branding
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Sales and Marketing Training. Branding. Creating and Managing Your Corporate Brand. Session One: Course Overview. Learning Objectives (I). Define what a brand is (particularly a strong brand) and what branding is about Define various types of brand architecture and brand extension - PowerPoint PPT PresentationTRANSCRIPT
Branding
Sales and Marketing Training
Creating and Managing Your Corporate Brand
Session One: Course Overview
• Define what a brand is (particularly a strong brand) and what branding is about
• Define various types of brand architecture and brand extension
• Identify your brand’s products, the features of those products, and their values
• Write a mission, vision, and style statement for a brand
• Describe the basics of positioning a brand
Learning Objectives (I)
Session One: Course Overview
• Understand the basics of creating a visual identity, including a brand name, slogan, and logo
• Help your employees live the brand by empowering them to be ambassadors and creating strong brand touchpoints
• Effectively plan an internal and external brand launch
• Monitor and evaluate your brand, and understand how to respond to the results
Learning Objectives (II)
Session Two: Defining Branding
• What comes to mind when we say “brand?”• Simon Middleton says, “Brand is about
meaning.”• People use brands to help them navigate
today’s marketplace of overflowing choices.
Defining Brands and Branding (I)
Session Two: Defining Branding
What is Branding, Then?•The word branding encompasses the entire process of creating, managing, and evaluating that brand. •It’s how you build relationships with people through the image that the brand gives out. •Your brand should be integrated into all facets of your organization.
Defining Brands and Branding (II)
Session Two: Defining Branding
Your brand can include:•A catchy name•A logo or logotype•Trademark colors•Characters •A particular style, look, feel•An attitude•A set of feelings and values•Anything you want it to!
Defining Brands and Branding (III)
Session Two: Defining Branding
Why Branding is the Most Important Investment a Company Can Make•Branding doesn’t have to cost a lot of money!•What advantages might come from having a strong brand?
Defining Brands and Branding (IV)
Session Two: Defining Branding
• Name a brand that you are familiar with.• What are some characteristics of the brand?• What makes it a strong brand?
Characteristics of a Strong Brand
Session Three: What Are You All About?
• Before you begin, you must know what you’re branding.
• Take a blank sheet of paper. • Write a few short lines about what your
product or service is, what it does, and what benefits it brings to customers.
• Focus on things that are key to your business.
Identifying Your Products and Features (I)
Session Three: What Are You All About?
Example: Acme Widgets Inc.•We sell four types of widgets and provide widget repair service.•Three of our widgets are for home use.
– The base model provides basic cleaning services and saves customers about one hour each day.
– The middle model provides better cleaning services as well as laundry duties. It saves customers about two hours each day, plus all maintenance fees are waived for three years.
– The top-end model performs all services of a traditional butler. It saves customers at least four hours each day, plus all maintenance fees are waived for its lifetime.
•Our industrial widget is custom-built and is designed to integrate with any assembly line. On average, businesses save $1,500 per day in labor costs by using our widgets.
Identifying Your Products and Features (II)
Session Three: What Are You All About?
Identifying Your Values (I)
Session Three: What Are You All About?
• Narrow it down to a handful of values or just one.• Cross out any values that don’t represent the brand.• Cross out any values that you don’t think that the
business could embody. • Cross out anything that won’t compel employees or
have meaning for customers. • Cross off any values that won’t help make you unique,
or that are not sustainable.• Finally, is this value easy to communicate?
Identifying Your Values (II)
Session Three: What Are You All About?
• Use these values to create a statement.• Example: Wal-Mart
– Respect for the individual– Service to our customers– Striving for excellence
Identifying Your Values (III)
Session Four: Creating a Mission
• This is where big ideas live. • Having this bigger sense of purpose will be a big
help when creating the public-facing elements of your brand.
• So don’t be hesitant, don’t worry if you’ll ever get there – write down your biggest hopes and dreams for your product or service.
• The best mission statements are short and simple.
