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Naming Architecture: A Blueprint for Portfolio Simplicity
This document discusses naming architecture and how it leads to portfolio simplicity. It provides examples of how naming architecture involves modeling a company's portfolio, establishing name selection criteria, developing naming frameworks, and creating internal guidance. The examples demonstrate how naming architecture was implemented at Aetna, Motorola, and Memorial Sloan Kettering Cancer Center to simplify their portfolios and reinforce their brands through more consistent naming.
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Naming Architecture: A Blueprint for Portfolio Simplicity
- 1. Naming architecture A blueprintfor portfolio simplicity June 23, 2015
- 2. The Simplicity Company Siegel+Galeis a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh brand strategies, stories and experiences. + Research + Strategy + Naming + Brand Architecture + Brand Communication + Design + Simplification* + Digital + Employee Engagement + Brand Activation New York • London • Shanghai • Los Angeles • Riyadh • San Francisco *Simplification is the strategic process of transforming communications and interactions into clear, useful, customer-focused experiences.
- 3. + improves margin +increases loyalty + drives stock performance Simplicity pays simplicityindex.com The GBSI is our yearly ranking of the world’s most simple brands as delivered through customer experiences.
- 4. Simple can beharder than complex. You have to work hard to get your thinking clean to make it simple. But once you get there, you can move mountains. Steve Jobs
- 5. What is naming architecture,and how does it lead to portfolio simplicity?
- 6. It’s how anentity organizes and guides the naming of its capabilities and offerings, so that customers and others can readily understand and navigate what’s being offered.
- 7. It may involve creatingsome new names But in fact, it generally involves reducing the number of proprietary names in a portfolio. It’s about creating consistent naming hierarchies and constructs rather than creating specific new names. < = >
- 8. It’s often referredto, but isn’t exactly the same as, brand architecture—which primarily deals with the role of a parent brand or masterbrand and secondary brands in a portfolio.
- 9. The new CVSHealth brand architecture is establishing the relationship of its four key businesses and their products to the parent
- 10. Business Units Corporate brand PharmacyAdvisor® Acquired sub-brands Specialty Connect™ Philanthropy Partnerships & joint ventures Sponsorships Internal FastStart® CustomCare® Programs UR/URPlus Pharmacy Mgmt. Health Savings Pass® Please note: the above is a representative sample of portfolio offerings, not a comprehensive current state map. Services, products, programs Business unit campaigns Cross-business unit offerings Personalized Weight Loss Program Stop smoking with Start to Stop™ CareTeam CarePlus™ myWeeklyAd myCVS On the Go Pharmacy Home™ myCVSPharmacy® CVS/pharmacy Health Savings Pass Extracare beautyclub ReadyFill® “Win with Health plans” But the naming architecture focuses on which types of names work best in the portfolio
- 11. This distinction isparticularly important in defining and scoping a branding assignment
- 12. Also, naming architecturemay be related to, but isn’t primarily about, corporate or visual identity
- 13. And lastly, it’snot about business organization… but it could impact how a business is structured going forward
- 14. Naming architecture typicallyis needed when: A new or combined entity— needs to communicate its capabilities and offerings. An existing entity— lacks naming conventions and procedures, or they have become inconsistent over time. A product/service portfolio— has become burdened with proprietary brand names, making it difficult to understand, complex to navigate and expensive to maintain.
- 15. The four elementsof naming architecture 1. Portfolio modeling 2. Name selection criteria 3. Naming frameworks 4. Internal guidance
- 16. 1. Portfolio modeling Map andanalyze the current portfolio names as a starting point. Develop alternative models for structuring the portfolio and decide where different types of product names fit.
