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Brand Plan Sample

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Brand Plan Sample

  1. 1. 2009 Brand Communications Plan
  2. 2. 2005 Quality Challenge
  3. 3. Brand Identity Strategy <ul><li>1. Capture who we are. </li></ul><ul><li>2. Acknowledge what’s unique about our name. </li></ul><ul><li>3. Emphasize what’s extraordinary about our brand. </li></ul><ul><ul><li>No nonsense </li></ul></ul><ul><ul><li>Sophisticated, but not complicated </li></ul></ul><ul><ul><li>Genuine </li></ul></ul><ul><ul><li>Strong, confident, purposeful </li></ul></ul><ul><ul><li>Passionate conservative </li></ul></ul>Rust Moss Chocolate Sky
  4. 4. Brand Identify Application
  5. 5. Putting It TO Work <ul><li>Partners 1 st Tools </li></ul>
  6. 6. 2009 Brand Communications Plan February, 2009
  7. 7. Overall Approach <ul><li>1. Evolve messaging strategy and communications support program to reflect and leverage the dramatic changes that are prevalent in today’s volatile market. </li></ul><ul><ul><li>Market </li></ul></ul><ul><ul><ul><li>Economic factors and market conditions </li></ul></ul></ul><ul><ul><li>Audience attitudes and perceptions </li></ul></ul><ul><ul><ul><li>Consumers, Trade, Channel </li></ul></ul></ul><ul><ul><li>Current brand identity and equities </li></ul></ul><ul><li>2. Provide the means to ensure brand strengths are disseminated. </li></ul>
  8. 8. Market Conditions <ul><ul><li>Source: economy.com and Builder.com </li></ul></ul><ul><li>Housing market decline </li></ul><ul><ul><li>Anticipated 4th quarter bottom-out </li></ul></ul><ul><ul><li>By the end of the downturn, nearly 62% of the nation's 381 metropolitan areas will have experienced double-digit-percent declines in house prices. </li></ul></ul><ul><li>Overall economic recession </li></ul><ul><ul><li>Poor economy now impacting most industries </li></ul></ul><ul><li>Despite all this… </li></ul><ul><ul><li>Consumers are spending more time at home </li></ul></ul><ul><ul><li>Consumer are seeking “genuine value.” </li></ul></ul><ul><ul><li>Quality’s value proposition is timely and will appeal to people previously focusing on semi-custom offerings. </li></ul></ul>
  9. 9. Audience Attitudes <ul><li>Consumers… </li></ul><ul><li>Looked to readily available credit and loans when making large purchases. </li></ul><ul><li>Experienced high returns on their investments (including home sales and home projects). </li></ul><ul><li>Style, luxury and prestige key in upper demos </li></ul><ul><li>Distributors… </li></ul><ul><li>sold a majority of cabinets for new construction </li></ul><ul><li>Had a large pool of jobs and could be selective in projects selection. Remodeling vs. New Construction. </li></ul><ul><li>Experienced higher profits per unit based on higher product demand. </li></ul>Then <ul><li>Consumers… </li></ul><ul><li>Are more cautious when making large purchases. </li></ul><ul><li>Have a lack of confidence in the economy. </li></ul><ul><li>Recession has lead to a decrease in spending and an increase in household savings. Up to 3.6% of DI. </li></ul><ul><li>Looking for genuine value ...not the most prestigious brand or the cheapest $. </li></ul><ul><li>Distributors… </li></ul><ul><li>are seeing new construction projects continue to lull </li></ul><ul><li>are now more than ever seeking selling advantages to grab elusive and dwindling consumer base. </li></ul><ul><li>desire products that bring real value to potential customers. </li></ul>Now <ul><li>Contractors (Builders, Remodelers) </li></ul><ul><li>Full proof building projects and guaranteed sales. </li></ul><ul><li>Access to readily available financial backing. </li></ul><ul><li>New construction was a the primary focus and key income generator for most builders. </li></ul><ul><li>Contractors (Builders, Remodelers) </li></ul><ul><li>Struggling to get financing and falling sales causing: decreases in labor, production, prices/profits. </li></ul><ul><li>Record lows in Builder Confidence -- 16. (NAHB) </li></ul><ul><li>Replacement is experiencing the most action. </li></ul><ul><li>Builders are remodelers </li></ul>
