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Resilient Brand Workshop


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The digital revolution changes everything. It's the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.

Our belief
You need to be customer-focused to compete. We develop strategies around the customer, their needs, their world, their experience.

Our approach
We take a strategic approach in four key areas (brand, experience, content and culture).

Everything we do contributes to building a brand from its purpose to the customer experience. We aim beyond the sale, to gain their advocacy.

We develop resilient brands:
- Build a resilient brand: aligns belief, strategy and experience.
- A shared purpose and values with customers.
- Authentic communications with an engaged audience.

Purpose of the workshop
We would like you to experience the way we build brands at Brilliant Noise. Test some of our tools and exercises so you can take-away something useful you can act on, take a first step forward creating a resilient brand.

Published in: Marketing
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Resilient Brand Workshop

  1. 1. TextText @brilliantnoise @amayfield @digitalplanner Isabelle Quevilly Senior Strategist June 3, 2015 Resilient Brands Antony Mayfield Founder & CEO
  2. 2. Today’s session 2:15 PM Introduction & check-in (15-min) 2:30 PM A quick story (5-min) 2:35 PM Why Resilient Brands? (20-min) 2:55 PM Brand as belief (20-min) 3:20 PM Break (10-min) 3:30 PM Brand as strategy (45-min) 4:15 PM Brand as experience (10-min) 4:25 PM Check-out & Drinks (5-min) 2
  3. 3. Introductions & check-in 3
  4. 4. A quick story… 4
  5. 5. 5 - Brand loyalty - Brand awareness - Perceived quality - Brand associations - Other property assets Branding was about 
 managing brand equity (Aaker, 1991)
  6. 6. 6 - Internet is everywhere - Everything is mobile - Paid media is no longer sufficient - User Generated content has appeared - Reviews can make or break a product Fast Forward 20 years
  7. 7. 7 Advertising for Nike running shoes in 1995
  8. 8. 8 Social media influence Nike arrives on my timeline via a friend
  9. 9. 9 Infinite options, product not brand focused And then a quick check on Google…
  10. 10. 10 Brand communities shape the experience Feeling more connected to one universe over the other
  11. 11. 11 Experts and content overload Watching a few videos to make sure I’m taking the right decision
  12. 12. Title Page 12 User reviews trump brand messages Change my mind based on others’ enthusiasm for a competitor
  13. 13. 13 - Personalised styles - Detailed specs - Product comparisons - Trusted reviews - Best place to buy - Best price to pay - Special offers - Owner opinions - Social voice - Fans communities - Content - Etc, etc, etc, etc… The empowered customer
  14. 14. Why
  15. 15. “We live in a world that is changing so fast… a VUCA world: volatile, uncertain, changing and ambiguous… Therefore, there is a constant need to re- evaluate the way we adapt to this changing environment.” 15 Marc Mathieu, Unilever, Contagious Q3 2014
  16. 16. A resilient brand is more than just a logo Resilient brands run far deeper than fonts, logotypes and tone of voice. They are truths about how the company goes about its work. 16
  17. 17. Brand identity is only one part of the story 17
  18. 18. 18 The declining value of brands (and the rise of customer relationships) 25% 20% 15% 10% 5% 2003 2005 2007 2009 2011 2013 Percentage of enterprise value Enterprise value (Purchase price of acquired business for 100% of shares, plus interest-bearing debt minus cash acquired) Customer value (Gauge of the worth of existing repeat customers who are known in person) Brand value (Brands, trademarks, trade names, product names, banner and mastheads, publishing titles, domains, and other similar items owned by the acquired business) ©HBR.ORG Source - Markables Strong customer relationships are the other part
  19. 19. Disruptive brands have a different approach 19
  20. 20. An approach that can meet these challenges 20 purpose & values marketing & comms customer 
 experience What the brand says What the brand does What the brand is
