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Planning
- 1. BP One of the biggest companies in the world with over 100k employees The largest oil and natural gas producer in the US and UK The largest non-‐OPEC oil producer in the world BP approach which is the issue of convenient one-‐stop shop for peoples time-‐starved lives needs are met The design of the store is mode, energetic and has an inviting look and feel. Brand identity is less about products they sell and more about the relationship with the to provide the energy which make is possible for people all across the globe to have more choices, more opportunity and a better way of life, today and tomorrow BP want to be distinctive in terms of how they contribute towards the community by giving consumer a choice of clean fuels without lead, sulphur or benzene of solar panels New brand identity called Helios named after the Greek sun god The shape of the BP Helio resembles a burst of energy and alludes to a sunflower; both dynamic and green at the same time. Its interlocking parts represent the diversity of BPs people, products and services across the globe. However the symbol is only as meaningful as the company behind it requires input from all the team in management and leadership great products and services that are truly distinctive and different in a manner that is important and valued by consumers Progressive and profitable investors interests Alternative energy sources of business more efficient -‐ business archetype Beyond Petroleum public interest in a greener future Lesser evil of the oil companies offering green alternatives to competitors et me give you some tangible examples of what I mean when we talk about our brand and how it's changing the way people relate to an energy company. In Indonesia, we're working with the government to develop one of the largest natural gas fields in the world to deliver LNG to the cities along the Chinese coast, helping the country escape its dependence on coal. In Colombia we've worked for several years with the government, church and non-governmental organisations such as CARE International to simulate local economic development designed to broaden the local economy beyond oil and gas. In Angola we've worked with the Red Cross and the Norwegian People's Aid organisation on the issue of removing land minds. In Vietnam we've worked for 10 years with the save the Children Fund to develop a nutrition program that has been successfully replicated in 15 countries
- 2. As a forty-yearresident of Trinidad and Tobago and Egypt, BP has had the opportunity to participate in long-term economic and social progress that have fuelled 1993 1995 Hazardous substance dumping 2000 -‐ $200 million rebrand campaign ditch the old logo and new green/yellow happy logo. Started to pitch themselves as a green energy company, even though the primary revenue source (98%) was still derived from fossil fuels 2006 2007 Prudhoe Bay oil spill 2010 Gulf of Mexico oil spill disaster (11 people died, millions of barrels of spilled oil)
- 3. British Airways 1973- 1984 1984 - 1997 1997 - Present 80s -style bureaucracy into a profitable, respect and highly competitive corporation. Lengthy preparation to reposition the brand. - rang true. mid only 40% of its passengers were British, and numbers were falling. Revamped planes, removed the Union jack and replaced with logo. With international art on the nose of the planes. Plan scrapped in 1998.
- 4. 2007/8 brand refresh ready for T5 launch Culture did not fit vision, increase in rift between culture and vision Contradiction: cutting costs with staff but afford to rebrand 2008/9 Terminal 5 long lines of passengers, frustration, expectation 2008- 2010 Internal pay disputes. Cabin crews pay 5 day strike. 22 days over the year. 2010 snow/ash cloud/strikes Great advertising no promise strikes and poor customer service 2011 70 80k took to premier the ad Facebook for its first TV appearance 2011 Internal campaign 2012 refresh with an increase in investment in customer service and loyalty initiatives. 2012 International Suitcase race 2012 Olympic sponsors Invested millions over years to foster an image of efficient, warm and world class airline. All the work undone in a few months due to internal disputes, and poor customer service Increased competition of budget airlines cost effective on time Be aware of different stakeholder visions and wants Virgin young, cool, edgy, fresh BA historical, dependable, impeccable, style, class, taste Brands Honestly assess Culture (organisational behaviour) vision (strategy) Image (stakeholders) as they all interlink together Strong companies with a strong sense of purpose and shared values that clearly articulate a distinctive position. Brands conjured up images of lifestyle and status that were the ultimate symbols of achievement. Owning a Rolex, driving a Honda, smoking a Marlboro and drinking a Heineken associated people with groups they wanted to be part of. One element of brands which people are starting to consider more and more: what is happening inside the walls of the cooperation? In the past people who bought running
- 5. shoes never even knew where they were made; let alone how old the workforce was. ink much about human rights records in countries that hosted oil exploration. Information and digital age increasing and changing the way people share information. They are more interested which could possibly lead to more concerns. Birth of a new type of consumers who demand more from brands and the companies who produce them And now the two have no choice but to link, the brand must honestly reflect the tomer needs. Great honesty of the message (look at the banks for example). The days are over of investing the best product and you would be number 1. More focus on corporate responsibility Not just about writing cheques to charitable causes, but more about what a company Barclays themes: Responsibility everybody everywhere internally, customers and how will Barclays help? More thank banking The customer Premier branches Advertising In store