12 Step Program For Re-Branding a CompanyGrant Johnson
The 12-step document outlines a process for re-branding a company. It involves hiring a CMO, interviewing stakeholders, developing a 3-phase brand development process, auditing existing branding, understanding competitors, getting internal buy-in for changes, developing new positioning and graphics, reviewing brand architecture, and launching the new brand internally and externally before evolving it further.
The document provides guidelines for using GE's brand architecture and visual identity elements like the Monogram and tagline in B2B print advertising. It describes the proper uses, placements, and relationships between the brand architecture components, Monogram, and tagline lockup. The guidelines are intended to ensure GE's brand remains consistently expressed across print advertising applications.
Vans is an American shoe company founded in 1966 in California that originally produced shoes for skateboarders. While initially targeting skaters, Vans shoes now appeal to a wide audience aged 13-30 due to their variety of styles and affordability. Some of Vans' most popular shoe designs include slip-ons and their "Era" model. Vans competes with companies like Converse and Nike SB in the footwear market and differentiates itself through collaborations and customization options.
This document discusses the use of celebrity endorsements in brand promotion. It notes that brands pay celebrities to promote their products to take advantage of the celebrities' popularity and influence over consumers. An effective brand ambassador will have personality traits that align well with the brand and motivate customers to purchase products. The match between celebrity and brand is important for the endorsement to be successful at influencing customer decisions and increasing sales.
This document discusses branding strategies. It defines branding as identifying goods and services through a name, symbol or design. The key elements of a brand are listed as name, logo, graphics, colors, sounds, tastes and movements. Different branding strategies are outlined, including product branding, line branding, range branding, umbrella branding and double branding. Each strategy is explained with examples. Brand equity is defined as the value added to a product or service from its brand assets and liabilities like name awareness, brand associations, perceived quality and brand loyalty.
Nike dominates the global athletic footwear and apparel markets, holding approximately 31% of the footwear market share in 2007. While Nike faces competition from companies like Adidas and Puma, it maintains significant advantages through massive economies of scale, innovative technologies like Nike Air cushioning, and iconic athlete endorsements. However, Nike also faces challenges as a large corporation such as risks from disruptions to its IT systems and pressures to improve sustainability and reduce environmental impacts throughout its global supply chain. Overall, Nike has established itself as the clear market leader through a strategic focus on performance innovation, brand marketing, and organizational strengths.
With global economic slowdown looming, research shows many organisations are turning to mergers and acquisitions to achieve growth. Consequently, this creates a crucial inflection point for business and brand. It is one of those rare moments where brand rises to the top of the Executive agenda. The stakes are high, and failure to understand the role of brand in M&A is the most common reason for collapse.
Through real-life case studies, in this session we will share a unique approach from Ogilvy Consulting that answers the critical brand and naming questions, and how our approach can impact the long-term ability for an organisation to achieve its objectives.
Brand Building 101: How to build a brand from scratchMucca
This document summarizes the branding process for a new grocery store called Brooklyn Fare. It discusses conducting research on the target market and competitors. A brand positioning statement was created focusing on serving the diverse Brooklyn community with reasonably priced fresh foods and personal service. Various name options were considered before selecting Brooklyn Fare. The branding identity was developed including a custom typeface, logotype, and color palette. Signage, catering, and an email program brought the brand's personal service to life. Key learnings emphasized the importance of authenticity, testing assumptions, and leading with strategy while obsessing over design.
12 Step Program For Re-Branding a CompanyGrant Johnson
The 12-step document outlines a process for re-branding a company. It involves hiring a CMO, interviewing stakeholders, developing a 3-phase brand development process, auditing existing branding, understanding competitors, getting internal buy-in for changes, developing new positioning and graphics, reviewing brand architecture, and launching the new brand internally and externally before evolving it further.
The document provides guidelines for using GE's brand architecture and visual identity elements like the Monogram and tagline in B2B print advertising. It describes the proper uses, placements, and relationships between the brand architecture components, Monogram, and tagline lockup. The guidelines are intended to ensure GE's brand remains consistently expressed across print advertising applications.
Vans is an American shoe company founded in 1966 in California that originally produced shoes for skateboarders. While initially targeting skaters, Vans shoes now appeal to a wide audience aged 13-30 due to their variety of styles and affordability. Some of Vans' most popular shoe designs include slip-ons and their "Era" model. Vans competes with companies like Converse and Nike SB in the footwear market and differentiates itself through collaborations and customization options.
This document discusses the use of celebrity endorsements in brand promotion. It notes that brands pay celebrities to promote their products to take advantage of the celebrities' popularity and influence over consumers. An effective brand ambassador will have personality traits that align well with the brand and motivate customers to purchase products. The match between celebrity and brand is important for the endorsement to be successful at influencing customer decisions and increasing sales.
This document discusses branding strategies. It defines branding as identifying goods and services through a name, symbol or design. The key elements of a brand are listed as name, logo, graphics, colors, sounds, tastes and movements. Different branding strategies are outlined, including product branding, line branding, range branding, umbrella branding and double branding. Each strategy is explained with examples. Brand equity is defined as the value added to a product or service from its brand assets and liabilities like name awareness, brand associations, perceived quality and brand loyalty.
Nike dominates the global athletic footwear and apparel markets, holding approximately 31% of the footwear market share in 2007. While Nike faces competition from companies like Adidas and Puma, it maintains significant advantages through massive economies of scale, innovative technologies like Nike Air cushioning, and iconic athlete endorsements. However, Nike also faces challenges as a large corporation such as risks from disruptions to its IT systems and pressures to improve sustainability and reduce environmental impacts throughout its global supply chain. Overall, Nike has established itself as the clear market leader through a strategic focus on performance innovation, brand marketing, and organizational strengths.
