Challenges The digital revolution changes everything. It's the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation. Our belief You need to be customer-focused to compete. We develop strategies around the customer, their needs, their world, their experience. Our approach We take a strategic approach in four key areas (brand, experience, content and culture). Everything we do contributes to building a brand from its purpose to the customer experience. We aim beyond the sale, to gain their advocacy. We develop resilient brands: - Build a resilient brand: aligns belief, strategy and experience. - A shared purpose and values with customers. - Authentic communications with an engaged audience. Purpose of the workshop We would like you to experience the way we build brands at Brilliant Noise. Test some of our tools and exercises so you can take-away something useful you can act on, take a first step forward creating a resilient brand.

1. TextText
@brilliantnoise
@amayfield
@digitalplanner
brilliantnoise.com
Isabelle Quevilly
Senior Strategist
June 3, 2015
Resilient Brands
Antony Mayfield
Founder & CEO

2. Today’s session
2:15 PM Introduction & check-in (15-min)
2:30 PM A quick story (5-min)
2:35 PM Why Resilient Brands? (20-min)
2:55 PM Brand as belief (20-min)
3:20 PM Break (10-min)
3:30 PM Brand as strategy (45-min)
4:15 PM Brand as experience (10-min)
4:25 PM Check-out & Drinks (5-min)
2

3. Introductions
& check-in
3

4. A quick story…
4

5. 5
- Brand loyalty
- Brand awareness
- Perceived quality
- Brand associations
- Other property
assets
Branding was about
managing brand
equity (Aaker, 1991)

6. 6
- Internet is
everywhere
- Everything is mobile
- Paid media is no
longer sufficient
- User Generated
content has
appeared
- Reviews can make or
break a product
Fast Forward 20 years

7. 7
Advertising for Nike running shoes in 1995

8. 8
Social media
influence
Nike arrives on my timeline via a friend

9. 9
Infinite options,
product not
brand focused
And then a quick check on Google…

10. 10
Brand
communities
shape the
experience
Feeling more connected to one universe over the other

11. 11
Experts and
content
overload
Watching a few videos to make sure I’m taking the right decision

12. Title Page
12
User reviews
trump brand
messages
Change my mind based on others’ enthusiasm for a competitor

13. 13
- Personalised styles
- Detailed specs
- Product comparisons
- Trusted reviews
- Best place to buy
- Best price to pay
- Special offers
- Owner opinions
- Social voice
- Fans communities
- Content
- Etc, etc, etc, etc…
The empowered
customer

14. Why
RESILIENT BRANDS?

15. “We live in a world that
is changing so fast… a
VUCA world: volatile,
uncertain, changing
and ambiguous…
Therefore, there is a
constant need to re-
evaluate the way we
adapt to this changing
environment.”
15
Marc Mathieu, Unilever, Contagious Q3 2014

16. A resilient brand is more than just a logo
Resilient brands run far deeper than fonts, logotypes and tone of voice.
They are truths about how the company goes about its work.
16

17. Brand identity is only one part of the story
17

18. 18
https://hbr.org/2015/04/why-strong-customer-relationships-trump-powerful-brands
The declining value of brands (and the rise of customer relationships)
25%
20%
15%
10%
5%
2003 2005 2007 2009 2011 2013
Percentage of
enterprise value
Enterprise value
(Purchase price of acquired
business for 100% of shares,
plus interest-bearing debt
minus cash acquired)
Customer value
(Gauge of the worth of
existing repeat customers
who are known in person)
Brand value
(Brands, trademarks, trade names, product
names, banner and mastheads, publishing
titles, domains, and other similar items
owned by the acquired business)
©HBR.ORG Source - Markables
Strong customer relationships are the other part

19. Disruptive
brands have a
different
approach
19

20. An approach that can meet these challenges
20
purpose
& values
marketing
& comms
customer
experience
What the brand says
What the brand does
What the brand is

21. The resilient brand framework
21
What the brand says
What the brand does
What the brand is

22. Start with a purpose
“The decision to focus on our heritage
opened up a wealth of creativity.
Christopher and the designers and
marketers all started dreaming up ways
to reinforce the idea that everything we
did —from our runway shows to our
stores— should start with the ethos of
the trench.”
Angela Ahrendts, former CEO Burberry
22

