The document provides brand guidelines for Exponential, an innovation subsidiary of MMI Holdings. It includes sections on company background, brand appearance, typography, color system, and logo usage. The key points are:
- Exponential was created by MMI Holdings to invest in innovative startups and disruptive technologies in insurtech, healthtech, fintech, and welltech.
- The brand vision is to create exponential growth for clients and businesses through disruptive innovations and partnerships.
- Brand assets include the logo featuring an "X" symbolizing forward thinking, and the color palette of grey and amber.
- Guidelines cover the logo, typography using Calibri font, and a primary
Compet grid between Apple, HTC and Samsung...
Content is not 100% correct due to some difficulties in finding information and litmited time :)
Copy Rights: Internet sources of 3 brands
Samsung is auditing its brand performance in the US smartphone market. Several models are used to understand the brand, including Keller's identity prism, Kapferer's identity and positioning model, and the customer base brand equity pyramid. Secondary data on sales, market share, and competitors is reviewed. The analysis focuses on demographics, brand associations, and financial metrics like profits and costs. While Samsung has strong sales numbers, the conclusion is the brand lacks luxury image and self-recognition compared to key rival Apple. A recommendation will provide solutions to increase brand value and sales volume.
This document contains a case study summary for a class on strategic management. It discusses Samsung's history and strategy, including how it moved from competing on price to developing its own capabilities in manufacturing and software. It struggled financially in 1997 when relying only on lower-priced products using others' technology. Samsung reoriented its strategy by focusing on innovation, working closely with retailers, and changing to a merit-based advancement system. The document also provides an overview of Samsung's vision, mission, business highlights, products, marketing strategies, and recommendations for developing products to meet needs in parts of Africa.
Samsung is a South Korean multinational electronics company founded in 1938. It has annual revenue over $305 billion and employs 489,000 people globally. Samsung operates in 80 countries through 15 regional headquarters and has diverse business areas including consumer electronics, IT, mobile communications, and semiconductor manufacturing. It has a strong focus on innovation through its $9 billion annual R&D budget and 34 R&D centers worldwide. Samsung holds the top market share position for LCD screens and mobile phones. It faces challenges from short product lifecycles and aggressive Chinese competitors, but maintains its leading position through localized marketing, premium pricing, and vertical integration across manufacturing and supply chain.
This document analyzes Samsung's growth strategy and core competencies. It discusses Samsung's financial performance, market share, and key ratios compared to Apple. Samsung has a global R&D network, strong production capabilities, and pursues vertical integration. However, its market share and profits have declined recently as it loses share in high-end and low-end smartphone markets to competitors like Apple and Chinese brands. The document considers options for Samsung's sustainable growth strategy going forward.
SAMSUNG LCD TELEVISION - DISTRIBUTION CHANNEL RELATIONSHIP AND MARKET SHARE A...1990prabhjot
# PRIMARY OBJECTIVES
The primary objective of the study is to analyse the market share and understand the distribution channel relationship with reference to SAMSUNG ELECTRONICS INDIA PVT LTD.
# SECONDARY OBJECTIVES
To find out the counter share of SAMSUNG LCD TVs.
To find out the counter size of the dealer as well as the different brands kept by different dealers.
To record who are the major players of LCD TVs.
To find out the largest selling model among all the segments.
To know whether the dealer is aware of current pricelist.
To find out whether the dealer is having brochure of the product.
To know the benefits a dealer wants so that he is satisfied by selling the products.
Compet grid between Apple, HTC and Samsung...
Content is not 100% correct due to some difficulties in finding information and litmited time :)
Copy Rights: Internet sources of 3 brands
Samsung is auditing its brand performance in the US smartphone market. Several models are used to understand the brand, including Keller's identity prism, Kapferer's identity and positioning model, and the customer base brand equity pyramid. Secondary data on sales, market share, and competitors is reviewed. The analysis focuses on demographics, brand associations, and financial metrics like profits and costs. While Samsung has strong sales numbers, the conclusion is the brand lacks luxury image and self-recognition compared to key rival Apple. A recommendation will provide solutions to increase brand value and sales volume.
This document contains a case study summary for a class on strategic management. It discusses Samsung's history and strategy, including how it moved from competing on price to developing its own capabilities in manufacturing and software. It struggled financially in 1997 when relying only on lower-priced products using others' technology. Samsung reoriented its strategy by focusing on innovation, working closely with retailers, and changing to a merit-based advancement system. The document also provides an overview of Samsung's vision, mission, business highlights, products, marketing strategies, and recommendations for developing products to meet needs in parts of Africa.
Samsung is a South Korean multinational electronics company founded in 1938. It has annual revenue over $305 billion and employs 489,000 people globally. Samsung operates in 80 countries through 15 regional headquarters and has diverse business areas including consumer electronics, IT, mobile communications, and semiconductor manufacturing. It has a strong focus on innovation through its $9 billion annual R&D budget and 34 R&D centers worldwide. Samsung holds the top market share position for LCD screens and mobile phones. It faces challenges from short product lifecycles and aggressive Chinese competitors, but maintains its leading position through localized marketing, premium pricing, and vertical integration across manufacturing and supply chain.
This document analyzes Samsung's growth strategy and core competencies. It discusses Samsung's financial performance, market share, and key ratios compared to Apple. Samsung has a global R&D network, strong production capabilities, and pursues vertical integration. However, its market share and profits have declined recently as it loses share in high-end and low-end smartphone markets to competitors like Apple and Chinese brands. The document considers options for Samsung's sustainable growth strategy going forward.
SAMSUNG LCD TELEVISION - DISTRIBUTION CHANNEL RELATIONSHIP AND MARKET SHARE A...1990prabhjot
# PRIMARY OBJECTIVES
The primary objective of the study is to analyse the market share and understand the distribution channel relationship with reference to SAMSUNG ELECTRONICS INDIA PVT LTD.
# SECONDARY OBJECTIVES
To find out the counter share of SAMSUNG LCD TVs.
To find out the counter size of the dealer as well as the different brands kept by different dealers.
To record who are the major players of LCD TVs.
To find out the largest selling model among all the segments.
To know whether the dealer is aware of current pricelist.
To find out whether the dealer is having brochure of the product.
To know the benefits a dealer wants so that he is satisfied by selling the products.
This document contains information about Class 1 Group 8 and their project on Samsung Electronics. It includes Samsung's mission, vision, objectives and strategies. It also provides an analysis of Samsung's products, competitors, strengths, weaknesses, opportunities, threats and various strategic models like SWOT, CPM, EFE and IFE matrices. The document aims to understand and evaluate Samsung's business strategies.
