realizes that it is now the new face of Telekom. A new era in customer communication has begun. 84 Brand-Driven Progress
  • 45. 86 Brand-Driven Progress No more queues. Jamil: customer service advisor and rap fan In the “Telekom Hilft” community, the employees interact authenti- cally and employ a casual tone – put simply, they are themselves. Jamil Ghaddar, an enthusiastic gamer, streamer, and rap fan, is also a member of the team. Word quickly got around the scene that “one of the guys” was an advisor in the customer service depart- ment. In fact, it wouldn’t be the first time that the German rapper Kool Savas called and asked for support from Jamil by name, as he’s heard that he is so reliable. Since then, col- leagues and customers alike have taken to calling Jamil “The Gentle- man” in recognition. However, that’s not the product of a mar- keting campaign – it’s a true story. “It stems from a private recommendation,” explains Jamil. “Yes, I guess I’m something of a customer service advisor to the stars now,” he says with a smile. “That’s my thing, and I’m never going to give it up!” That’s how trust is forged in the community. Digitalization has changed customer requirements and communication over the phone has not been the only option for quite some time now. The realignment of the brand also changes our approach to customer service. “We decided to join various social networks,” remembers Oliver Nissen, Head of Social Media and Services. “No longer requiring customers to come to us, but rather going where they spend their time – that was truly a paradigm shift.” “Telekom Hilft” posts its first tweet on May 3, 2010. The team is still a little uncertain: Are we even any good at social media? It soon turns out: Yes we are! The instinct is right. Customers appreciate this authentic exchange as equals. Alongside Twitter and Facebook, the team also redevelops the “Telekom Hilft” forum. Again, one thing above everything else is important here: treating everybody as equals. Employees upload profile pictures and people address each other by their first names. Customers can become members of the community, join in discussions, and offer mutual help and support. “In some ways, it functions like a virtual neighborhood support group,” says Mr. Nissen. In the beginning, that was anything but self-explanatory for Deutsche Telekom as a former monopolist. Ultimately, the company is handing over part of the communication – and consequently some of the control. However, this new self-image is exactly what produces the recipe for success. Brand-Driven Progress 87
  • 46. Brand-Driven Progress 89 Brands create meaning beyond the obvious product advantages. The additional value of the Telekom brand lies in the participation in digital life and in enriching experiences enjoyed when interacting with others and sharing our special moments, experiences, knowledge, ideas, and opinions. For our customers, the focus is not on the technology, but rather on the interpersonal relationships which are made possible. What we stand for. The brand’s message. 88 Brand-Driven Progress
  • 47.
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  • 50. 96 Brand-Driven Progress Brand-Driven Progress 97 T stands for more than technology The organizational restructuring of Deutsche Telekom was an important step, with fundamental changes being implemented right across the company. The brand put the strategic consid- erations in a nutshell and made them understandable: One brand for everything. But to ensure a successful change the realign- ment of our mission, the brand’s message, is just as essential. To this end, the brand needs to provide a clear framework for identification and show unam- biguously what it stands for. This is made possible by a radical change of perspective. Whereas Telekom saw itself as a technology company until that time, the focus now switches to a higher benefit for the first time, an implicit value. Of course, when purchasing our products, it is also about finding the best smart- phone, high-performance cloud services, and the fastest network wherever and whenever. But, fundamentally, we offer far more than that. Since technology makes possible in the simplest way what has been important to humankind since its very origins: Experiencing special moments, sharing experiences, knowledge, ideas, and opinions with each other, and forging relationships. When people make telephone calls, individuals communicate around the globe via the Internet cloud, or travelers share beautiful moments with their loved ones via social media, they are satisfy- ing an internal need. The core is formed by social participation and joint experiences – in other words, how each individual uti- lizes the technology. We want to make people excited about digitalization and offer them access to the diverse opportunities of today’s world in both their private and profes- sional lives. Our products bring LIFE IS FOR SHARING. together people from all areas by allowing communication and exchange. The more people participate, the more enriching an experience for everybody involved. For this reason, access to these opportunities is at the heart of our brand promise. This also applies for our business customers. We don’t just offer innovative products and solu- tions; far more than that, we want to be a trusted partner and com- panion in an ever more complex world. Our claim “Life is for shar- ing.” expresses this conviction perfectly. In addition to the formal simplifi- cation of the brand architecture, this also enables us to realign the message of our brand. WHAT OUR TEAMS HAVE TO SAY. LIFE IS FOR SHARING. “It was the dawn of a new era, and you could feel the change everywhere. Fundamen- tal changes offer opportunities to dis- tance oneself from things which didn’t work. We were finally able to discard the outdated and superseded. New ways of working established themselves. This required some colleagues to work far outside of their comfort zones, but it was worth it. I could really identify with the rejuvenated brand image and new claim. The way people communicated had indeed changed enormously: There were no longer queues to use payphones – and we were the ones making it all possible!” Andreas Delfosse, Marketing Excellence “There was once again more trust in our management, our company, our skills, and us as employees: in the fact that by working together we can shape and experience cultural change.” “We have this expertise! We have these great products! I am proud to be a part of Telekom.” “Thanks for the realization that the customer perceives us as ONE Telekom! “Thanks for the insight that the customer perceives us as THE Telekom!”
  • 51. 98 Brand-Driven Progress Brand-Driven Progress 99 98 98 8 8 8 98 8 8 Bra Bra a Bra B Br Br Br Br B a Bra Bra B Br Br nd nd- nd nd- d- d- d- d d- d Dri Dri Dri Dr Dri Dr Dr D ven ven ve ve ven ven e ven n e Pr Pr P Pr Progr ogr ogr ogr gress ess ess ess es ess es Bra Bra Bra B Bra Bra Bra Br Br Br B Bra Bra a Bra Bra Bra a Bra a B B B B B B B B nd- nd- n nd- nd- nd- nd- nd- nd- nd- nd- nd- nd nd nd n nd n nd Dri Dri Dri Dri Dri Dri Dri ri ri ri ri r ri ri r r r ri ri i riv ven ven ven v v v ven ven en v v v v n Pr Pr P Pr Pr Pr Pr r r P P P Pr Pr Pr Pr Pr Pr Pr Pr Prog og ogr ogr ogr ogr ogr ogr ogr g ogr ogr ogr o ess ess ess ess ss ess ss ss ss ess 99 99 9 9 99 99 9 99 9 99 9 Hans-Christian Schwingen, Chief Brand Officer at Deutsche Telekom from 2007 to 2020, and neuropsychologist Dr. Christian Scheier talk about the power of the implicit and the reinvention of the Telekom brand, about unconscious purchasing decisions and the continuing relevance of “Life is for sharing.”. HOW THE BR AND CREA TES VAL UE.
