Discover how long term brand building supported by strong creative and great customer service can cause your brand to be thought of at the moments that matter.

1. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may
not be disclosed or reproduced without the prior written consent of Ipsos.
1
FIGHT BACK
BRAND BUILDERS

2. 2
Lucy Burnham
Head of Brand and Comms – Ipsos MORI

3. 3
Welcome

4. 4

5. 5
Agenda
Lucy Burnham
Head of Brand and Comms
Ipsos MORI (Chair)
Helen Edwards
Partner
Passionbrand
Jon Harper
Head of Brand Health Tracking
Ipsos MORI
John Banerji
Director in Customer Experience
Ipsos MORI
Drinks
Q&A
Eleanor Thornton-Firkin
Head of Creative Excellence
Ipsos MORI

6. 6
Jon Harper
Head of Brand Health Tracking – Ipsos MORI

7. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may
not be disclosed or reproduced without the prior written consent of Ipsos.
7
Jon Harper – Jon.Harper@Ipsos.com
Nurture your Brand’s Mental Network
How to Fight Back

8. 8
The Brand Mental
Network - why it is
critical to growth
1.
The key elements
of a Brand Mental
Network
2.
Example of
excellence in
brand building
3.

9. 9
Brand building dominates long-term growth and involved the
creation of memory structures that prime consumers to want
to choose the brand. This priming effect also improves pricing
power and so over time, has a strong impact on profitability.
Binet and Field – Effectiveness in Context

10. 10
The Brand Mental Network

11. 11
brand growth…
The route to

12. 12
Winning brands instinctively come to mind
in the moments that matter
Attention
Salience
Memory
Salience

13. 13
Revealing the Brand Mental Network
Uncontrived
feedback
Prominent mental
brand associations
Text analysis of everyday
language

14. 14
What do they show you?
Any advertising
Red Fun | Cool | Enjoyable
Good | Nice | Positive
Polite | courteous | Professional staff
Good | Better service
Comfortable | Smooth | Spacious
Flights to America | Trans-atlantic
Good
EntertainmentGood | nice | free food
Long haul
Varied Destinations | Holidays
Affordable | Reasonable prices
Expensive
Good staff | customer service
Classy | Exclusive | Luxurious |
Posh | High quality
Good quality
Modern | brand new Ok | Decent
Reliable
Richard Branson
Excellent | Fantastic | Great service
Virgin
Atlanti
c
Source: Ipsos MORI R&D. April 2019
Base: N=1105. Flown with any airline in the past 12 months. Aware of Virgin Atlantic.

15. 15
Not always positive!
Bad | Awful |
Horrible | Rubbish
Cheap and nasty
Poor service | quality
Cancellations
Convenient | Available | Local
Crowded | Cramped | "Cattle class"
Delays | Always late
Easy to use
Luggage restrictions | charges
Quick | On time
Short haul
Uncomfortable
Varied Destinations | Holidays
Affordable | Reasonable prices
Budget | Low cost
Cheap
Expensive
Extra charges |
Hidden costs |
Rip-off
No frills
Poor customer service
| unhelpful staff
Bad
Reputation
Irish airline | Owner
Unreliable
Source: Ipsos MORI R&D. April 2019
Base N=1162. Flown with any airline in the past 12 months.

16. 16
Not always positive!
Bad | Awful |
Horrible | Rubbish
Cheap and nasty
Poor service | quality
Cancellations
Convenient | Available | Local
Crowded | Cramped | "Cattle class"
Delays | Always late
Easy to use
Luggage restrictions | charges
Quick | On time
Short haul
Uncomfortable
Varied Destinations | Holidays
Affordable | Reasonable prices
Budget | Low cost
Cheap
Expensive
Extra charges |
Hidden costs |
Rip-off
No frills
Poor customer service
| unhelpful staff
Bad
Reputation
Irish airline | Owner
Unreliable
Source: Ipsos MORI R&D. April 2019
Base N=1162. Flown with any airline in the past 12 months. Aware of Ryanair.

17. 17
Key elements of winning Mental Networks
1.
Dense
(Diverse, deep
associations)
2.
Distinctive
(uniquely owned
themes)
3.
Have Critical
Choice Primers
(crucial performance
needs in category)

18. 18
Direct Line - A brand building success story

19. 19
Going long when others went short
Direct Line motor insurance market share %
0
2
4
6
8
10
Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18
Overall market share New business market share
Base: All main motor insurance policies (ex don’t know) Time period: 6 months rolling
Source: Ipsos MORI Financial Research Survey (FRS) x 6 months ending December 2018.