The document provides an overview of Samsung's history and operations in India. It details Samsung's entry into the Indian market in 1995 and its subsequent expansion, including establishing manufacturing facilities and R&D centers. It also outlines Samsung's product portfolio, core values and vision, and some of its key achievements in India such as becoming the largest mobile brand and a leader in product categories like LED TVs and refrigerators.
This document discusses corporate communication and marketing strategies for Apple and its iPhone product. It analyzes the benefits of adopting a marketing orientation, including adaptability, product efficiency, and alignment with customer needs. It then outlines Apple's 7Ps marketing mix for the iPhone, covering product features, pricing strategy, promotion tactics, distribution channels, people, processes, and physical evidence. Finally, it proposes integrating a 6Cs model into corporate communication to improve context, clarity, cooperation, control, communication, and building community.
Samsung - International Marketing StrategyMKTGatHPU
This document discusses Samsung's marketing strategy that has led it to become a global leader in electronics. It describes how Samsung originally manufactured low-cost electronics but transformed its brand image through innovative, high-quality products. Samsung sponsored the 1988 Olympics and other global events to increase brand awareness. It also partnered with top retailers like Best Buy and luxury brands like Giorgio Armani. Today Samsung leads in key product categories like smartphones, TVs and home appliances through continuous innovation, including being first to market with new technologies like 3D TVs.
Samsung is a South Korean multinational electronics company founded in 1938. It has grown to be a global leader in electronics, with over 285 offices in 67 countries. Samsung has a vision of inspiring the world and creating the future through new technologies, innovative products, and creative solutions. It aims to achieve $400 billion in revenue and become a top five global brand by 2020. Samsung has been successful due to its focus on innovation, quality products, and strong leadership.
Ford India was established in 1995 and manufactures vehicles in India. It launched the Ford Figo and Endeavour targeting the Indian market. Ford invested in print media but found it lacked interactivity. It augmented print ads to provide engaging mobile content like videos to users, creating a more personal experience. This witnessed over 48,000 interactions and 80% of users accessed additional information. It was the first time static ads were converted into interactive engagement generating more value and deeper audience connections.
This document proposes that MAK Products enter the consumer market under new brand names. It recommends the corporate brand name "Enrich" with blanket family brands "Ritzy" for home care and "Utter gloss" for auto care. It analyzes the FMCG and auto care industries and consumer behavior. Market segmentation, targeting, and strategies like brand extension and stretching are discussed to effectively position the new brands for success in the consumer market.
Proposed your promotional mix strategies for the new country of your choice. Identify whether there is any adaptation required for your promotional strategies comparing with current domestic strategies. If no adaptation is required, provide your justification.
This document provides an overview of Samsung's rise from a copycat brand to an industry leader in electronics. It discusses how Samsung's founder implemented a new management strategy in 1993 focusing on new product development, product testing, and positioning. This allowed Samsung to systematically develop customer-centered, team-based products. The document also notes challenges Samsung faces at different stages of the product lifecycle as it manages its high-tech products, and argues that Samsung's focus on values, quality, and standardized systems will help it achieve its goal of increasing smartphone market share.
The document discusses the impact of effective leadership at Nokia and Samsung. It analyzes how Stephen Elop restructured leadership at Nokia to refocus the business after falling behind in the smartphone market. Samsung is also discussed as successfully grabbing market share through the driving forces of Chairman Lee. The challenges new leaders face in enacting change are examined, as well as the steps Elop took at Nokia to develop a new vision and gain employee support and engagement through coaching. The results of these changes led to improved self-awareness and personal motivation among Nokia employees.
Samsung was founded in 1938 in Korea as a trading company. It expanded into industries like sugar refining and textiles. In the 1960s, Samsung entered electronics and built its first TV factory in 1970. It began exporting color TVs in 1977. In the 1980s, Samsung invested heavily in R&D and expanded globally. By the 1990s, it grew as an international electronics corporation. Currently, Samsung has over 325,000 employees worldwide and focuses on electronics, engineering and chemicals with a vision of inspiring the world through innovation.
New product development strategy of samsunghiteshkrohra
This document is a project report on Samsung's new product development strategy. It provides an introduction to new product development and discusses types of new products, the role of product development in companies, and entrepreneurial new product development. It then introduces Samsung and provides background on its history and objectives. The report analyzes Samsung's methodology, data collection, R&D investments, and compares it to other brands. It concludes that new product development is critical to a company's long term sustainability and competitive advantage.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
The document discusses digital media planning and execution for the pre-launch campaign of the Ford Figo Aspire automobile. It provides background on the client Ford and agency Blue Hive, an overview of key concepts in media planning and digital marketing, and outlines the objectives, methodology, data analysis, and conclusions of the project studying Ford's media strategy for the Figo Aspire launch.
This document provides an executive summary and analysis of Samsung's strategic position in the Chinese mobile phone market. It discusses Samsung's corporate structure and history in China. A PESTLE analysis identifies political, economic, social, technological, and environmental factors impacting Samsung's business. A SWOT analysis examines Samsung's strengths, weaknesses, opportunities, and threats. The rising threat from Chinese competitors like Xiaomi who target rural users is discussed. Strategic options like collaboration and multi-channel structures are considered to address Samsung's falling market share.
Implicationof Branding Initiatives in engineering colleges -An empirical studyiosrjce
This document discusses a study on the implications of branding initiatives at engineering colleges in Karnataka, India. It begins with background on the growth of engineering education in India and Karnataka, and the increased competition among colleges. This has led to the need for effective branding to differentiate colleges.
The study examines branding from both the college and student perspectives. Surveys were administered to management at 6 colleges and 100 students to understand how colleges promote their brands and what factors influence student choice. The 7Ps marketing mix framework was used to evaluate various branding components like program, price, place, promotion, physical evidence, people and process.
Preliminary results found that while management saw the value in physical evidence, students placed more importance on
Volkswagen entered the Indian market in 2001 with the goal of becoming a dominant global carmaker. However, it faced several challenges as its brands were seen as premium and luxury in India where very few could afford such expensive cars. Volkswagen had to rebrand itself as a "common people's car" by making its vehicles more affordable and customized to Indian conditions like rugged roads. It also faced stiff competition in the semi-saturated Indian market already dominated by players like Maruti Suzuki. While Volkswagen's market share has decreased over time, it continues efforts to adapt its products to Indian customer preferences and price points.
