Branding 2015 (English)

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Branding (English version)

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Branding 2015 (English)

  1. 1. Human Resources and Security Learning and Development HR B3 BRANDING Roger Claessens, Prof. UBI, Brussels
  2. 2. HR B3 2
  3. 3. What is the first BRAND which comes to mind? HR B3 3
  4. 4. HR B3 4
  5. 5. Is the cowboy A PRO? HR B3
  6. 6. VVIISSUUAALL && VVEERRBBAALL IIDDEENNTTIITTYY HR B3 6
  7. 7. HR B3 7
  8. 8. HR B3 8
  9. 9. SSUUBBSSTTAANNCCEE HR B3 9
  10. 10. “I hope that one day we will have to courage to do branding” (DG Comm) HR B3 10
  11. 11. HR B3 11
  12. 12. HR B3 12
  13. 13. HR B3 AA BBRRAANNDD EEQQUUAALLSS AA PPRROOMMIISSEE ……AANNDD iinn tthhiiss ccaassee?? 13
  14. 14. HR B3 14
  15. 15. HR B3 15
  16. 16. HR B3
  17. 17. HR B3 17
  18. 18. HR B3 18
  19. 19. HR B3
  20. 20. HR B3 20
  21. 21. HR B3
  22. 22. HR B3 22
  23. 23. Everything considered, it is a matter of marketing in the classical sense of the term, but with different means and at digital speed. (R.Claessens) 23 HR B3
  24. 24. HR B3 24
  25. 25. HR B3 25
  26. 26. HR B3 26
  27. 27. HR B3 FINANCIAL TIMES 27
  28. 28. “Design is not decoration. It is not the surface appearance of a product. It is not about colour or stylistic 28 details. It is the way the product works!” HR B3 S. Jobs
  29. 29. MMAARRKKEETT ?? HR B3 29
  30. 30. HR B3 30
  31. 31. HR B3 31
  32. 32. Rebranding HR B3 32
  33. 33. Cost for the rebranding: 35,000,000 € concept and HR B3 introduction 33
  34. 34. HR B3 34
  35. 35. HR B3 35
  36. 36. • Back to the basics HR B3 36
  37. 37. REBRANDING Why is it required? Will it make a difference? What changed and why? What is wrong with the present situation? Ultimately, what do we want? What is (are) the essential segment(s)? HR B3 37
  38. 38. REBRANDING Have clearly defined the needs of aimed segment(s)? What is the connection between our brand and the segments? What will rebranding change? Will it still be valuable 5,10 or 20 years from now? Is there a central point of responsibility? If, we would start at HR zero B3 today, what 38
  39. 39. HR B3 39
  40. 40. A SIGNIFICANT PERCENTAGE OF THE ANNUAL PROFIT IS SPENT ON ADVERTISING HR B3 40
  41. 41. HR B3 41
  42. 42. “ All great stories start with a white page ” Source: AUDI 42 HR B3
  43. 43. What makes a great story? HR B3 43 AA BBRRAANNDD IISS AA SSTTOORRYY
  44. 44. What makes a great story? •Unexpected ending •Structure •Your hope is fulfilled •Meaning •Fills gaps •Participative •Connective •Empathy •Can be told over and over again “Good storytelling last for decades” HR B3 44 Steve Jobs
  45. 45. The classical steps of BRANDING 1. 1° Start a conversation with all the stakeholders 2. 2° Look around (research, insight, emotion, HR B3 rationalisation) 3. 3° Define your direction 4. 4° Define the message 5. 5° Choose the media 6. 6° Follow up with the stakeholders to adjust the message if required 45
  46. 46. HR B3 eBrands “The winners on the Web are the companies fiercely dedicated to making themselves known names in the markets they serve” “It has transformed customers into disciples, avid supporters who have spread the word about iVillage to friends and colleagues” (Source: Phil Carpenter, HB School press) 46
  47. 47. HR B3 47
  48. 48. AA BBRRAANNDD IISS LLIINNKKEEDD TTOO CCUULLTTUURREE A brand is linked to Corporate culture •What is corporate culture? •How do you create it? •How do you evaluate it? HR B3 48