  • 52. 100 Brand-Driven Progress Brand-Driven Progress 101 Why brands are important Brands help us to make sense of the multitude of offerings on the market and choose the one that is right for us – quickly and reliably, without having to deliberate for hours. By using certain brands - and rejecting others - we are expressing our personal identity, our views and values. Brands also facilitate our access to new and complex products – products that we would not initially trust if they did not come from our favorite brand. The importance of the brand for a purchas- ing decision is particularly significant if we are not able to verify supposedly rational purchasing criteria or can only do so to a certain extent. In an electric good store, for example, we can- not test whether the television delivers the promised quality. However, the brand gives us the green light for our decision – and rewards us with the good feeling of having made the right choice. If brands are useful for people in this way, they create added value for the company: A strong brand continuously helps to sell more products at a higher price, acquire new customers, and convince investors. For Deutsche Telekom, the brand is thus one of the central value drivers. H.-C. Schwingen: When I joined Deutsche Telekom, brand man- agement was spiraling out of control. New technologies and products as well as numerous sub-brands and claims made it difficult to get an overview – for customers and employees alike. Back then, nobody knew what Telekom actually stood for. To be taken seriously as an innovative full-service provider, we therefore not only needed a harmonized brand, but also realignment of the content. How much stamina is required for such a massive undertaking? Dr. C. Scheier: Put it like this, building up a brand requires longterm consistency. Commu- nicating a brand promise in a credible manner is therefore not a sprint, but rather a marathon. In the case of “Life is for sharing.”, the long-term sustainability of the positioning already has a good basis, as the claim addresses a genuine basic human need: We like to be connected with others and we want to share what’s important to us – with those most important to us. It is about a shared, enriching experience. Schwingen: That is precisely why we have been successfully oper- ating with the “Life is for sharing.” claim for more than 10 years. We have achieved our envisaged goal of sustainably anchoring Telekom’s brand promise. One reason for this is, without a doubt, the com- plete realignment of the brand. At the time, we aimed to think of the products and brand from the cus- tomer’s perspective in particular: In other words, putting the focus also only humans following their own implicit goals. Information processing and reward mecha- nisms in the brain function in the same way as they do in private consumption, even if the context is different. In B2B scenarios, it is more regularly a question of group decisions and, conse- quently, the risk of losing face should you take the wrong deci- sion. A trustworthy, strong brand such as Telekom plays a relevant role here as it minimizes the deci- sion-making risk. As such, it con- veys a good feeling of making the right decision for one’s own pro- fessional success. Schwingen: In our case, this would also mean that it is not only the technical solution or the price which influences our busi- ness customers’ purchasing deci- sion, but to a far greater extent added value going beyond the functional advantages of the products: for example, a trusted partnership. For the end cus- tomer, the added value would be the connection to other people made possible by our technology. How is this added value reflected in neurosciences? Scheier: In neuropsychology, we refer to this as the “higher goal”. Our brain always regards product features such as the price and performance in the context of the brand. Dr. Christian Scheier tively in the background. We humans buy products primarily based on their basic functional benefits. Additionally, however, a product’s brand also addresses “higher goals” and generates an implicit added value in the form of a reward in the autopilot. This influences our decision signifi- cantly. In short: We all have implicit goals of which we are often not aware. If products serve these superordinate goals, it is highly probable that we will pur- chase them. The important thing is to understand the relevant goals of a category such as sta- tus, a feeling of security, or adventure and to address these specifically. Schwingen: It is also interesting that there does not seem to be any difference between the pri- vate and business customer sec- tors in this context. Many people think that business customers take decisions on a purely rational basis because they are acting on behalf of the company, whereas – if at all – only private consumers are guided by irrational motives. What does science have to say on this matter? Scheier: Yes, indeed, that is something of a myth that we come up against time after time. However, business customers are on people instead of technology. However, this change in perspec- tive from a technology brand to an experience brand is also based on neuropsychological findings. Should these not also be consid- ered when developing a brand? Scheier: Certainly. We are now fully aware of how purchasing decisions are taken and what role brands play in this process. Bringing products into harmony with this allows a brand to tap into its full sales-promoting potential. Our brain always regards product features such as the price and performance in the context of the brand. As such, sales and the brand are two sides of the same coin. Here, brands create an additional, psychologi- cal value, which influences con- sumer behavior if they perceive it as a reward. Schwingen: We all assume that we always make our purchasing decisions on a purely rational basis, by assessing obvious char- acteristics and comparing them with other products. In reality, however, we are also guided by a brand’s additional value proposi- tion. And, more often than not, subconsciously, wouldn’t you agree? Scheier: Definitely! When a pur- chasing decision is taken, the majority of the information is processed intuitively: In tech- nical jargon, we say “implicitly”, unreflected. Just like an airplane, there are two instances in our brain: the pilot and the autopilot. The pilot consciously controls the difficult elements such as takeoff and landing, while leav- ing the remainder of the flight to the autopilot, which works intui-
  • 53. 102 Brand-Driven Progress Brand-Driven Progress 103 claim as a matter of course – initially on the domestic market. The next step was the consistent roll-out of the new positioning in other markets. And we began looking at the question: What is the best way to transfer this brand core to other countries and culture groups? Scheier: Not by translating the claim stubbornly word for word. Instead, it is better to transpose the sense behind it into the local language based on the brand concept. This approach also allows for intercultural aspects. In “Life is for sharing.”, the focus is clearly on the aspect of sharing. The German claim “Erleben, was verbindet.” shifts the focus to the effect, in other words the out- come – the connection between people. However, the common denominator is always access to and participation in the experi- ence of sharing something of importance and feeling close to one another as a result. Beyond the claim, Telekom’s positioning in each country also addresses the people’s relevant higher goal and thus influences their purchase decisions. Schwingen: It is precisely this desire for connection and inter- personal exchange that we wanted to promote with our claim. The emergence and growing popu- larity of social media and the sharing economy also play an important role in the continuing relevance of our brand promise “Life is for sharing.”. Are there any negative associations linked to the term “sharing”? Scheier: Yes. Data privacy and data protection, unresolved legal situations in the sharing economy, and worries about Internet crime are hotly discussed topics. In light of this, it is of central importance to Telekom to position itself as a trustworthy companion in this complex and sometimes even confusing digital world. Telekom customers must be able to rely on being provided with simple, reliable, and fair products without any boundaries or limits. This is the real currency in the digital era. Telekom is a guarantor for unrestricted access to the oppor- tunities of digitalization. Schwingen: Looking back, the realignment of the brand has simplified many things for our customers. They now know that wherever there’s a “T”, there’s Telekom. Today, they receive everything from a single source, in the best network, associated with a wide range of advantages. With our products, our customers can fulfill their wishes for connec- tions and the experiencing and sharing of special moments. The brand message has become a central element of the corporate strategy. Our employees identify with the Telekom brand and liter- ally embody the claim. However, times and trends evolve at light- ning speed. How can we preserve the relevance of our brand? Scheier: Focusing on new trends every day rapidly results in actionism – but rarely helps one achieve the set goal. If the core of the brand is harmonious and well defined, it can react flexibly to Hans-Christian Schwingen has supported the repositioning of Deutsche Telekom significantly as the Chief Brand Officer since 2007. His brand strategy for the company is aimed at evolving the company from an infrastructure provider into a digital lifestyle brand. The focus of his activities is on the connection of products, services, and content with the brand promise “Life is for sharing.”