Little creatures presentation


Published on

Little creatures presentation on Strategic Brand Management

Published in: Business, News & Politics
  • Be the first to comment

Little creatures presentation

  1. 1. Who are they?
  2. 2. Who are they? The Company’s strategy is built around a commitment to protect and leverage its core strengths –the product itself and the unique Little Creatures brand culture.
  3. 3. The Brand
  4. 4. Building values – internal & externalProduct Features Projection of self Fusion Technology  High achiever Tour support  Ultimate performanceCore Competency Staff Culture R&D Investment  ‘Fusion awards for innovation excellence’  champion success
  5. 5. BRAND building PROCESS
  6. 6. The Brand Lets get started on our evaluation…..
  7. 7. Brand vision Long Term. Stretching. No current obstacles. Market goals (not organization goals). Reinforce purpose.Aligned to consumer values. Unique values ‘How is the world a better (not category values). place because of theMUST DRIVE BEHAVIOR brand’ . Beyond monetary.
  8. 8. ENVISIONED FUTURE– WORKSHOP 1.Design an ENVISIONED FUTURE using likelihood versus impact matrix
  9. 9. BRAND PURPOSE – WORKSHOP 1.Design the BRAND PURPOSE using the ‘5 WHY’s method’* *Collins and Porras 1996
  10. 10. Brand Values – Workshop 1 Uncover the BRAND VALUES by the Laddering technique* workshop
  11. 11. Brand values - Workshop 2. Mars Group*:Discover the common values of Little Creatures from a workshop with exemplars.
  12. 12. Brand values - aligning to consumer
  13. 13. Vision…To make great beer and greatcommunities.
  14. 14. Organizational culture Brand building is through Emotional Values……. Its not so much WHAT customers receive but rather HOW they receive it…
  15. 15. Organisation Culture at Little CreaturesFUNThe internal culture is consistent with the mission and purpose of theorganisationThe culture enhances performance, satisfaction and expectations of theorganisationNo visible sub-culturesHard working to deliver on promise
  16. 16. Artefacts The Place (Do things first) : Little Creatures Dining Hall is certainly a beer barn, but a good-natured, reasonably stylish member of the species with a touch of creativity like oversized upholstery, coloured lights, large open spaces and posters describing the brewing process glued to the brick walls. Little Creatures manages to turn a potentially unfriendly surfeit of room into something that feels jolly, warm and convivial.The Logo (Do things fast) : Like the surroundings, theLittle Creature logo is Friendly, Naughty, Creative, Playful andrepresents the innocence of the people and the environment –The Cupid. They are trying to build sense of togetherness andcommunity and uniqueness. The Environment (Do things fast): The place is friendly, creative, unique, with an unlimited supply of high quality beer on tap The Group Culture in and around the company has seen it grow strongly in a highly competitive market
  17. 17. The People (Creatures) (Do things together) : Thepeople are highly trained to provide top class service to patrons.The Dress code is casual, blue in colour and the employees arepassionate about their work and company. The Purpose (Do things together) : Commitment to quality and make great beer and provide a friendly and unique experience. The CEO is passionate about the beer, the people are passionate about the beer and therefore they are collectively passionate about their product and serviceThe Products (Do things right) : Main strategyemployed here is the KISS strategy, with minimal productlines of 4 beers and 1 cider, making it easy for the salespeople, hospitality staff and customersThis singular simplicity is what they hope will deliver themgrowth in the segment whilst enabling them to retain theirunique culture.
  18. 18. The Behaviour (Do things together): The companyregularly calls for the involvement of the public and thecommunity by holding painting competitions, art galleries,design the stubby holder competitions.They involve the artists, general public and tourists intowatching the brewing process to understand the process andthe uniqueness of the brand. This explains the importance ofthe cellar door to the value of business.
  19. 19. Brand Values – Workshop 1 Interviews with staff representative of each area – 5 Why’s test.Example (Beer Brewer):What are the 3 most important Core Values:activities of your job? •Be Passionate• Making the beerWhy? •Be caring and community•This is what we are selling mindedWhy?•Because we think it tastes great •Share the experience ofWhy? great beerBecause we love beer •Be proudKey assumptions:•People respect those who care.•If you are passionate you perform better•Happiness is bred by being proud of what you do.
  20. 20. Brand values vs Cultural values
  21. 21. Does the culture help achievethe brand promise? ✓
  22. 22. BRAND objectives Let’s roll the future back…