  21. 21. The resilient brand framework 21 What the brand says What the brand does What the brand is
  22. 22. Start with a purpose “The decision to focus on our heritage opened up a wealth of creativity. Christopher and the designers and marketers all started dreaming up ways to reinforce the idea that everything we did —from our runway shows to our stores— should start with the ethos of the trench.” Angela Ahrendts, former CEO Burberry 22
  23. 23. Brand led the transformation When Arhendts joined, Burberry was growing at only 2% a year.
 23 Source - Burberry, Yahoo Finance Revenue and Operating Income US$ in millions
  24. 24. And digital brought it to life for customers “We had a vision, and the vision was to be the first company to be fully digital end-to-end. The [resulting] experience would be that a customer will have access to Burberry across all devices, anywhere in the world.” 
 Angela Ahrendts, 
 former CEO Burberry 24 Runway to reality Burberry kiss Art of the Trench, 2009 Regent Street Digital flagship Burberry Bespoke
  25. 25. Brand as BELIEF 25
  26. 26. “Be interested in what people are interested in. Compete for their attention on their terms, not on yours.” 26 Gareth Kay, CSO, Goodby Silverstein
  27. 27. Imagine your business disappeared tomorrow 1. What would the world be like without it? 2. Would it be the same? If you don't make a difference, nobody will mourn you when you're gone. 3. And if they won't miss you then, how much do they need you now? 
 27 Source: Cynthia Montgomery, Professor of Business Administration at Harvard and author of The Strategist,
  28. 28. A brand with a common purpose owns a space 28 It creates value for both the business and its customers.
  29. 29. The #SmarterEveryday case study #SmarterEveryday is Microsoft Mobile’s brand position for business. 29 WHAT MICROSOFT MOBILE BELIEVES IN WHAT PEOPLE BELIEVE IN SMARTER EVERYDAY
  30. 30. 30
  31. 31. Content strategy Insight led - Leaders want inspiration on productivity and empowerment in the digital age. Relevant, evergreen content - Practical guides to personal productivity, technology, teams, and agility. Useful formats - ebooks, animations, films, podcasts, blogs, workshops, events and training materials. 31
  32. 32. Exercise: common purpose (10-min) - Let’s get into four teams - You can choose between two brands: Patagonia or Chipotle - You have 10 min to find a common purpose - Each team will present back their ideas to the group 32
  33. 33. Patagonia (2 teams) 33 ? So thrilled that @patagonia could fix my shelled synch jacket even though it isn't in production anymore. #wornwear Love my #wornwear repair so much I couldn't keep my eyes open @patagonia @wornwear A fascinating look at the value of repair in the modern economy by @GreenBiz. #WornWear: 1H1pfJW Keeping warm on a chilly afternoon in Chicago. That @Patagonia blanket is almost 20 yrs old. #WornWear #BetterThanNew @patagonia founder Yvon Chouinard talks #WornWear and why you shouldn't by things you don't need. http:// #BetterThanNew We know that our business activity – from lighting stores to dyeing shirts – creates pollution as a by-product. So we work steadily to reduce those harms.
  34. 34. Chipotle (2 teams) 34 ? I'm going to eat at #Chipotle today because I deserve it and my tummy needs good food during this week of Finals hell. When it comes to our food, genetically modified ingredients don’t make the cut. What Makes Chipotle Pork So Special? 1DIezMg Hard work from our friends @Niman_Ranch for one thing. -Joe Day after Day we’re committed Safe to eat does not mean safe to grow. Safe to eat does not mean safe to grow! Good on ya #chipotle for eliminating GMOs! A good restaurant just got better! #Chipotle Becomes 1st Natl Restaurant Chain to Go #GMO-Free On #Chipotle going #GMOFree! Good for them and us, keep that last sentence in mind tho! http:// chipotle-goes-100-non-gmo/ … via @fooducate #Organic #GMO
  35. 35. Patagonia 35
  36. 36. How does it translate in brand communications? 36
  37. 37. Chipotle 37
  38. 38. How does it translate in brand communications? 38
  39. 39. Resilient brands understand each other 39