. developments. One example is the social development of recent years – the increasing egoism of some states and their tendency to turn their backs on the rest of the world, the challenging of international institutions right up to the construction of new walls. The Telekom brand contradicts all the above diametrically causing the company to further consoli- date its market position. Today, Telekom sees itself more than ever as a “We” brand, which does not divide people but rather brings them together and breaks down barriers and walls by facili- tating dialog and exchange. It connects people with the possi- bilities of digitalization. The brand has carried these aspects within it right from the beginning and can react to changed social framework conditions – however, the core remains the same. This proves that the concept functions in the long term without losing any relevance. This is pre- cisely what distinguishes strong brands. In the case of “Life is for sharing.”, these are togetherness, participa- tion, and special moments with people who are important to us. The technology, the product, and the device are ultimately only a means to an end. Neuroeconomic studies have shown that brands can result in more sales, higher prices, and increased loyalty in this way – and, as such, increase profitability for companies in the long run. Successful communica- tion starts with customers’ “higher goals”. Dr. Christian Scheier is one of the few neuropsychologists worldwide to combine research and practical expertise in the field of marketing consultancy. He has authored numerous standard academic works such as “Wie Werbung wirkt. Erkenntnisse des Neuromarketings” (How advertising works, findings from neuromarketing) (Haufe, 3rd Edition 2018). Brand management is thus not an end in itself. In the long term, it can contribute to economic suc- cess if companies unearth the true benefit of their products. Consequently, the change in per- spective at Telekom was both right and important. Schwingen: This change required a great deal of internal persuasion. However, a change in perspective is not just a question of theory. It has to be realized, brought to life and made convincing, especially in the early stages. With the Paul Potts campaign, we were able to touch and inspire customers and employees alike in 2008. We demonstrated what Telekom stands for in an understandable and authentic manner: participa- tion, access to digital opportuni- ties, and togetherness. The posi- tive feedback was overwhelming and we made enormous progress in our evolution from a technology brand to an experience brand. After a good two years, every divi- sion was working with the new
  • 54. Digitization is changing everything – and that at a pace never seen before. This far-reaching change turns entire value creation chains upside down and is constantly producing new and valuable elements. The sharing economy is one of the most impressive examples. Deutsche Telekom was one of the pioneers of this idea. Brand-Driven Progress 105 104 Brand-Driven Progress
  • 55. 106 Brand-Driven Progress S h a r i n g c h a n g e s t h e w o r l d . I n a d d i t i o n , t h e i d e a o f s h a r i n g c a n u n f o l d a s o c i a l d y n a m i c u n l i k e a n y e v e r s e e n i n o u r h i s t o r y : I f , f o r e x a m p l e , s c i e n t i s t s f r o m a l l o v e r t h e w o r l d c o n t r i b u t e t o s o l v i n g a p r o b l e m a f t e r o n l y h a v i n g b e c o m e a w a r e o f i t s e x i s t e n c e t h a n k s t o p l a t f o r m s . I f p e o p l e j o i n f o r c e s o n l i n e t o a d d r e s s s o c i a l i s s u e s . O r , o n a s m a l l e r s c a l e , i f u n u s e d c l o t h i n g o r u n w a n t e d f o o d f i n d s i t s w a y t o t h o s e i n t h e l o c a l a r e a w h o d e s p e r - a t e l y n e e d i t . T h i s i s w h e r e t h e s h a r i n g m i n d s e t c a n u n f o l d i t s t r u e p o w e r – w i t h p o s i t i v e e f f e c t s f o r s o c i e t y : T h e P e e r S h a r i n g r e s e a r c h p r o j e c t , i n w h i c h t h e B e r l i n - b a s e d I n s t i t u t e f o r E c o l o g i c a l E c o n o m y R e s e a r c h a m o n g o t h e r s i s i n v o l v e d , a s s u m e s t h a t t h e s h a r i n g e c o n o m y g e n e r a t e s s o c i a l c a p i t a l a t l o c a l l e v e l , c r e a t e s m e a n i n g , a n d b o l s t e r s t h e c o m m u n i t y . T h o s e w h o s h a r e g e t m o r e o u t o f l i f e . T h i s i d e a i s a l s o r e f l e c t e d i n T e l e k o m ’ s b r a n d p r o m i s e . W i t h o u r n e t w o r k s , p r o d u c t s , a n d s e r v i c e s , w e f a c i l - i t a t e m a n y a s p e c t s o f t h e s h a r i n g e c o n o m y . W i t h i n o u r i n f r a s t r u c t u r e , p e o p l e c a n n o t o n l y s h a r e e x p e r i - e n c e s , i d e a s , a n d k n o w l e d g e , b u t a l s o g o o d s . I f e v e r y b o d y i s o f f e r e d a c c e s s t o t h i s a n d u t i l i z e s i t p o s i t i v e l y , a f o r m o f c o m m u n i t y c a n d e v e l o p w h i c h c r e a t e s s u s t a i n a b l e v a l u e s – b o t h f o r h u m a n i t y a n d f o r t h e e n v i r o n m e n t . T o w a r d s t h e r i g h t t o h a v e a c c e s s a n d b e i n c l u d e d . “ I n t h e n e w e r a , m a r k e t s g i v e w a y t o n e t w o r k s , p r o p e r t y r i g h t s b e c o m e s e c o n d a r y t o a c c e s s r i g h t s t o w h a t t h e s e n e t w o r k s h a v e t o o f f e r , ” p r o p h e s i e d R i f k i n . H o w e v e r , i t i s a l s o c l e a r t h a t t h e c h a n g e b r i n g s w i t h i t s o m e u n d e s i r a b l e d e v e l o p m e n t s . A n d i t r e m a i n s t o b e n e g o t i a t e d h o w i m p o r t a n t l e g a l a n d s o c i a l a c h i e v e m e n t s c a n b e m e a n i n g f u l l y t r a n s l a t e d i n t o t h e e r a o f t h e d i g i t a l p l a t f o r m e c o n o m y . I n o t h e r w o r d s , a n e c o n o m y i n w h i c h t h e c o m p a n i e s w h i c h b r i n g t o g e t h e r p r o d u c e r s a n d c o n s u m e r s i n l a r g e n e t w o r k s a n d g e t p a i d f o r t h i s m e d i a t i o n s e r v i c e a r e t h e m o s t s u c c e s s f u l . C r e a t i n g s e n s e , b o l s t e r i n g t h e c o m m u n i t y P r o p o n e n t s o f t h e s h a r i n g e c o n o m y s a y t h a t s h a r i n g a n d t h e s h a r e d u s e o f g o o d s p r o t e c t s t h e e n v i r o n - m e n t a n d s a v e s r e s o u r c e s . P r o d u c t s ’ s e r v i c e l i v e s a r e e x t e n d e d a n d t h i n g s w h i c h c a n s t i l l b e u s e d a r e t h r o w n a w a y l e s s f r e q u e n t l y ; m a j o r i n d u s t r y p r o d u c e s l e s s e x c e s s . T h e c l i m a t e a l s o b e n e f i t s : C O 2 e m i s s i o n s c o u l d f a l l b y a l m o s t o n e q u a r t e r i n t h e U . S . a l o n e i f p e o p l e u s e d c a r - s h a r i n g s e r v i c e s c o n s i s t e n t l y . D i g i t a l i z a t i o n i s b o t h t h e o r i g i n a n d c o n d i t i o n o f t h e s h a r i n g e c o n o m y – a n d d r i v e s a g l o b a l p h e - n o m e n o n t h a t i m p a c t s u p o n t h e e c o n o m y a n d s o c i e t y e q u a l l y . W h y b u y a c a r w h e n y o u c a n r e n t o n e w i t h e a s e f r o m a c a r - s h a r i n g p r o v i d e r ? W h y o w n m e d i a w h e n a l l c o n t e n t c a n b e s t r e a m e d ? O r p a y f o r a d r i l l i f y o u o n l y w a n t t o d r i l l o n e h o l e q u i c k l y ? F r o m r i d e s h a r e s e r v i c e s s u c h a s U b e r t o a p a r t m e n t r e n t i n g s e r v i c e s s u c h a s A i r b n b – t h e v a r i a t i o n s o f t h e i d e a o f s h a r i n g a r e s o i m p r e s s i v e t h a t t h e y d e v e l o p i n t o g l o b a l c o m p a n i e s w i t h i n j u s t a f e w y e a r s . S o c i a l s c i e n t i s t s a r e c o n v i n c e d t h a t H o m o c o l l a b o - r a n s , f o r w h o m p a r t i c i p a t i o n i s m o r e i m p o r t a n t t h a n p o s s e s s i o n , i s p r e p a r i n g t o t a k e o v e r f r o m H o m o o e c o n o m i c u s a s s o c i e t y ’ s r o l e m o d e l . H i s t r a d e - m a r k s : H e w a n t s a c c e s s t o g o o d s a n d s e r v i c e s w i t h - o u t h a v i n g t o p u r c h a s e t h e m . I n t h i s c o n t e x t , t h e A m e r i c a n e c o n o m i s t J e r e m y R i f k i n s p e a k s o f a “ g e n e r a t i o n a l s h i f t i n t h i n k i n g r e g a r d i n g t h e n a t u r e o f f r e e d o m – f r o m t h e r i g h t t o o w n a n d e x c l u d e . ” Brand-Driven Progress 107