  23. 23. Brand objectives - Long / Short term To make great BEER and great COMMUNITIES. •To continually make better beer, enabling community love and togetherness through innovation, sustainability and responsible enjoyment. •To expand into international markets •20% profit increase year on year •Continual sales and growth in all product lines •Upgrade and expansion in trading area of the cellar door operations •Continued brand awareness growth
  24. 24. The Brand Objectives
  25. 25. BRANDsphere audit What are our five key forces which mayfacilitate the brand’s route towards its vision?
  26. 26. BRANDsphere audit  Audit the 5 forces of Brandsphere rated as either IMPEDING or ENHANCING brand OBJECTIVES
  27. 27. BRANDsphere audit in-depth analysis with various activities to assess the Brandsphere
  28. 28. BRANDsphere audit - Corporation Actions taken CONSISTENT with espoused brand values: Coordination between departments (flat management structure) Values and relationship to employee understanding and departmental culture (Cross functional application from R&D to frontline staff consumer interactions and ‘recorded learning’ policy_ Brand heritage (local community focus translated to line extensions via White Rabbit [Healesville], Wood & Stone [Byron Bay], outlets in inner city ‘village’ [Fitzroy] Communications – low budget, community, fundraising, artistically based Core competencies – passion and expertise in beer-making and commitment to learning via consumer research Employee & stakeholder identification & brand citizenship – flat management structure and employee involvement/consultation. Sourcing of sustainable packaging options
  29. 29. BRANDsphere audit - Distribution Brand vs. Distributor POWER relationships: Own ‘Cellar door’ and venue operations Third parties – boutique / independent re-sellers Third parties – national chains Negotiating Power & Investment strategies (POS. JVs, co-branding) Implications for niche brand associations in view of majority Lion Nathan ownership (40%)
  30. 30. BRANDsphere audit - Competition Current COMPETITION scenarios: Niche vs. mainstream positioning in Australian market Australian boutique beers vs. international contenders (often owned by multi-nationals) Brief overview of market share of major Australian market players – Coopers, Fosters, Lion Nathan Consumer consequences (evident and hidden ownership structures and impact on brand associations)
  31. 31. BRANDsphere audit - Competition Current COMPETITION scenarios: Niche vs. mainstream positioning (Local WA history vs. national push and acquisitions vs. retention of original brand values) Australian boutique beers vs. international contenders (opportunity for ‘Buy Australian’ angle) Relative market share of major Australian players – Coopers, Fosters, Lion Nathan Consumer & distributor consequences
  32. 32. BRANDsphere audit – Macro Environment Current COMPETITION scenarios:Political / legislative (liquor licensing esp. in Melbourne)Economic (GFC, discretionary income implications consumer)Social (responsible drinking, drink and drive, ‘food & beer’ matching)Technological (new enviro-friendly manufacturing facilities & sustainable materials sourced)Environmental (consumer/community focussed campaigns – free bikes)
  33. 33. BRAND essenceWhat are you made of?
  34. 34. BRAND pyramid bringing the brand to life through personality  builds the foundation for communication What personality traits would the brand have if it were a person? What Value is linked to the emotion? What do they FEEL when they experience our brand? What benefits do our customers receive? What are the key attributes our brand offers to customers?
  35. 35. BRAND pyramid
  36. 36. BRAND essence For lovers of beer. BRAND positioning“To….beer lovers…..little creatures is the …..premium beer brand that offers….. an experience and taste that can only be delivered by a passion for brewing…..”
  37. 37. Resourcing the brand
  38. 38. Evaluation
  39. 39. Distinctiveness of brand Model of differentiation From the mind From the of those directly people involved From the Brand involved with Brand users ✓ The distinctiveness of the brand is enhanced by their promise and core values.These are internalised effectively with a strong positive culture reflecting the vision.Need to communicate this to those directly and indirectly involved in the brand.
  40. 40. EXISTING GAP BRAND VISION: drunk one and liked it, but “I’ve don’t know anything about them” •What progress has been made in bringing about a Marketing perspective – Marketshare welcomed envisioned future? “Heard of them, aren’t they just a •Thinking of the domain where Brand perspective – Differentiation thecustomer’s mind Perth beer?” in brand seeks to add value to people’s lives, to what extent is the brand making their world a bettergreat beer but that’s “Yeh it’s a place? •How accurate are the assessments of stakeholders all I know” about the brands values?
  41. 41. SolutionHow do we significantly boost brandperformance?
  42. 42. Better communicate externally thepersonality of the brand so thatcustomers understand Little Creatures’promise, building brand love and loyalty.
  43. 43. Campaign of love“Anything can happen over a LittleCreature”