20. 20
SOV well
above market
share
Brand TV
in premium
spots, less
activation
Focused on
customer
experience…
reinforcing
the Fixer
position
The right brand building principles

21. 21
The most desired brand in the category ….
13.5
11.4
9.0
8.2
7.9
6.8
6.8
6.6
6.0
5.5
5.5
5.1
3.9
3.6
Direct Line
Aviva
Admiral
LV
Churchill
AA
Nationwide
Tesco
More Than
Hastings Direct
AXA
Halifax
Lloyds
RAC
Source: Ipsos MORI R&D. April 2019
Base N=1903. Sole or joint decision maker for financial products. Currently hold either home or motor insurance.

22. 22
The most desired brand in the category ….
13.5
11.4
9
8.2
7.9
Customer
42.1
33.1
33.6
34.8
33.7
Non customer
7.9
6.3
4.7
4.8
5.4
Source: Ipsos MORI R&D. April 2019
Base N=1903. Sole or joint decision maker for financial products. Currently hold either home or motor insurance.

23. 23
Direct Line’s BMN encapsulates their success
Advertising (unspecific)
Annoying | Silly ads
Good | Funny |
Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf | Gangster
Good insurance | good
company
Good customer service |
Friendly | helpful
Not on price
comparison sites
Reasonable | good
value | fair price
Easy to deal with
Poor | Bad | Terrible | Rubbish
Reliable | Solid
Well known | Popular
| Established brand
(Red) telephone
Cheap | Cheaper | best price
Expensive
Car
insurance Home
Insurance Insurance (unspecific)
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

24. 24
Understanding Direct Line’s network
Not on price comparison sites
(Red) telephone
Advertising (unspecific)
Annoying | Silly ads
Good | Funny |
Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf | Gangster
Good insurance | good
company
Good customer service |
Friendly | helpfulReasonable | good
value | fair price
Easy to deal with
Poor | Bad | Terrible | Rubbish
Reliable | Solid
Well known | Popular
| Established brand
Cheap | Cheaper | best price
Expensive
Car
insurance Home
Insurance Insurance (unspecific)
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

25. 25
Understanding Direct Line’s network
Advertising (unspecific)
Annoying | Silly ads
Good | Funny | Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf | Gangster
Not on price comparison sites
(Red) telephone
Good insurance | good
company
Good customer service |
Friendly | helpfulReasonable | good
value | fair price
Easy to deal with
Poor | Bad | Terrible | Rubbish
Reliable | Solid
Well known | Popular
| Established brand
Cheap | Cheaper | best price
Expensive
Car
insurance Home
Insurance Insurance (unspecific)
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

26. 26
Understanding Direct Line’s network
Advertising (unspecific)
Annoying | Silly ads
Good | Funny | Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf | Gangster
Good customer service
| Friendly | helpful
Not on price comparison sitesReasonable | good value | fair price
Easy to deal with (Red) telephone
Good insurance | good
company
Poor | Bad | Terrible | Rubbish
Reliable | Solid
Well known | Popular
| Established brand
Expensive
Car
insurance Home
Insurance Insurance (unspecific)
Cheap | Cheaper | best price
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

27. 27
Understanding Direct Line’s network
Advertising (unspecific)
Annoying | Silly ads
Good | Funny | Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf | Gangster
Good insurance | good company
Good customer service
| Friendly | helpful
Not on price comparison sitesReasonable | good value | fair price
Easy to deal with
Reliable | Solid
Well known | Popular |
Established brand
(Red) telephone
Poor | Bad | Terrible | Rubbish
Expensive
Car
insurance Home
Insurance Insurance (unspecific)
Cheap | Cheaper | best price
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

28. 28
Unique associations, triggering brand proposition
Critical Choice
Primers
Value Proposition
Easy to deal with
Distinctive
Associations
Red Telephone
Winston Wolf
Harvey Keitel
Not on price
comparison sites
Advertising
(unspecific)
Annoying | Silly ads
Good | Funny |
Memorable ads
Harvey Keitel
TV Advertising
Winston Wolf |
Gangster
Good insurance |
good company
Good customer service |
Friendly | helpful
Not on price
comparison sites
Reasonable | good
value | fair price
Easy to deal with
Poor | Bad |
Terrible | Rubbish
Reliable | Solid
Well known |
Popular |
Established
brand
(Red) telephone
Cheap | Cheaper
| best price
Expensive
Car
insurance
Home
Insurance
Insurance
(unspecific)
Source: Ipsos MORI R&D. April 2019
Base N=1006. Sole or joint decision maker for financial products. Currently hold either home or motor insurance. Aware of Direct Line.