23. Brand led the transformation
When Arhendts joined, Burberry was growing at only 2% a year.
23
Source - Burberry, Yahoo Finance
Revenue
and
Operating Income
US$ in millions

24. And digital brought it to life for customers
“We had a vision, and the
vision was to be the first
company to be fully digital
end-to-end. The [resulting]
experience would be that a
customer will have access to
Burberry across all devices,
anywhere in the world.”
Angela Ahrendts,
former CEO Burberry
24
Runway to reality
Burberry kiss
Art of the Trench, 2009
Regent Street Digital flagship
Burberry Bespoke

25. Brand as
BELIEF
25

26. “Be interested in what
people are interested
in. Compete for their
attention on their
terms, not on yours.”
26
Gareth Kay, CSO, Goodby Silverstein

27. Imagine your business disappeared tomorrow
1. What would the world be like without it?
2. Would it be the same? If you don't make a difference, nobody will
mourn you when you're gone.
3. And if they won't miss you then, how much do they need you now?
27
Source: Cynthia Montgomery, Professor of Business Administration at Harvard and author of The Strategist,

28. A brand with a common purpose owns a space
28
It creates value for both the business and its customers.

29. The #SmarterEveryday case study
#SmarterEveryday is Microsoft Mobile’s
brand position for business.
29
WHAT
MICROSOFT
MOBILE
BELIEVES IN
WHAT PEOPLE
BELIEVE IN
SMARTER
EVERYDAY

30. 30

31. Content strategy
Insight led
- Leaders want inspiration on productivity
and empowerment in the digital age.
Relevant, evergreen content
- Practical guides to personal productivity,
technology, teams, and agility.
Useful formats
- ebooks, animations, films, podcasts,
blogs, workshops, events and training
materials.
31

32. Exercise: common purpose (10-min)
- Let’s get into four teams
- You can choose between two brands: Patagonia or Chipotle
- You have 10 min to find a common purpose
- Each team will present back their ideas to the group
32

33. Patagonia (2 teams)
33
?
So thrilled that @patagonia could
fix my shelled synch jacket even
though it isn't in production
anymore. #wornwear
Love my #wornwear repair so
much I couldn't keep my eyes
open @patagonia @wornwear
A fascinating look at the value
of repair in the modern
economy by @GreenBiz.
#WornWear: http://pat.ag/
1H1pfJW
Keeping warm on a chilly afternoon in
Chicago. That @Patagonia blanket is
almost 20 yrs old. #WornWear
#BetterThanNew
@patagonia founder Yvon Chouinard
talks #WornWear and why you shouldn't
by things you don't need. http://
on.today.com/1IDF1YC #BetterThanNew
We know that our business activity –
from lighting stores to dyeing shirts –
creates pollution as a by-product. So we
work steadily to reduce those harms.

34. Chipotle (2 teams)
34
?
I'm going to eat at #Chipotle
today because I deserve it and
my tummy needs good food
during this week of Finals hell.
When it comes to our food,
genetically modified ingredients
don’t make the cut.
What Makes Chipotle Pork So
Special? http://bloom.bg/
1DIezMg Hard work from our
friends @Niman_Ranch for one
thing. -Joe
Day after Day we’re committed
Safe to eat does not mean safe
to grow. Safe to eat does not
mean safe to grow! Good on ya
#chipotle for eliminating GMOs!
A good restaurant just got better!
#Chipotle Becomes 1st Natl Restaurant
Chain to Go #GMO-Free
http://entm.ag/1I0OTPe
On #Chipotle going #GMOFree!
Good for them and us, keep that
last sentence in mind tho! http://
blog.fooducate.com/2015/04/28/
chipotle-goes-100-non-gmo/ …
via @fooducate #Organic #GMO

35. Patagonia
35

36. How does it translate in brand communications?
36

37. Chipotle
37

38. How does it translate in brand communications?
38

39. Resilient brands understand each other
39

40. BREAK
40

41. Brand as
STRATEGY
41

42. Common purpose unites communications and CX
42
Increase customer value
through content analytics
Not only top down
Traditional paid media team
Digital team
Downstream
Actions
Pilots
Upstream
Advocacy
Support

