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We are an Interrelated team of consultants operating globally to help our clients achieve 'strength in Image and culture'. This presentation gives a simple overview of our offering.
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Chapter 2
The document discusses three key strategy-making tasks for companies:
1. Developing a strategic vision or mission that charts the company's long-term course and future direction. This includes defining the business, customers, and technologies.
2. Establishing specific financial and strategic objectives with quantifiable targets to be achieved by a certain deadline. This provides benchmarks for performance.
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The document discusses three key strategy-making tasks for companies:
1. Developing a strategic vision or mission that defines the company's future direction and goals. This provides guidance and motivation.
2. Establishing specific financial and strategic objectives to measure performance and progress. These include targets for revenue, market share, costs and other metrics.
3. Crafting a strategy to achieve the objectives through actions and resource allocation. Factors like customers, technology and markets shape the strategy.
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Around Your Company’s Custom...
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities
Around Your Company’s Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner — and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.
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We originally proposed the Radnor Bridge idea because The Richmond & Twickenham Times had released an artist impression of a bridge, which was a prominent and obtrusive design, to be located nearer to Marble Hill. This proposal was in direct line of site from Richmond Hill and didn’t offer anything to the community on the Twickenham side that wasn’t already available from the ferry service. We therefore felt at the time that this was an absurd suggestion. Hence we started our campaign - "Genesis of a Footbridge from a community perspective". We deliberately named our bridge #RadnorBridge from the outset to help solidify our belief that this is the best location for an effective and more strategic connection in the borough of Richmond Upon Thames. At this location we will succeed in connecting a far broader community base and offering a much needed addition to the local Active Travel infrastructure.
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Mark Wing (from Interrelated), together with Richard Woolf (from McDanielWoolf), prepared a paper all about their vision for Radnor Bridge. This is a personal project which has been going since 2010. In this paper Mark explains the why, where, what and how of Radnor Bridge. He was privileged to be invited to share this paper (in presentation format) with a worldwide community of bridge builders in July at Footbridge 2014.
Interrelated Intro
Interrelated is a branding management firm founded in 2010 that helps clients manage their brand relationships and transform their businesses. They focus on how a company's image, culture, and technology influence its reputation. Interrelated believes creativity can transform organizations and make them more successful. They help clients use creativity to drive branding management across employee behaviors, innovation, visual identity, and communications. Interrelated has helped brands in various industries strengthen their image and culture through branding.
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The document discusses creativity and innovation. It explores what creativity means, noting that it involves original thought and expression. Innovation is defined as inventing or applying new methods and ideas. Without creativity and innovation, the world would be quite different. What drives people and organizations to keep inventing and creating? Creativity informs planning, communication channels, and relationship intelligence, which drives innovation. Strategy, creativity, and change all drive innovation.
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Interrelated intro
- 1. 1 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 2. About Interrelated • A highly experienced team of strategic brand communication experts focused on strength in image and culture. • Why Interrelated? Because brands are about… – Many Interrelated parts – Many Interrelated competencies – Many Interrelated markets • The best team for your project – A network of experts working alongside businesses to co-engineer interrelated brand experiences. Follow us on Twitter @Interrel8ed 2 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 3. Our approach to brand management Relevance Recognition Recruitment Relationship Reputation Image & Culture Engagement Strategy Identity Implementation 3 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 4. We create strength through image Customer and Market insights Business insights and Propositions Brand Model Understanding the various relationships What are your existing customers saying about you Where will you sit in relation to the competition Be aware of market trends and how these shape the things you do Understanding the business opportunity What is required to be a standard bearer in the industry What ‘hard’ and ‘soft’ issues is the business needing to address What is your vision of the future and how are you planning to get there Communication Idea CommunicationBehaviour EnvironmentProduct/Service Recall Triggers Website 4 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 5. We create strength through culture As organisations struggle to build loyalty solely through their products, the human elements of service become a key differentiation. “The competition can copy our aircraft; they can copy our seats, they can copy our schedule, but they cannot copy our people.” Hamish Taylor, when he was Brands Director at British Airways. “No matter how smart you are, the future of your business is in the hands of your youngest, rawest recruits.” Lord Seiff - former chairman and CEO, Marks & Spencer plc. Differentiator Table-stake The service experience The product 5 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 6. We align brand behaviour inside out We believe that by aligning every aspect of your organisation to support your brand you will generate substantial demand-led growth Culture Climate Culture Capability Inconsistent Brand Experience Consistent Brand Experience Poor Customer Loyalty Strong Customer Loyalty Sub-optimal Profit performance Profit Maximisation BrandAlignmentBrandMis-alignment £ £ Value Destroyed Value Created 6 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 7. To ensure a successful project… Be strategic and plan Senior level buy-in and commitment to project Communicate regularly Project steering team established for regular updates 7 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10
- 8. Thank you 8 Credentials. Call 07867 800608 © Interrelated Ltd. 29/03/10