Presentation Brand Performance Management
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Brand Performance Management approach, Proof & Promise, Presentation at European Communication Summit, EACD, Brussels, June 2013
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Presentation Brand Performance Management
- 2. 2 2 Brand efficiency, -alignment and -improvement The New Normal Marc Cloosterman CEO VIM Group
- 3. 3 Brand efficiency, alignment and improvement 18 June 2013 Contents for today’s session Introduction Branded organisations perform better Managing the brand value chain Case in point: ŠKODA Evaluation instrument: Brand performance scan Summary
- 4. 4 Brand efficiency, alignment and improvement 18 June 2013 Introduction
- 5. 5 Brand efficiency, alignment and improvement 18 June 2013 Branded organisations perform better…
- 6. 6 Brand efficiency, alignment and improvement 18 June 2013 …and top brands outperform the market Source: MILLWARD BROWN BRANDZ Report
- 7. 7 Brand efficiency, alignment and improvement 18 June 2013 A brand makes the difference… In a market where continuously new channels and platforms are created, the essence is often lost in the communicative translation and the use of technology. Not (only) visual consistency… but brand consistency is the challenge!
- 8. 8 Brand efficiency, alignment and improvement 18 June 2013 SOURCE: MARTIN LINDSTROM COMPANY/MILLWARD BROWN And it does so multisensory, or 5D…
- 9. 9 Brand efficiency, alignment and improvement 18 June 2013 My question to you: If brand is regarded as a strategic asset… … why is it not managed as a value chain where all the subsequent steps taken are focused on improving its performance? … and why do most organisations put most effort in defining what the brand should stand for, and not in realising that promise (proof)?
- 10. 10 Brand efficiency, alignment and improvement 18 June 2013 IKEA 2005 IKEA wordle
- 11. 11 Brand efficiency, alignment and improvement 18 June 2013 IKEA 2012 2011/12 IKEA wordle
- 12. 12 Brand efficiency, alignment and improvement 18 June 2013 Bring strategic, creative and executional sides of brand(ing) together in a value chain and process! The idea: Use chain management principles
- 13. 13 Brand efficiency, alignment and improvement 18 June 2013 The Brand Life Cycle
- 14. 14 Brand efficiency, alignment and improvement 18 June 2013 The Brand Life Cycle Determine the positioning, and how it will be organised and planned by defining process and road map
- 15. 15 Brand efficiency, alignment and improvement 18 June 2013 The Brand Life Cycle Translate positioning into symbolism, communication and behavior (i.e. naming, brand hierarchy and identity)
- 16. 16 Brand efficiency, alignment and improvement 18 June 2013 The Brand Life Cycle Activate brand towards employees, customers, prospects and other stakeholder groups (i.e. delivering the brand promise)
- 17. 17 Brand efficiency, alignment and improvement 18 June 2013 The Brand Life Cycle Validate and evaluate brand promise delivery (i.e. proof); define and implement brand performance enhancements where required
- 18. 18 Brand efficiency, alignment and improvement 18 June 2013 A case in point
- 19. 19 Brand efficiency, alignment and improvement 18 June 2013 Case in point: DELETED FOR CONFIDENTIALITY REASONS
- 20. 20 Brand efficiency, alignment and improvement 18 June 2013 1:X for every Euro invested in strategy and creation, X Euros are on average needed for implementation The branding investment ratio…
- 21. 21 Brand efficiency, alignment and improvement 18 June 2013 :20 interesting of course is how this ’20’ will be financed and accounted for The branding investment ratio…
- 22. 22 Brand efficiency, alignment and improvement 18 June 2013 This is what you want to avoid… Some obvious examples
- 23. 23 Brand efficiency, alignment and improvement 18 June 2013 But brand promise and proof mismatch can be also more subtle… Promise: Just as mobile, online and watching TV but against extremely favourable pricing Proof: Four established advantages: •Fixed low price •Clear subscriptions •Always insight into your costs •Quality as it should be For duration of one year: from € 41 for € 37.50 per month Temporary free mechanic to the value of € 50
- 24. 24 24 So, how do we evaluate whether and how brand promise is delivered both internally and externally?