  10. 10. Brand Equities & Identity <ul><li>Channel Relationships </li></ul><ul><ul><li>Quality enjoys solid relationships with its current distributors. </li></ul></ul><ul><li>Brand Awareness & Satisfaction </li></ul><ul><ul><li>Satisfaction for the Quality brand remains relatively secure with builders and remodelers as proven by J.D. Powers & Readex. </li></ul></ul><ul><li>Marketing Assets </li></ul><ul><ul><li>A core of marketing tools have been developed to help distributors build their business. </li></ul></ul>THE GOOD NEWS
  11. 11. Brand Equities & Identity <ul><li>Advertising void </li></ul><ul><ul><li>Advertising: primarily dark since 2006 with the exception of the most recent J.D. Power execution in Professional Builder – Which could eventually affect awareness levels. </li></ul></ul><ul><li>Channel building tools </li></ul><ul><ul><li>Channel growth /recruitment has been effected because of the market down-turn </li></ul></ul><ul><li>Marketing Assets </li></ul><ul><ul><li>Many of marketing tools have yet to be fully developed and deployed. </li></ul></ul><ul><ul><li>. </li></ul></ul>THE NOT-SO-GOOD NEWS
  12. 12. Brand Equities & Identity <ul><li>Brand credibility & relationship erosion </li></ul><ul><ul><li>Our Uncommon Values may be questioned as more partners are asking where the easy-to-use new interactive solutions to help grow their businesses and weather the market difficulties are? </li></ul></ul>POTENTIAL THREAT <ul><li>2009 Plan Strategy </li></ul><ul><ul><li>Deliver a most efficient, low-cost program that will maintain awareness / brand recognition levels and provides the tools necessary to help Quality partners succeed and expand. </li></ul></ul>SOUND SOLUTION
  13. 13. Marketing Communications Objectives
  14. 14. 2009 Communications Objectives <ul><li>1. Evolve Core Brand Messaging </li></ul><ul><li>Elevate Uncommon Values positioning to a new level by better translating what the “Uncommon values” are and how they can benefit distributors and contractors in today’s market. </li></ul><ul><li>2. Support the Channel </li></ul><ul><li>Equip Quality distributors with the marketing tools needed for them to immediately increase sales and market share </li></ul><ul><li>3. Expand the Channel </li></ul><ul><li>Utilize the tools used by current Quality distributors as means to cultivate new distributor relationships </li></ul>
  15. 15. 1. Evolve Core Brand Messaging Elevate Uncommon Values positioning to a new level in translating how our “Uncommon values” can benefit distributors and contractors in today’s market.
  16. 16. 2007 – Uncommon Values Our most recent campaign focused on Quality Cabinet’s uncommon values. Price, service, and the personal relationship were the foundations to the messaging. 1. Brand Messaging Evolution 2009 / 2010 – True Stories Rededication to Uncommon Values. Humanizes the values where Quality scored highest in J.D. Powers. Target current and potential customers. Create stories that translate to the current market and still provide optimism and assurance in a partner you can trust.
