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The Brand Builders Fight Back

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Discover how long term brand building supported by strong creative and great customer service can cause your brand to be thought of at the moments that matter.

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The Brand Builders Fight Back

  1. 1. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. 1 FIGHT BACK BRAND BUILDERS
  2. 2. 2 Lucy Burnham Head of Brand and Comms – Ipsos MORI
  3. 3. 3 Welcome
  4. 4. 4
  5. 5. 5 Agenda Lucy Burnham Head of Brand and Comms Ipsos MORI (Chair) Helen Edwards Partner Passionbrand Jon Harper Head of Brand Health Tracking Ipsos MORI John Banerji Director in Customer Experience Ipsos MORI Drinks Q&A Eleanor Thornton-Firkin Head of Creative Excellence Ipsos MORI
  6. 6. 6 Jon Harper Head of Brand Health Tracking – Ipsos MORI
  7. 7. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. 7 Jon Harper – Jon.Harper@Ipsos.com Nurture your Brand’s Mental Network How to Fight Back
  8. 8. 8 The Brand Mental Network - why it is critical to growth 1. The key elements of a Brand Mental Network 2. Example of excellence in brand building 3.
  9. 9. 9 Brand building dominates long-term growth and involved the creation of memory structures that prime consumers to want to choose the brand. This priming effect also improves pricing power and so over time, has a strong impact on profitability. Binet and Field – Effectiveness in Context
  10. 10. 10 The Brand Mental Network
  11. 11. 11 brand growth… The route to
  12. 12. 12 Winning brands instinctively come to mind in the moments that matter Attention Salience Memory Salience
  13. 13. 13 Revealing the Brand Mental Network Uncontrived feedback Prominent mental brand associations Text analysis of everyday language
  14. 14. 14 What do they show you? Any advertising Red Fun | Cool | Enjoyable Good | Nice | Positive Polite | courteous | Professional staff Good | Better service Comfortable | Smooth | Spacious Flights to America | Trans-atlantic Good EntertainmentGood | nice | free food Long haul Varied Destinations | Holidays Affordable | Reasonable prices Expensive Good staff | customer service Classy | Exclusive | Luxurious | Posh | High quality Good quality Modern | brand new Ok | Decent Reliable Richard Branson Excellent | Fantastic | Great service Virgin Atlanti c Source: Ipsos MORI R&D. April 2019 Base: N=1105. Flown with any airline in the past 12 months. Aware of Virgin Atlantic.
  15. 15. 15 Not always positive! Bad | Awful | Horrible | Rubbish Cheap and nasty Poor service | quality Cancellations Convenient | Available | Local Crowded | Cramped | "Cattle class" Delays | Always late Easy to use Luggage restrictions | charges Quick | On time Short haul Uncomfortable Varied Destinations | Holidays Affordable | Reasonable prices Budget | Low cost Cheap Expensive Extra charges | Hidden costs | Rip-off No frills Poor customer service | unhelpful staff Bad Reputation Irish airline | Owner Unreliable Source: Ipsos MORI R&D. April 2019 Base N=1162. Flown with any airline in the past 12 months.
  16. 16. 16 Not always positive! Bad | Awful | Horrible | Rubbish Cheap and nasty Poor service | quality Cancellations Convenient | Available | Local Crowded | Cramped | "Cattle class" Delays | Always late Easy to use Luggage restrictions | charges Quick | On time Short haul Uncomfortable Varied Destinations | Holidays Affordable | Reasonable prices Budget | Low cost Cheap Expensive Extra charges | Hidden costs | Rip-off No frills Poor customer service | unhelpful staff Bad Reputation Irish airline | Owner Unreliable Source: Ipsos MORI R&D. April 2019 Base N=1162. Flown with any airline in the past 12 months. Aware of Ryanair.