With global economic slowdown looming, research shows many organisations are turning to mergers and acquisitions to achieve growth. Consequently, this creates a crucial inflection point for business and brand. It is one of those rare moments where brand rises to the top of the Executive agenda. The stakes are high, and failure to understand the role of brand in M&A is the most common reason for collapse.
Through real-life case studies, in this session we will share a unique approach from Ogilvy Consulting that answers the critical brand and naming questions, and how our approach can impact the long-term ability for an organisation to achieve its objectives.
Brand Building 101: How to build a brand from scratchMucca
This document summarizes the branding process for a new grocery store called Brooklyn Fare. It discusses conducting research on the target market and competitors. A brand positioning statement was created focusing on serving the diverse Brooklyn community with reasonably priced fresh foods and personal service. Various name options were considered before selecting Brooklyn Fare. The branding identity was developed including a custom typeface, logotype, and color palette. Signage, catering, and an email program brought the brand's personal service to life. Key learnings emphasized the importance of authenticity, testing assumptions, and leading with strategy while obsessing over design.
Branding Design Process PowerPoint Presentation Slides SlideTeam
Advertise your brand using content ready Branding Design Process PowerPoint Presentation Slides. Enlighten your stakeholders about your brand with the help of branding design process PPT presentation. Showcase brand’s strength, values, fundamentals, its offerings such as products or services by incorporating brand communication tools PowerPoint slideshow. SlideTeam presents you a complete presentation on professionally designed brand designing process which covers every aspect of the topic. It includes various topics like brand product/ service, brand vision, brand architecture, brand elements, brand execution roadmap and so much more to help you influence new customers. In case, you are looking to reposition your brand, then also this deck on brand communication strategy is useful for you. It will help you establish your brand position in the market. It has professionally designed templates on brand repositioning and brand budgeting to help you exhibit your product in the market with ease. Download this ready-to-use branding design process presentation to create an influential brand image in the market. Generate high expectations with our Branding Design Process PowerPoint Presentation Slides. Build a credible image of a better future.
The document outlines a brand communications plan for 2009. It discusses evolving core messaging to emphasize the brand's "Uncommon Values" and how they benefit partners. It aims to 1) Evolve messaging to translate values in today's market through "True Stories", 2) Support distributors with marketing tools to increase sales, and 3) Expand partnerships using current partners' success tools. Tactics include interactive and print ads, trade show presence, public relations efforts, and providing distributors flexible collateral and showroom support tools.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
The document discusses branding and brand management. It defines what a brand is, how it differs from a product, and the roles and benefits of branding for consumers and firms. Branding can apply to both physical goods and services. Strong brands are market leaders for decades but all brands are vulnerable to poor management. The strategic brand management process involves identifying brand plans, developing marketing programs, measuring performance, and growing equity over time.
The document provides an overview of ambush marketing as a creative marketing strategy. It discusses how ambush marketing works by having one company directly attack its rival through advertisements or by associating with the rival's events. The document then outlines the objectives and scope of the research project, which is to study the after effects of ambush marketing on consumer behavior. It analyzes examples of ambush advertisements between brands in various industries and studies customers' buying processes. The summary also notes limitations of the report in its sample size and focus on brand wars through advertisements only.
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
The document provides a template and instructions for defining a brand's key attributes including:
1. The target audience described as an adjective, adjective segment (e.g. restless, go-getters).
2. The current and desired behaviors of the target audience and what fuels those behaviors culturally.
3. The brand's purpose and conviction stated as "We believe that..." and "We exist to/for...". Users are prompted to fill in examples for a brand of their choice.
Brand Management (strategic Brand Management) is a course designed for marketing students. This also includes small assignments, and class work for students.
Kellogg's marketing strategy and marketing plans ppt @ mbabecdomsBabasab Patil
Kellogg's is the global leader in cereal and convenience foods. It aims to provide nutritious, high-quality products and grow its business through innovation, strengthening key markets, cost reductions, and global expansion. In the cereal industry, Kellogg's faces competition from General Mills and other major players, and threats from private label brands and price competition. Kellogg's Cocoa Krispies cereal targets children ages 8-11 and aims to strengthen its market position through mass advertising, promotions, and colorful packaging that appeals to kids.
Strategic Management in a Global Context: Under ArmourRonantonnoel
Under Armour operates in the competitive performance apparel industry. It focuses on design, marketing, and product innovation while outsourcing manufacturing. Strengths include its powerful brand and superior product performance. Weaknesses include reliance on key leaders and limited protection of fabrics and designs. Continued innovation will be needed to maintain advantages. However, growth may require entering new markets like overseas and women which it currently lacks capabilities for. Acquisition may allow expanding into these markets while maintaining the brand.
Reebok was founded in England in 1895 and renamed in 1958. It was purchased by Paul Fireman in 1979 who later bought the parent company in 1984. Reebok creates sports products and focuses on fitness and training through its R&D department. It has a diverse product line including shoes, apparel, equipment and health items. Reebok uses marketing strategies like promotion, pricing and place to target its athletic customers.
How to write your annual Brand Plan so that everyone in your organization can...Beloved Brands Inc.
Have you ever noticed that people who say, “We need to get everyone on the same page” rarely have anything written down on ONE page? People use the term “fewer bigger bets” all the time, yet these same people seem to be fans of those small little projects that deplete resources. People say they are good decision-makers, yet struggle when facing strategic choices, so they try to justify doing both options. A well-written Brand Plan should force your hand in how to allocate your brand’s limited resources to drive the highest return. We believe that a Brand Plan should be on one page!
The document discusses best practices for building and maintaining strong brands. It recommends understanding customers' real desires and perceived value, appealing to customers' imagery and feelings about the brand, setting prices based on quality and consumer value, positioning the brand differently than competitors, maintaining consistency while allowing for change, coordinating sub-brands under an umbrella brand, connecting all marketing activities, understanding what the brand means to consumers, uniquely supporting the brand, and monitoring brand equity through audits and reports. The author is Ankita Derasaria from MICA EDC 09.