  17. 17. 1. Brand Messaging Evolution Proof of our Uncommon Values Big Award JAN FEB MAR APR Page Page Page Not-So-Big Support
  18. 18. 1. Brand Messaging Evolution <ul><li>Carry the topic areas/values where Quality scored highest with J.D. Powers to audience specific True Stories executions. </li></ul><ul><li>Product Installation & Durability – Ranked #1 </li></ul><ul><li>Price Quality & Affordability – Ranked #1 </li></ul><ul><li>Customer Loyalty – Ranked #1 </li></ul>
  19. 19. <ul><li>Brand Messaging Evolution Dissemination/Media Objective </li></ul>Implement a cost efficient interactive means to maintain awareness in 2009 and then transition back to a more balanced mix of print and interactive for 2010. Marketing Communications Emphasis Interactive Heavy Interactive & Print Mix 2009 2010 Transition back to strategic balance of print & interactive platforms Interactive Print
  20. 20. MAY JUN JUL AUG SEP OCT NOV DEC Cost - $55,335 Interactive Business Media 1. Brand Messaging Evolution Dissemination/Media Strategy Interactive Interactive Builder Media Dealer Media JAN FEB MAR APR Page Page Page
  21. 21. Strategy #2 Extend True Stories messaging into appropriate Trade Show outlets 2008/09 <ul><li>2010 </li></ul><ul><li>International Builder Show </li></ul><ul><ul><li>Maintain Green messaging </li></ul></ul><ul><ul><li>Re-affirm Uncommon Values with the new “True Stories” messaging in the Booth </li></ul></ul>1. Brand Messaging Evolution Dissemination/Media Strategy
  22. 22. <ul><li>Building Partners </li></ul><ul><ul><ul><li>Create a regular feature focusing on helpful educational tips </li></ul></ul></ul><ul><ul><ul><ul><li>Tips could be from different MBCG experts on a variety of topics </li></ul></ul></ul></ul><ul><ul><ul><li>Include a regular “True Stories” component </li></ul></ul></ul><ul><ul><ul><ul><li>Story would feature a Customer who demonstrated Uncommon Values </li></ul></ul></ul></ul><ul><li>Web site enhancements </li></ul><ul><ul><ul><li>Make dealer-friendly by: </li></ul></ul></ul><ul><ul><ul><ul><li>Post electronic versions of newsletter </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Make press release templates available for dealers to distribute locally </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Press release topics could include: </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>New showroom openings </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Personnel announcements </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Product promotions </li></ul></ul></ul></ul></ul><ul><li>Strategy #3 </li></ul><ul><ul><li>Public Relations </li></ul></ul><ul><ul><li>Enhance Distributor communications and visibility tools </li></ul></ul>NEW 1. Brand Messaging Evolution Dissemination/PR Strategy
  23. 23. <ul><li>Builder eNewsletter </li></ul><ul><ul><ul><li>Develop brief electronic newsletter that reinforces the brand with current builder customers and creates awareness with target builders </li></ul></ul></ul><ul><ul><ul><ul><li>Communicate new products </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Offer helpful industry information </li></ul></ul></ul></ul><ul><li>Dealer case studies </li></ul><ul><ul><ul><li>Develop case studies based on “true stories” campaign </li></ul></ul></ul><ul><ul><ul><ul><li>Distribute stories to appropriate trade publications </li></ul></ul></ul></ul><ul><li>Ongoing product media relations </li></ul><ul><ul><ul><li>Develop press materials about new product developments </li></ul></ul></ul><ul><ul><ul><ul><li>Distribute to appropriate trade publications </li></ul></ul></ul></ul><ul><li>Strategy #3 (cont’) </li></ul><ul><ul><li>Public Relations </li></ul></ul><ul><ul><li>Maintain BUILDER communications and visibility tools </li></ul></ul>1. Brand Messaging Evolution Dissemination/PR Strategy
  24. 24. <ul><li>“ True Stories” press releases </li></ul><ul><ul><ul><li>Develop press releases based on dealer’s involvement in the “true stories” campaign </li></ul></ul></ul><ul><ul><ul><ul><li>Press release would focus would be, “Local Business Featured in National Ad Campaign” </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Distribute to appropriate media in dealer’s market </li></ul></ul></ul></ul></ul><ul><li>Ongoing product media relations </li></ul><ul><ul><ul><li>Drive traffic to dealer showrooms by increasing awareness of brand among consumers by: </li></ul></ul></ul><ul><ul><ul><ul><li>Develop and distribute press materials about new products to consumer publications </li></ul></ul></ul></ul><ul><li>Web site enhancements </li></ul><ul><ul><ul><li>Make media-friendly by: </li></ul></ul></ul><ul><ul><ul><ul><li>Allow access to photo library </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Provide archive of press releases and case studies </li></ul></ul></ul></ul><ul><li>Strategy #3 (cont’) </li></ul><ul><ul><li>Public Relations </li></ul></ul><ul><ul><li>Enhance Distributor visibility among consumers </li></ul></ul>NEW 1. Brand Messaging Evolution Dissemination/PR Strategy
  25. 25. 2. Support the Channel Equip Quality distributors with the marketing tools needed for them to immediately increase sales and market share .
