Hello.
!
Mike Sullivan
SVP Marketing, LoJack Corp.
!
Ian Fitzpatrick
Chief Strategy Officer, Almighty
We’re here to tell the
story of the work that
our two organizations
are doing together.
+ Almighty
LoJack was started in
1986 to ensure the safety
of law enforcement
officers in the recovery
of stolen vehicles.
Things have changed 

(a lot) in 28 years.
!
Auto theft is down.
Technology has evolved rapidly.
New competitors have appe...
The nature of our
relationship with our
vehicles has changed,
too.
What’s our place in the
world? How are we
relevant?
When we talk about
designing a brand, we’re
really talking about 

(at least) three things.
!
1. How the brand looks
2. Ho...
We see a new role for
marketing as a 

critical catalyst for
organizational change.
Three components of
true change:
!
1. The unified organizational will to
pursue a common purpose
2. The skill to transform
...
How do you develop a
unified will that
transforms the way(s) in
which a brand acts?
!
We can always provide more
informatio...
You start by vetting the
strategy with the
organization.
!
This is not the same as explaining the
strategy to the organiza...
The main ingredient in
change is belief, not
understanding.
Shifting mindsets
begins with those
members of the
organization who are
closest to the user.
To truly affect an
organization’s will,
begin with the underrepresented within it.
For us, this meant
working with the
California Highway
Patrol & LAPD.
!
Together, we prototyped new programs
and systems d...
And a team of
technicians, customer
service representatives
& marketers.
!
Together, we prototyped new customer
and dealer...
And with engineers &
human resources teams.
!
Together, we built a model for a new
peer-to-peer training program.
Is this branding?
We’re teaching
cross-departmental
teams to uncover new
insights. Together.
!
When engineers, call center staff,
marketers, ...
We’re teaching teams to
identify key personas,
and to ideate around the
most critical needs of
our most critical users.
!
...
We’re teaching the
specific skills needed to
outline and pitch ideas
to company leadership.
!
This is fuel for real, wide-s...
We’re prioritizing ROI
and cross-disciplinary
support.
!
Our best ideas are rooted in an
organization-wide understanding o...
This is not for the easilydaunted, or those who
don’t like to get their
hands dirty.
!

But…
For organizations
disconnected from the
lives of their users*, this
is a great tool to 

re-orient an operation
around its...
For organizations
oriented around
function, this can 

re-connect elements of
the operation.
!
This is central to deliveri...
For organizations
staring relevance in the
face, this is a highleverage approach.
!
[ BUILD v. REMEDIATE chart]
Start here:
Find your MacGuffin.
Start here:
Be confident in the
breadth of
understanding that you
have of your business.
!
Trust that people will invest in...
What exactly would the
objections be:
!
to building an organization that makes
things that start with real customer
needs?...
Thank you.
!
@spikesullivan
@ianfitzpatrick
!
Downloadable toolkit available at:
http://almty.co/amelia
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LoJack Case Study: "Brand Repositioning as a Catalyst for Organizational Change"

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LoJack Case Study: "Brand Repositioning as a Catalyst for Organizational Change"

  1. 1. Hello. ! Mike Sullivan SVP Marketing, LoJack Corp. ! Ian Fitzpatrick Chief Strategy Officer, Almighty
  2. 2. We’re here to tell the story of the work that our two organizations are doing together. + Almighty
  3. 3. LoJack was started in 1986 to ensure the safety of law enforcement officers in the recovery of stolen vehicles.
  4. 4. Things have changed 
 (a lot) in 28 years. ! Auto theft is down. Technology has evolved rapidly. New competitors have appeared.
  5. 5. The nature of our relationship with our vehicles has changed, too.
  6. 6. What’s our place in the world? How are we relevant?
  7. 7. When we talk about designing a brand, we’re really talking about 
 (at least) three things. ! 1. How the brand looks 2. How the brand talks 3. How the brand acts*
  8. 8. We see a new role for marketing as a 
 critical catalyst for organizational change.
  9. 9. Three components of true change: ! 1. The unified organizational will to pursue a common purpose 2. The skill to transform 3. Access to opportunities to affect change
  10. 10. How do you develop a unified will that transforms the way(s) in which a brand acts? ! We can always provide more information, and teach new skills. This is the tough one to crack.
  11. 11. You start by vetting the strategy with the organization. ! This is not the same as explaining the strategy to the organization.
  12. 12. The main ingredient in change is belief, not understanding.
  13. 13. Shifting mindsets begins with those members of the organization who are closest to the user.
  14. 14. To truly affect an organization’s will, begin with the underrepresented within it.
  15. 15. For us, this meant working with the California Highway Patrol & LAPD. ! Together, we prototyped new programs and systems designed to increase vehicle safety and security.
  16. 16. And a team of technicians, customer service representatives & marketers. ! Together, we prototyped new customer and dealer portals — better experiences for two of our most important users.
  17. 17. And with engineers & human resources teams. ! Together, we built a model for a new peer-to-peer training program.
  18. 18. Is this branding?
  19. 19. We’re teaching cross-departmental teams to uncover new insights. Together. ! When engineers, call center staff, marketers, technicians and sales reps collaborate, how can this not impact how our brand acts?
  20. 20. We’re teaching teams to identify key personas, and to ideate around the most critical needs of our most critical users. ! How can this make us anything but more empathetic and more relevant to our customers?
  21. 21. We’re teaching the specific skills needed to outline and pitch ideas to company leadership. ! This is fuel for real, wide-spread organizational innovation.
  22. 22. We’re prioritizing ROI and cross-disciplinary support. ! Our best ideas are rooted in an organization-wide understanding of each.
  23. 23. This is not for the easilydaunted, or those who don’t like to get their hands dirty. ! But…
  24. 24. For organizations disconnected from the lives of their users*, this is a great tool to 
 re-orient an operation around its customers. ! * We’d posit that there are a lot of these.
  25. 25. For organizations oriented around function, this can 
 re-connect elements of the operation. ! This is central to delivering a great, seamless experience to customers — who don’t distinguish between a product experience and a brand experience.
  26. 26. For organizations staring relevance in the face, this is a highleverage approach. ! [ BUILD v. REMEDIATE chart]
  27. 27. Start here: Find your MacGuffin.
  28. 28. Start here: Be confident in the breadth of understanding that you have of your business. ! Trust that people will invest in it emotionally.
  29. 29. What exactly would the objections be: ! to building an organization that makes things that start with real customer needs? ! to involving those closest to the customer experience in the process of improving it? ! to building a brand around a company increasingly prepared to deliver against the promises it makes?
  30. 30. Thank you. ! @spikesullivan @ianfitzpatrick ! Downloadable toolkit available at: http://almty.co/amelia

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