HRX: Brand Analysis And Competitive ResearchTAPAN DESAI
HRX is a fitness brand founded in 2013 by actor Hrithik Roshan. It sells apparel, accessories, eyewear, and footwear aimed at helping people achieve their fitness goals. HRX joined forces with Myntra.com for online sales. On social media, HRX posts photos and videos of Hrithik promoting the brand on platforms like Instagram, Facebook, YouTube and Twitter to engage its target audience of fitness enthusiasts. Key competitors in the fitness fashion space include Wrogn, co-created by Virat Kohli, and global giant Nike. Recommendations to improve HRX's online presence and sales include increasing post frequency, engaging more influencers, creating strategic campaigns, and
“A ‘brand’ is not a thing, a product, a company or an organization. A brand does not exist in the physical world – it is a mental construct. A brand can best be described as the sum total of all human experiences, perceptions and feelings about a particular thing, product or organization. Brands exist in the consciousness – of individuals and of the public.” – James R. Gregory, “Leveraging the Corporate Brand”
Adidas has been extending its brand over the years in India. The sportswear market in India has grown significantly from 2010 to 2014 and is expected to continue growing. Adidas has a 10% market share in India and has grown its market share by 15% from 2009 to 2014. Adidas targets all age groups for sportswear and positions itself as providing performance, quality sportswear. It analyzes competitors like Nike and uses marketing strategies like promotions and placements to build its brand equity in India.
The document discusses Kingfisher beer, the leading beer brand in India owned by United Breweries. It provides details on the history and growth of the company, its portfolio of brands and businesses, market share and strategies. Kingfisher has the largest market share in India and is sold in over 52 countries. The document also analyzes the beer industry using Porter's Five Forces model and discusses Kingfisher's segmentation, targeting, positioning and SWOT analysis.
Nike's growth strategy is based on sponsoring athletes and sports teams to increase brand awareness and positioning. It is the largest sponsor of athletes worldwide and partners with influential athletes to represent values like emotion and allegiance. Nike maintains a long-term marketing strategy focused on key sports to leverage the pyramid of influence, where top athletes influence product choices of others. In 2017, Nike achieved $34.35 billion in revenues and $1.53 billion in profits, with a 31% market share. The brand promotes messages of engagement through controversial athlete sponsors to strengthen brand equity and loyalty.
The document discusses how brands can transform human behavior by having a clear conviction and purpose. It advocates that brands should put a meaningful human purpose at their core, not just promises or benefits. Purpose-driven brands with a strong conviction about why they exist can attract "believers" rather than just consumers. The document analyzes case studies of brands that have successfully adopted this approach and seen marketplace benefits like increased affinity, loyalty, and social media engagement. It encourages brands to define who they are and what they stand for in the world.
This document provides an introduction to design thinking and the design thinking process. It outlines a workshop where participants will work through steps to gain empathy for a user, define problems, ideate solutions, prototype ideas, and get feedback in order to redefine problems and iterate on solutions. The goal is for participants to design something useful and meaningful for a partner by following the design thinking process of empathy, defining problems based on user needs, ideating solutions, prototyping, and getting feedback to improve designs.
Marketers have access to a plethora of data. But data alone isn’t enough. The challenge is making that data understandable, and more importantly, actionable.
With help from our marketing automation partner Eloqua, we’ve compiled 20 charts with some of the most relevant data for modern marketers. From social media to email, landing pages to webinars, these charts can help turn raw numbers into real insight.
Branding Design Process PowerPoint Presentation Slides SlideTeam
Advertise your brand using content ready Branding Design Process PowerPoint Presentation Slides. Enlighten your stakeholders about your brand with the help of branding design process PPT presentation. Showcase brand’s strength, values, fundamentals, its offerings such as products or services by incorporating brand communication tools PowerPoint slideshow. SlideTeam presents you a complete presentation on professionally designed brand designing process which covers every aspect of the topic. It includes various topics like brand product/ service, brand vision, brand architecture, brand elements, brand execution roadmap and so much more to help you influence new customers. In case, you are looking to reposition your brand, then also this deck on brand communication strategy is useful for you. It will help you establish your brand position in the market. It has professionally designed templates on brand repositioning and brand budgeting to help you exhibit your product in the market with ease. Download this ready-to-use branding design process presentation to create an influential brand image in the market. Generate high expectations with our Branding Design Process PowerPoint Presentation Slides. Build a credible image of a better future.
The document outlines a brand communications plan for 2009. It discusses evolving core messaging to emphasize the brand's "Uncommon Values" and how they benefit partners. It aims to 1) Evolve messaging to translate values in today's market through "True Stories", 2) Support distributors with marketing tools to increase sales, and 3) Expand partnerships using current partners' success tools. Tactics include interactive and print ads, trade show presence, public relations efforts, and providing distributors flexible collateral and showroom support tools.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
The document discusses branding and brand management. It defines what a brand is, how it differs from a product, and the roles and benefits of branding for consumers and firms. Branding can apply to both physical goods and services. Strong brands are market leaders for decades but all brands are vulnerable to poor management. The strategic brand management process involves identifying brand plans, developing marketing programs, measuring performance, and growing equity over time.
The document provides an overview of ambush marketing as a creative marketing strategy. It discusses how ambush marketing works by having one company directly attack its rival through advertisements or by associating with the rival's events. The document then outlines the objectives and scope of the research project, which is to study the after effects of ambush marketing on consumer behavior. It analyzes examples of ambush advertisements between brands in various industries and studies customers' buying processes. The summary also notes limitations of the report in its sample size and focus on brand wars through advertisements only.
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
The document provides a template and instructions for defining a brand's key attributes including:
1. The target audience described as an adjective, adjective segment (e.g. restless, go-getters).
2. The current and desired behaviors of the target audience and what fuels those behaviors culturally.
3. The brand's purpose and conviction stated as "We believe that..." and "We exist to/for...". Users are prompted to fill in examples for a brand of their choice.