43. From campaigns to connected planning
43
Campaign planning
(PAST)
Channel planning
(PRESENT)
Connected planning
(FUTURE)
Dominant
Perspective
TV Individual channels Customer
Message
Homogenous across
channels
Fragmented Holistic
Digital Applied as an after-thought Siloed Integrated
Planning Rigid, long lead time
Ad hoc, reactionary,
variable by channel
Agile and ongoing
Lead Creative First Media First Creative and media together
Media buy Periodic Unpredictable Always on
Source: Forrester research Fig.107762

44. Case study: Zappos offers style tips on Instagram
44
"Personal shopping via
Instagram - that could be
the future of our business."
Will Young, director of Zappos Labs

45. 45
Campaign planning
(PAST)
Channel planning
(PRESENT)
Connected planning
(FUTURE)
Dominant
Perspective
TV Individual channels Customer
Message
Homogenous across
channels
Fragmented Holistic
Digital
Applied as an after-
thought
Siloed Integrated
Planning Rigid, long lead time
Ad hoc, reactionary,
variable by channel
Agile and ongoing
Lead Creative First Media First
Creative and media
together
Media buy Periodic Unpredictable Always-on
For each category,
select the approach
that best describes
your brand’s current
position
Source: Forrester research Fig.107762
Exercise: connected planning (5 min)

46. We’ve created a tool to plan communications
around the customer’s decision journey
46

47. Exercise: Nutmeg (15-min)
47
Background
Nutmeg is a new online investment management
platform. They take the advantage of digital technologies
to dis-intermediate the traditional financial advisor who
would take a percentage to manage an investment
portfolio.
Product
The Nutmeg pension is an intelligent portfolio that’s
quick and easy to set up.
Common Purpose
Smarter returns all for the cost of doing it yourself.

48. Nutmeg: the approach
At Nutmeg, our process
is founded on three
principles: spreading
risk and opportunity,
managing a portfolio
tailored to you, and
regularly reviewing your
investments.
48

49. Customer persona: Sean Parker (38)
49
Goals
Short-term wealth enhancement.
Background
Sean is the co-founder of a successful digital company based in the
Shoreditch Roundabout. He arrived in London from California where he
was on the founding team of Skype. He is a successful city dwellers
owning an expensive house in Angel. He has an 18-months old
daughter. Sean is an urban cool (group O), he recently obtained an
MBA from LBS. He enjoys reading the Financial Times and contributes
to WIRED regularly. He has a membership at the Whitechapel Gallery
and invest in art pieces he finds at the Red Gallery where he is a friend
of the owner. He echoes the vibrancy and diversity of urban life. His
household income is £ 175,000.
Use of digital
He’s a very active digital user, the most cultured group of web users in
the UK. He’s an early adopter of new sites, consuming and contributing
to online and social media. He regularly shops online and is an active
user of social media sites like LinkedIn. He qualifies himself as an online
trader.

50. Creating a connected plan for Nutmeg
Objective
To get Sean to start a pension fund with Nutmeg
with a one-off cash investment of £30,000.
We are creating 4 teams, each in charge of one step of the CDJ
CONSIDER, EVALUATE/BUY, BOND, ADVOCATE
Each team explores two areas to complete the objective:
- Customer needs: what is the customer doing at this time, what are his
needs? Describe what the customer feels, think, do at this stage of the
customer decision journey, as well as the context.
- Brand message: How could the brand tap into that moment to engage with
the customer? How can you engage with the persona at this stage?
50

51. Let’s go through the flip charts
(2-min per team)
51
Customers’ needs Brand message
CONSIDER
EVALUATE / BUY
BOND
ADVOCATE

52. Survey results: where’s the room at?
52
Campaign planning
(PAST)
Channel planning
(PRESENT)
Connected planning
(FUTURE)
Dominant
Perspective
TV 3 Individual channels 17 Customer 4
Message
Homogenous across
channels 3
Fragmented 12 Holistic 4
Digital
Applied as an after-
thought 7
Siloed 11 Integrated 7
Planning Rigid, long lead time 6
Ad hoc, reactionary,
variable by channel 12
Agile and ongoing 6
Lead Creative First 10 Media First 6
Creative and media
together 6
Media buy Periodic 6 Unpredictable 8 Always-on 3

