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Brand Architecture Process
This document outlines a methodology for developing a brand architecture for a company. It discusses assessing the current brand portfolio, developing hypotheses for the future architecture, validating the hypotheses through research, and creating a strategy and migration plan. Key deliverables include brand assessments, alternative architecture frameworks, research findings, the final architecture, and a plan to transition the portfolio to the new architecture. The goal is to strategically organize the company's brands to increase clarity, realize synergies, and strengthen brand equities.
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Brand Architecture Process
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- 2. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 2 Agenda § What is brand architecture? § What business issues does brand architecture help address? § A methodology to develop brand architecture? § Examples of deliverables
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- 4. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 4 Three essential elements of brand architecture 1. End-state Framework composed of: A. Brand hierarchy - a tiered structure that clarifies which entities / offerings are most important to those less important in achieve business objectives, and the types of brands associated with them. B. Organizing principle – an overarching approach toward strategically structuring a portfolio in ways that enable the organization to grow and achieve its objectives. There are two types of organizing principles: • Relationship of entities / offerings to their parent (typically referred to as a spectrum from “branded house” to “house of brands” • Strategic orientation (the underpinning for how brands are organized – the “organized by” portion of an architecture – e.g. by customer segments, by product lines, by geographies) 2. Decision tree – a criteria-based tool that guides decisions around what entities / offerings should and should not be branded and what type of brand they should become (e.g. master brand, product brand, sub-brand, ingredient brand, etc.) 3. Migration plan – an approach to move the current portfolio from the current state to the desired end-state, including timing / sequencing, operational imperatives, customer communications, etc.
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- 6. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 6 1 Assessment 2 Hypotheses 3 ValidaEon & Refinement* 4 Strategy & MigraEon Methodology for developing brand architecture § Gather and synthesize existing information § Conduct executive interviews § Conduct communications audit (client and competitors § Map current-state brand architecture (as comprehensively as possible) § Gain insights from current- state, competition & best practices § Assess brand strengths & weaknesses* (based on criteria that incorporates as much financial) § Establish guiding principles for future architecture – mapped to client’s big strategic objectives and agreed upon by executive team § Develop hypotheses for future architecture led by guiding principles § Develop several alternative architectural scenarios – challenging expected solutions § Illustrate scenarios in representative communications § Facilitate executive work sessions to narrow options § Develop research plan (sample, methodology, discussion guide) § Analyze findings § Clarify Implications § Finalize brand architecture § Clarify new brand roles, scopes and relationships § Develop migration plan *Could require primary research if no brand-specific data exists
- 7. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 7 Case: Situation & Scope of Brands M&A activity has complicated the current Regal Beloit brand portfolio § The accelerated pace of acquisitions has filled capability gaps and capitalized on opportunities, but also created an overly complex portfolio with too many brands to effectively manage on a global scale § While the sheer quantity of brands and overlap in their offers are contributing to confusion, simply eliminating brands will not be easy, as internal and external loyalties to many brands remain strong § Future M&A activity will continue as Regal Beloit continues to grow, so establishing a long-term brand portfolio strategy is paramount not only for the current brands, but also for future integration efforts Com. & Ind l HVACR Air Moving Controls Mechanical International
- 8. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 8 Project Objectives Key Questions to be answered in this project Strategically organize Regal Beloit’s brands to achieve greater clarity, realize efficiencies / synergies, and build stronger brand equities across the portfolio § The strategic role of each brand in the future portfolio (e.g. leader, challenger, revenue generator, equity builder) § The appropriate scope of each brand in the future portfolio (offers, geographies, customer types) § The optimal relationships among the portfolio brands (e.g. master branded, endorsed, sub-brand, endorsed) Parent Brand § What is the “directional” awareness level of Regal Beloit as the corporate brand? § What is the optimal positioning for the corporate brand (Regal Beloit or other)? § Can/should a new brand name be developed for the corporate entity? BU Brands § Which BU brands have the most equity in the market today? What are those equities? § Should any BU brands be eliminated. If, so which ones? Should BU brand change profiles? § For surviving brands, what is the strategic role it serves within the portfolio? Brand Architecture § What is optimal relationship between surviving BU brands and the corporate brand? § What is the relative hierarchy/emphasis for brands that are linked together? § Does this parent/BU relationship vary by BU brand, or is it standard/consistent? Visual Representation § How is the brand architecture “brought to life” visually (i.e., high level representation)?