  • 56. 2004 Facebook is founded 2006 Twitter is founded 2008 LIFE IS FOR SHARING. There from the very beginning. The term “sharing economy” was made popular by the author Rachel Botsman in 2010. Our claim “Life is for sharing.” had already put this blossoming phenomenon into words three years earlier: It captures the spirit of the times perfectly. Today, it is all but impossible to imagine society and the economy without the sharing, joint use, and exchange of material and non-material resources. They are the values of a new generation. Our graphic illustrates the milestones of this development. Brand-Driven Progress 109 108 Brand-Driven Progress 2009 Uber is founded 2010 Instagram: The first photo is posted 2010 Rachel Botsman: “Sharing economy” 2012 Facebook: 1 million users 2012 Airbnb: 10 million overnight stays booked 2013 1 million users of car-sharing services in Germany 2014 LinkedIn: 1.5 million websites using the LinkedIn share button 2016 WhatsApp: 1 billion users every month 2016 Twitter: 360,000 tweets per minute 2017 Snapchat: 187 million active users around the world every day 2017 Skype: 3 billion minutes of Skype conversations every day 2017 1.27 million people working in co-working spaces 2018 Uber: More than 5 billion trips in one year 2019 Spotify: 248 million users every month 2020 Instagram stories: 500 million users every day
  • 57. We asked our employees: Which experiences are important to you – and who do you share them with? “I love vintage car rallies. My wife and I even have a separate Instagram account for our 1958 Bedford CA Dormobile. The comments left by our followers are extremely interesting – especially when they can even remember the 1950s themselves.” INTEREST We want to talk with people who share the same interests. Take, for example, Jörg Eggebrecht from the Marketing and Product Management Service Numbers department, who likes to chat with other vintage car enthusiasts on Instagram as Dorie_the_dormobile. “If something touches me, then I want my family and my friends to be part of it. Experiences which motivate me to change something or inspire me to reflect. And particularly special experiences which allow me to laugh about myself. Humor is incredibly important to me.” PROXIMITY We need to communicate with our nearest and dearest. That’s why Ines-Regina Lasczka from the Capacity Management and Innovations department utilizes digital options such as Twitter and WhatsApp – in addition to personal communication. “I’ve always been driven by the desire to be smart. I wanted to learn my whole life long. I am still learning every day now. At the same time, I also like teaching others. I am really moved by the feeling of success I gain from this.” KNOWLEDGE We improve by sharing our considerations, strategies, and ways of working with each other. Rüdiger Iffert, Program Manager, loves learning – but also communicating knowledge and training colleagues. 110 Brand-Driven Progress “I once met the German soccer player Thomas Müller and took a photo with him. That was a real highlight for a Bayern Munich fan like me!” ENTHUSIASM We want to remember special moments and tell others about them. Stephanie Tönjes, Communications Strategist Personal Branding Coach, is a firm believer in that. She told all her friends about meeting her favorite soccer player. Brand-Driven Progress 111
  • 58. Brand-Driven Progress 113 part of Becoming your life. Implementation on all levels. A brand unfolds its true potential when it touches people – everywhere where they come into contact with it. The messages must be rele- vant and authentic, the communication channels precisely coordinated to each other. This is exactly how we pass on our stories to people. 112 Brand-Driven Progress
  • 59. 114 Brand-Driven Progress Brand-Driven Progress 115 Our brand consistently focuses on people and the goals which are relevant for their behavior. Through sharing we make it possible to experience unique moments together with many people. Our campaigns depict large and small moments taken from real life. True stories boost the credibility of our brand promise. And spark enthusiasm. In young and old alike.
  • 60. The great climb Paul Potts is the hero of our launch campaign for the new claim “Life is for sharing.”. The story of the unglamorous misfit, who touched and enchanted the judges and the public when he appeared on Britain’s Got Talent in 2007, made for a truly unforgettable moment. The campaign combined original footage from the show with scenes showing people all over Germany experiencing his moving appearance on their televisions, laptops, and smartphones – and how it became a particularly special shared moment for everybody. However, the campaign didn’t just change the life of mobile phone salesman Paul Potts, who was catapulted from the edge of society into the spotlight when his story was shared millions of times, it also established Telekom’s brand promise across the country, sparked extraordinary feedback in the media, and resulted in a quantifiable image boost. The tremendously positive response generated a completely new sense of belonging among Telekom employees. The Paul Potts campaign was the most successful Telekom campaign of all time until that point and heralded the beginning of a changed perception of our brand. 116 Brand-Driven Progress Brand-Driven Progress 117
  • 61. 118 Brand-Driven Progress Brand-Driven Progress 119 “As early as during the production process, it became clear to us that we were on to a winner with this campaign. It even moved us to tears. It was perfectly orchestrated with Paul Potts’ story in the focus. The feedback was impressive. In the beginning, we received 60 to 70 e-mails or letters – even handwritten ones – every day.” 3.2 million 18 “I would hope that this positive emotion can be transposed, even to just a small extent, to real life in our company, with enthusiasm, joy, and openness playing a more significant role than resignation and fear of change.” “I am always 100% behind our company and I think it is good to see this ‘positive wave’ resonating throughout the company after the crisis.” “I am proud to be part of it – part of Telekom!” new mobile communications customers by the end of 2008 Brand loyalty values increased by around percentage points Does your life seem like a fairy tale? I can’t believe what has happened. There’s no way on Earth that I could ever have dreamed that it would lead where it has. It is wonderful to play with large orchestras, it’s great to have people supporting me, and it’s fantastic that I have been given this opportunity to do what I’ve always dreamed of. If you’re doing what you love doing, then you’re living your dream. So, by definition, you’re successful. In 2007, you were still saying that you really only want- ed to sing opera. Now arias only account for a part of your stage shows. I have no problem with that. For me, music is a unit. I don’t need to break it down into different genres; there’s no need for that: We can all enjoy all types of music. Your album One Chance was in the charts worldwide for a long time in 2007 and even made it to number 1 in some countries. When did you finally realize: I’m a success now? For me, success is about doing what I love – not about how many number 1 hits I have. Interview with Paul Potts Everything changes for Paul Potts when he wins the talent competition. From a mobile phone salesman to an overnight star. He sings in front of the Queen and cap- tures Germany’s heart with his Telekom ad. His appear- ance is watched, shared, and commented on millions of times on the Internet. His voice enraptures soccer fans at the opening game of the 2008/09 Bundesliga season and Telekom employees at the Christmas party at the company’s headquarters. He wins an Echo award and lands a record deal with Sony BMG. In 2013, the British-American movie “One Chance”, telling Paul Potts’ story, reaches the silver screen. The tenor appears twice on the Oprah Winfrey show and has a number of sold-out world tours from New York to Syd- ney. In 2019, he sings in South Korea, Japan, Scandinavia, Germany, the United Kingdom, and France. In 2020, he releases his sixth studio album. Even now, Potts still sells out venues and stadiums all over the world. His dream of simply doing that which he has always dreamed of has now come true. Telekom boosts Potts – Potts boosts Telekom.
