050615 What Else Final

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  • Thank you, Karen. And thank you to the members of the International Advertising Association for your invitation to speak here today. Let me begin by asking you a question – show of hands: How many of you are engaged in managing or supporting brands aimed at external audiences – creating ad campaigns, selling media, designing collateral materials, and so on? And how many of you are primarily engaged in building brands internally – with brand-building or brand support programs aimed at employees? I'm asking because I've been convinced for a while that many companies could extract more value from their brands if the brand management mission were more widely shared. Not surprising.
  • 050615 What Else Final

    1. 1. What Else Is A Brand? <<Presentation Subtitle>> Neil Gluckin IAA London Chapter June 15, 2005
    2. 2. Benefits of a strong brand for different stakeholders <ul><li>Simplified selection/purchasing process </li></ul><ul><li>Guaranteed quality </li></ul><ul><li>Trust and reassurance </li></ul>Clients Shareholder Company Employees <ul><li>Client acquisition, retention </li></ul><ul><li>Increased margins via premium pricing </li></ul><ul><li>Attractive to employees, partners, suppliers, journalists </li></ul><ul><li>Pride/motivation </li></ul><ul><li>Better resume and market value </li></ul><ul><li>Stable employment and career path </li></ul><ul><li>Performance </li></ul><ul><li>Liquidity </li></ul><ul><li>Security </li></ul>
    3. 3. Who owns the brand? And who wants it? <ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Investor Relations </li></ul></ul><ul><ul><li>Press Relations </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul>   
    4. 4. What finance thinks of marketing
    5. 5. What marketing thinks of finance
    6. 6. Home on the range
    7. 7. Bernbach's Law
    8. 8. The Genie in the lamp
    9. 9. A message from the President Inside Microsoft
    10. 10. The value of experience Bag of beans Starbucks Sfr 0.18 Sfr 5 -- From The Experience Economy : Work Is Theatre & Every Business a Stage by B. Joseph Pine II and James H. Gilmore
    11. 11. Brand experience = service process
    12. 12. Brand experience = code of conduct <ul><li>Motto: We Are Ladies and Gentlemen Serving Ladies and Gentlemen. </li></ul><ul><li>Three Steps of Service: </li></ul><ul><ul><li>1. A warm and sincere greeting. Use the guest name, if and when possible. </li></ul></ul><ul><ul><li>2. Anticipation and compliance with guest needs. </li></ul></ul><ul><ul><li>3. Fond farewell. Give them a warm good-bye and use their names, if and when possible. </li></ul></ul><ul><li>20 Basics </li></ul><ul><ul><li>7. To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them </li></ul></ul><ul><ul><li>10. Each employee is empowered. When a guest has a problem or needs something special you should break away from your regular duties, address and resolve the issue. </li></ul></ul><ul><ul><li>13. Never lose a guest. Instant guest pacification is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guest's satisfaction and record it. </li></ul></ul><ul><ul><li>16. Escort guests rather than pointing out directions to another area of the Hotel. </li></ul></ul>
    13. 13. Why does this matter?
    14. 14. Our brand names had become confusing Retail High Net Worth Corporates/ Institutional Asset Management Clients Americas Europe ex CH Asia Pacific Core Affluent Americas CH
    15. 15. Research helped us define our brand identity <ul><li>Core promise </li></ul><ul><ul><ul><li>The firm’s advisors take the time to understand my needs and goals </li></ul></ul></ul><ul><ul><ul><li>The firm and its advisors proactively provide appropriate solutions </li></ul></ul></ul><ul><ul><ul><li>The firm is an integrated global powerhouse </li></ul></ul></ul>Brand essence: Relentless pursuit of client success Key Benefit: Confidence in my financial decisions
    16. 16. Business Week - World's 100 most valuable brands Source: Business Week, August 2004, second edition
    17. 17. Internal brand management issues <ul><li> the name of my business organization has changed </li></ul><ul><li> the name of my business organization has not changed </li></ul><ul><li> our brand strategy is about a name change </li></ul><ul><li> the brand promises apply only to client-facing staff </li></ul><ul><li> I used to be a &quot;private banker,&quot; now they tell me I'm a &quot;wealth manager&quot; </li></ul><ul><li> UBS has changed its name repeatedly: &quot;this too will pass&quot; </li></ul>
    18. 18. The challenge: stimulating &quot;employee engagement&quot; <ul><li>1 ENGAGED employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. </li></ul><ul><li>2 NOT-ENGAGED employees are essentially &quot;checked out.&quot; They're sleepwalking through their workday, putting time – but not energy or passion – into their work. </li></ul><ul><li>3 ACTIVELY DISENGAGED employees aren't just unhappy at work; they're busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. </li></ul><ul><li>(Source: The Gallup Organization) </li></ul>The Three Types of Employees
    19. 19. What else is branding? <ul><li> Almost 2/3 of consumers think that brands tend to promise more than they deliver . . . the risks for brands that break their promises are high, with 85% of people likely to try another brand and over 75% who have a bad experience with a brand telling a friend or relative. </li></ul><ul><li>(Source: Brand Gym Research, 2002) </li></ul><ul><li> Actively disengaged employees -- the least productive -- cost the American economy up to $350 billion per year in lost productivity. </li></ul><ul><li>(Source: The Gallup Organization) </li></ul><ul><li> Companies with highly-committed employees out-perform low-commitment companies by 200% (based on three year total return to shareholders) </li></ul><ul><li>(Source: Watson Wyatt Work USA 2002 Survey) </li></ul>and how does it work?
    20. 20. Drucker's Law <ul><li>&quot;The purpose of a business is to create a customer.&quot; -- Peter F. Drucker </li></ul><ul><li>But first, a business must create an engaged employee. </li></ul>
    21. 21. Thank you

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