  17. 17. 17 Key elements of winning Mental Networks 1. Dense (Diverse, deep associations) 2. Distinctive (uniquely owned themes) 3. Have Critical Choice Primers (crucial performance needs in category)
  18. 18. 18 Direct Line - A brand building success story
  19. 19. 19 Going long when others went short Direct Line motor insurance market share % 0 2 4 6 8 10 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Overall market share New business market share Base: All main motor insurance policies (ex don’t know) Time period: 6 months rolling Source: Ipsos MORI Financial Research Survey (FRS) x 6 months ending December 2018.
  20. 20. 20 SOV well above market share Brand TV in premium spots, less activation Focused on customer experience… reinforcing the Fixer position The right brand building principles
  21. 21. 21 The most desired brand in the category …. 13.5 11.4 9.0 8.2 7.9 6.8 6.8 6.6 6.0 5.5 5.5 5.1 3.9 3.6 Direct Line Aviva Admiral LV Churchill AA Nationwide Tesco More Than Hastings Direct AXA Halifax Lloyds RAC Source: Ipsos MORI R&D. April 2019 Base N=1903. Sole or joint decision maker for financial products. Currently hold either home or motor insurance.
  22. 22. 22 The most desired brand in the category …. 13.5 11.4 9 8.2 7.9 Customer 42.1 33.1 33.6 34.8 33.7 Non customer 7.9 6.3 4.7 4.8 5.4 Source: Ipsos MORI R&D. April 2019 Base N=1903. Sole or joint decision maker for financial products. Currently hold either home or motor insurance.
  23. 23. 23 Direct Line’s BMN encapsulates their success Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Good insurance | good company Good customer service | Friendly | helpful Not on price comparison sites Reasonable | good value | fair price Easy to deal with Poor | Bad | Terrible | Rubbish Reliable | Solid Well known | Popular | Established brand (Red) telephone Cheap | Cheaper | best price Expensive Car insurance Home Insurance Insurance (unspecific) Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  24. 24. 24 Understanding Direct Line’s network Not on price comparison sites (Red) telephone Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Good insurance | good company Good customer service | Friendly | helpfulReasonable | good value | fair price Easy to deal with Poor | Bad | Terrible | Rubbish Reliable | Solid Well known | Popular | Established brand Cheap | Cheaper | best price Expensive Car insurance Home Insurance Insurance (unspecific) Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  25. 25. 25 Understanding Direct Line’s network Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Not on price comparison sites (Red) telephone Good insurance | good company Good customer service | Friendly | helpfulReasonable | good value | fair price Easy to deal with Poor | Bad | Terrible | Rubbish Reliable | Solid Well known | Popular | Established brand Cheap | Cheaper | best price Expensive Car insurance Home Insurance Insurance (unspecific) Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  26. 26. 26 Understanding Direct Line’s network Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Good customer service | Friendly | helpful Not on price comparison sitesReasonable | good value | fair price Easy to deal with (Red) telephone Good insurance | good company Poor | Bad | Terrible | Rubbish Reliable | Solid Well known | Popular | Established brand Expensive Car insurance Home Insurance Insurance (unspecific) Cheap | Cheaper | best price Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  27. 27. 27 Understanding Direct Line’s network Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Good insurance | good company Good customer service | Friendly | helpful Not on price comparison sitesReasonable | good value | fair price Easy to deal with Reliable | Solid Well known | Popular | Established brand (Red) telephone Poor | Bad | Terrible | Rubbish Expensive Car insurance Home Insurance Insurance (unspecific) Cheap | Cheaper | best price Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  28. 28. 28 Unique associations, triggering brand proposition Critical Choice Primers Value Proposition Easy to deal with Distinctive Associations Red Telephone Winston Wolf Harvey Keitel Not on price comparison sites Advertising (unspecific) Annoying | Silly ads Good | Funny | Memorable ads Harvey Keitel TV Advertising Winston Wolf | Gangster Good insurance | good company Good customer service | Friendly | helpful Not on price comparison sites Reasonable | good value | fair price Easy to deal with Poor | Bad | Terrible | Rubbish Reliable | Solid Well known | Popular | Established brand (Red) telephone Cheap | Cheaper | best price Expensive Car insurance Home Insurance Insurance (unspecific) Source: Ipsos MORI R&D. April 2019 Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.