  • 62. Pink sing-along At Telekom’s invitation, more than 13,000 people gather in Trafalgar Square in London for a giant karaoke party. Popular songs – from the Beatles classic Hey Jude to Janis Joplin’s Piece of My Heart – quickly blend the masses into one enthusiastic choir. Most of the singers only realize that superstar Pink is in their midst when she is shown on the big screen. The magic of the moment is evident in the videos which are quickly shared on the Internet. The experience brand is born. One after another, we launch a range of ad campaigns with different sharing moments, each aimed at establishing the concept in the long term.
  • 63. 122 Brand-Driven Progress Brand-Driven Progress 123 Move On From moviegoers to filmmakers: More than 10,000 users from 11 European countries participate in the production of a road movie with a star-studded cast. The movie produced by Deutsche Telekom and Hollywood director Asger Leth is called Move On and stars Mads Mikkelsen in the lead role. This trendsetting form of participation is a particularly special moment for selected movie fans, who might even be able to score a role with a little luck. Another plus: it is the world’s first interactive film project. Rain of flowers What would you do if red roses really were to rain for you like in the old German song? Exactly: You would look around in amazement and enjoy every aspect of this wondrous moment in which time appears to stand still – and then share it as quickly as pos- sible with all those who weren’t lucky enough to be there. The perfect moment to share with others. Liverpool Street Station dance A dance flash mob turns the foyer of the London train station into a dance hall. Many of the surprised commuters and passers-by allow themselves to be swept along by the 350 professional dancers and join in, while others capture the moment on their smartphones – in order to share it with others later. The images course through the Internet and right around the globe. Angry Birds Telekom stages the cult mobile phone game Angry Birds as a live event in public places with passers-by catapulting the round birds into real obstacles and green pigs actually exploding. The campaign brings the digital experience to life in an unusual way, as a small swipe of the finger on your smartphone is sufficient to send the birds flying over people’s heads. The images become a viral YouTube hit.
  • 64. Brand-Driven Progress 125 Lake Ohrid Water, sun, great food, and lots of happy guests – Telekom sends out an invitation to an opulent, floating picnic on Lake Ohrid in North Macedonia, one of the largest lakes in the Balkans. People eat, dance, sing, and party to their heart’s content on 70 boats. A real moment to be shared full of summer feeling and joie de vivre that many guests capture and share using their smartphones. Katy Perry video clip Meeting the greatest idol, leaving the everyday world behind, and being part of an official music video – Telekom makes this dream come true for 250 of Katy Perry’s biggest fans. In personal appli- cation videos on Facebook, the star’s fans from all over the world tell us why they want to be in Katy Perry’s Firework video. The applicant’s striking videos and the close-up fan experience are a perfect example of what the Telekom brand promise “Life is for sharing.” is all about. Million Voices “Thanks for this moment. It’s really a huge gift to share it with you all”, raps Thomas D. in Million Voices, his remix of the global hit 7 Seconds. Around 13,500 people answer Telekom’s call and record their version of the song with their web cam or smartphone. The musician from the German group Fanta-4 mixes the contributions together to produce a completely new community music experience. Even skeptics of the concept of customer participation find it hard to escape the draw of this “largest online choir of all time” as it is dubbed by the German newspaper Die Welt. Guus Meeuwis In cooperation with the Manders family from the Netherlands, we organize a birthday surprise for their grandma: As a gift, they go with her to a concert held by her favorite singer, Guus Meeuwis. During the show, he calls her on her mobile from the stage and serenades her live. The other 35,000 members of the audience also join in. It is a truly touching moment for the grandma, the family, and the audience, who capture and share the moment on their smartphones. 124 Brand-Driven Progress
  • 65. BOB LINDA The man in the tutu Love and a dash of courage can work wonders. When his wife Linda is diagnosed with breast cancer in 2003, American photographer Bob Carey comes up with an original way of helping her through her struggle: taking photographs of himself in a pink tutu against a different backdrop each time. The photos help to put a smile on Linda’s face. A touching real-life story. So why not let other sufferers enjoy it too? Brand-Driven Progress 127 126 Brand-Driven Progress
  • 66. A A story which inspires courage The picture book with the photos of Bob in the tutu aims to help other sufferers and ease their pain. The positive feed- back arouses the interest of self-help groups and non-profit organizations. It paves the way for the Carey Foundation, which provides financial assistance to women in need suffering from cancer The story also touches many people at Deutsche Telekom. As a result, we launched the campaign with Bob in his pink tutu in 2013 – standing in front of Berlin’s Brandenburg Gate. Good stories need to be shared for them to spread and work their magic.
  • 67. 130 Brand-Driven Progress One brand message. Real stories. Experience. For everyone. Brand-Driven Progress 131
  • 68. 132 Brand-Driven Progress Deutsche Telekom becomes the technology partner of the successful esports team SK Gaming. Establishing a brand in an opulent and experienceable manner: Trade fairs make it possible. At the IFA, CeBIT, Mobile World Congress in Barcelona, and #DABEI festival, Telekom no longer presents itself as a technology brand but rather creates entirely new worlds for visitors to dive into and experience. Our trade fair appearances unite enter- tainment, trends, and product innovations. Visitors can discover and try out the latest technologies and interactive exhibits. In this way, the trade fair is transformed into a space for experiencing the digital lifestyle and trendsetting networking, with gaming and esports rapidly gaining in popularity. Brand-Driven Progress 133
  • 69. 134 Brand-Driven Progress Brand-Driven Progress 135 Inspire, test, buy Slowly but surely, the experience brand is also revolutionizing our stores around the world. The aim of the modern design is also to inspire customers to try out, discover, and explore the myriad of possi- bilities offered by our apps, networks, and devices here too. Safe surfing, Europe- wide gaming, and television, at any time and place, are changing from keywords in brochures to real experiences. Although the focus is no longer on the technical details of our contracts and products, technical questions are, of course, still always answered in our stores.