- 25. 25 Brand efficiency, alignment and improvement 18 June 2013 Going back to the Brand Life Cycle Brand Performance Scan
- 26. 26 Brand efficiency, alignment and improvement 18 June 2013 Measure to what extent a brand fulfils its promise both in its internal and external (brand) communication central de-central across channels & touchpoints through the organisaion Inside-out
- 27. 27 Brand efficiency, alignment and improvement 18 June 2013 How?: Using the Brand Performance Scan
- 28. 28 Brand efficiency, alignment and improvement 18 June 2013 How?: Using the Brand Performance Scan
- 29. 29 Brand efficiency, alignment and improvement 18 June 2013 How?: Using the Brand Performance Scan
- 30. 30 Brand efficiency, alignment and improvement 18 June 2013 Results of Brand Performance Scan: Road map to a strong(er) brand C onsul to be 2013 2014 2015 symbolismCommunication Behaviour User work sessions Training of individual target groups Review most important processes Measure progress Analysis brand touch points Redefinition proof points Analysis external Dashboard 1.0: provide insight in brand image / experience Integrate with, amongst others, social media Guidelines Marketing Communications on basis of redefined positioning Translation positioning to target groups Assess impact on people Communication and quick wins Adjust and secure Definition of quick wins Implement newly defined process Ongoing development brand identity Dashboard 2.0 Optimised Brand Management
- 32. 32 Brand efficiency, alignment and improvement 18 June 2013 The New Normal in brand management The increased number of channels and touch points have created the need for a more process driven approach to brand delivery Using value chain management principles – for managing your brand – will enhance company and brand performance Regularly evaluate how brand promise is met by brand proof, as a way to get around many internal processes
- 33. 33 33 Questions?
- 34. Thank you for your attention! marc.cloosterman@vim-group.com twitter mcloosterman
Editor's Notes
- It is a quality mark
- Refer to the books of Collins and Porras, Built to Last and Good to great
- Lindstrom ’s plea: The other senses represent an enormous underutilized potential, albeit not easy (difficult) to unleash that! Also, we’ve seen a tremendous increase of channels and touchpoints through the rise of digital as well This is no longer to be treated separately, but integrated
- If a brand is a strategic tool why don ’ t we manage it accordingly? Why is there a greater focus on the emotional, intrinsic values of the brand (e.g. creation, campaigns) than on strategic and business factors?
- Ultimately a successful implementation of the positioning should lead to a consistent and sustainable brand experience
- Define brand management process (thereby utilising Brand Life Cycle as starting point) Define brand transition scenario, including brand touch point priorities Determine impact of scenario in terms of time, budget and resources required Create implementation planning, including milestones Determine organisational structure to implement – and maintain – positioning, including internal resources, third parties, roles & responsibilities Risk analysis and management Define KPIs and dash board
- Establish identity elements and their feasibility Determine brand proof points and relevant customer journeys Define messaging, including ‘tone of voice’, for all media
- Create briefings for third parties / external partners Define, establish and manage internal and external communcations
- Ongoing, to keep your brand relevant
- Note: We’ve chosen the Skoda-one, since It’s actual It’s global
- All in all: car itself becomes less important as differentiator So brand experience AND delivery will be making the difference For automotive the 3D-experience/showroom, is key in this journey Product less differentiating in a mature market, branding and delivery of sercices are the main differentiators
- Some obvious examples
- Starting operations in the Dutch telecom industry in 1997, Telfort B.V, a subsidiary of KPN B.V, is a trusted brand in the Netherlands, with more than 14% market share and a reputation as a no-frills, low-cost mobile service provider. If you claim to have fixed low prices, why advertise using promotional discounts?
- So far the explanation on identifying the customer journey process for Skoda
- What we’re looking at is the process of matching brand proof across touchpoints, with its brand promise
- From inside to the outside Value chain management By means of Brand Performance Scan Measuring how brands deliver on their promise in both internal and external brand communication (i.e. symbolism, communication and behavior) Determine what (internal) factors affect these on the basis of which brand performance enhancements can be defined and implemented
- Review of brand positioning (why, how, what and promise): Why: What is the right of existence of the brand? What is the higher purpose and what is its believe and ideals? Is this goal inspiring? Is this set out in a corporate story? How: What is the personality of the brand? What are the (core and brand) values driving the brand? What is the style, the language, the attitude, the way of doing related to the brand? What are the characteristics of products / services? What makes these special? What: What forms the basis of the brand? What does the products / services portfolio look like? For whom are these products and services? What are their specific needs? Promise: What are the promises the brand makes to its stakeholders? Are these captured in a brand essence or brand promise? Are these translated into a tagline, slogan or pay-off? Review of brand principles: What does/should the positioning mean for products, services, symbolism, communication and behaviour? Review of brand ingredients (symbolism, communication and behaviour): Symbolism: To what extent is symbolism established for each of the senses (visual (seeing), auditory (hearing), kinesthetic (feeling), olfactory (smell), gustatory (taste))? To what extent are these aligned with the positioning as it was established? Subdivided into three kinds of brand touch points: print, digital and 3D/5D. Communication: To what extent is messaging and ‘ tone of voice ’ established for each of defined communications channel, including corporate, product, process, labour, marketing, etc.? Behaviour: To what extent are behaviour-related guidelines established for all employees? To what extent is defined from which values and personality one should operate?
- Exploring the customer journey by means of field research (online, by telephone or on-site) Experts assessment Target group analysis: Customers / clients-of-clients Internal stakeholders Partners / suppliers Consumer research (e.g. shopping experience) Actionable recommendations
- Interviewing of internal stakeholders (physically or by means of questionnaire) Experts assessment of brand management structure, organisation, processes and tooling Determine savings potential (cost, time) Actionable recommendations
- So far the explanation on identifying the customer journey process for Skoda