  26. 26. 2. Support the channel <ul><li>Facilitate the principal buying processes with a focus on remodeling and remodeling contractors </li></ul>A. Flexible selling collateral B. Means to promote showroom referral C. Tools to reach and attract consumers D. Tools to reach and attract contractors D. Quality Distributor Contractor Consumer In-home A. Distributor Showroom B . C.
  27. 27. 2. Support the channel <ul><li>A. Flexible Collateral </li></ul><ul><ul><li>Provide distributors with the option of selecting the product they want in their collateral. </li></ul></ul>“ Many of my customers have complained that the Door Guide is too much information being jammed into one piece. ” <ul><ul><ul><li>Template format (4 or 8 pages) </li></ul></ul></ul><ul><ul><ul><li>e.g. Wood Species Specific Door Guide </li></ul></ul></ul>
  28. 28. 2. Support the channel <ul><li>B. Distributor Showroom Support </li></ul><ul><ul><li>Provide distributors with an easy means of producing tools to support the value of their showroom. </li></ul></ul><ul><ul><ul><li>Capabilities piece allowing the contractor to sell the distributor to the consumer. </li></ul></ul></ul><ul><ul><ul><li>Template format (4 page print) </li></ul></ul></ul><ul><ul><ul><li>Interactive template </li></ul></ul></ul>
  29. 29. 2. Support the channel <ul><li>C. Tools to reach the consumer </li></ul><ul><li>Partners 1st Co-op Campaign </li></ul><ul><ul><li>Provide distributors with the tools they say they need. </li></ul></ul><ul><ul><ul><li>Print campaign </li></ul></ul></ul><ul><ul><ul><li>Direct mail </li></ul></ul></ul><ul><ul><ul><li>Radio </li></ul></ul></ul><ul><ul><ul><ul><li>Pre-produced </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Scripts </li></ul></ul></ul></ul><ul><ul><ul><li>Television </li></ul></ul></ul><ul><ul><ul><ul><li>20/10 </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Dealer Partner focus </li></ul></ul></ul></ul>J.D. Campaign currently active on site. Straight Talk & ICONS Campaigns are ready
  30. 30. 2. Support the channel <ul><li>D. Tools to reach the contractor </li></ul><ul><ul><li>Partners 1st Co-op Campaign </li></ul></ul><ul><ul><ul><li>Print campaign </li></ul></ul></ul><ul><ul><ul><li>Direct mail </li></ul></ul></ul><ul><ul><li>Remodeler Rebate Promotion(s) </li></ul></ul><ul><ul><ul><li>Partners 1 st co-funding </li></ul></ul></ul><ul><ul><ul><li>Direct Quality connectivity with remodelers </li></ul></ul></ul>J.D. Campaign currently active on site. Straight Talk & ICONS Campaigns are ready
  31. 31. 3. Expand the Channel Utilize the tools used by current Quality distributors as means to cultivate new distributor relationships
  32. 32. 3. Expand the channel <ul><li>Quality Support/Recruitment Kit </li></ul><ul><ul><li>Overall value proposition </li></ul></ul><ul><ul><ul><li>Product </li></ul></ul></ul><ul><ul><ul><li>Service </li></ul></ul></ul><ul><ul><ul><li>Support </li></ul></ul></ul><ul><ul><li>Partners First Support </li></ul></ul><ul><ul><ul><li>Door Guide </li></ul></ul></ul><ul><ul><ul><li>Full Line Guide </li></ul></ul></ul><ul><ul><ul><li>Partner’s First Program Materials Guide </li></ul></ul></ul><ul><ul><ul><ul><li>Flexible Collateral </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Advertising </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Showroom Support </li></ul></ul></ul></ul>
  33. 33. Co-marketing Facilitation/Actuation
  34. 34. Co-marketing Facilitation/Actuation Today <ul><li>Internal Fragmentation </li></ul><ul><li>A mbiguity/confusion on program name . </li></ul><ul><li>Reactive model toward recruiting and servicing partner’s needs. </li></ul><ul><li>Disconnect between sales understanding of the program and how it can be a selling proposition. </li></ul><ul><li>Internal Unity </li></ul><ul><li>Unified dealer program identity that will be communicated via all marketing tools and touch points. </li></ul><ul><li>Training programs for Sales Force and current Distributor Partners in association with program tools. </li></ul>Tomorrow <ul><li>Partner Program Challenges </li></ul><ul><li>No turn-key process for ordering materials </li></ul><ul><li>No automated means to customize creative </li></ul><ul><li>Reimbursement capabilities - Manual </li></ul><ul><li>Burden of mailing, printing and fulfillment of materials the responsibility of the partner </li></ul><ul><li>Partner Program Enhanced Platform </li></ul><ul><li>Enhanced Co-op interactive website or platform </li></ul><ul><li>Digitally administered reimbursement </li></ul><ul><li>List & mailing selection capabilities </li></ul>