Brand Management (strategic Brand Management) is a course designed for marketing students. This also includes small assignments, and class work for students.
Kellogg's marketing strategy and marketing plans ppt @ mbabecdomsBabasab Patil
Kellogg's is the global leader in cereal and convenience foods. It aims to provide nutritious, high-quality products and grow its business through innovation, strengthening key markets, cost reductions, and global expansion. In the cereal industry, Kellogg's faces competition from General Mills and other major players, and threats from private label brands and price competition. Kellogg's Cocoa Krispies cereal targets children ages 8-11 and aims to strengthen its market position through mass advertising, promotions, and colorful packaging that appeals to kids.
Strategic Management in a Global Context: Under ArmourRonantonnoel
Under Armour operates in the competitive performance apparel industry. It focuses on design, marketing, and product innovation while outsourcing manufacturing. Strengths include its powerful brand and superior product performance. Weaknesses include reliance on key leaders and limited protection of fabrics and designs. Continued innovation will be needed to maintain advantages. However, growth may require entering new markets like overseas and women which it currently lacks capabilities for. Acquisition may allow expanding into these markets while maintaining the brand.
Reebok was founded in England in 1895 and renamed in 1958. It was purchased by Paul Fireman in 1979 who later bought the parent company in 1984. Reebok creates sports products and focuses on fitness and training through its R&D department. It has a diverse product line including shoes, apparel, equipment and health items. Reebok uses marketing strategies like promotion, pricing and place to target its athletic customers.
How to write your annual Brand Plan so that everyone in your organization can...Beloved Brands Inc.
Have you ever noticed that people who say, “We need to get everyone on the same page” rarely have anything written down on ONE page? People use the term “fewer bigger bets” all the time, yet these same people seem to be fans of those small little projects that deplete resources. People say they are good decision-makers, yet struggle when facing strategic choices, so they try to justify doing both options. A well-written Brand Plan should force your hand in how to allocate your brand’s limited resources to drive the highest return. We believe that a Brand Plan should be on one page!
The document discusses best practices for building and maintaining strong brands. It recommends understanding customers' real desires and perceived value, appealing to customers' imagery and feelings about the brand, setting prices based on quality and consumer value, positioning the brand differently than competitors, maintaining consistency while allowing for change, coordinating sub-brands under an umbrella brand, connecting all marketing activities, understanding what the brand means to consumers, uniquely supporting the brand, and monitoring brand equity through audits and reports. The author is Ankita Derasaria from MICA EDC 09.
HRX: Brand Analysis And Competitive ResearchTAPAN DESAI
HRX is a fitness brand founded in 2013 by actor Hrithik Roshan. It sells apparel, accessories, eyewear, and footwear aimed at helping people achieve their fitness goals. HRX joined forces with Myntra.com for online sales. On social media, HRX posts photos and videos of Hrithik promoting the brand on platforms like Instagram, Facebook, YouTube and Twitter to engage its target audience of fitness enthusiasts. Key competitors in the fitness fashion space include Wrogn, co-created by Virat Kohli, and global giant Nike. Recommendations to improve HRX's online presence and sales include increasing post frequency, engaging more influencers, creating strategic campaigns, and
“A ‘brand’ is not a thing, a product, a company or an organization. A brand does not exist in the physical world – it is a mental construct. A brand can best be described as the sum total of all human experiences, perceptions and feelings about a particular thing, product or organization. Brands exist in the consciousness – of individuals and of the public.” – James R. Gregory, “Leveraging the Corporate Brand”
Adidas has been extending its brand over the years in India. The sportswear market in India has grown significantly from 2010 to 2014 and is expected to continue growing. Adidas has a 10% market share in India and has grown its market share by 15% from 2009 to 2014. Adidas targets all age groups for sportswear and positions itself as providing performance, quality sportswear. It analyzes competitors like Nike and uses marketing strategies like promotions and placements to build its brand equity in India.
The document discusses Kingfisher beer, the leading beer brand in India owned by United Breweries. It provides details on the history and growth of the company, its portfolio of brands and businesses, market share and strategies. Kingfisher has the largest market share in India and is sold in over 52 countries. The document also analyzes the beer industry using Porter's Five Forces model and discusses Kingfisher's segmentation, targeting, positioning and SWOT analysis.
Nike's growth strategy is based on sponsoring athletes and sports teams to increase brand awareness and positioning. It is the largest sponsor of athletes worldwide and partners with influential athletes to represent values like emotion and allegiance. Nike maintains a long-term marketing strategy focused on key sports to leverage the pyramid of influence, where top athletes influence product choices of others. In 2017, Nike achieved $34.35 billion in revenues and $1.53 billion in profits, with a 31% market share. The brand promotes messages of engagement through controversial athlete sponsors to strengthen brand equity and loyalty.
The document discusses how brands can transform human behavior by having a clear conviction and purpose. It advocates that brands should put a meaningful human purpose at their core, not just promises or benefits. Purpose-driven brands with a strong conviction about why they exist can attract "believers" rather than just consumers. The document analyzes case studies of brands that have successfully adopted this approach and seen marketplace benefits like increased affinity, loyalty, and social media engagement. It encourages brands to define who they are and what they stand for in the world.
This document provides an introduction to design thinking and the design thinking process. It outlines a workshop where participants will work through steps to gain empathy for a user, define problems, ideate solutions, prototype ideas, and get feedback in order to redefine problems and iterate on solutions. The goal is for participants to design something useful and meaningful for a partner by following the design thinking process of empathy, defining problems based on user needs, ideating solutions, prototyping, and getting feedback to improve designs.
Marketers have access to a plethora of data. But data alone isn’t enough. The challenge is making that data understandable, and more importantly, actionable.