  40. 40. BREAK 40
  41. 41. Brand as STRATEGY 41
  42. 42. Common purpose unites communications and CX 42 Increase customer value through content analytics Not only top down Traditional paid media team Digital team Downstream Actions Pilots Upstream Advocacy Support
  43. 43. From campaigns to connected planning 43 Campaign planning
 (PAST) Channel planning
 (PRESENT) Connected planning
 (FUTURE) Dominant Perspective TV Individual channels Customer Message Homogenous across channels Fragmented Holistic Digital Applied as an after-thought Siloed Integrated Planning Rigid, long lead time Ad hoc, reactionary, 
 variable by channel Agile and ongoing Lead Creative First Media First Creative and media together Media buy Periodic Unpredictable Always on Source: Forrester research Fig.107762
  44. 44. Case study: Zappos offers style tips on Instagram 44 "Personal shopping via Instagram - that could be the future of our business."
 Will Young, director of Zappos Labs
  45. 45. 45 Campaign planning
 (PAST) Channel planning
 (PRESENT) Connected planning
 (FUTURE) Dominant Perspective TV Individual channels Customer Message Homogenous across channels Fragmented Holistic Digital Applied as an after- thought Siloed Integrated Planning Rigid, long lead time Ad hoc, reactionary, 
 variable by channel Agile and ongoing Lead Creative First Media First Creative and media together Media buy Periodic Unpredictable Always-on For each category, select the approach that best describes your brand’s current position Source: Forrester research Fig.107762 Exercise: connected planning (5 min)
  46. 46. We’ve created a tool to plan communications
 around the customer’s decision journey 46
  47. 47. Exercise: Nutmeg (15-min) 47 Background
 Nutmeg is a new online investment management platform. They take the advantage of digital technologies to dis-intermediate the traditional financial advisor who would take a percentage to manage an investment portfolio. Product
 The Nutmeg pension is an intelligent portfolio that’s quick and easy to set up.
 Common Purpose
 Smarter returns all for the cost of doing it yourself.
  48. 48. Nutmeg: the approach At Nutmeg, our process is founded on three principles: spreading risk and opportunity, managing a portfolio tailored to you, and regularly reviewing your investments. 48
  49. 49. Customer persona: Sean Parker (38) 49 Goals
 Short-term wealth enhancement. Background
 Sean is the co-founder of a successful digital company based in the Shoreditch Roundabout. He arrived in London from California where he was on the founding team of Skype. He is a successful city dwellers owning an expensive house in Angel. He has an 18-months old daughter. Sean is an urban cool (group O), he recently obtained an MBA from LBS. He enjoys reading the Financial Times and contributes to WIRED regularly. He has a membership at the Whitechapel Gallery and invest in art pieces he finds at the Red Gallery where he is a friend of the owner. He echoes the vibrancy and diversity of urban life. His household income is £ 175,000. Use of digital
 He’s a very active digital user, the most cultured group of web users in the UK. He’s an early adopter of new sites, consuming and contributing to online and social media. He regularly shops online and is an active user of social media sites like LinkedIn. He qualifies himself as an online trader.
  50. 50. Creating a connected plan for Nutmeg Objective To get Sean to start a pension fund with Nutmeg 
 with a one-off cash investment of £30,000. 
 We are creating 4 teams, each in charge of one step of the CDJ
 CONSIDER, EVALUATE/BUY, BOND, ADVOCATE Each team explores two areas to complete the objective:
 - Customer needs: what is the customer doing at this time, what are his needs? Describe what the customer feels, think, do at this stage of the customer decision journey, as well as the context.
 - Brand message: How could the brand tap into that moment to engage with the customer? How can you engage with the persona at this stage? 50
  51. 51. Let’s go through the flip charts
 (2-min per team) 51 Customers’ needs Brand message CONSIDER EVALUATE / BUY BOND ADVOCATE