This document discusses Samsung Smart TV and provides information about:
1) Samsung, the producer of Samsung Smart TV, which is a South Korean electronics company.
2) Samsung's marketing strategy focuses on segmentation, distribution through authorized channels, and product placements targeting interested customers.
3) Samsung operates in micro and macro environments, facing competitors in the Smart TV market while responding to factors like demographics, economics, technology, and politics.
This document provides branding guidelines for Nabo, including:
- Allowable uses of the Nabo logo in different contexts and with/without the tagline
- Approved typefaces, colors, and graphic elements
- Examples of how to layout the logo on various collateral like letterhead, business cards, presentations, etc.
- Instructions for designers and developers to ensure branding consistency across all communication materials
GWT Brand Guidelines 1.1 - January 2015
New Branding revealed at GWT Create 2015.
Logo and branding proudly created by
Manon Gruaz from Arcbees.
In order to protect the reputation and branding of GWT, the GWT logos and branding are trademarks of Arcbees. Arcbees consent and agree to comply with and be bound by every decisions of the GWT Streering Committee regarding the logos and branding.
For any questions, please contact Arcbees:
info@arcbees.com | www.arcbees.com
You can follow Manon on Twitter : @manongruaz
This document contains information about Class 1 Group 8 and their project on Samsung Electronics. It includes Samsung's mission, vision, objectives and strategies. It also provides an analysis of Samsung's products, competitors, strengths, weaknesses, opportunities, threats and various strategic models like SWOT, CPM, EFE and IFE matrices. The document aims to understand and evaluate Samsung's business strategies.
The document provides an overview of Samsung's history and operations in India. It details Samsung's entry into the Indian market in 1995 and its subsequent expansion, including establishing manufacturing facilities and R&D centers. It also outlines Samsung's product portfolio, core values and vision, and some of its key achievements in India such as becoming the largest mobile brand and a leader in product categories like LED TVs and refrigerators.
This document discusses corporate communication and marketing strategies for Apple and its iPhone product. It analyzes the benefits of adopting a marketing orientation, including adaptability, product efficiency, and alignment with customer needs. It then outlines Apple's 7Ps marketing mix for the iPhone, covering product features, pricing strategy, promotion tactics, distribution channels, people, processes, and physical evidence. Finally, it proposes integrating a 6Cs model into corporate communication to improve context, clarity, cooperation, control, communication, and building community.
Samsung - International Marketing StrategyMKTGatHPU
This document discusses Samsung's marketing strategy that has led it to become a global leader in electronics. It describes how Samsung originally manufactured low-cost electronics but transformed its brand image through innovative, high-quality products. Samsung sponsored the 1988 Olympics and other global events to increase brand awareness. It also partnered with top retailers like Best Buy and luxury brands like Giorgio Armani. Today Samsung leads in key product categories like smartphones, TVs and home appliances through continuous innovation, including being first to market with new technologies like 3D TVs.
Samsung is a South Korean multinational electronics company founded in 1938. It has grown to be a global leader in electronics, with over 285 offices in 67 countries. Samsung has a vision of inspiring the world and creating the future through new technologies, innovative products, and creative solutions. It aims to achieve $400 billion in revenue and become a top five global brand by 2020. Samsung has been successful due to its focus on innovation, quality products, and strong leadership.
Ford India was established in 1995 and manufactures vehicles in India. It launched the Ford Figo and Endeavour targeting the Indian market. Ford invested in print media but found it lacked interactivity. It augmented print ads to provide engaging mobile content like videos to users, creating a more personal experience. This witnessed over 48,000 interactions and 80% of users accessed additional information. It was the first time static ads were converted into interactive engagement generating more value and deeper audience connections.
This document proposes that MAK Products enter the consumer market under new brand names. It recommends the corporate brand name "Enrich" with blanket family brands "Ritzy" for home care and "Utter gloss" for auto care. It analyzes the FMCG and auto care industries and consumer behavior. Market segmentation, targeting, and strategies like brand extension and stretching are discussed to effectively position the new brands for success in the consumer market.
Proposed your promotional mix strategies for the new country of your choice. Identify whether there is any adaptation required for your promotional strategies comparing with current domestic strategies. If no adaptation is required, provide your justification.
This document provides an overview of Samsung's rise from a copycat brand to an industry leader in electronics. It discusses how Samsung's founder implemented a new management strategy in 1993 focusing on new product development, product testing, and positioning. This allowed Samsung to systematically develop customer-centered, team-based products. The document also notes challenges Samsung faces at different stages of the product lifecycle as it manages its high-tech products, and argues that Samsung's focus on values, quality, and standardized systems will help it achieve its goal of increasing smartphone market share.
The document discusses the impact of effective leadership at Nokia and Samsung. It analyzes how Stephen Elop restructured leadership at Nokia to refocus the business after falling behind in the smartphone market. Samsung is also discussed as successfully grabbing market share through the driving forces of Chairman Lee. The challenges new leaders face in enacting change are examined, as well as the steps Elop took at Nokia to develop a new vision and gain employee support and engagement through coaching. The results of these changes led to improved self-awareness and personal motivation among Nokia employees.
Samsung was founded in 1938 in Korea as a trading company. It expanded into industries like sugar refining and textiles. In the 1960s, Samsung entered electronics and built its first TV factory in 1970. It began exporting color TVs in 1977. In the 1980s, Samsung invested heavily in R&D and expanded globally. By the 1990s, it grew as an international electronics corporation. Currently, Samsung has over 325,000 employees worldwide and focuses on electronics, engineering and chemicals with a vision of inspiring the world through innovation.
New product development strategy of samsunghiteshkrohra
This document is a project report on Samsung's new product development strategy. It provides an introduction to new product development and discusses types of new products, the role of product development in companies, and entrepreneurial new product development. It then introduces Samsung and provides background on its history and objectives. The report analyzes Samsung's methodology, data collection, R&D investments, and compares it to other brands. It concludes that new product development is critical to a company's long term sustainability and competitive advantage.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
The document discusses digital media planning and execution for the pre-launch campaign of the Ford Figo Aspire automobile. It provides background on the client Ford and agency Blue Hive, an overview of key concepts in media planning and digital marketing, and outlines the objectives, methodology, data analysis, and conclusions of the project studying Ford's media strategy for the Figo Aspire launch.