With help from our marketing automation partner Eloqua, we’ve compiled 20 charts with some of the most relevant data for modern marketers. From social media to email, landing pages to webinars, these charts can help turn raw numbers into real insight.
Referral Program Lead Generation Proposal TemplateJoey Barker
http://get.unfunnel.com/lead-generation-proposal-template
This is a very “polished” new business sales template where 75% is an overview of your agile business model and 25% a teaser about the project, your approach and ballpark pricing.
Many RFPs are long-shots but if you can respond quick with a low amount of effort – it could pay off.
The goal here is to stay very high level, impress with integrity without having to do a lot of work.
75% overview of your agile business model
25% a teaser about the project / referral program, your approach and ballpark pricing
Stay very high level, impress with integrity and avoid having to do a lot of work
The document discusses a proposal from JABIT Digital Designs & Ideas to rebrand the logo for HopeStreet. It outlines the benefits of rebranding, provides examples of successful rebrands, and proposes a timeline and process for HopeStreet's logo rebrand that includes gathering requirements, providing initial concepts, incorporating client feedback through revisions, and delivering the final files.
The document outlines six steps for rebranding a company: 1) think about the current brand's strengths, weaknesses, and goals for updating it; 2) conduct brand audits of customer and employee perspectives; 3) define the business reasons for rebranding; 4) use research and surveys to understand current customer and employee views of the brand; 5) determine the brand's position in the market and its unique values; and 6) create a brand building plan to roll out the new identity internally and externally.
This is a presentation that I gave to a USF Masters of Business Administration class on Brand Planning for Clients. My hope was to share some thoughts with the future generation of clients on planning, positioning, relevance and new product development.
The document discusses the rebranding of the Godrej brand in India. Some key points:
- Godrej is an over 100 year old Indian conglomerate originally focused on locks but now diversified into many sectors.
- In 2008, Godrej conducted a brand valuation exercise and realized it needed to update its positioning to appeal more to modern youth. This led to a rebranding effort, including launching a new colorful logo.
- The rebranding was led by international consulting firm Interbrand and aimed to represent growth, innovation, and dynamism through the new visual identity.
- Adi Godrej, chairman of Godrej, said the new branding aimed to showcase they stand for more
Workshop for Brand Leaders to provide an overall planning process including business review, key issues, positioning and creating the annual Brand Plan
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Software partner recruitment for grown upsDonagh Kiernan
Slides for the webinar: Software partner recruitment for grown ups
In this webinar we share insights from the hard lessons we've learned that have shaped our approach to Partner Recruitment.
Tenego developed this webinar to help companies seeking to understand the main points on using partner recruitment to support growth and expansion. We will share 5 main points in our methodology to successfully implement a partner recruitment program.
Interested in learning more about Partner Recruitment and the Tenego methodology?
Want to understand the big blocks of Partner Recruitment to help setup your program?
business development & growth workshop for startups
we will talk about
1: what is business development?
2:business development management
3: Business Development tools & strategies
4: Deal structure "in 7 steps"
Reddico's OKRs Presentation – Goals, Objectives and structureLuke Kyte
The document outlines Reddico's objectives, goals, annual targets, assets, and OKRs. It provides an overview of OKRs and their structure at Reddico, including aligning personal goals with company goals. Reddico's OKRs are designed to improve transparency and collaboration. The document then details Reddico's top-level structure for OKRs, including the company roadmap, annual goals, core assets of brand and product, and business values. It provides examples of individual and departmental OKRs across various teams, focusing on metrics like budget increases, efficiency gains, and opportunities to improve Reddico.
Index of useful facts and figures
Recruiting leaders often call the shots with
employer brand – 61% either own it outright or
co-own it with another function like marketing.3
No matter where the buck stops, we’ve found
companies with strong talent brands have
these three things going for them: buy-in
from the C-suite, data to support their case,
and strong cross-functional teamwork.
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data, and bringing partners to the table. Step 2 is to listen and learn by auditing existing materials, planning research among key audiences, and putting findings together. Step 3 is to craft your approach by being real, personal, brave, consistent, and setting goals.
The document provides a 5-step playbook for crafting a highly social talent brand. The first step is to get buy-in from executives by starting at the top, arming yourself with data, and bringing partners to the table. The second step is to listen and learn by auditing existing materials, planning research among key audiences, and putting the findings together. The third step is to craft the approach by being real, personal, brave, consistent, and setting goals. The playbook then provides steps to promote and engage talent as well as measure and adjust the talent brand approach.
The document provides a 5-step playbook for crafting a highly social talent brand. The first step is to get buy-in from executives by starting at the top, arming yourself with data, and bringing partners to the table. The second step is to listen and learn by auditing existing materials, planning research among key audiences, and putting the findings together. The third step is to craft the approach by being real, personal, brave, consistent, and setting goals. The playbook then provides steps to promote and engage talent as well as measure and adjust the talent brand approach.
The document provides a 5-step playbook for crafting a highly social talent brand. The first step is to get buy-in from executives by starting at the top, arming yourself with data, and bringing partners to the table. The second step is to listen and learn by auditing existing materials, planning research among key audiences, and putting the findings together. The third step is to craft the approach by being real, personal, brave, consistent, and setting goals. The playbook then provides steps to promote and engage talent as well as measure and adjust the talent brand approach.
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data, and bringing partners to the table. Step 2 is to listen and learn by auditing existing materials, planning research among key audiences, and putting findings together. Step 3 is to craft your approach by being real, personal, brave, consistent, and setting goals.
This was part of a pitch I made to Blue Orchid last year. It's a good example of what a business can expect from ImpSMART. We'll look at how your marketing supports your business goals and how we can make it more effective.
The document provides a 5-step playbook for crafting a highly social talent brand, with steps including getting buy-in from executives, listening to current employees and candidates to understand perceptions of the company, crafting messaging based on research findings, setting goals to measure success, and testing messaging. The playbook offers tips, case studies, and resources at each step to help companies strengthen their talent brand and attract and retain top talent.