  • 70. Brand-Driven Progress 137 Music, lifestyle, and club culture are brought to life. ss 137 7 37 3 37 37 137 3 3 37 3 3 137 3 37 37 7 7 7 7 37 3 3 37 7 7 7 7 37 37 7 7 7 137 37 7 7 7 7 7 37 37 37 7 7 37 3 37 7 37 37 37 7 37 7 7 13 37 7 7 7 3 37 7 3 37 37 7 37 7 7 7 37 7 7 37 7 7 7 7 7 137 13 3 37 7 7 7 7 37 7 3 3 3 37 3 3 3 37 7 3 37 7 7 7 7 37 37 7 13 3 3 3 3 37 3 3 B Br B B Bra Bra ra ra ra ra B Br Bra Bra Bra ra ra B B Br Br Br ra ra Br Br ra r Bra Bra Bra B Bra ra Bra Bra ra Br B B Bra ra ra B Bra Br r r ra a ra B B Bra B Br r Br ra Br ra B Br r r Br ra Br B B a B B nd- nd- nd- nd- nd- nd- d- nd nd nd- nd- nd- nd- nd- nd- d- nd- nd- d- nd- nd- nd n nd nd nd nd- nd- n nd n nd- nd- nd n n n n nd d d D i D i D D D i D D D i D D D i D Dri Dri D i D i D D D D D i i i D i Dri Dri i Dr Dr D D D D i Dri Dr D D i Dri Dri Dr ri i Dri D Dri Dri D Dr r Dri Dri r v ven ven ven ven ven ven en en ven ven ven en ven n n ven ven ven ven ven en ven en ven ven ven ven ven ven e en n n n en ven ven v v ven v ven en ve ve e ven en ve v ven ve ven ven ven en e e ven n ve ven en n n Pr Pr Pr Pr Pr P P Pr Pr P P Pr Pr P P Pr Pr Pr P Pr Pr Pr P Pr Pr Pr Pr Pr P P P Pr r Pr Pr Pr P Pr Pr Pr Pr Pr P Pr P Pr Pr P Pr P Pr Pr P Pr Pr r Pr Pr P Pr P P P P P o o o ogr o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o es o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o 13 13 3 3 3 13 3 3 13 3 3 3 13 3 3 13 3 3 3 3 13 3 3 13 3 3 13 3 1 13 3 1 1 1 1 1 1 1 1
  • 71. Telekom Electronic Beats Music connects. There are plenty of ways to experience music – at con- certs, via streaming services, in clubs. As such, it goes without saying that music belongs to the world of the Telekom experience brand. The award-winning Telekom Electronic Beats (TEB) format has already been a big hit with fans and critics of the electronic music and club culture for around 20 years. Developed as an international music marketing program, TEB was launched in 2000, initially weekly with a TV show on VIVA and, as of 2005, in print as a free English magazine. Today, the multimedia platform electronicbeats.net is a content hub with high-quality journalistic articles covering all aspects of music, club culture, design, and tech and Internet culture. From interviews and live streams to podcasts in German: TEB is now an established name among millennials. We produce our own live events across Europe and, in doing so, create unforgettable music experiences for a large fan base.
  • 72. Dancing with Gorillaz In 2017, Deutsche Telekom cooperated with the most successful virtual band in the world: the Gorillaz. The magic of the British brand lies in the fact that it is both real and virtual. The music mastermind behind the Gorillaz is Blur front man Damon Albarn, the stars are comic figures drawn by Jamie Hewlett. As a technology partner, Telekom offers the fans new, innovative insights into the world of the Gorillaz. For example, the launch of their fifth studio album is accompanied by an exciting gadget: the augmented reality app The Lenz, offer- ing all fans exclusive access to selected Gorillaz content if the smartphone camera captures a magenta-colored background. The corresponding support was provided by Telekom Electronic Beats. Telekom provides the community with unforgettable music experiences via a virtual-to-real live interview during which fans can ask questions in real time, con- certs right across Europe, and an album showcase performance in Cologne with 360° cameras. The campaign success- fully conveys our brand promise “Life is for sharing.” and won 32 of the world’s most coveted marketing awards.
  • 73. 142 Brand-Driven Progress Brand-Driven Progress 143 observers and encourage them to think and discuss – perfectly in line with the aim of Telekom’s brand slogan “Life is for sharing.”. As such, the pieces in the Art Collection Telekom do not hang or stand in Telekom’s offices or corporate buildings, but are rather shared with the public via an app and in national and international exhibitions. There, they are viewed, taken in, and discussed – in other words, expe- rienced – creating connections. www.art-collection-telekom.com Art Collection Art is the chance to see the world through somebody else’s eyes. The focus of the Art Collection Telekom has been on contempo- rary art from Eastern and South- ern Europe for 10 years. Now comprising more than 300 pieces, the collection reflects the thoughts and emotions of the artists during the social and political changes following the fall of the Iron Cur- tain. The collection aims to pro- mote a broader understanding of Europe’s cultural diversity. It includes everything from draw- ings to digital installations pro- duced by 77 mostly young artists from 20 different countries. The Art Collection Telekom offers them not only a platform allowing them to be effective as an artist, but also promotes the develop- ment of art in the region. Above all, the pieces in the collection should do one thing: tell stories. The pieces make the artists’ indi- vidual perspectives on topics such as social responsibility, for- getting and remembering, as well as their respective identity and story experienceable for the Telekom. What Are We Made Of? 2019 – the exhibition at the Kunsthalle Darmstadt featuring 30 pieces from the Art Collection Telekom addresses the question of what characterizes us in the East and West. The Art Collection Telekom gives an insight into the mood in Eastern Europe with its first exhibition Fragile Sense of Hope in Berlin in 2014. 2006 sees the ap- pearance of 30 Years After, something of a self-portrait by the Bosnian artist Šejla Kamerić – her account of capitalism’s promises of happiness that never come to be in Eastern Europe. Pray Sway, 2016, by the artist col- lective Slavs and Tartars in the 2017 Półprawda | Half-Truth exhibition in the sculpture museum of the Polish National Museum in Warsaw. Romanian artist Dan Perjovschi creates Chalk Reality (digital flair) as a live performance at the Deutsche Telekom booth at the IFA 2012. In the exhibition Shape of Time | Future of Nostalgia at the National Museum of Contemporary Art in Bucharest, the Art Collection Telekom displays parts of the collection for the first time in one of East- ern Europe’s leading museums. The Art Collection Telekom awarded the Art Award for New Positions to young artists and presented new acquisitions from its own collection at Art Cologne five years in a row. Top A photo from 2018 with Once Information Has Passed Into Protein, 2017, an installation by the Polish artist Iza Tarasewicz. Bottom The presentation from 2017 with Women’s House (Sunglasses), 2002−2004, by the Croatian artist Sanja Iveković.
  • 74. 144 Brand-Driven Progress Brand-Driven Progress 145 The foundations are in place. With the brand’s new look across the board, we have laid the foundations for a fundamental change of image in Germany. At the same time, we are rolling out the new brand understanding bit by bit across the whole of Europe.