This document provides an executive summary and analysis of Samsung's strategic position in the Chinese mobile phone market. It discusses Samsung's corporate structure and history in China. A PESTLE analysis identifies political, economic, social, technological, and environmental factors impacting Samsung's business. A SWOT analysis examines Samsung's strengths, weaknesses, opportunities, and threats. The rising threat from Chinese competitors like Xiaomi who target rural users is discussed. Strategic options like collaboration and multi-channel structures are considered to address Samsung's falling market share.
Implicationof Branding Initiatives in engineering colleges -An empirical studyiosrjce
This document discusses a study on the implications of branding initiatives at engineering colleges in Karnataka, India. It begins with background on the growth of engineering education in India and Karnataka, and the increased competition among colleges. This has led to the need for effective branding to differentiate colleges.
The study examines branding from both the college and student perspectives. Surveys were administered to management at 6 colleges and 100 students to understand how colleges promote their brands and what factors influence student choice. The 7Ps marketing mix framework was used to evaluate various branding components like program, price, place, promotion, physical evidence, people and process.
Preliminary results found that while management saw the value in physical evidence, students placed more importance on
Volkswagen entered the Indian market in 2001 with the goal of becoming a dominant global carmaker. However, it faced several challenges as its brands were seen as premium and luxury in India where very few could afford such expensive cars. Volkswagen had to rebrand itself as a "common people's car" by making its vehicles more affordable and customized to Indian conditions like rugged roads. It also faced stiff competition in the semi-saturated Indian market already dominated by players like Maruti Suzuki. While Volkswagen's market share has decreased over time, it continues efforts to adapt its products to Indian customer preferences and price points.
This document discusses Samsung Smart TV and provides information about:
1) Samsung, the producer of Samsung Smart TV, which is a South Korean electronics company.
2) Samsung's marketing strategy focuses on segmentation, distribution through authorized channels, and product placements targeting interested customers.
3) Samsung operates in micro and macro environments, facing competitors in the Smart TV market while responding to factors like demographics, economics, technology, and politics.
This document provides branding guidelines for Nabo, including:
- Allowable uses of the Nabo logo in different contexts and with/without the tagline
- Approved typefaces, colors, and graphic elements
- Examples of how to layout the logo on various collateral like letterhead, business cards, presentations, etc.
- Instructions for designers and developers to ensure branding consistency across all communication materials
GWT Brand Guidelines 1.1 - January 2015
New Branding revealed at GWT Create 2015.
Logo and branding proudly created by
Manon Gruaz from Arcbees.
In order to protect the reputation and branding of GWT, the GWT logos and branding are trademarks of Arcbees. Arcbees consent and agree to comply with and be bound by every decisions of the GWT Streering Committee regarding the logos and branding.
For any questions, please contact Arcbees:
info@arcbees.com | www.arcbees.com
You can follow Manon on Twitter : @manongruaz
This document discusses an InsureTech case study about implementing a new automated tracking system to replace a manual system prone to errors and fraud. It describes the situation, key people involved like the operations department head Enoch Wang, and features of the new system like being automatic, accurate, and allowing remote access.
The implementation faced issues like lack of change management, insufficient communication that shocked users, and missing timelines and buy-in. Next steps outlined getting senior management approval to delay launch, sending a message from the CEO, extensively planning with stakeholders, and piloting the system with feedback before full rollout.
Keynote: why are Innovations critical for Banks & Insurances?
A perspective on the Financial Services industry: the amount of changes will only accelerate.
- Exponential technologies are driving change; convergence of several disciplines from software to devices to biotech
- Our expectations as consumers are set by our online experience from services such as Facebook, Google or Amazon
- Disruption pattern: startups put themselves in-between the customer and the company
(i.e. check24)
- Industry changes leading to further FinTech & InsureTech investments
- Margin pressure: banks & insurrance by the lowest interest rates we have seen in 2.000 years
- User Experience is driving value in a new way – and most startups understand customer-centricity
- Banks & Insurance companies are under pressure because their offering is fundamentally undifferentiated
- Regulators are opening up: i.e. PSD II forces the banks to open up their data; full disclosure of insurance commissions will arrive soon
- Customers don’t want to be ‘told’ anymore: they don’t come to branches anymore - buy how can advice as the key point of sales be digitized?
Banks need to build up digital capabilities based on 5 pillars plus 1 enabling capability:
(1) DATA-DRIVEN DIGITAL INSIGHTS
- Data-driven segmentation & Value Proposition Design
- 360° single customer view
- Customer Experience excellence
- Comprehensive data ecosystem, including 3rd party APIs
(2) CUSTOMER EXPERIENCE EXCELLENCE
- Customer-centric experience design & processes
- Omni-channel experience delivery
- Journey consistent front-to-back, end2end
- Clear brand positioning & brand amplified by a purpose
(3) DIGITAL MARKETING
- Data-driven, real-time segmentation & cohort analysis
- Data-driven customer- life-cycle management
- Targeted digital (performance) marketing
(4) DIGITALLY ENABLED OPERATIONS
- Operations are designed to support customer journeys
- Streamlined and automated fulfillment processes
- Digitized sales and service interactions
(5) SMART TECHNOLOGY SETUP
- Scalable application architecture
- Flexible IT architecture (i.e. SOA) with clear messaging
- Flexible IT infrastructure
(6) DIGITAL ENABLERS
- Digital Talent Management
- Value-driven Organisation & governance
- Test-and-learn culture
We feel honoured McKinsey copied this model in the following article:
Cutting through the noise around financial technology, Feb 2016: http://bit.ly/1Rtz0AF
This document discusses how fintech is shaping the future of financial services through five key transformations:
1. Fintech startups are stepping in between banks and their customers.
2. Robo-advisors are replacing human wealth advisors.
3. Fintech startups are distributing insurance plans without agents.
4. POS technology is going mobile with solutions like Square.
5. Blockchain technology is streamlining financial processes.
These transformations threaten traditional financial institutions with reduced profits and market share but also push them to acquire or partner with startups. Ultimately fintech poses a major threat but also addresses customer needs in new ways.
CREATING AN AGILE BANCASSURANCE PLATFORMAjay Kukreja
Highlights of 4th annual Bancassurance Conference held in Vienna, Austria. An amazing presentation by Kalpesh Desai, CEO Agile Financial - Creating an Agile Bancassurance Platform
An InsureTech firm interacting with large financial services companies should understand the company's strategy, align with it, and use it to guide interactions. They should determine if partnering with a venture fund could help or hinder their goals, and clarify the roles of any involved business entities. InsureTechs should identify who within the company will benefit most from their solutions and gain that person's support by helping them communicate the value and providing proofs of concept. When engaging technical leaders, InsureTechs need to be aware of competing priorities on their time and help address technical or legal concerns with demonstrations.