We outline the 20 core skills and 20 behaviors that are needed for successful Marketing team.
As the leader of a marketing team, you have to realize you are only as good as your people on the team. The only way your team will get better is if you identify the gaps on your team, then give your people the feedback on the gaps they need to close, and then build personal development plans for how to close those gaps. We look at people development in three different ways: skills, behaviors and experiences. We will showcase five major skill areas that includes the ability to: 1) analyze brand performance 2) think strategically 3) define the brand positioning 4) create brand plans and 5) how to inspire, challenge and make decisions on creative brand execution. We will then outline five major leader behaviors that includes: 1) accountable to results 2) team leadership 3) broad influence 4) authentic style and 5) inspiring leadership on execution. To help with the development of your people, you can use the Skills and Leadership Assessment tools to determine where your team sits today.
Perspectives from Global Business LeadersMak Hesson
A collection of the thought leadership excerpts on Innovations, Leadership, Startups & eCommerce from the best global business leaders during the conference sessions hosted by Arcadier. In this eBook, you will find a host of topics that would benefit not only the start-up entrepreneurs but also anyone embarking on starting their own business or leading their own teams. Our distinguished speakers are from a spectrum of industry and experiences and they bring different perspective to various discussions.
Small Business Enterprise Program by the Jim Moran Institute of Florida State University. Broward Class Fall of 2018.
-Website
-Content Strategy
-Search Engine Marketing
-Social Media Marketing
-Google Analytics
International startup expansion Wayra jul/14Fábio Póvoa
This document discusses strategies for international startup expansion. It recommends laying the groundwork from the start by making the company mission global, incorporating international DNA, and protecting intellectual property worldwide. A key step is developing an explicit global strategy that defines goals, target countries and products, go-to-market approach, and operational model. Assigning an "owner" to lead international efforts is important, as is treating international as a separate startup that requires dedicated resources and celebration of successes. Common pitfalls to avoid include lack of commitment, reactive approaches, and failure to dedicate sufficient resources.
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data on business impact, and bringing partners together in a cross-functional team. Step 2 is to listen and learn by auditing current materials, planning research among key audiences, and determining what information to collect. Step 3 will cover crafting an approach, while Steps 4 and 5 will involve promoting and engaging, measuring and adjusting the talent brand over time. The playbook offers tips, checklists and examples to help readers strengthen their company's talent brand.
Employer brand playbook provides a 5-step process for crafting a highly social talent brand:
1. Get buy-in from executive leadership and support the case with data on business impact. Form a cross-functional team.
2. Listen to current employees and candidates through research like surveys and interviews to understand perceptions. Audit existing materials.
3. Refine key messages based on research findings, ensuring messages are truthful and address any unfavorable feedback. Develop stories from employee experiences.
4. Set goals to measure success and define dimensions to track like talent brand index score versus competitors. Test messaging internally before broad launch.
5. Promote the talent brand through owned, earned,
The document provides a 5-step playbook for crafting a highly social talent brand. Step 1 is to get buy-in from executives by starting at the top, arming yourself with data on business impact, and bringing partners together in a cross-functional team. Step 2 is to listen and learn by auditing current materials, planning research among key audiences, and determining what information to collect. Step 3 will cover crafting an approach, while Steps 4 and 5 will involve promoting and engaging, measuring and adjusting the talent brand over time. The playbook offers tips, checklists and examples to help readers strengthen their company's talent brand.
Employer brand playbook provides a 5-step process for crafting a highly social talent brand:
1. Get buy-in from executive leadership and support the case with data on business impact.
2. Listen to current employees and candidates through research to understand perceptions of the company brand.
3. Craft targeted messaging based on research findings, ensuring messages are consistent with employees' experiences.
4. Promote the talent brand and engage audiences on and off social media.
5. Continuously measure and refine the talent brand strategy based on engagement and feedback.
Is your company considered a great place to
work? In today’s competition for top talent, your reputation as an employer is a key factor in whether a candidate will take your job – or leave it.
The bottom line impact is real: a strong talent brand reduces cost per hire by up to 50% and lowers turnover rates by 28%.
Roundtable with the Communication 4 Development NetworkResearch to Action
The C4D Network joined Research to Action on the 27 July to discuss the findings of their mapping of the C4D landscape conducted in 2016. The mapping covered over 50 countries across the world.
In the final episode of the cup of tea webinar series, John Young Head of ODI's RAPID programme shared his reflections on monitoring and evaluation of research uptake. The final webinar took place on Thursday 25 May.
On Thursday 27th of April in the penultimate episode of the R2A webinar series, Dilshani Dissanayake a member of the Faculty of Medicine at the University of Colombo shared her experiences of participating in writing clubs and communicating medical research. Dilshani spoke about her participation in the AuthorAID programme, run by INASP, which focuses on peer to peer mentoring to improve science communications and research promotion.
In Episode 2 of Research to Action's 'Cup of tea with' webinar series Yaso Kunaratnam Policy & Research Officer at UKCDS spoke about competition, collaboration and impact from the perspective of donors and funders of development research. The webinar took a slightly different approach to the topic stakeholder engagement, looking at the under explored area of how funders can collaborate more. Yaso presented findings from UKCDS' latest report about how funders can better support research uptake and impact.
This document provides tips for creating effective PowerPoint presentations. It recommends keeping presentations simple with less text and more visuals like images, using a consistent layout and formatting across slides, and designing each slide to be easily readable on its own. The goal of a presentation should be to summarize a longer written document for discussion, not replace it.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
This document provides an overview of a workshop on monitoring and evaluation (M&E). The workshop agenda includes introductions, objectives, reflective activities, an introduction to M&E, developing an M&E system, practical challenges, and conducting evaluations. The objectives are to provide hands-on support in developing M&E tools and make the session interactive. The document discusses key parts of an M&E system including design, information gathering, reflection, communication and conditions/capacities. It also covers developing indicators, alignment with project phases, and challenges such as consideration in initial project stages.