53. Brand as
EXPERIENCE
53

54. Positive digital experiences drive
loyalty and advocacy
54
A recent survey by Accent found that customers that have a
positive digital brand experience are:
- 80% more likely to make additional purchases
- 27% more likely to join a loyalty programme
- 79% more likely to tell family and friends
- 36% more likely to write online reviews
- 32% more likely to subscribe to email updates.

55. Discussion: digital brand experience
55
50%
20%
25%
0%
5%
Where is your brand most visible today?
Are you weak in any particular area?

56. Case study: automotive
Identify customer conversations across the CDJ
56
CDJ stage Example mention
Consider [I’m/we’re] [thinking/considering] of [buying/testdriving] the [BRAND]….
Evaluate
[I’m/we’re] [considering/comparing] of [buying/testdriving/switching to] the
[BRAND] model X or [OTHER BRAND] model Y….
Buy
[I/we] just [ordered/purchased] [BRAND]…
OR
[I/I am/we’re] about to [buy/purchase/drive home in/drive away] in/a [BRAND]…
Bond/enjoy
[my/our] [BRAND] is [the best/fantastic/amazing]…
OR
[great/amazing/fantastic] [support/customer service/service] from the [BRAND]
[sales team/garage/service centre]
Advocate
[I/we/highly/absolutely] [recommend/suggest/advocate] the [BRAND]….
OR
[you should/definitely] [buy/try/test drive] the [BRAND]
*this table only shows illustrative examples, full Brandwatch rules include additional qualifiers and filters and are included in the appendix. Brand, organisational and
Facebook page accounts were excluded from audience data.

57. Volumes across the customer decision journey
57
*Data has been filtered to show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook.
0
200
400
600
800
1,000
1,200
1,400
Consider Evaluate Buy Bond/Enjoy Advocate
Jaguar
Land Rover
Mercedes
Audi
BMW
Car brand 1
Car brand 2
Car brand 3
Car brand 4
Car brand 5

58. 58
*Data has been filtered show only Facebook, Twitter and forum mentions and to exclude brand, page and organisation accounts on Twitter and Facebook.
Once normalised, the data says a new story:
-120%
-80%
-40%
0%
40%
80%
120%
Consider Evaluate Buy Bond/Enjoy Advocate
Jaguar
Land Rover
Mercedes
Audi
BMW
Car brand 1
Car brand 2
Car brand 3
Car brand 4
Car brand 5

59. 59
Case study: ASOS - adding value through the
digital experience

60. A positive digital brand experience creates
value for both the customer and the brand
60

61. “Digital has to be the
way we can tell our
story, build our brand
and have a relationship
with our customer.”
61
Adam Brotman, Chief Digital Officer, Starbucks

62. Conclusion:
Shift from innovation
to transformation
62

63. Case study: Netflix - a distinctive customer-first
business
Understanding customer needs has been part
of Netflix’s business model since the days of
DVDs by mail.
Netflix has been through constant
transformation since its inception, its part of
its DNA.
63

64. “The goal is to become
HBO faster than HBO
can become us.”
64
Reed Hastings, Netflix CEO

65. From To
65
Resilient brands have a different approach
©HBR.ORG Source - Constellation research inc.
Brand
The Hierarchy of growth
business needs.
It’s the traditional business hierarchy of
needs, but flipped on its head.
Strategic differentiation
Revenue growth
Operational
efficiency
Regulatory
compliance
©HBR.ORG Source - Constellation research inc.
Brand
The Hierarchy
business needs.
How most organisations allocate priorities.
Strategic differentiation
Revenue growth
Operational
efficiency
Regulatory
compliance

66. Managing a brand identity is not enough to
create and maintain a great brand in today’s
fast changing and connected world.
66

67. Thank You
brilliantnoise.com
isabelle.quevilly@brilliantnoise.com