  52. 52. Survey results: where’s the room at? 52 Campaign planning
 (PAST) Channel planning
 (PRESENT) Connected planning
 (FUTURE) Dominant Perspective TV 3 Individual channels 17 Customer 4 Message Homogenous across channels 3 Fragmented 12 Holistic 4 Digital Applied as an after- thought 7 Siloed 11 Integrated 7 Planning Rigid, long lead time 6 Ad hoc, reactionary, 
 variable by channel 12 Agile and ongoing 6 Lead Creative First 10 Media First 6 Creative and media together 6 Media buy Periodic 6 Unpredictable 8 Always-on 3
  53. 53. Brand as EXPERIENCE 53
  54. 54. Positive digital experiences drive 
 loyalty and advocacy 54 A recent survey by Accent found that customers that have a positive digital brand experience are: - 80% more likely to make additional purchases - 27% more likely to join a loyalty programme - 79% more likely to tell family and friends - 36% more likely to write online reviews - 32% more likely to subscribe to email updates.
  55. 55. Discussion: digital brand experience 55 50% 20% 25% 0% 5% Where is your brand most visible today? 
 Are you weak in any particular area?
  56. 56. Case study: automotive
 Identify customer conversations across the CDJ 56 CDJ stage Example mention Consider [I’m/we’re] [thinking/considering] of [buying/testdriving] the [BRAND]…. Evaluate [I’m/we’re] [considering/comparing] of [buying/testdriving/switching to] the [BRAND] model X or [OTHER BRAND] model Y…. Buy [I/we] just [ordered/purchased] [BRAND]… OR [I/I am/we’re] about to [buy/purchase/drive home in/drive away] in/a [BRAND]… Bond/enjoy [my/our] [BRAND] is [the best/fantastic/amazing]… OR [great/amazing/fantastic] [support/customer service/service] from the [BRAND] [sales team/garage/service centre] Advocate [I/we/highly/absolutely] [recommend/suggest/advocate] the [BRAND]…. OR [you should/definitely] [buy/try/test drive] the [BRAND] *this table only shows illustrative examples, full Brandwatch rules include additional qualifiers and filters and are included in the appendix. Brand, organisational and Facebook page accounts were excluded from audience data.
  57. 57. Volumes across the customer decision journey 57 *Data has been filtered to show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook. 0 200 400 600 800 1,000 1,200 1,400 Consider Evaluate Buy Bond/Enjoy Advocate Jaguar Land Rover Mercedes Audi BMW Car brand 1
 Car brand 2 Car brand 3 Car brand 4 Car brand 5
  58. 58. 58 *Data has been filtered show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook. Once normalised, the data says a new story: -120% -80% -40% 0% 40% 80% 120% Consider Evaluate Buy Bond/Enjoy Advocate Jaguar Land Rover Mercedes Audi BMW Car brand 1
 Car brand 2 Car brand 3 Car brand 4 Car brand 5
  59. 59. 59 Case study: ASOS - adding value through the digital experience
  60. 60. A positive digital brand experience creates value for both the customer and the brand 60
  61. 61. “Digital has to be the way we can tell our story, build our brand and have a relationship with our customer.” 61 Adam Brotman, Chief Digital Officer, Starbucks
  62. 62. Conclusion: 
 Shift from innovation to transformation 62
  63. 63. Case study: Netflix - a distinctive customer-first business Understanding customer needs has been part of Netflix’s business model since the days of DVDs by mail. Netflix has been through constant transformation since its inception, its part of its DNA. 63
  64. 64. “The goal is to become HBO faster than HBO can become us.” 64 Reed Hastings, Netflix CEO
  65. 65. From To 65 Resilient brands have a different approach ©HBR.ORG Source - Constellation research inc. Brand The Hierarchy of growth business needs. It’s the traditional business hierarchy of needs, but flipped on its head. Strategic differentiation Revenue growth Operational efficiency Regulatory compliance ©HBR.ORG Source - Constellation research inc. Brand The Hierarchy business needs. How most organisations allocate priorities. Strategic differentiation Revenue growth Operational efficiency Regulatory compliance
  66. 66. Managing a brand identity is not enough to create and maintain a great brand in today’s fast changing and connected world. 66
  67. 67. Thank You