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- 10. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 10 1 Assessment 2 Hypotheses 3 ValidaEon & Refinement 4 Strategy & MigraEon Deliverables § Synthesis of existing research, planning documents, & mgt. interviews § Insights from current-state brand architecture, competition & best practices § Brand scorecards / assessment summary of strengths, weaknesses & future considerations § Guiding principles for the future brand portfolio § Initial hypotheses for future brand roles, based on assessments § Brand portfolio framework alternatives § Brand usage scenarios / applying different sets of brands to portfolio frameworks § Illustrative communication examples of representative brand relationships § Research plan (sample, methodology, discussion guide/ stimuli) § Analysis of findings § Implications on strategy and migration plan § Final brand architecture § Brand portfolio profiles § Strategic roles § Scopes (offers, geos, customers) § Identity relationships with Regal Beloit § Expression approaches § Decision tool(s) § Migration plan § Clarified implications of recommended changes
- 11. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 11 Illustrative Deliverables Step 1. Assessment Synthesis of Existing Information & Exec. Interviews Insights from Current-state Brand Architecture, Competition & Best Practices Brand Assessment Scorecards Brand XSources Score Comments Economic Criteria • A • B • C …….. … …… ……. … ……. Customer Criteria • A • B • C …….. … …… … Strategic Criteria • A • B …….. … …… …… Guiding Principles for the Future Brand Portfolio Summaries & Implications Existing Information • Strategic plans • Brand research • Customer Sat reports Executive Interviews • Chairman • CEO • COO • Build equity into the Regal-Beloit brand • Make the portfolio easy to understand and navigate for customers and sales force • Move toward fewer, stronger brands • Do: build brands / Don’t: add names • Express “systemness” Level 1 Level 2 Level 3 Level 4
- 12. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 12 Illustrative Deliverables Step 2. Hypotheses Initial Hypotheses for Future Brand Roles Brand Portfolio Framework Alternatives Brand Usage Scenarios (based on narrowed alternatives) Brand XScore Possible Role Economic Criteria Customer Criteria Strategic Criteria Illustrative communication examples RBC Brand X Brand Y Regal-Beloit Sub-brand X Structure By BU By Pdct Line By Cust. Type Simplification Slight Significant RBC Brand X Brand Y Brand Y Platform Brand Y Regal-Beloit
- 13. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 13 Illustrative Deliverables Step 3. Validation Sample Plan Interview Guide / Survey Analysis of Findings Implications on Strategy & Migration C&IHVAC Air Moving Mechani cal Controls Intl. Title A 5 5 5 5 5 5 Title B 5 5 5 5 5 5 Title C 10 I. Context Setting II. Frame of reference questions II. Reaction to brand changes IV. Rating different architectural scenarios V. Perspectives on a potential name change VI. Others … I. Conclusions II. Brand-specific findings and equities III. Strengths & weaknesses IV. Hypotheses validated / invalidated V. Others … I. Narrowed architectural scenarios II. Future brand roles and scopes III. Ease and optimal timing of brand changes IV. Risks / rewards of changes V. Key success factors going forward VI. Others …
- 14. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 14 Illustrative Deliverables Step 4. Strategy & Migration Final Brand Architecture Brand Portfolio Profiles Decision Tool(s) Migration Plan Strategic Role Scope Relationship to RCB Expression Approach Brand 1 Brand 2 Brand 3 Level 1 Level 2 Level 3 Level 4
- 15. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 15 Brand Assessment Scorecard Brand: X Key Finding Score Sources Economic Criteria (size & growth) Revenues Share (in respective market) Profitability CAGR Customer Criteria (presence & equity) Breadth of presence (geo, customer types, offers) Equity / perceptions / customer satisfaction NPS / Loyalty Strategic Criteria (future potential / other considerations Future potential (extendibility) Other strategic importance (e.g. helps resolve channel conflict) Future Potential Role in Portfolio
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