  • 75. EU
  • 76. Brand-Driven Progress 149 A consistent brand for an international company. Telekom tours Europe The T and the color magenta as a trademark are being introduced gradually in the other countries in Europe where we have subsidiaries. Next in line is Poland: In 2010, the subsidiary is the first to fully adopt the new strategy including brand identity. Bit by bit, we are spreading our new look and our brand promise “Life is for sharing.” right across Europe. Not only that, our rebranding strategy also takes the cultural and social particularities of the respective countries into consider- ation during the launch phase – without diluting the character of the experience brand. The Pan-European communication campaign “We connect people in Europe!” gave us an extra boost on the way to becoming the leading European telecommunications provider. For Telekom, however, Europe is more than just a market. For us, Europe is an attitude. A project which brings together millions of people in peace and freedom. A place where everybody should be allowed to partici- pate equally. At the annual general meeting in 2017, Deutsche Telekom CEO Tim Höttges summed up our commitment to a united Europe perfectly: “We are for Europe. We want to cross borders. We do not want to build walls. We reject hatred and division; we want to share. We want to make community possible through digitalization.” As Europe’s leading telecommunications provider, we see it as our responsibility to bring people together from across the whole of Europe. And we are now making this clear to the world. U
  • 77. Brand-Driven Progress 151 The power of Magenta Our brand promise is a strong brace for the international image. Simplification under a single umbrella brand opens up entirely new possibilities: standardized offerings across Europe. In the course of the brand design evolu- tion in 2013, magenta is used more intensively for the corporate image. The brand color’s high recognition value stimulates iden- tification with the company. So why not also utilize the name of the color – magenta – more emphatically? For example as the name of a service offering. When Telekom bundled the fixed network and mobile communica- tions services into the convergent offering for strategic reasons, Magenta made uniform imple- mentation in all countries possi- ble: MagentaONE. This step in 2014 represented Telekom’s first Pan-European offering, which additionally ideally comple- mented the branding approach. The new offering name, Magenta, allows global operations to be addressed using a standardized, unmistakable name. In next to no time, it is joined by additional offerings such as MagentaTV and MagentaCloud, and the Magenta offering continues to grow – driving forward the Telekom evolution. “If we hadn’t begun radically realigning the brand in 2007, it simply wouldn’t be possible to imagine an international offering like MagentaONE. As such, we are now reaping the fruits of far-sighted and consistent brand management.” Hans-Christian Schwingen, Chief Brand Officer at Deutsche Telekom from 2007 to 2020 From the brand color to a new label.
  • 78. Brand Driven Progress 153 152 Brand Driven Progress Eine starke Marke bedeutet für uns mehr als nur ein guter Claim und emotionale Bilder. Unser Anspruch ist: Taking responsibility. Vertiefung und Verantwortung. Sie muss gesellschaftspolitisch Stellung beziehen. Wir wollen nicht nur ein verlässliches Netz bereitstellen. Wir verstehen unsere Marke auch als Auftrag für ein besseres Miteinander.
  • 79. Brand Driven Progress 155 154 Brand Driven Progress Vernetzung schafft Verbindung.
  • 80. Brand Driven Progress 157 156 Brand Driven Progress Gemeinsam die Welt ein Stückchen besser machen.
  • 81. Brand Driven Progress 159 158 Brand Driven Progress Big Bang für die Demenzforschung. Ein Unternehmen, das sich auf die Fahne schreibt, das Leben der Menschen vereinfachen und bereichern zu wollen, muss bei den großen Herausforderungen unserer Gesellschaft von sich aus aktiv werden. Das Mobile Game Sea Hero Quest wurde im Rahmen unserer #GameForGood-Initiative mehr als vier Milli- onen Mal heruntergeladen, fütterte die Alzheimer- forschung im großen Rahmen mit wertvollen Daten – und hat innerhalb kürzester Zeit den ersten globalen Vergleichswert für die Früherkennung von Demenz geschaffen. Ein wegweisendes Digitalisierungspro- jekt, mit unserem Markenversprechen im Herzen. Demenz ist eine der größten medizinischen Heraus- forderungen von heute. Ohne einen Durchbruch in Prävention und Therapie könnten bis 2050 weltweit rund 135 Millionen Menschen von ihr betroffen sein, drei Millionen davon allein in Deutschland. Mit Sea Hero Quest nahmen wir unser Markenversprechen wörtlich. Unsere Mission: die Forschung im Kampf gegen Demenz zu unterstützen, um Menschen welt- weit zu ermöglichen, ihre Erinnerungen bis ins hohe Alter zu behalten – und zu teilen. Das Mobile Game wurde von der Telekom in enger Zusammenarbeit mit dem University College London, der University of East Anglia, der gemeinnützigen Organisation „Alzheimer’s Research“ und dem Games-Developer Glitchers entwickelt. Der Spieler navigiert darin per Schiff durch immer schwierigere Labyrinthe: Er muss sich Landkarten einprägen, Bojen in einer vorgege- benen Reihenfolge ansteuern, Leuchtraketen in die richtige Richtung abfeuern und Hindernisse überwin- den. Kurzum, es geht ums Erinnern und Orientieren. Prinzipien, die in der Alzheimerforschung von großer Bedeutung sind – denn räumliche Desorientierung ist ein frühes Symptom von Demenz. Bisher fehlte Wissenschaftlern jedoch eine weltweite Vergleichs- grundlage mit Daten zur räumlichen Orientierung von gesunden Menschen. Genau diese Benchmark hat Sea Hero Quest generiert. Was sich Neurowissen- schaftler von der Big-Data-Analyse erhoffen: dass frühzeitig diagnostizierte und behandelte Erkrankte länger selbstbestimmt leben können. Da spielte man gern mit. #GameForGood Karte einprägen und los geht’s! Jedes Abenteuer beginnt mit einer Karte, die sich der Spieler einzuprägen hat. Die Aufgaben werden immer schwieriger und fordern spielerisch das Erinnerungs- und Orientierungsvermögen. Prof. Michael Hornberger, Professor für angewandte Demenzforschung an der University of East Anglia, ist einer der führenden Wissenschaftler hinter dem Projekt. Einer der größten Datensätze aller Zeiten. Wie stark waren Sie und Ihr Team in der Entwick- lung des Spiels involviert? Wir waren von Anfang an Teil des Prozesses. Das Spiel sollte uns helfen, die frühestmöglichen kogniti- ven Veränderungen durch Alzheimer zu erkennen – Veränderungen, die noch vor den typischen Gedächt- nisproblemen auftreten. Wie hat das Projekt die Demenzforschung revolutioniert? Das Projekt ist für die Demenzforschung auf drei Ebenen wegweisend: Es ist das erste Bürgerwissen- schafts-Projekt (Citizen Science Project) in diesem Forschungsfeld. Es verwen- det zum ersten Mal einen Gaming-Ansatz. Und es hat einen der größten Datensätze aller Zeiten für die Demenzforschung generiert. Was haben Sie herausgefunden? Wir wissen jetzt, dass sich die räumliche Orientierung bereits ab dem frühen Erwachsenenalter ver- schlechtert. Auch erzielen Männer durchschnittlich bessere Ergebnisse als Frauen – dieser Unterschied ist jedoch geringer in Ländern, in denen die Geschlechtergleichstellung weiter fortgeschritten ist. Des Weiteren besteht ein starker Zusammenhang zwischen Orientierungs- vermögen und materiellem Wohlstand: Je höher das BIP eines Landes, umso besser die Spiel-Ergebnisse. Was erhoffen Sie sich von diesen Erkenntnissen? Da wir jetzt eine Vergleichs- grundlage zur räumlichen Orientierung gesunder Menschen haben, können wir Demenzsymptome in Zukunft früher erkennen, früher Diagnosen stellen und früher behandeln. Unser Ziel ist es, dass Erkrankte länger selbst- bestimmt leben können. 5 Abenteuer, 5 Monster Am Ende jeder erfolgreichen Spielrunde wird ein Monster sichtbar, das der Spieler fotografieren und als Trophäe sammeln kann.