The cognitive bank ibm launch deck 2016Charlie Chan
It's official, the traditions of the financial services business model are in stagnation…
Customer experience and engagement are not keeping pace with greater expectations of the rapidly evolving digital world
Sustainable profitability is a serious challenge for most of the global banking industry
Even more troubling is that operational efficiency is also in decline and attempts at tactical cost reduction are failing to achieve sustainable efficiencies
IBM's latest IBV study – the cognitive bank – categorises winners and losers by revenue growth and operating efficiency over the past three years. Data and managing it effectively is the primary source of sustainable competitive advantage
Winners have several traits in common:
firstly they are reorientating their business models, by establishing, expanding, and evolving their ecosystem of partners everywhere…transforming very deep and wide
Secondly, they are investing in fintechs, as partners in sustainable business models
Thirdly, becoming the cognitive bank, using the latest techniques in design thinking and agile
Outperforming banks are already on their journey towards becoming the cognitive bank. We are already partnering with them to plan the journey and charter the course
Neosurance is a mobile insurance solution that delivers personalized insurance coverage to customers on their mobile devices. It uses location and context to offer short-term, on-demand insurance policies. Neosurance's technology was developed by Neosperience, a leading mobile platform, and aims to close the protection gap by meeting customer needs anywhere. It has partnerships with communities and plans to offer its software development kit to insurers to boost their mobile cross-selling. Neosurance is seeking a 1 million euro investment to expand its use cases and partner with more insurers and communities globally.
A presentation given in Denmark, introducing cognitive computing, highlighting potential benefits and early use-cases in insurance with IBM Watson. The presentation included demos.
Link to youtube video of FlexRate Insurers self-service demo: https://www.youtube.com/watch?v=8xRN9RzpVBE&spfreload=10
Link to IBM Watson white paper on Cognitive Computing in Insurance:
The document provides a history and overview of Emirates airline from its founding in 1985 to present day operations. It discusses the airline's founding, key events and expansions over the decades. It outlines Emirates' current fleet size, destinations served, and goals for the future. The document also reviews Emirates' mission, vision, strategies, products and services offered across various classes. It provides financial reports on revenue, passengers and market share from 2008-2015. Finally, it performs outside analyses including PESTEL, Porter's Five Forces and McKinsey 7S framework to evaluate the external and internal environment.
While insuretech has become a major area of interest among VCs, we recognize that few investors in the space have comprehensive knowledge of the industry. To better understand the complexities and opportunities in the space, we have compiled the research report posted below. The report provides an overview of the auto, homeowners, life, and health insurance sectors. We hope you find the presentation insightful and welcome comments and questions.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
A sample marketing plan leisurely made for my internship portfolio. The company is Executive Decisions IMC Firm (EDIMCF), it is a below-the-line marketing firm based in the Philippines.
Digital marketing solution providers driving the future of marketingMerry D'souza
As digital marketing is fairly an emerging and digital marketing agencies aim to improve the “Digital Marketing Solution providers Driving the Future of Marketing!"As the business landscape is drastically changing, the companies are scrambling to exploit new opportunities.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
Joelle Edwards-Tonks is the Chief Sales and Marketing Officer at Sunlife, a renowned hotel group in Mauritius. With over 22 years of experience in the hospitality industry, she has successfully led marketing strategies and repositioned brands. At Sunlife, her focus is on establishing the brand and providing innovative strategies to enhance growth. She emphasizes the importance of diversifying markets, product offerings, and leveraging technology to improve the customer experience while maintaining a human touch. Her goal is for Sunlife to radiate the magic of Mauritius and be a leading hospitality group in the region and beyond.
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Gravity is a business consulting company with multi-platform execution capabilities across digital and technology. We operate in India, Europe, Middle East and Africa. We help build, sustain & grow profitable businesses. We don’t ask for briefs. We ask for your hardest growth challenges
Corporate brand building process by bhawani nandan prasad mba, iim calcuttaBhawani N Prasad
Corporate branding involves highlighting factors such as heritage, assets, capabilities, people skills, values, priorities, dominance, origin, and performance. It employs product branding techniques but also elevates the approach into the boardroom to manage stakeholder relations. A strong corporate branding strategy requires commitment from senior management. It is more than just changing logos and slogans - it is a serious undertaking involving multiple skills and activities. There are 10 crucial steps to a successful corporate branding strategy including having the CEO lead the work, involving stakeholders, empowering employees to be brand ambassadors, and regularly adjusting the strategy to stay relevant.
A study of marketing plan of dilato pen drivesProjects Kart
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2. SECTION 1 | COMPANY BACKGROUND
SECTION 2 | BRAND APPEARANCE
SECTION 3 | CORPORATE TYPOGRAPHY
SECTION 4 | CORPORATE COLOUR SYSTEM
SECTION 5 | CUSTOMIZED GRID SYSTEMS
SECTION 6 | LOGO PLACEMENT
SECTION 7 | CORPORATE IMAGE STYLE
SECTION 8 | STATIONERY AND MARKETING MATERIAL
SECTION 9 | DIGITAL
SECTION 10 | SUMMARY AND CONTACT
TABLE OF
CONTENTS
CORPORATE IDENTITY
3. COMPANY
BACKGROUND
Who are we | What we do
How Exponential contributes to the MMI DNA/Essence of Financial Wellness
The Exponential Brand Egg
Brand Vision
Brand DNA
Brand Values
Our Purpose
Our Mission
Our Personality
Our Structure
Our Stakeholders
01
4. WHO WE ARE
After identifying the risk of disruption facing MMI and the wider insurance industry, not only as a result of fundamental changes in consumer
behaviour and expectations, but also due to on-going technological advances and emerging business models that are dramatically reducing
barriers to entry by innovative new tech-driven players, MMI decided to proactively head off this threat and turn it into a powerful opportunity
for growth over the long term. Accordingly, a disruptive innovation capability, called Exponential, has been set up to respond and take
advantage of this opportunity. It is charged with scanning for and potentially investing in innovative young businesses that it believes will
enhance MMI’s relevance and competitive position over the medium to long-term.
Exponential is a strategic ‘defence’ arm of MMI set up to proactively respond to and take advantage of the threat that fundamental changes in
consumer behaviour hold, their growing expectations as well as to pre-empt on-going technological advances and emerging business models.