- 17. 2. Name selection criteria Determinethe criteria for selecting the right types of names for the range of offerings within the portfolio. ™ ® SM
- 18. There basically are4 types of names Product names fall somewhere on a spectrum between generic and arbitrary. Generic Descriptive Suggestive Arbitrary Industry-standard terminology, usually the common or class name for the goods or services Real, recognizable words that describe a product’s function or form; explains what a product is or does Recognizable words that suggest a product’s attributes or benefits; evokes an attitude Something new; unusual or invented words that acquire meaning over time Mobile Phone Digital Video Recorder AT&T Wireless IBM Cloud Marketplace D&B Data Exchange Loan & Deposit Confirmations Sprint IBM Spectrum Storage SmartBook Intuit Navigator Verizon Segway Kodak Bluetooth
- 19. The right typeof name should balance strategic, communications and trademark considerations Can’t trademark Often longer names Requires less marketing support Less distinctive Strong trademark Often shorter names Requires greater marketing support More distinctive Generic Descriptive Suggestive Arbitrary Industry-standard terminology, usually the common or class name for the goods or services Real, recognizable words that describe a product’s function or form; explains what a product is or does Recognizable words that suggest a product’s attributes or benefits; evokes an attitude Something new; unusual or invented words that acquire meaning over time Mobile Phone Digital Video Recorder AT&T Wireless IBM Cloud Marketplace D&B Data Exchange Loan & Deposit Confirmations Sprint IBM Spectrum Storage SmartBook Intuit Navigator Verizon Segway Kodak Bluetooth
- 20. It gets harderand harder to find trademarks that balance clarity and distinctiveness
- 21. 3. Naming frameworks Develop logicaland consistent vertical hierarchies and horizontal constructs to put the parts of a name together for greater clarity and consistency.
- 22. Two parts toframeworks 1. The overall structure How do you define the different categories and levels? How are the products positioned in relation to each other? 1: Product suite Products that work together or are linked in a significant way Identifies a shared industry, audience, technology or platform 2: The product itself Individual methodologies, technologies, solutions and services Describes a function, result or benefit 3: Module to the product Core or optional component delivered through a product; it does not stand alone Describes a feature or functionality
- 23. Two parts toframeworks 2. Naming constructs • How do you order each product name based on the architecture? • What are the fixed and optional elements that work together? • How do you use the name in communications? For example:
- 24. 4. Internal guidance Develop internalgovernance procedures, decision trees, guidelines and other tools to aid decision-making and compliance. Do you need a new name? No you don’t No new name
- 25. Some case studies demonstrating typicalsituations and processes
- 26.
- 28. The challenge: It maynot be clear from our current naming architecture, but we do a lot more than sell health insurance policies.
- 29. Aetna’s challenges A changinghealthcare environment (globalization, retailization, digitization and cost containment) demanded a fresh look at our business and brand. Competitors were diversifying their businesses, expanding into new markets and placing an aggressive focus on consumers. Against this backdrop, Aetna’s position was becoming undifferentiated, and its brand strength was lagging.
- 30. Objectives Expand and clarifyAetna’s traditional insurance and financial capabilities with: • A range of offerings that focus on wellness programs and tools. • New offerings in the areas of medical intelligence and care optimization (including expanding accountable care solution capabilities)
- 31. The solution: Create anew naming architecture model for organizing and clearly representing our expanded capabilities and offerings.
- 32. Starting point: namecreation without a focus
- 33. We explored alternativeportfolio models Improve Health Protect Finances Insure Health Optimize Performance Health & Wellness Technology & Intelligence Plans & Benefits Consulting & Administration Motivation Inspiration Protection Optimization Healthier Living Financial Well-Being Accessible Health Care Intelligent Solutions
- 34. Criteria for selectingan Aetna model Business objectives Which best supports the new brand story? Work sessions and validation research Which best resonates with internal and external audiences? Regulatory restrictions Can’t overpromise
- 35. Selected model basedon criteria and research Improve Health Protect Finances Make Healthcare Accessible Optimize Performance Health & Wellness Technology & Intelligence Plans & Benefits Consulting & Administration Motivation Inspiration Protection Optimization Healthier Living Financial Well-Being Quality Health Plans & Benefits Intelligent Solutions
- 36. Organizing principles defined Healthier Living Financial Well-Being Quality HealthPlans & Benefits Intelligent Solutions Masterbrand Organizing Principle The plans and benefits you need to help safeguard your health The resources needed for individuals and communities to thrive The plans and benefits to ensure your family’s financial future The expertise you need to improve productivity and healthcare’s future
- 37. Part of anew brand story
- 38. Bringing the organizingprinciples to market
- 39. Benefits of portfoliomodeling for Aetna • Better understanding of Aetna’s broader capabilities and offerings • Stronger competitive positioning in a changing healthcare environment • Integration of subsidiaries, acquisitions and partnerships into a cohesive brand story
- 40.
- 42. The challenge: Our keybrands are getting obscured, our customers are getting confused and our resources are getting stretched.
- 43. The solution: Implement acompany-wide product name selection strategy for connecting the right type of name to the right offering.