  49. 49. HR B3 49 CORPORATE CULTURE = VISIBLE LEVEL (BRANDING) & SHARED VALUES
  50. 50. CORPORATE CULTURE = SHARED VALUES & GROUP BEHAVIOUR NORMS HR B3 50
  51. 51. AA PPRROOMMIISSEE IISS LLIINNKKEEDD TTOO CCUULLTTUURREE HR B3 51 Corporate culture is a matter of:  people,  values,  motivation and  attitude
  52. 52. Values sshhoouulldd ssuuppeerrsseeddee pprroommiisseess HR B3 52
  53. 53. HR B3 LLOOVVEEMMAARRKKSS iinnsstteeaadd ooff BBrraannddss Richard Hytner, Saachi & Saatchi TThhee ppoowweerr ooff vvaalluueess 53
  54. 54. HR B3 54
  55. 55. “Culture is an abstraction, yet the forces that are created in social and organisational situations deriving from culture are powerful. (Source: Organisational culture and leadership, E. H. Schein) HR B3 55 AA BBRRAANNDD RREEFFLLEECCTTSS AA CCUULLTTUURREE
  56. 56. CCUULLTTUURREE rreeqquuiirreess aa TTEEAAMM SSPPIIRRIITT wwhhiicchh iinn ttuurrnn lleeaaddss ttoo aa RREEPPUUTTAATTIIOONN HR B3 56
  57. 57. BRANDING requires an ENGAGED MANAGEMENT HR B3 57
  58. 58. IIff BBRRAANNDDIINNGG iiss nnoott aa ccoonncceerrnn aatt AALLLL LLEEVVEELLSS OOFF TTHHEE OORRGGAANNIISSAATTIIOONN iitt wwiillll bbee ssiiddee--lliinneedd ttoo tthhee bbeenneeffiitt ooff ootthheerr sshhoorrtt tteerrmm oobbjjeeccttiivveess 58 HR B3
  59. 59. HR B3 59
  60. 60. A culture of motivation 60 HR B3
  61. 61. A culture of listening 61 HR B3
  62. 62. 62 A culture of empowerment HR B3
  63. 63. 63 A culture of follow-up HR B3
  64. 64. A culture of self-efficiency HR B3 64
  65. 65. 65 A culture of excellence HR B3
  66. 66. BBrraannddiinngg wwiillll iinnfflluueennccee HHOOWW yyoouu HR B3 66 aarree PPEERRCCEEIIVVEEDD
  67. 67. At the end of the HR B3 67 day: •WWhhaatt iiss yyoouurr ppooiinntt?? •WWhhyy sshhoouulldd oonnee ccaarree?? •WWhhoo sshhoouulldd ccaarree??
  68. 68. HR B3 68
  69. 69. HR B3 69
  70. 70. HR B3 70 DDOO II HHAAVVEE WWHHAATT IITT TTAAKKEESS??
  71. 71. HR B3 71 RReeaaddyy ttoo mmaannaaggee yyoouurr lliiffee aass iiff iitt wweerree yyoouurr bbuussiinneessss??
  72. 72. WWHHAATT MMOOTTIIVVAATTEESS YYOOUU?? HR B3 72
  73. 73. DDOO YYOOUU FFEEEELL YYOOUU TTHHIINNKK EEFFFFEECCTTIIVVEELLYY?? HR B3 73
  74. 74. DDOO YYOOUU KKNNOOWW WWHHAATT YYOOUU NNEEEEDD TTOO KKNNOOWW?? HR B3 74
  75. 75. TThhee ccoommppllaacceennccyy zzoonnee iiss aa ddaannggeerroouuss ppllaaccee ttoo bbee!! HR B3 75
  76. 76. HR B3 76
  77. 77. YYOOUU CCAANN CCHHAANNGGEE YYOOUURR LLIIFFEE BBYY CCHHAANNGGIINNGG YYOOUURR SSTTAATTEE OOFF MMIINNDD HR B3 77
  78. 78. Branding and Communication HR B3 78
  79. 79. HR B3 Ayants droit sensibilisation compréhensio n implication engagement moyens newsletters rapports memos pub gratuite discussions meetings publicité campagne d’information consultations débats la recherche des solutions de manière collective type de stratégie informelle persuasive dialogue dialogue Source: Corporate communication, J. Cornelissen 79
  80. 80. HR B3 80
  81. 81. HR B3 81
  82. 82. • http://host2post.com/server13/photos/Fryw0Yhu 5T7KPM~/happy-year-wallpapers-decorate-computer- desktops.jpg HR B3 82
  83. 83. L’importance de la communication HR B3 83
  84. 84. 11 == 11,,000000 HR B3 84
  85. 85. HR B3 85
  86. 86. HR B3 86
  87. 87. HR B3 87
  88. 88. HR B3 88
  89. 89. HR B3 89
  90. 90. HR B3 90 VISIBILITY
  91. 91. HR B3 91
  92. 92. HR B3 4912 viewers 92
  93. 93. HR B3 93
  94. 94. HR B3 94