TTIPEC: Monitoring and Evaluation (organizational capacity-assessment of read...Research to Action
This document assesses the readiness of an organization's monitoring and evaluation plan and processes. It evaluates whether the organization has a clear M&E framework, matrix, and workplan; whether reporting departments submit reports on time, completely, and correctly; whether the M&E unit has assessed reporting department capacities and provided support; and whether M&E staff have the necessary skills and experience in data management, collection, analysis, and reporting.
Este documento presenta los conceptos clave de una comunicación efectiva entre organizaciones sin fines de lucro y la sociedad civil. En primer lugar, explica que la comunicación es fundamental para cualquier organización y que "es imposible no comunicar". Luego, destaca que para ser efectiva, la comunicación debe ser eficiente, eficaz y lograr sus objetivos. Finalmente, resume algunos axiomas sobre una comunicación estratégica, enfatizando la importancia de entender las necesidades del público objetivo y de integrar la dimensión comunicacional desde el inicio de cualquier proyecto o programa.
This document provides information about communicating research to the media. It discusses two main tools - op-eds and press releases. For op-eds, the document highlights key considerations like being concise, relevant, and choosing the right messenger. Examples of published op-eds are also included. For press releases, the document notes they are a good way to announce newsworthy activities and research. It provides an example press release and lists key elements like punchy headlines and clear first paragraphs. The document concludes by suggesting researchers ask questions about their findings, methodology, policy implications and relevance when communicating with media.
Este documento presenta consideraciones y recomendaciones sobre la realización de una auditoría de imagen y posicionamiento de una organización. Propone preguntas de investigación clave, parámetros a evaluar, opciones metodológicas y elementos que debería incluir un modelo de encuesta, con el fin de obtener una evaluación integral del conocimiento, percepción e impacto de la organización entre sus audiencias.
Este documento describe dos canales estratégicos para comunicarse efectivamente con la sociedad civil: 1) las comunidades de aprendizaje, que generan espacios de encuentro para compartir experiencias y generar conocimiento colectivo; y 2) los reportes y publicaciones, que pueden usarse para capacitar a las organizaciones sobre investigación y datos que apoyen su labor. El documento explica cómo planificar y gestionar ambos canales para que las organizaciones obtengan beneficios como fortalecer su trabajo y capacidad de incidencia.
El documento describe las características del sector de las organizaciones sin fines de lucro u organizaciones de la sociedad civil, incluyendo sus fortalezas y debilidades. Se explica que estas organizaciones comparten características como ser privadas, no gubernamentales, no distribuir ganancias, autónomas y voluntarias. También se clasifican en diferentes tipos como organizaciones de base, de apoyo, federaciones y confederaciones. Finalmente, se enumeran las principales fortalezas como su capacidad de adaptación y flexibilidad, y las debilidades como falta de recursos
TTI PEC Nairobi Workshop - Stakeholder and Policy MappingResearch to Action
The document provides guidance on mapping policy stakeholders and environments. It discusses why think tanks should map stakeholders to inform strategic decisions and policy analysis. It offers questions to consider when starting stakeholder mapping, such as which policies the research could influence. The document also provides examples of stakeholder mapping techniques, including stakeholder analysis tables, policy networks, and policy spaces. It emphasizes the importance of mapping changing power dynamics and relationships over time.
This document discusses ways for members of the PEC community to actively engage in learning and capacity building through the R2A and PEC Talk platforms. It encourages asking how to help one's own institution and peers while being an active learner. The R2A can help members adapt and strengthen their work, build external visibility, and access knowledge and support. Members are encouraged to contribute blog posts, recommend resources, provide feedback, and ask questions to promote sharing and learning.
TTI PEC Nairobi Workshop - Monitoring and Evaluation StrategiesResearch to Action
This document summarizes a workshop on monitoring and evaluation strategies for think tanks. It discusses the results chain framework for M&E, including inputs, activities, outputs, outcomes and impact. It notes that measurement often focuses more on easier to track outputs and activities. Potential metrics for policy engagement and communications are presented in four categories: exposure, resources, demand, and policy impact. Experts suggest tracking 15 possible metrics. The document outlines a group activity for workshop participants to discuss their current M&E strategies, tools, metrics captured, and challenges faced.
This document discusses strategies for making research more accessible and relevant to the public through media engagement. It acknowledges that both researchers and journalists face challenges in communicating across disciplines. The objectives are to use media to disseminate undercovered research and promote uptake. Through producing news stories on various topics, the goals are to generate media coverage that informs the public and influences policy. Emerging issues discussed include researchers not designing their work for media and journalists' time constraints. Examples provided examine pitching fresh angles on existing studies. The document also outlines what information and support journalists require to effectively translate technical research.
Digital Media focuses on strategies for engagement on social media platforms. It defines social media as interaction among people who create, share and exchange information in virtual communities. The document outlines objectives to enhance understanding of social media's role and provides a framework for engaging stakeholders. It lists several key strategies for social media use, including choosing focused platforms, understanding audiences, planning engagement, keeping content active but not overloaded, and encouraging participation.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
1. Building a Powerful Brand
TTIPEC Peer Learning Session
July 29, 2014
Mame Annan-Brown
Results for Development Institute
Chief Communications Officer
2. Agenda
2 | R4D.org
Introductions
The importance of defining your brand
What is your brand?
8-Step Guide to building a powerful brand
Q&A
3. The importance of defining your brand amid the
shifting think tank landscape
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1. Policymakers in Africa are facing a number of
critical policy choices.
2. Africa is going through major structural
transformations - think tanks are playing an
even more critical role.
3. Governments and civil societies are facing the
challenge of making the right decisions in an
increasingly complex context.