  35. 35. Co-marketing Facilitation/Actuation A. Must eliminate all nomenclature ambiguity/confusion – Decide on one unified name for the “Dealer” Program (QualityPros or Partners First) B. Our human marketing support void can be filled via turn-key interactive tools. C. Must evolve and foster internal sales training on the program and materials. Internal Fragmentation Internal Unity
  36. 36. <ul><li>Currently all dealer support materials reside on the website under “QualityPros.” </li></ul><ul><li>No reference to the Partners First program in any of the materials online. </li></ul><ul><li>Trade site should be dedicated, organized and communicated as a Dealer Partner portal. </li></ul>Co-marketing Facilitation/Actuation A. Eliminate the ambiguity/confusion to create a unified program for the channel
  37. 37. <ul><li>The program has been manually administered and unchanged for two years </li></ul><ul><li>Implement a new interactive turn-key tool </li></ul><ul><li>3. Provide the proactive means to promote the tool. </li></ul>Co-marketing Facilitation/Actuation B. Our human marketing support void can be filled via turn-key interactive tools.
  38. 38. Co-marketing Facilitation/Actuation Some dealers have communicated a lack of information regarding the program offerings. Provide training Distributor/Dealer meetings Evolution of RPATs 2009 deployment calendar Introduce New/Enhanced co-marketing tools Reactive to pro-active C. Evolve and foster internal sales training on the program and materials.
  39. 39. Co-marketing Facilitation/Actuation Quality trade site has a wealth of useful content However….. Design/usability is getting in the way of what should be a great experience.
  40. 40. Items in customizable print library are determined by client’s needs. The client defines what is contained and available in each menu. Once customization is complete the user has the option to place an order for professionally printed items, create and download a PDF or print locally. Customizable Print Options Are Limitless Co-marketing Facilitation/Actuation
  41. 41. The client determines the content and applicable messages for ensuring consistent brand communications and adherence to company guidelines. Co-marketing Facilitation/Actuation
  42. 42. User customizes to include address information and optional message. User may add their own logo. User has option to create and download PDF or print locally. User has option to place order for customized ad slick. Costs can be deducted from Co-Op and order shipped from PBS. Co-marketing Facilitation/Actuation
  43. 43. Integrated Lead Management Application allowing users to respond to leads online using customized postcards, greeting cards, letters, etc., with just a click. Co-marketing Facilitation/Actuation
  44. 44. Client defines what data and response materials are available to users. Offers stricter control & adherence to brand strategy while ensuring the quality of the finished product. Orders can be deducted from Co-op, allocated budgets, or charged to the user’s credit card . Co-marketing Facilitation/Actuation
  45. 45. 2009 Conceptual Plan $159,000 Quality 2009 JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC TOTAL 1. Evolve Core Brand Messaging True Stories Creative Dev Interactive Media Approve Develop Launch/Deploy $45,000 Approve Launch/Deploy $25,000 2. Support the Channel Website enhancements P1st Interactive Planner Flexible Product Lit TV & Radio 2010 Creative Approve Develop Launch/Deploy Approve Develop Launch/Deploy Approve Develop Launch/Deploy Approve Develop Launch/Deploy Approve Develop $15,000 $ 4,000 $15,000 $18,000 $17,000 3. Expand the Channel Support/Recruitment Kit Internal Sales Training Approve Develop Launch/Deploy Approve Develop Launch/Deploy $15,000 $ 5,000

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