  95. 95. HR B3 95
  96. 96. CCRROOWWDD FFUUNNDDIINNGG HR B3 96
  97. 97. HR B3 97
  98. 98. HR B3 98
  99. 99. HR B3 99
  100. 100. HR B3 100
  101. 101. Companies with a strong reputation have HR B3 a DNA It differentiates from what the others do 101
  102. 102. HR B3 « The objective of building, maintaining and protecting the organisation’s reputation is the core task of corporate communication » (J. Cornelissen, Sage, 2008) 102
  103. 103. HR B3 103
  104. 104. BBrraannddiinngg wwiillll iinnfflluueennccee HHOOWW yyoouu HR B3 104 aarree PPEERRCCEEIIVVEEDD
  105. 105. HR B3 105
  106. 106. HR B3 106 SUCCESS
  107. 107. HR B3 107
  108. 108. HR B3 108
  109. 109. HR B3 109
  110. 110. Question • “Are you ready for the • interview?” Answer •“I am born ready!” HR B3 110
  111. 111. 111 HR B3 111
  112. 112. HR B3 112
  113. 113. HR B3 113
  114. 114. A LONG TERM CREDIT INSTITUTION HR B3 The World Bank 114
  115. 115. “Never has it been more important for organisations to stand for something compelling, relevant and distinct in the minds of all stakeholders…” HR B3 (R.H. Evans, Lafferty, 1997) 115
  116. 116. HR B3 116
  117. 117. HR B3 117
  118. 118. Who is this? What does the logo stand for? HR B3 118
  119. 119. HR B3 119
  120. 120. HR B3 120
  121. 121. HR B3 121
  122. 122. Transparency International, the global civil society organisation leading the fight against corruption, brings people together in a powerful worldwide coalition to end the devastating impact of corruption on men, women and children around the world. HR B3 122
  123. 123. HR B3 123
  124. 124. HR B3 124 CPI = a Unique Selling Proposition
  125. 125. • « The role of a brand in a non profit sector is to encourage de pursuit of long term objectives, whilst reinforcing the identity, cohesion and capacity of the organisation». HR B3 125
  126. 126. HR B3 126
  127. 127. HR B3 127
  128. 128. WWee aarree aammoonnggsstt EEXXPPEERRTTSS » IIddeeaass aarree wweellccoommee HR B3 128
  129. 129. HR B3 129
  130. 130. Europe without the knowledge of the past 130 HR B3
  131. 131. HR B3 131
  132. 132. HR B3 AWARENES S ATTITUDES & USAGE 132
  133. 133. HR B3 133 What is your TOP OF THE MIND BRAND & WHY? The top of the mind brand has a DISTINCT COMPETITIVE ADVANTAGE !
  134. 134. Attitudes are the opinions associated with the brands, products, services…. The attitudes towards the brands can help determine the brands’ weaknesses and appealing factors. HR B3 134
  135. 135. HR B3 135 “Apple is about people who think outside the box, people who want to use computers to help them change the world, to help them create things that make a difference and not just a job done” S.Jobs
  136. 136. Leave from here thinking HR B3 136 that YOU ARE AWESOME
  137. 137. www.europa.eu www.economist.com www.connectwiththeeuropeans.eu www.wikipedea.com www.marketingmagazine.co.uk www.ec.europa.eu HR B3 137
  138. 138. « Corporate reputations, branding and HR », G.Martin HR B3 & S.Hetrick, BH,2006 « Corporate communication »,J.Cornelissen, Sage, 2008 « Growing brand loyalty », R. Evans, Lafferty, 1997 « eBrands », Phil Carpenter, Harvard School Press, 2001 « Organisational culture and leadership », Edgar H, Schein, Jossey-Bass, 2010 « Killer Web Content », Gerry McGovern, A&C Black, 2010 138 « Content Rules », Ann Handley & C.C. Chapman,
  139. 139. contact@rogerclaessens.be HR B3 139

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