WHAT WE DO
Exponential is specifically interested in:
• Technology-based businesses, which when combined with MMI’s assets (e.g. brand, distribution, insurance skills), show meaningful
potential to rapidly generate exponential growth in revenue and profit for MMI (Scaler opportunities);
• Technology-based businesses that have the potential to deliver significant savings in expenses for MMI’s existing business (Optimiser
opportunities); and
• Identifying and developing brand new and disruptive ventures that reach new markets, meet new needs, leverage new business models
and show the potential to fundamentally disrupt the insurance market space as we know it over slightly longer time horizons (Venture
Developer opportunities).
Considered from the perspective of the entrepreneurs, which are often unaccustomed to dealing with large corporates such as MMI, Scaler and
Optimiser opportunities offer them the potential to accelerate and bring forward their own growth curves through a partnership engagement
that is actively steered by the Exponential team. The more effective activation, marshalling and alignment of MMI resources towards Scaler
/ Optimiser initiatives through Exponential’s expert involvement, significantly raises the likelihood of an effective engagement with MMI that
delivers on the expected results for both parties, something which has often proved elusive for young, entrepreneurial firms attempting to
partner with established corporates. In the case of the Venture Developer aspect, a key pillar of the Exponential strategy is the establishment of
corporate venture capital funds whose overarching objectives are to take a long-term view and identify, invest and grow highly innovative new
businesses that have the potential to disrupt the dominant insurance business model by leveraging new technologies and/or business models.
The significant value to entrepreneurs in the Venture Developer category therefore revolves around access to capital, access to dedicated early
stage business building capabilities and access to MMI’s significant resource of intellectual property and experience across the domains of
insurance, investments and healthcare.
Exponential Brand Guidelines
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5. HOW EXPONENTIAL CONTRIBUTES TO THE MMI
DNA/ESSENCE OF FINANCIAL WELLNESS
Futureproofing MMI, while leveraging new technologies and business models in pursuit of universal
Financial Wellness.
THE EXPONENTIAL BRAND EGG
The brand egg is the core of the brand, and the platform from which all brand communication originates.
It therefore forms the verbal identity for Exponential, which encompasses its vision, mission, values and
personality, which in its entirety shapes the messaging of the brand and gives it a unique, differentiated,
and identifiable voice.
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Agililty
Collaboration
Futuristic
Learning
Boldness
Integrity
Disruptive
innovation
capability
To create an exponential leap
towards client and business
financial wellness, through
disruptive innovations,
in collaboration with the
insuretech, healthtech,
fintech and welltech start-up
community and other business
partners.
6. BRAND VISION
To create an exponential leap towards client and business financial wellness, through disruptive
innovations, in collaboration with the Insuretech start-up community and other business partners.
BRAND DNA
Disruptive innovation capability
BRAND VALUES
Learning
Boldness
Integrity
Agililty
Collaboration
Futuristic
OUR PURPOSE
Scanning for, and potentially investing in, innovative young businesses that Exponential believes will
enhance MMI’s relevance and competitive position over the medium to long term.
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7. OUR MISSION
Futureproofing MMI, while leveraging new technologies and business models in pursuit of universal Financial
Wellness.
To rapidly generate exponential growth in revenue and profit for MMI through :
OUR PERSONALITY
We approach our interactions with the intent to learn/explore and collaborate with our partners. We have the
courage to go after what is right and not just what is easy. We firmly believe in the work that we do and engage
honestly with our stakeholders. We are a small team and our agility allows us to respond with the necessary
speed to changes in the environment. We have the foresight to meaningfully influence the future of the
industry, ultimately to help attain universal Financial Wellness.
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8. OUR STRUCTURE
Exponential is a wholly owned subsidiary of MMI Holdings.
We currently operate in the UK and SA.
OUR STAKEHOLDERS
1. MMI and its four client-facing brands, Momentum, Metropolitan, Guardrisk and Multiply.
2. Anthemis Group
3. Tax Tim
4. 4Di
5. Tshimologong
6. Insuretech, healthtech, fintech and so-called welltech.
BRAND APPEARANCE
The brand operates in the innovation arena, and needs to build and leverage strong brand assets
that will set it apart from others in this space. It’s interested in tech innovations in the holistic
wellness/insurance industry, and thus needs to feel “visionary & futuristic” but with a strong sense of
“groundedness”, brought by its holding company MMI Holdings. It’s sharp, techno, futuristic, “steely”,
multidimensional, fast, measured.
The way the brand shows up needs to appeal to entrepreneurs.
The activity of the brand will be mostly in the online and digital space.
The primary (yellow & grey) and secondary (red variant & steel blue variant) need to bring depth,
richness, creativity and dimension to the overall “square / cold” feel of the brand. Another brand
asset that needs to be developed and leveraged is the “X” in the logo; its application must also bring
dimension and interest. The arrow in the negative space on the "X" symbolises forward thinking and
innovation.
In creative layouts, the brand name "Exponential" is used. However, for PR pieces, the registered name of
the business "Exponential Ventures" should be used.
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9. Our logo is the key building block of our identity, the primary visual
element that identifies us. The signature is a combination of the
symbol itself and our company name – they have a fixed relationship
that should never be changed in any way.
BRAND APPEARANCE
The logo and icon
The device
Logo construction and clear space
Smaller primary logo application
Our one colour logo application
02
10. 1
2
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1) The logo
Consists of a powerful element evoking the culture
forward thinking business solution services and a
grey square background.
2) The X
The "X" is one of the brand assets that can be used
on its own to identify the brand, it can be stretched
over the page as a device. The negatice space
forms an arrow to show the future and progress.
BRAND ASSETS
THE LOGO
& ICON
It is important to keep the identity clear of any other graphic
elements. To regulate this, an exclusion zone has been established
around the corporate mark. This exclusion zone indicates the
closest any other graphic element or message can be positioned
in relation to the mark of the the symbol itself and our company
name – they have a fixed relationship that should never be
changed in any way.
Area of Isolation
LOGO CONSTRUCTION AND CLEARSPACE
11. 3
4
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3) The device
Consists of a powerful element evoking the culture
of forward thinking and this can be used at the
bottom of the page and it can also hold text and
the tagline "Innovation powered by MMI Holdings".
All company colours can be applied to this device.
4) The device (second application)
This can be used when there is no need for a lot of
copy on a page, you can fill most of the page with
this device and all company colours can be applied
to this device.