  29. 29. 29 Density helps to explain the strength of the brand Density – Number of themes per person Density–Averagesizeofthemes Size of circle = Brand Desire Source: Ipsos R&D April 2019
  30. 30. 30 Aviva holds onto its critical choice primers Reasonable price Wide range of services Good Customer service Established Great Company / the best Reliable
  31. 31. 31 GROW YOUR BRAND… Nurture your network
  32. 32. 32 Fight back 1. Dense, distinctive, relevant (choice primers) 2. Spend for reach, high quality creative 3. Act first and talk later
  33. 33. 33 Thank you.
  34. 34. 34 John Banerji Director in Customer Experience – Ipsos MORI
  35. 35. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. 35 John Banerji – John.Banerji@Ipsos.com REAP THE EXPERIENCE REWARD NURTURE YOUR NETWORK…
  36. 36. 36 The link between customer expectations, experience and commitment 1. The benefits of stronger customer commitment 2. The forces that build commitment 3.
  37. 37. 37 Many brands have fallen down by failing to ensure that what is played out above-the-line also resonates in stores. The campaign’s core value will bring with it an exciting environment to shop for our customers and work for our colleagues. Claire Farrant, Marketing Director, Lidl
  38. 38. 38 Customers are in a cycle of experiences and memory
  39. 39. 39 Leadership excellence Employee engagement Service quality Delivering the promise
  40. 40. 40 Customer commitment Brand Desire Behavioural Factors Customer Commitment
  41. 41. 41 Positive experiences build commitment
  42. 42. 42 Commitment delivers better outcomes NPS Committed +50 +26 Average spend per month £248 £143Uncommitted Source: Ipsos MORI R&D. April 2019. Base N=996. Responsible for grocery shopping. Main brand used.
  43. 43. 43 More expensive Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Good quality Good deals Local Every little helps Clean/tidy Favorite/ideal Well stocked For clothes Helpful staff/good customer service NC : Non customers CC : Committed customers UC : Uncommitted customers CC NC UC Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  44. 44. 44 More expensive Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Good quality Good deals Local Every little helps Clean/tidy Favorite/ideal Well stocked For clothes Helpful staff/good customer service NC : Non customers CC : Committed customers UC : Uncommitted customers CC NC UC Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  45. 45. 45 NC NC : Non customers Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco. More expensive
  46. 46. 46 NC NC : Non customers More expensive Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  47. 47. 47 NC NC : Non customers More expensive Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  48. 48. 48 More expensive Wide range variety choice Cheap price Good value Loyalty program Affordable Large stores Convenient Good quality Good deals Local Every little helps Clean/tidy UC UC : Uncommitted Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  49. 49. 49 More expensive Wide range variety choice Cheap price Good value Loyalty program Affordable Large stores Convenient Good quality Good deals Local Every little helps Clean/tidy UC UC : Uncommitted Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  50. 50. 50 More expensive Wide range variety choice Cheap price Good value Loyalty program Affordable Large stores Convenient Good quality Good deals Local Every little helps Clean/tidy UC UC : Uncommitted Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  51. 51. 51 Wide range variety choice Cheap price Good value Loyalty program Affordable Convenient Good quality Good deals Clean/tidy For clothes CC CC : Committed customers Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco. Favorite/ideal Well stocked Helpful staff/good customer service
  52. 52. 52 Wide range variety choice Cheap price Good value Loyalty program Affordable Convenient Good quality Good deals Clean/tidy Favorite/ideal Well stocked For clothes Helpful staff/good customer service CC CC : Committed customers Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  53. 53. 53 More expensive Wide range variety choice Cheap price Not convenient/not local Good value Loyalty program Not as good as it used to be Affordable Dislike Large stores Would not buy meatOld fashioned Convenient Good quality Good deals Local Every little helps Clean/tidy Favorite/ideal Well stocked For clothes Helpful staff/good customer service CC NC UC NC : Non customers CC : Committed customers UC : Uncommitted customers Source: Ipsos MORI R&D. April 2019. Base N=529. Responsible for grocery shopping. Would consider Tesco.