29. 29
Density helps to explain the strength of the brand
Density – Number of themes per person
Density–Averagesizeofthemes
Size of circle = Brand Desire
Source: Ipsos R&D April 2019

30. 30
Aviva holds onto its critical choice primers
Reasonable
price
Wide
range of
services
Good
Customer
service Established
Great
Company
/ the best Reliable

31. 31
GROW YOUR BRAND…
Nurture your network

32. 32
Fight back
1.
Dense, distinctive, relevant (choice primers)
2.
Spend for reach, high quality creative
3.
Act first and talk later

33. 33
Thank you.

34. 34
John Banerji
Director in Customer Experience – Ipsos MORI

35. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may
not be disclosed or reproduced without the prior written consent of Ipsos.
35
John Banerji – John.Banerji@Ipsos.com
REAP THE EXPERIENCE REWARD
NURTURE YOUR NETWORK…

36. 36
The link between
customer
expectations,
experience and
commitment
1.
The benefits of
stronger customer
commitment
2.
The forces that
build commitment
3.

37. 37
Many brands have fallen down by failing to
ensure that what is played out above-the-line also
resonates in stores. The campaign’s core value will
bring with it an exciting environment to shop for
our customers and work for our colleagues.
Claire Farrant, Marketing Director, Lidl

38. 38
Customers are in a cycle of experiences and memory

39. 39
Leadership
excellence
Employee
engagement
Service
quality
Delivering the promise

40. 40
Customer commitment
Brand
Desire
Behavioural Factors Customer
Commitment

41. 41
Positive experiences build commitment

42. 42
Commitment delivers better outcomes
NPS
Committed +50
+26
Average spend per month
£248
£143Uncommitted
Source: Ipsos MORI R&D. April 2019.
Base N=996. Responsible for grocery shopping. Main brand used.

43. 43
More expensive
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Good quality Good deals
Local
Every little helps Clean/tidy
Favorite/ideal
Well stocked
For clothes
Helpful staff/good customer service
NC : Non customers
CC : Committed customers
UC : Uncommitted customers
CC
NC
UC
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

44. 44
More expensive
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Good quality Good deals
Local
Every little helps Clean/tidy
Favorite/ideal
Well stocked
For clothes
Helpful staff/good customer service
NC : Non customers
CC : Committed customers
UC : Uncommitted customers
CC
NC
UC
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

45. 45
NC
NC : Non customers
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.
More expensive

46. 46
NC
NC : Non customers
More expensive
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

47. 47
NC
NC : Non customers
More expensive
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

48. 48
More expensive
Wide range
variety choice
Cheap price
Good
value
Loyalty program
Affordable
Large stores Convenient
Good quality Good deals
Local
Every little helps Clean/tidy
UC
UC : Uncommitted
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

49. 49
More expensive
Wide range
variety choice
Cheap price
Good
value
Loyalty program
Affordable
Large stores Convenient
Good quality Good deals
Local
Every little helps
Clean/tidy
UC
UC : Uncommitted
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

50. 50
More expensive
Wide range
variety choice
Cheap price
Good
value
Loyalty program
Affordable
Large stores Convenient
Good quality Good deals
Local
Every little helps
Clean/tidy
UC
UC : Uncommitted
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

51. 51
Wide range
variety choice
Cheap price
Good
value
Loyalty program
Affordable
Convenient
Good quality Good deals
Clean/tidy
For clothes
CC
CC : Committed customers
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.
Favorite/ideal
Well stocked
Helpful staff/good customer service

52. 52
Wide range
variety choice
Cheap price
Good
value
Loyalty program
Affordable
Convenient
Good quality Good deals
Clean/tidy
Favorite/ideal
Well stocked
For clothes
Helpful staff/good customer service
CC
CC : Committed customers
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

53. 53
More expensive
Wide range
variety choice
Cheap price
Not convenient/not local
Good
value
Loyalty program
Not as good as it used to be
Affordable
Dislike
Large stores
Would not buy meatOld fashioned
Convenient
Good quality Good deals
Local
Every little helps Clean/tidy
Favorite/ideal
Well stocked
For clothes
Helpful staff/good customer service
CC
NC
UC
NC : Non customers
CC : Committed customers
UC : Uncommitted customers
Source: Ipsos MORI R&D. April 2019.
Base N=529. Responsible for grocery shopping. Would consider Tesco.