THE DEVICE
12. Exponential Brand Guidelines
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ONE COLOUR LOGO
APPLICATION
1 2
ONE TONAL LOGO REVERSED
1) Flat logo on background colour
can be used on fabric or coarse material such as
t-shirts, caps and flags.
Recommended formats are:
.eps | .ai | .png | .jpg | .tiff
Please note that the full colour Identity on white is the primary application of the Exponential Brand. The full colour
flat identity can be used when the production or printing process does not allow you to produce good enough
quality to print the gradients in the full colour tonal identity.
Please note that the single colour identity on white is the primary application of the Exponential Brand (where a
one colour identity is necessary). The single colour reversal is only to be used in select circumstances where the
primary application cannot be used.
ONE TONAL LOGO
FULL COLOUR & REVERSAL OF IDENTITY - FLAT
ONE COLOUR AND REVERSAL OF IDENTITY
1
1) One tonal logo
2) One tonal logo reversed
Attention:
The flat logo version on dark should be used sparingly
as the primary logo on white needs to be used wherever
possible, on all marketing material and collateral.
13. Typographic hierarchy is another form of visual hierarchy, a
sub-hierarchy in an overall design project. Typographic hierarchy
presents lettering so that the most important words are displayed
with the most impact so users can scan text for key information.
Typographic hierarchy creates contrast between elements. There
are a variety of ways you can create a sense of hierarchy. Here are
some of the most common techniques for Exponential.
THE CORPORATE
TYPOGRAPHY
Corporate font introduction
Digital and corporate font substitute
03
15. Exponential Brand Guidelines
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CONTEXT TEXT
AND INNER HEADLINES
HEADLINES AND
TYPOBREAKS
Caption text
Copy text
Headlines
copy text
Sublines
sections
EXPONENTIAL
-
Calibri Regular
6 pt Type / 9 pt Leading
EXPONENTIAL
-
Calibri Regular
8 pt Type / 11 pt Leading
EXPONENTIAL
-
Calibri Regular - Capital Letters
10pt Type / 10pt Leading
EXPONENTIAL
-
Calibri Bold - Capital Letters
16pt Type / 16pt Leading
EXPONENTIAL-
Calibri Bold - Capital Letters
34pt Type / 30 pt Leading
Big headlines
and title
TYPOGRAPHY AND TEXT
HIERARCHY
17. Colour plays an important role in the Exponential corporate
identity program. The colours below are recommendations for
various media. A palette of primary colours has been developed,
which comprise the Exponential colour scheme. Consistent use of
these colours will contribute to the cohesive and harmonious look
of the Exponential brand identity across all relevant media. Always
refer to these colour palettes and colour codes when using the
corporate colours to ensure consistency.
CORPORATE COLOUR
SYSTEM
THE PRIMARY COLOUR SYSTEM
AND COLOUR CODES
Primary colour system
Secondary colour system
04
18. Exponential Brand Guidelines
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PRIMARY COLOUR
60% BLACK
-
COLOUR CODES
CMYK : C0 M0 Y0 K60
Pantone : -
RGB : R135 G135 B135
Web : #878787
PRIMARY COLOUR
AMBER
-
COLOUR CODES
CMYK : C6 M36 Y100 K0
Pantone : 124C
RGB : R237 G170 B0
Web : #EDAA00
PRIMARY COLOUR SYSTEM
-
Usage:
Use them as the dominant colour
palette for all internal and external
visual presentations of the company.
Explanation:
Exponential has two official primary colours:
grey and amber. These colours have become a
recognisable identifier for the company.
COLOUR TONES COLOUR TONES
100 % 100 %60 % 60 %80 % 80 %40 % 40 %20 % 20 %
19. Exponential Brand Guidelines
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SECONDARY COLOUR
PASTEL RED
-
SECONDARY COLOUR
TURQUOISE
-
SECONDARY COLOUR SYSTEM
-
Usage:
Secondary colours should be used
primarily to showcase any and all
internal affairs. The secondary colour
palette is the key identifier between
the different internal departments. The colour
palette needs to be used as a distinguishing element
and not an accent element per se.
Explanation:
The secondary colours are complementary to our
official colours, but are not recognisable identifiers
for our company. Secondary colours should be used
sparingly (less than 10 % of the palette in one piece).
RGB : R195 G58 B50
Web : #C33A32
CMYK : C17 M91 Y89 K6
Pantone : 180C
RGB : R135 G170 B177
Web : #d89b2b
CMYK : C53 M23 Y29 K0
Pantone : 5493C
Tones
Tones
21. In graphic design, a grid is a structure made up of a
series of intersecting straight (vertical, horizontal,
and angular) or curved guide lines used to structure
content. The grid serves as an armature on which
a designer can organise graphic elements (images,
glyphs, paragraphs) in a rational, easy to absorb
manner. A grid can be used to organise graphic
elements in relation to a page, to other graphic
elements on the page, or relation to other parts of
the same graphic element or shape. A simple grid
has been created to control the sizing, proportions
and positioning of the Exponential identity and
visual language.
The height of the format is divided into
10 (y), and the width of the format is
divided into 4 (x). Please note the 10 (y)
4(x) grid is scalable and can be applied
to any format. The cell specific sizes
below are limited to the document size
specified and will change according to
the document size.
10y
29.7 mm
52.5 mm
21 mm
74.25 mm
10y
4x
52.5 mm
24.75 mm
10y
4x
10y
4x
Document size: A4 Portrait
Document size: A4 Landscape
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CUSTOMISED GRID
SYSTEMS
-
VARIOUS GRID SYSTEM
EXAMPLES
23. The height of the format is divided into 10 (y), and
the width of the format is divided into 4 (x). Please
note the 10 (y) 4(x) grid is scalable and can be
applied to any format.
LOGO PLACEMENT
-
VARIOUS GRID SYSTEM
EXAMPLES
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23 // 43
10y
29.7 mm
52.5 mm
21 mm
74.25 mm
10y
4x
52.5 mm
24.75 mm
10y
4x
10y
4x
Document size: A4 Portrait
Document size: A4 Landscape
24. Whenever there is co-branding needed in a document with any of our partners, the partner logo needs to
be 80% of the Exponential logo. This will ensure visual hierachy is achieved and the Exponential brand is
the focal point of the communication.
