The Institute of Certified
Public Accountants of Singapore Brand
Where Is ICPAS
• Brand identity evolving
• Brand platform being developed
• Brand campaign underway
• Broad marketing stra...
The Importance Of The ICPAS Brand
• To date the ICPAS brand has been not much more than
a communication device, a badge fo...
The ICPAS Brand Moving Forward
• Intensive change is underway at ICPAS
• To optimise this there needs to be a more
brand l...
The ICPAS Brand Moving Forward
• 2012 will therefore signal a shift towards a brand led
approach for ICPAS
• This will tou...
Taking Stock
Strength
• National professional
accountancy body
• Large and growing
membership base
• Only designation to b...
Taking Stock
Opportunities
• Government’s plan and intention to
develop Singapore as an
accountancy hub
• Riding on econom...
The Overall Selling Features
ICPAS Must Project
Use & Expand
• Strong brand equity in Singapore
and the region
• Education...
The Overall Selling Features
Focus with Intensity
• Empowered membership
• Robust stakeholder engagement
and support
– Big...
The Top Line
ICPAS Brand Strategy
Top Line ICPAS Brand Strategy
• Over the next 24 months – 2 Years
– Re position ICPAS
– Ask membership base to reappraise ...
Top Line ICPAS Brand Strategy
This repositioning can take place as a consequence of exploiting the
establishing the follow...
Towards An ICPAS Brand Positioning
Current Situation
• Consistently applied badge
• No clear brand positioning
• Reliant on the event or programme featured
•...
The ICPAS Brand Positioning
& Platform must Represent …
• We need to give the ICPAS brand and business a touchstone
• Give...
So, What Do We
Promise ICPAS Members?
• The consequential benefit of all ICPAS activity
• ICPAS promise to all audit/ acco...
So, What
Does ICPAS Deliver?
• The consequential benefit of all ICPAS activity
• ICPAS promise to all audit/ accounting pr...
Why Value
to Our Members?
• It is a universal proposition
• It is an expected benefit
• It flows from the brand experience...
Elasticity
• Value can be experienced in many different ways and means different
things to different people
• As ICPAS dev...
Reaching Our Members
Membership Value
The Institute
Big 4
Universities/
Academia
Business
Associations
Professional
Bodies
Recruitment
Agencies...
Delivering Membership Value Now
Members
now
Reasons to
be Proud of
Their Membership
Recommending
Their Membership
Resource...
So Who are we Competing Against?
ICPAS Machinery
Compared Against the Competition
ACCA
• Identity is strong and bold
• Red conveys modernity and passion
• ...
ICPAS Machinery
Against the Competition
CPA Australia
• Blue and yellow is very impactful.
• Integrity crest adds trust an...
ICPAS Machinery
Against the Competition
ICAEW
• The half shield shape of the identity is very unique, offering
trust and r...
The Competitive Tone
ICEAW is all about Prestige in Membership
The Competitive Tone
CPA Australia is all about Inclusiveness/ Personal
Possible Engagement
with the Competition?
?
Akin to
Toyota and Lexus?
Additionally We Need to Entrench
a National Position for the Institute
We Need to Entrench
a National Position for the Institute
By Engaging Legislature More Effectively
Through Technical Stand...
We Need to Entrench
a National Position for the Institute
By Installing a Corporate Brand
Meaning it must encompass the wi...
We Need to Entrench
a National Position for the Institute
MISSION STATEMENT
To Lead , Develop and Support Accountancy Prof...
ICPAS Corporate Brand
Institute of Certified Public
Accountants of Singapore
ICPAS Consumer Brand
ICPAS Pte. Ltd.
SAA-GE
S...
Seminars
In-House Prog.
Post Grad. Prog.
Exec. Courses
Infocom
Buss. Analytic
Reports
Financial
Reporting Std.
Audit
Tax
I...
This Pre-Determines an Avenue
To Engage QP When it Arrives
ICPAS Corporate Brand
Institute of Certified Public
Accountants...
Elevating Council Members
and Specialist Staff to Higher Roles
Setting Accounting/ Auditing Industry Standards
ICPAS Corpo...
ICPAS Consumer Brand
Extended Network
Localized In-Market
(ICPAS Brands/Sub-Brands)
Engaging Targeted
Segments and Network...
ICPAS Management Communications
ICPAS Management Communications
Broadly Broken Down
ICPAS Management Communications Team
Job Scopes in Detail
Management Communications
Broader Collaborative Intentions
Drivers for the Department
Corporate
Communications
Branding & Marketing
Primary drivers within the department take on a m...
Just Some Key Projects from
Today’s Work in Progress
• SME/ SMP Forum
• CPA Journal May issue
• ICPAS Annual Report
• Appo...