54. 54
Impact of increasing committed customers
If Tesco increase
Committed from
31% to 35%
£368M
increase in Sales

55. 55
Source: Ipsos R&D 2019
Forces that build commitment
The Five
Forces of
CX
Shared
Values
Certainty
Fair
Treatment
Recognition Empowerment

56. 56
The importance of CX forces varies
Fair treatment Empowerment Certainty Recognition Shared values
Insurance Grocery Airlines
Source: Ipsos MORI R&D. April 2019. Decision makers. Main brand customers.
Base Insurance N=1471; Grocery N=996; Airlines N=1853.

57. 57
Reap the reward
1.
Integrate brand and customer
experience management
2.
Nurture your people
3.
Focus on the forces that matter

58. 58
Thank you.

59. 59
Eleanor Thornton-Firkin
Head of Creative Excellence – Ipsos MORI

60. © 2016 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may
not be disclosed or reproduced without the prior written consent of Ipsos.
60
Eleanor Thornton-Firkin – Eleanor.Thornton-Firkin@Ipsos.com
Network with advertising
Nudging the Brand Mental

61. 61
What…
The enduring
nature of humans
1.
The increasing
fragmentation of
our world
2.
Building collective
memories through
advertising
3.

62. 62
The Brand Mental Network

63. 63
Belongingness

64. 64
It’s why ad agencies go on about culture…
We produce
provocative, culturally
influential work
We believe in … to make
the stuff that works.
And by works, we mean
the stuff that genuinely
plays in culture

65. 65
Advertising ‘as culture’ has declined…
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
% of UK adults agreeing – the adverts are as good as the programmes
Source: TGI

66. 66
But the memory persists…
‘I first knew the ad was huge when I
fell asleep on the London Underground
one evening. I woke up to hear a group
of kids talking about and mimicking it.’
Trevor Robinson

67. 67
of the world
Fragmentation

68. 68
We are getting more singular…
+17%growth in single households in last 20 years

69. 69
And the media we see is more individual
Brand

70. 70
memories
Creating collective

71. 71
personal Social
There are 8 need states which drive video viewing
16% COMFORT
10% EXPERIENCE
26% UNWIND
2% DO
18% DISTRACT
9% INDULGE
7% ESCAPE
12% IN TOUCH
Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161)

72. 72
personal Social
There are 8 need states which drive video viewing
16% COMFORT
26% UNWIND
2% DO
18% DISTRACT
9% INDULGE
7% ESCAPE
12% IN TOUCH
Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161)
10% EXPERIENCE

73. 73
Experience 10% of viewing time
Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161)
68% 10% 4% 4% 2% 11%
ALL
ADULTS
Live TV Playback TV Broadcaster VOD Subscription VOD DVD Online video

74. 74

75. 75
Direct Line tap into culture

76. 76

77. 77
In my day they did this…
https://www.youtube.com/watch?v=kuy_NvrErnM

78. 78
But now they do this…

79. 79
Or just put the old one back on…

80. 80
Alternatively you can get tribal…
https://www.youtube.com/watch?v=cdNljkRZooA

81. 81
Younger audiences, different setting
Source: The Age of Television, 2018, MTM/Thinkbox. Base: all adults (514), 16-34 (161)
46%
68%
10%
10%
9%
4%
7%
4%
8%
2%
20%
11%
16-34
ALL
ADULTS
Live TV Playback TV Broadcaster VOD Subscription VOD DVD Online video

82. 82
What to do…
Gen Z and younger
Millennials are
human too
They yearn for
community
Go where they are,
but in a mindful way

83. 83
Nike Londoner
https://www.youtube.com/watch?v=mEB1C59hCvs

84. 84

85. 85
Call to action
Humans
need
community
Increasingly
fragmented,
singular world
Gen Z –
how will you
contribute to
community…

86. 86
Thank you.