CO-BRANDING DISPLAY EXAMPLE
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24 // 43
10y
29.7 mm
52.5 mm
Document size: A4 Portrait
26. Exponential Brand Guidelines
26 // 43
CORPORATE IMAGE
-
Corporate images are responsible to transfer the values
of Exponential Ventures to our employees or our potential
customers. It is a composite psychological impression that
continually changes with the firm’s circumstances, media
coverage, performance, pronouncements, etc. Exponential
Ventures use various corporate images and should show the
evolution of technolgy.
EXPONENTIAL CORPORATE
IMAGE SYSTEM:
-
Requirements:
Futuristic
Clean look
Minimalistic look
Modern and casual corporate
High technology
Partnering/connecting
27. Exponential Brand Guidelines
27 // 43
Always choose images that will depict a futuristic feel or evolution
as this will bring out the values of the business. It is recommended
to use images that have a shade of one of the company colours.
EXPONENTIAL CORPORATE
IMAGE SYSTEM:
-
Requirements:
Futuristic
Clean look
Minimalistic look
Modern and casual corporate
High technology
Partnering/connecting
28. Stationery is a primary means of communication and it is essential
that every application be a consistent reflection of our corporate
identity. There is only one approved design format for all
corporate and business unit stationery, although there are slight
variations in size and content for different regions of the world.
This section illustrates approved layouts for standard SA business
stationery. It includes specifications for typography, colour,
printing method, paper stock and word processing stationery.
Brand management guidelines do not include invoices, bills of
lading, credit letters, business forms, checks, email tags or other
business processes.
STATIONERY AND
MARKETING MATERIAL
INTERNAL PAPER
STATIONERY
The company word documents and letterhead
Business cards
Email signature
Presentation cover and slides
Company folders
Brochure
08
29. Exponential ventures
The Rex Building, 62 Queen Street
EC4R 1EB,
London
Contact
Tel:
Email:
Website : www.exponentialventures.io
Exponential Brand Guidelines
29 // 43
THE COMPANY WORD DOCUMENTS AND
LETTERHEAD
Usage:
The Word documents and
letterhead will be used for all official
communication used to relay
messages to employees or clients.
Explanation:
This shows the approved layouts with the primary
elements of the Exponential stationery system for
the front of the of the Word documents .
Dimensions
297 x 210mm
A4
PARAMETER
30. Jaco Oosthuizen
Chief ExponenƟal Officer
ExponenƟal Ventures
The Rex Building, 62 Queen Street, London EC4R 1EB
T +44(0) 1172 805 120 M +44(0) 7841 861 794
E jaco.oosthuizen@exponenƟalventures.io
www.exponenƟalventures.io
Exponential Brand Guidelines
30 // 43
BUSINESS CARD
-
Explanation:
Business card with company font and devices at the
bottom of the design.
31. Jaco Oosthuizen
Chief Exponential Officer
Exponential Ventures
The Rex Building,62 Queen Street, London EC4R 1EB
T +44(0) 1172 805 120 M +44(0) 7841 861 794
E jaco.oosthuizen@exponentialventures.io
www.exponentialventures.io
Dan Smith
Managing Partner: Global Investments
ExponenƟal Ventures
The Rex Building,62 Queen Street, London EC4R 1EB
M +44(0) 7710 442 170
E dan.smith@exponenƟalventures.io
www.exponenƟalventures.io
EMAIL SIGNATURE
-
Explanation:
Email signature with company font and device at the
bottom of the design.
Exponential Brand Guidelines
31 // 43
32. Exponential Brand Guidelines
32 // 43
-
Usage:
Corporate presentations for internal and external
use.
PRESENTATION COVER AND SLIDES
SLIDE HEADING
33. Exponential Brand Guidelines
33 // 43
FOLDERS
-
Usage:
The folders will be used for all official
communication that is going out of the
company.
Explanation:
This shows the approved layouts with the primary
elements of the Exponential stationery system for
the folders.
35. POSTERS (FOR OFFICE USE)
-
Usage:
This layout will be used for all official
communication that is going out to
employees.
Explanation:
This shows the approved layouts with the primary
elements of the Exponential stationery system for
the creation of posters.
Exponential Brand Guidelines
35 // 43
36. A digital presence is essential given that we in an era where almost
everything is digital. Technology and most communication is
internet based so it is important for Exponential to have a very
strong digital presence through the mediums below.
DIGITAL
WEB ELEMENTS AND SOCIAL MEDIA
The emailer and newsletter
Web banners
Facebook and Twitter
09
37. Exponential Brand Guidelines
37 // 43
THE COMPANY EMAILER & NEWSLETTER
-
Usage:
This layout will be used for all official
communication that is going out to
employees or clients.
Explanation:
This shows the approved layouts with the primary
elements of the Exponential stationery system for
the creation of emailers and newsletters.
38. Exponential Brand Guidelines
38 // 43
-
Explanation:
The container stretches to the very right edge of
all portrait banners. The logo can either be placed
above or below the image.
WEB BANNERS
Usage:
Web banners are used on the web but
can be used on the Intranet.
39. Exponential Brand Guidelines
39 // 43
-
Explanation:
Generic Banners with no images and a portrait
banner with a different layout.
WEB BANNERS
Usage:
Web banners are used on the web but
can be used on the Intranet.
42. Address
Exponential Ventures
The Rex Building, 62 Queen Street
EC4R 1EB, London
268 West Avenue, Centurion, 0157,
PO Box 7400, Centurion, 0046
Phone & Fax
Phone:
Fax:
Online
Email: info@exponentialventures.io
Website: www.exponentialventures.io
www.mmiholdings.com
Exponential Brand Guidelines
42 // 43
A SHORT SUMMARY
A brand is a collection of symbols, experiences and associations that shape how others perceive a product, service, or
company. A logo alone, for example, is not a brand but simply a component of a brand. Similarly, websites, brochures,
events, and even people can also be representatives of a brand.
A strong brand is usually synonymous with trust in the hearts and minds of an organisation’s public. This trust can
be built over time through careful positioning of the brand at every touch point, or it can be tarnished in an instant
when an organisation fails to deliver on the expectations of its audiences. This brand trust can be reinforced through
stronger alignment of messaging and visual representation.
Every organisation has an identity. It articulates the corporate ethos, aims and values and presents a sense of
individuality that can help to differentiate the organisation within its competitive environment.
When well managed, a corporate identity can be a powerful means of integrating the many disciplines and activities
essential to an organisation’s success. It can also provide the visual cohesion necessary to ensure that all corporate
communications are coherent with each other and result in an image consistent with the organisation’s ethos and
character.