  54. 54. 54 Impact of increasing committed customers If Tesco increase Committed from 31% to 35% £368M increase in Sales
  55. 55. 55 Source: Ipsos R&D 2019 Forces that build commitment The Five Forces of CX Shared Values Certainty Fair Treatment Recognition Empowerment
  56. 56. 56 The importance of CX forces varies Fair treatment Empowerment Certainty Recognition Shared values Insurance Grocery Airlines Source: Ipsos MORI R&D. April 2019. Decision makers. Main brand customers. Base Insurance N=1471; Grocery N=996; Airlines N=1853.
  57. 57. 57 Reap the reward 1. Integrate brand and customer experience management 2. Nurture your people 3. Focus on the forces that matter
  58. 58. 58 Thank you.
  59. 59. 59 Eleanor Thornton-Firkin Head of Creative Excellence – Ipsos MORI
  60. 60. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. 60 Eleanor Thornton-Firkin – Eleanor.Thornton-Firkin@Ipsos.com Network with advertising Nudging the Brand Mental
  61. 61. 61 What… The enduring nature of humans 1. The increasing fragmentation of our world 2. Building collective memories through advertising 3.
  62. 62. 62 The Brand Mental Network
  63. 63. 63 Belongingness
  64. 64. 64 It’s why ad agencies go on about culture… We produce provocative, culturally influential work We believe in … to make the stuff that works. And by works, we mean the stuff that genuinely plays in culture
  65. 65. 65 Advertising ‘as culture’ has declined… 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 % of UK adults agreeing – the adverts are as good as the programmes Source: TGI
  66. 66. 66 But the memory persists… ‘I first knew the ad was huge when I fell asleep on the London Underground one evening. I woke up to hear a group of kids talking about and mimicking it.’ Trevor Robinson
  67. 67. 67 of the world Fragmentation
  68. 68. 68 We are getting more singular… +17%growth in single households in last 20 years
  69. 69. 69 And the media we see is more individual Brand
  70. 70. 70 memories Creating collective
  71. 71. 71 personal Social There are 8 need states which drive video viewing 16% COMFORT 10% EXPERIENCE 26% UNWIND 2% DO 18% DISTRACT 9% INDULGE 7% ESCAPE 12% IN TOUCH Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161)
  72. 72. 72 personal Social There are 8 need states which drive video viewing 16% COMFORT 26% UNWIND 2% DO 18% DISTRACT 9% INDULGE 7% ESCAPE 12% IN TOUCH Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161) 10% EXPERIENCE
  73. 73. 73 Experience 10% of viewing time Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161) 68% 10% 4% 4% 2% 11% ALL ADULTS Live TV Playback TV Broadcaster VOD Subscription VOD DVD Online video
  74. 74. 74
  75. 75. 75 Direct Line tap into culture
  76. 76. 76
  77. 77. 77 In my day they did this… https://www.youtube.com/watch?v=kuy_NvrErnM
  78. 78. 78 But now they do this…
  79. 79. 79 Or just put the old one back on…
  80. 80. 80 Alternatively you can get tribal… https://www.youtube.com/watch?v=cdNljkRZooA
  81. 81. 81 Younger audiences, different setting Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161) 46% 68% 10% 10% 9% 4% 7% 4% 8% 2% 20% 11% 16-34 ALL ADULTS Live TV Playback TV Broadcaster VOD Subscription VOD DVD Online video
  82. 82. 82 What to do… Gen Z and younger Millennials are human too They yearn for community Go where they are, but in a mindful way
  83. 83. 83 Nike Londoner https://www.youtube.com/watch?v=mEB1C59hCvs
  84. 84. 84
  85. 85. 85 Call to action Humans need community Increasingly fragmented, singular world Gen Z – how will you contribute to community…
  86. 86. 86 Thank you.

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