Organization Chart, Future Recommendations
and Immediate Next Steps
- Future development in Purple
- Intention is to give ...
Dear Evan thank you for your Consideration
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  1. 1. The Institute of Certified Public Accountants of Singapore Brand
  2. 2. Where Is ICPAS • Brand identity evolving • Brand platform being developed • Brand campaign underway • Broad marketing strategy being rolled-out
  3. 3. The Importance Of The ICPAS Brand • To date the ICPAS brand has been not much more than a communication device, a badge for any advertising that was conducted • Communication has been sporadic and is done on a needs basis i.e. when there was an event • This approach has left the ICPAS brand lagging behind in the market – Low equity – Lack of focus on the singular offering – Unclear business direction (perception) – An antagonistic relationships with the regulators – A somewhat less enthusiastic consumer/ member
  4. 4. The ICPAS Brand Moving Forward • Intensive change is underway at ICPAS • To optimise this there needs to be a more brand led approach • A strong ICPAS brand will have a beneficial halo effect on : – Member reception and general view of the institute – The audit and accounting industry – New and existing member/ institute offerings – Sub brands such as: • Singapore Accountancy Academy-General Education, (SAA-GE) • Continued Professional Education (CPE) • Association of Taxation Technicians Singapore (ATTS) • Certified Accounting Technician Singapore (CATS) • Singapore Institute of Accredited Tax Professionals (SIATP) • CPA Singapore
  5. 5. The ICPAS Brand Moving Forward • 2012 will therefore signal a shift towards a brand led approach for ICPAS • This will touch all areas of marketing and communication • It will also underpin our direction as a whole: – Shaping our events, membership and national strategy – Creating a way of working for our staff – Driving how we behave as an organisation – Give us a clear unifying focus
  6. 6. Taking Stock Strength • National professional accountancy body • Large and growing membership base • Only designation to be recognised for licensing as public accountants • Well-appointed and well-represented Council Weakness • Weak brand equity • Poor relationship and standing with regulators • Limp linkage and presence with industry • Little interface and traction with employers • Insipid investment and cultivation of product development, ie. Intellectual and professional content development, intellectual property management and product branding
  7. 7. Taking Stock Opportunities • Government’s plan and intention to develop Singapore as an accountancy hub • Riding on economic growth of Asia • Introduction of the Singapore Qualification Programme • Riding on Singapore’s 1st World City & Commercial positioning Threats • Increased presence and competition in the local and regional arena from global professional accountancy bodies ex. ACCA, CPA Australia and ICAEW • Development path of the QP has yet to be clarified, particularly the transitional requirements for existing ICAP members (CPA Singapore) • Open door policy on public accountants licensing that is not limited to ICPAS membership • CDAS mandate for ICAPS to be a global professional body by 2020
  8. 8. The Overall Selling Features ICPAS Must Project Use & Expand • Strong brand equity in Singapore and the region • Education offering – Awards – Certification • Recruitment (university fair’s and other tertiary inst.) Invest • Technical Excellence • Qualification Programme • Regional recognition of QP/ CPA Singapore
  9. 9. The Overall Selling Features Focus with Intensity • Empowered membership • Robust stakeholder engagement and support – Big 4 Partnership – SMP/ SME Prog. – CPA Community – Academia (NUS, SMU, NTU,SIM) – Business Associations (SBF, ASME SID, SAICA, etc.) – Professional Bodies (ICAEW, ACCA, CPA Aust., etc.) – Recruitment Agencies (Robert Half, Michael Page, etc.) Keep Warm/ Backburner • Influence in global alliances and networks • Joint survey / research projects • Internship (attachment with Big 4, other professional bodies, etc.)
  10. 10. The Top Line ICPAS Brand Strategy
  11. 11. Top Line ICPAS Brand Strategy • Over the next 24 months – 2 Years – Re position ICPAS – Ask membership base to reappraise ICPAS – Drive specific membership/ programme interest: • Bring to the fore-front CPA Member Profiles • 12 months onwards - total relaunch of offering
  12. 12. Top Line ICPAS Brand Strategy This repositioning can take place as a consequence of exploiting the establishing the following key attributes: • Leadership Excellence (identification and promotion of key stake holders) • Vigorous affinity with key stakeholders • Best in class framework • New benchmarks • Powerful brand estate
  13. 13. Towards An ICPAS Brand Positioning
  14. 14. Current Situation • Consistently applied badge • No clear brand positioning • Reliant on the event or programme featured • There is no inherent benefit apparent • Generic in its message (generally speaking) • Single target focus (institution only)
  15. 15. The ICPAS Brand Positioning & Platform must Represent … • We need to give the ICPAS brand and business a touchstone • Gives internal focus • A unifying strand across broad and varied product offering • Directional and strategic filter for all marketing activities • Defines what ICPAS represents….