- 44. Mobile Devices • C139 •MOTO RAZR U6 • MOTO Q • Talkabout FV 550A • Audex Cargo Jacket • M25 Digital Audio Player Networks and Enterprise • MOTOwi4 WiMAX • Canopy ODFM Point-to-Point • MOTOBRIDGE G1 WiAP 110 • MEA for Intelligent Transportation System Inconsistent naming complicated both consumer and business portfolios
- 45. And Moto wasgoing wild!!!
- 46. We mapped toprovide the blueprint for simplicity
- 47. Game-changing • Is thisa game-changing offer, upon which the success of Motorola depends? Powerful marketing support • Will it receive sustained marketing support over time? We established strict criteria for creating new proprietary names Substantial revenue potential • Does it represent substantial current or future revenues? Unique value proposition • Can any existing strategic sub-brand be used/extended to successfully position this
- 48. A decision treeprovided the way forward Generic Descriptive Suggestive Arbitrary Industry-standard terminology, usually the common or class name for the goods or services Real, recognizable words that describe a product’s function or form; explains what a product is or does Recognizable words that suggest a product’s attributes or benefits; evokes an attitude Something new; unusual or invented words that acquire meaning over time
- 49. NameQuest, an interactivetool, automated the decision tree
- 50. Benefits of nameselection criteria for Motorola • Focused marketing resources behind the company’s key brands • Restricted the use of unnecessary new brand names • Simplified use to encourage consistent implementation • Provided a consistent mind-set across the enterprise
- 51.
- 53. The challenge: We canown the leadership position in cancer care, research and education. But our naming practices don’t support “one MSK.”
- 54. The solution: Create astructure for naming our capabilities and services in a more consistent way that reinforces the Memorial Sloan Kettering brand.
- 55. Building blocks forconsistent naming constructs Formal Name Memorial Sloan Kettering Cancer Center Shorthand Memorial Sloan Kettering or MSK Donor Name Evelyn H. Lauder, Elmer and Mamdouha Bobst, John and Maxine Bendheim, Sidney Kimmel, Clair Tow, Mortimer B. Zuckerman Specialty/ Sub-specialty ―or― Type of Program/ Service Pediatric Prostate and Urological, Comparative Medicine, Cell Biology, Comparative Medicine and Pathology Outpatient, Infusion services, Disease management program, HOPP Capability Cancer Care, Research, Education Type of Facility Laboratory, Building, Pavilion Location Commack, Basking Ridge, Sleepy Hollow
- 56. We applied consistentframework definitions Hospital: Whenever possible, this term should be reserved for a main inpatient facility Memorial Hospital Center: Freestanding facility or facility within a building for patient care or research Bendheim Integrative Medicine Center; Zuckerman Research Center Pavilions, units: Areas within a building that may cover a specific disease state or area of excellence Rockefeller Outpatient Pavilion; Laura Rosenberg Pediatric Observation Unit
- 57. Naming frameworks forfacilities
- 58. Naming frameworks appliedto regional centers
- 59. Naming frameworks appliedto internal units
- 60. Benefits of nameselection criteria for MSK • Improved clarity and consistency in applying medical terminology • Improved navigation and signage
- 61. 4. Internal guidance Do youneed a new name? No you don’t No new name
- 63. The challenge: We striveto talk plainly, but our investment names are not always intuitive.
- 65. The solution: Create guidelinesand a governance process to support the internal organization.
- 72. Naming governance Submit a Trademark Searchand Request Form • Identify client need • Form product concept As part of the product development process • Determine unique attributes of this offer • Determine positioning Prepare positioning concept brief Present positioning brief to Advisory Committee Approved? Yes No Prepare for brainstorming session to develop name Note: If positioning research among clients is planned, it may be appropriate to include the name options in the research in order to ensure that the chosen name reinforces both the brand and offering positioning. Hold brainstorming session Finalize recommendation Present positioning brief with proposed name to Advisory committee No Secure legal rights, if required Consult Legal for trademark process Proceed with product development Yes Present 1 to 3 names to business and other stakeholders Get Legal sign-off Approved?
- 73. Does naming architecturesave money? • This is difficult to quantify, however, simplified internal processes and a reduction in the number of unnecessary trademarks should result in cost-savings over time.
- 74. Final takeaways • Intentis easy...follow through is hard • Senior level commitment is essential • Guidelines that are too rigid will fail • Does it save money? Hard to assess, but logically it must
- 75.
- 76. Thank you. @siegelgale Today’s presenters: JeffLapatine Strategy Director jlapatine@siegelgale.com Jessica Kirk, Vice President jkirk@siegelgale.com Related links: www.siegelgale.com