Growing Influence Funding and
Independence
Outreach
Voice of America, Feb. 2014
5. What is your brand?
5 | R4D.org
In its simplest form your
“brand” stands for
your reputation.
Your brand is “not” your
name, logo or tagline, but
a combination of emotions
and facts about your
organization.
The best brands are defined
by clarity of purpose.
7. Step 1 Step 2 Step 3 Step 4
Ask the hard
questions
Assess your
brand assets
8-step guide to building your brand
Build buy-in
and identify
needed
changes
7 | R4D.org
Step 5 Step 6 Step 7 Step 4Step 8
Build your
team
Create a project
plan and
execute
Launch your
brand!
Fine tune and
review
Decide
what “type”
of rebrand
you need
8. STEP 1: Ask the hard questions
Look at your brand with brutal honesty and ask yourself:
1. Is it no longer relevant to your core audience?
2. Is it no longer relevant to your ethos, mission?
3. Is it causing you to lose bids?
4. Is it stopping you from winning new partnerships?
5. Have you outgrown it?
6. Are you unsure of what it stands for?
7. Is it no longer giving you a distinct identity?
8. Is it looking tired against the competition or just in
isolation?
8 | R4D.org
9. Case in point: R4D’s rebrand process
9 | R4D.org
Timeframe: 6 month process (March 2013 – Sept 2013)
Investment: $30,000 USD
External firm: Orange Element
“R4D is a young, nimble organization that has had remarkable
growth. R4D is punching above it’s weight and the brand
should reflect that boldness.”
– R4D Brand Focus Group Respondent, 2013
10. Case in point: R4D’s rationale for rebrand
R4D launched new brand in 2013.
Impressive organizational trajectory since 2007.
Rapid growth of R4D’s reputation and programs.
R4D brand was lagging behind the organizations work
and impact.
R4D’s brand did not match it’s growth, impact and culture
10 | R4D.org
11. STEP 2: Decide what “type” of rebrand you need
11 | R4D.org
Partial rebrand: Simple changes to the your logo the leave it
recognizable stakeholders while attracting new ones.
Full rebrand: Major changes to the visual identity, and public
image or your organization.
12. STEP 3: Build buy-in + identify needed changes
You can conduct research on several
levels to identify the specific changes
that your company needs to make to
rebrand.
1. Poll employees
2. Ask for feedback from external
stakeholders
3. Conduct research using surveys
or focus groups
4. Get leadership on board by
sharing outcomes of these surveys
12 | R4D.org
Gleaned internal and
external perspective
from key audiences
Held 1 internal staff
brand workshop
7 focus groups and 1
external stakeholder
survey
In total, consulted 80+
people
R4D
13. Case in point: Sample R4D focus group questions
1. What tone do you believe should be
portrayed in the brand – what
adjectives/action verbs come to mind?
2. Looking ahead 10-20 years into the
future, what personality trait would
you want the organization to be most
recognized most for?
3. Of your competitors brands, which do
you admire most or the least?
4. When talking about your organization
to external audiences, what aspect do
you find is easiest to talk about? What
most excites you? Can you describe
distinct attributes or WORDS that
illustrate this excitement?
13 | R4D.org
Gauge internal
and external
perspectives
14. STEP 4: Assess your brand assets
What brand assets do you have? What do you need to create?
1. Mission statement
2. Value proposition
3. Key audiences
4. Organizational values
5. What your brand stands for now
6. What you want it to stand for
7. Elevator speech
14 | R4D.org
15. STEP 5: Build your team
Build external team:
TOR/RFP process
1. Set a realistic budget and
timeline based on other
think tanks’ projects.
2. Give yourself 1-3 months to
source RFPs – source at least
4 prospect vendors.
15 | R4D.org
Build internal team:
1. Identify people in your
organization who have
influence and who can help
you drive through decisions,
e.g. your CEO, Executive
Director or Board Chair.
16. Top 3 tips for the brand RFP process
1. Outline the top branding challenges you are facing and ask
external vendors to suggest a solution in the RFP.
2. Select at least 2 finalists and ask them to bring their team to
meet you in person to pitch their RFP. Chemistry and
likeability is key.
3. Go for process and experience over flash.
16 | R4D.org
Check-List of Deliverables for Full Rebrand:
Logo, Branded Materials and Templates, Brand
Tenets/Attributes, Brand Guidelines,
Website Mock-Up, Elevator Speech/Tag Line
17. STEP 6: Create a project plan and execute
Create a project plan jointly with your internal team and/or
external agency you choose.
Closely manage the project plan and communicate to staff
the high-level timeline.
Consult with your internal team, as needed, along the way.
Make sure you plan the required touch points to get buy-in
and decisions made smoothly.
17 | R4D.org
18. 18 | R4D.org
Create an internal roll out-strategy
Develop brand launch staff presentation and/or event.
Create a knowledge management process.
Create an external roll-out strategy
E-mail communications to external stakeholders.
Create a “Top 100” list of stakeholders.
Recruit peers and partners to promote your brand
Time your brand launch for a special event –
anniversary, major event or convening.
STEP 7: Launch your brand!
19. 19 | R4D.org
New R4D office design
Refreshed online footprint
New print materials
Use of project photography to
showcase R4D’s staff and work
Brand tenets
Case in point: R4D’s brand launch Sept 2013
20. 20 | R4D.org
Case in point: R4D office redesign
DYNAMIC
EFFECTIVE
INVENTIVE
DIFFERENT
PROBLEM
SOLVERS
GLOBAL
R4D
brand tenets
22. STEP 8: Fine tune and review
Now that your new brand has launched get stakeholder
feedback (within 3-6 months of launch).
Do periodic reviews of your brand assets.
Enjoy your new brand but don’t be complacent.
Periodically step away and return to STEP #1, asking the
hard questions.
22 | R4D.org