  • 82. 117 3 5 150 22 2 17.600 Minuten Spielzeit generieren so viele Daten wie Stunden im Labor. Alle Sekunden erkrankt ein Mensch an Demenz. Sea Hero Quest macht die Früherkennungs-Forschung mal schneller mal günstiger. und Millionen Spieler haben insgesamt über … Jahre gespielt. Das entspricht … Jahren experimenteller Forschung. 4,3
  • 83. Brand Driven Progress 163 162 Brand Driven Progress Technologie, die von Herzen kommt. TechForGood Unsere „Story Time“-App zum Beispiel nutzt Augmented Reality (AR), um Familien enger zusammenzubringen. In Rumänien, einem der ärmsten Länder der EU, leben viele Kinder bei ihren Großeltern und sehen ihre Eltern nur selten, weil sie sich Arbeit im Ausland suchen müssen. Mit der Vorlese-App klingen die Gute-Nacht- Geschichten aber beinahe so, als säßen die Eltern zu Hause am Kinderbett. Mehr noch: Mit AR-Elementen verwandeln sich die vorlesenden Eltern vor den Augen ihrer Kinder in Figu- ren aus den Geschichten. So können alle für eine Weile ver- gessen, wie weit sie voneinander entfernt sind. 162 Brand Driven Progress Wir glauben an das Potenzial von Technologie, die Menschen in den Mittelpunkt stellt. TechForGood liefert vielleicht keine Antworten auf die zentralen Herausforderungen der globalisierten Welt, aber auch Apps, die Hoffnung und Freude in den Alltag bringen, können Großes für die Gesellschaft bewirken. Etwas zum Hören und etwas zum Schauen. Die liebevollen Animationen und die mit Augmented-Reality- Elementen verkleideten Eltern machen die Gute- Nacht-Geschichten für die Kinder zum Rundum-Erlebnis.
  • 84. 164 Brand Driven Progress In der Slowakei bringt unsere Dolmetscher-App seit 2016 gehörlose und hörende Menschen enger zusammen. Wenn es mal mit der Kommuni- kation nicht so recht vorangeht oder es auf jedes Wort ankommt, können Gehörlose mit der App auf ihrem Smartphone schnell einen echten Dolmetscher für Gebärdensprache zuschalten. Per Video-Chat übersetzt er dann Gebärden in gesprochene Sprache und umgekehrt und macht so für alle die Verständigung leichter. Die meisten Hörenden kennen Gebärdensprachen-Dolmetscher vor allem von Konzertbühnen. Ganz gleich ob Oper oder Hip- Hop – weltweit übersetzen sie Text und Emotionen für Gehör- lose im Publikum. Daher drehten wir in unserer Kampagne den Spieß um: Unsere Dolmetscherin Agata dirigierte ein Orchester in Gebärdensprache – das (hörende) Publikum bekam eine schriftliche Übersetzung ihrer Handzeichen. Ein kurzer Blick auf die Herausforderungen, denen sich Gehörlose jeden Tag stellen müssen. „Stimmt mit ein in die Welt der Hörenden“ lautet der slowakische Liedtext, der auf dem Notenblatt einmal mit Buchstaben und einmal mit Handzeichen dargestellt ist. www.onlinetlmocnik.sk Vďaka službe Online tlmočník si nepočujúci a počujúci navzájom bez problémov porozumejú všade tam, kde to doteraz nebolo možné. Pretože v najlepšej sieti #nicniejenemozne
  • 85. Wo viele Menschen miteinander verbunden werden, fließen enorme Datenströme – Big Data. Die Technologie dafür bereitzustellen ist eine Sache. Eine andere ist die Sicherheit der Netze. Wir müssen gewährleisten, dass die Datenströme zuverlässig fließen und nicht missbraucht werden. Die Telekom ist sich dieser Verantwortung in besonderem Maße bewusst.
  • 86. Brand Driven Progress 169 168 Brand Driven Progress Sicherheit „Made in Germany“.
  • 87. Brand Driven Progress 171 170 Brand Driven Progress Das Versprechen der Telekom ist kein geringes: Wir wollen jeden mit den digitalen Möglichkeiten von heute verbinden. Wie? Etwa indem wir ein herausragendes Netz bereitstellen, das nahtlose Verbindungen zwischen Menschen ermöglicht: schnell, zuverlässig, immer und überall. Die Vorteile vom schnellen Internet sollen alle genießen können – in der Stadt und auf dem Land. Lückenhafte ÖPNV-Versorgung? In Zukunft sollen Apps dabei helfen, Mobilitätsketten zu organisie- ren. Fehlende Einkaufsgelegenheiten in ländlichen Regionen? Die Vernetzung über zentrale kommunale Plattformen lässt Dorf- gemeinschaften zusammenrücken. Überfüllte Arztpraxen? Smart- Health-Lösungen sorgen bald für eine bessere Koordination im Gesundheitswesen. Klar, wer digital verbunden ist, erzeugt kontinuierlich Datenströme. Zusammengeführt mit den Daten der anderen werden sie Teil von etwas Großem: Big Data. Es geht um riesige Informations- mengen, die plötzlich Zusammenhänge aufzeigen, die vorher nicht sichtbar waren und mit denen sich nützliche Verhaltensprognosen erstellen lassen. In Verbindung mit künstlicher Intelligenz hat Big Data das Potenzial, zu digitalen Services verwertet zu werden, die den Lebensalltag von allen einfacher und komfortabler machen. Datensicherheit und Schutz der Privatsphäre stehen für die Telekom dabei an erster Stelle. Nur sichere Lösungen sind wirklich intelligent.
  • 88. Sicherheit: Lange reichten dafür dicke Mauern, Schlösser und Tresore. Doch im digitalen Zeitalter nützen die wenig: Heute erpressen Hacker Unternehmen mit Distributed-Denial-of-Service (DDoS)- Attacken und Verschlüsselungstrojanern. Ein kleines Programm kann Unternehmen, ja ganze Länder lahmlegen. Auch die Deutsche Telekom ist Ziel von Angriffen. Mehr als 2,5 Milliarden sicher- heitsrelevante Events registrieren die Sicherheitsspezialisten unseres integrier- ten Cyber Defense and Security Operations Center (SOC) jeden Tag – und wehren sie ab. Um die Methoden der Hacker besser analysieren zu können, haben wir spezielle Lock-Sensoren, sogenannte Honeypots, eingerichtet. Die Schadcodes, die wir kennen, können uns nichts anhaben. Die Taktik funktioniert: 42 Millionen Mal am Tag werden die Honeypots von Hackern angegriffen. Durch diese und weitere gezielte Monitoring-Maßnahmen haben unsere Spezialisten bisher mehr als sechs Milliarden Datensätze zu Cyber-Attacken ausgewertet. Unsere Malware Library verfügt über eine Sammlung von 20 Millionen Schadcodes. Tendenz: stetig steigend. Das Vertrauen in die Sicherheit von Daten ist die Grundlage, auf der unsere Gesellschaft funktioniert. Deshalb nehmen wir die Aufgabe, unsere Infrastruktur und die Daten darin zu sichern, extrem ernst. Natürlich können auch wir keine hundertprozentige Sicherheit garantieren. Aber für unseren hundertprozentigen Einsatz bürgen wir. Sicherheit: Lange reichten dafür dicke Mauern, Schlösser und Tresore. Doch im digitalen Zeitalter nützen die wenig: Heute erpressen Hacker Unternehmen ( ) Kommandozentrale gegen Hacker.
  • 89. Brand Driven Progress 175 174 Brand Driven Progress Die Digitalisierung eröffnet zahlreiche neue Möglichkeiten für die Telekom, mit konkreten Anwendungen gesellschaftliche Verantwortung zu übernehmen.
  • 90. Brand Driven Progress 177 176 Brand Driven Progress Auf dem Weg in eine smarte Zukunft.