  16. 16. So, What Do We Promise ICPAS Members? • The consequential benefit of all ICPAS activity • ICPAS promise to all audit/ accounting professionals • ICPAS product/ service and our motivation • ICPAS platform for all communications • ICPAS objective for all staff • Without creating it – ICPAS has failed
  17. 17. So, What Does ICPAS Deliver? • The consequential benefit of all ICPAS activity • ICPAS promise to all audit/ accounting professionals • ICPAS product/ service and our motivation • ICPAS platform for all communications • ICPAS objective for all staff • Without creating it – ICPAS has failed Value to Our Members
  18. 18. Why Value to Our Members? • It is a universal proposition • It is an expected benefit • It flows from the brand experience • ‘Value to Our Members’ is a tangible, quantifiable and a welcomed privilege • It is dynamic and can take many forms for many people • Totally benefit focused Value to Our Members
  19. 19. Elasticity • Value can be experienced in many different ways and means different things to different people • As ICPAS develops and changes over the next few years, so will its means of delivering member value Value to Our Members
  20. 20. Reaching Our Members
  21. 21. Membership Value The Institute Big 4 Universities/ Academia Business Associations Professional Bodies Recruitment Agencies Strong Brand Equity Influential Voice in Global Alliance Technical Excellence Empowered Membership Empowered Membership Strong Support of Key Stakeholders Policymakers ALL The MembersThe Staff Leadership / Engagement / World Class / New Benchmarks / Brand The “Pitch” In Collaboration The Consequence
  22. 22. Delivering Membership Value Now Members now Reasons to be Proud of Their Membership Recommending Their Membership Resources to Tap from Their Membership ICPAS is Changing to Give Unparallel Membership Value
  23. 23. So Who are we Competing Against?
  24. 24. ICPAS Machinery Compared Against the Competition ACCA • Identity is strong and bold • Red conveys modernity and passion • Lack of iconography means it doesn’t have much heritage • Lacks any real personality. • Website is very easy to navigate, but all the areas, ie membership/student etc… are visually all the same. • Periodicals are nicely designed • They function well and are easy to use • They lack emotional engagement from an editorial point of view. • Industry standard usage of smiling faces
  25. 25. ICPAS Machinery Against the Competition CPA Australia • Blue and yellow is very impactful. • Integrity crest adds trust and heritage. • Website works well and all the information is clustered into smaller sub- sections, helping navigation and enhancing the user experience. • The secondary yellow band used on communications, alongside the black font, helps to bring the CPA brand to life without using the identity everywhere. • CPA seems to be very good in the area of student engagement, making membership seem interesting and exciting. • It has more of a fresh, contemporary feel than some of the other competitors.
  26. 26. ICPAS Machinery Against the Competition ICAEW • The half shield shape of the identity is very unique, offering trust and reassurance but delivered in a contemporary style. • The dark red tones add premium cues • The range identity architecture works well, identity as a good example. • It is a very iconic and clean system. • Partner logos are in a different colour, so strategically creating some distance between the ICAEW official logo and the partner logo. • Chartered Accountants identity is different from the main identity, but still has a family feel. • Website is very well thought through and the user experience both functional and engaging. • The black colour seen throughout the ICEAW brand-world adds status and makes the brand feel very premium. • Red on black is also a good combination for modernity cues and brand impact/ recognition. • There is a lot of consistency across all collaterals. • Even information boxes on the ‘pathways to the ICAEW’ are shaped to evoke the half shield of the ID.
  27. 27. The Competitive Tone ICEAW is all about Prestige in Membership
  28. 28. The Competitive Tone CPA Australia is all about Inclusiveness/ Personal
  29. 29. Possible Engagement with the Competition? ? Akin to Toyota and Lexus?
