Berhampur CALL GIRL❤7091819311❤CALL GIRLS IN ESCORT SERVICE WE ARE PROVIDING
Presentation Brand Performance Management
1.
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
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
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
34. Thank you for your attention!
marc.cloosterman@vim-group.com
twitter mcloosterman
Notes de l'éditeur
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