  30. 30. Additionally We Need to Entrench a National Position for the Institute
  31. 31. We Need to Entrench a National Position for the Institute By Engaging Legislature More Effectively Through Technical Standards & Advisory, Quality Assurance/ Practice Monitoring, Policy Dev., Gov. & Reg. Affairs By Creating Buzz and Excitement in the Market Place Giving compelling reasons for member sign-up and maintenance, pursuance of continued upgrading, greater affinity for the ICPAS Consumer Brand
  32. 32. We Need to Entrench a National Position for the Institute By Installing a Corporate Brand Meaning it must encompass the wider perspective of the accounting and auditing industry Needless to say this must engage the forthcoming QP By Redefining the Consumer Brand There must be showcasing of unique initiatives that boost member and participation enthusiasm Member programs, academic engagement, thought leadership resources, technical excellence, including imbuing staff with core skills and community relations programs relevant towards the ICPAS National Position
  33. 33. We Need to Entrench a National Position for the Institute MISSION STATEMENT To Lead , Develop and Support Accountancy Professionals so that they will Excel in their Role and Contribute to Building Singapore as a Strategic Business Hub and a Key Player in the Global Economy STATEGIC INTENT Elevate and Establish the ICPAS Brand Institute of Certified Public Accountants of Singapore Corporate Brand ICPAS Consumer Brand
  34. 34. ICPAS Corporate Brand Institute of Certified Public Accountants of Singapore ICPAS Consumer Brand ICPAS Pte. Ltd. SAA-GE Singapore Accountancy Academy – Global Education CATS Cert. Acct. Tech. Singapore SIATP Singapore Inst. Of Accr. Tax Prof. Ministry of Finance ACRA Account. Standard Audit. Standard Comm. Account. Std. Council Code of Pref. Conduct Practice Mon. S. Comm ICPAS/ACRA Pub. Over. Comm. ICCPAS Corporate Brand needs to Engage Legislature More Effectively CPE Continued Professional Education CPA Singapore ATTS Assn. of Taxation Tech. Singapore ICPAS Foundation?
  35. 35. Seminars In-House Prog. Post Grad. Prog. Exec. Courses Infocom Buss. Analytic Reports Financial Reporting Std. Audit Tax Insolvency The Development Of an ICPAS Corporate Brand Allows us to Better Distinguish our Roles Regulatory and Corporate Facing Consumer and Commercial Facing
  36. 36. This Pre-Determines an Avenue To Engage QP When it Arrives ICPAS Corporate Brand Institute of Certified Public Accountants of Singapore ICPAS Consumer Brand ICPAS Pte. Ltd. Ministry of Finance ACRA Account. Standard Audit. Standard Comm. Account. Std. Council Code of Pref. Conduct Practice Mon. S. Comm P. Act. O/sight Comm. ICPAS Foundation SAC Singapore Accountancy Council ?
  37. 37. Elevating Council Members and Specialist Staff to Higher Roles Setting Accounting/ Auditing Industry Standards ICPAS Corporate Brand Institute of Certified Public Accountants of Singapore Account. Standard Audit. Standard Comm. Code of Pref. Conduct Practice Mon. S. Comm ICPAS CORP. /SAC? Council Members & Specialist Staff ICPAS Foundation
  38. 38. ICPAS Consumer Brand Extended Network Localized In-Market (ICPAS Brands/Sub-Brands) Engaging Targeted Segments and Networks Domestic Focused efforts on Target Segments Through Customized Programs Enhanced Product Offering Through Involvement Courseware and Resources Institute of Certified Public Accountants of Singapore Corporate Brand Domestic Enhance Positive Equity to Increase Brand Loyalty & Affiliation Establish a National Profile for the Institute Projecting a Favorable Corporate Reputation Distinction Between Branding and Marketing Strategic Tasks Institute of Certified Public Accountants of Singapore Foundation The Global Blue Print Certification 50th Anniversary SAA-GE CPE Membership Accreditation Professional Qualification Structured Development Industry Outreach International Dev./ Relations Brand Strategic Thrusts Marketing Strategic Thrusts
  39. 39. ICPAS Management Communications
  40. 40. ICPAS Management Communications Broadly Broken Down
  41. 41. ICPAS Management Communications Team
  42. 42. Job Scopes in Detail
  43. 43. Management Communications Broader Collaborative Intentions
  44. 44. Drivers for the Department Corporate Communications Branding & Marketing Primary drivers within the department take on a more pro-active approach to working with and interacting across the organization to actively engage departments and specific topics
  45. 45. Just Some Key Projects from Today’s Work in Progress • SME/ SMP Forum • CPA Journal May issue • ICPAS Annual Report • Appointment of Public Relations Agency and installation of proper media monitor fac. • Development of Strategic Plan Booklet • Collaborative engagement with Robert Half • IFAC SMP Forum • AGM Event • 50th Anniversary Event and Commemorative Book • ICPAS Website Cleanup and Consolidation • Appointment of a Brand Agency resource • Appointment of a Lead Vendor-Web Design resource • Re-appointment of Mediacorp Publishing • Launch of E-journal • Social Media program development
  46. 46. Organization Chart, Future Recommendations and Immediate Next Steps - Future development in Purple - Intention is to give the department a more marketing outlook and focus - The inclusion of additional drivers towards dedicated Event and Membership Marketing initiatives are recommended to complement efforts already in place by Corporate Comm. and Marketing & Branding - Upward movement of two executives who successfully shouldered Key Media Events and Corporate Publications and as a HR Strategy moving forward - Realign and reassign Management Communications to better support CEO and President’s Office
  47. 47. Dear Evan thank you for your Consideration

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