What a Mission Statement is All About (I)
Session Four: Creating a Mission
• 3M: To solve unsolved problems innovatively.• ADM: To unlock the potential of nature to improve the quality of
life.• Bristol-Myers Squibb: To discover, develop, and deliver innovative
medicines that help patients prevail over serious diseases.• Conoco Phillips: Use our pioneering spirit to responsibly deliver
energy to the world.• CSX: To be the safest, most progressive North American railroad,
relentless in the pursuit of customer and employee excellence.• CVS: We will be the easiest pharmacy retailer for customers to
use.
What a Mission Statement is All About (II)
Session Four: Creating a Mission
• Darden: To nourish and delight everyone we serve.• Dow Chemicals: To constantly improve what is essential to
human progress by mastering science and technology.• Erie Insurance: To provide our policyholders with as near
perfect protection, as near perfect service as is humanly possible, and to do so at the lowest possible cost.
• Ford Motor Company: We are a global family with a proud heritage, passionately committed to providing personal mobility for people around the world.
• H&R Block: To help our clients achieve their financial objectives by serving as their tax and financial partner.
What a Mission Statement is All About (III)
Session Four: Creating a Mission
• Harley-Davidson: Fulfill dreams through the experience of motorcycling.
• Levi Strauss: People love our clothes and trust our company. We will market the most appealing and widely worn casual clothing in the world. We will clothe the world.
• Microsoft: Help people and businesses throughout the world realize their full potential.
• Nike: To bring inspiration and innovation to every athlete in the world.
• OmniCare: Our business is pharmaceutical care. Our mission is positive outcomes.
• Walt Disney: To be one of the world's leading producers and providers of entertainment and information.
What a Mission Statement is All About (IV)
Session Four: Creating a Mission
• What is one word that describes your product? • Describe the main purpose of your product in
one sentence. • Make a list of verbs that describe what happens
when people use your product.• If you’re having trouble getting started, describe
what you don’t want your product to be. Then write down the opposite of those words.
Time for Reflection
Session Five: Creating a Vision of the Future
(I)• Your vision statement outlines how you
want things to look for your product in the short term.
• You want to create a positive, optimistic, realistic snapshot of where you want to be.
Session Five: Creating a Vision of the Future
(II)Things to Consider •Who will you have as customers, competitors, employees, and shareholders?•What will the product look like?•Where will you be selling it?•How will your brand look?•What reputation will it have?
Session Five: Creating a Vision of the Future
(III) One Year Our household widgets will be in the top ten of Innovation Magazine’s annual Time-Saving Devices list. Our sales focus will remain in North America, although we will begin expanding to Europe at the end of the year. During this process, we will ensure that the product lives up to its current high standards of efficiency and saving customer’s time.
Session Five: Creating a Vision of the Future
(IV) Three YearsWe will expand our industrial widgets line to two standard models, while keeping the custom model option. We will continue to sell three types of household widgets. We will establish a strong market presence in Europe and begin establishing contacts in Asia. During this process, we will ensure that the product lives up to its current high standards of efficiency and saving customers time. We will expand the focus to include money-saving options, such as our lifetime service plan.
Session Five: Creating a Vision of the Future
(V) Five YearsWe will focus on improving our product line through customer feedback, industry studies, and intensive research in development. These efforts will support strengthening our global presence and make the anticipated line of four household widgets and three industrial widgets the preferred brand worldwide.
Session Six: Positioning Your Brand
Identifying Your Ideal Position
Session Six: Positioning Your Brand
Acme Widgets Examples•Innovative design•Modern approach•Trustworthy service•Financially sound
Positioning Workout
Session Seven: Developing Your Style
Writing a Style Statement
Session Eight: Developing a Brand Name and Slogan
Recap: What We’ve Created So Far•Your product or service’s benefits and features•Your product’s values•A mission statement •A vision statement •Your brand’s position •Your brand’s unique style
The Forward-Facing Elements (I)
Session Eight: Developing a Brand Name and Slogan
Elements of a Strong Brand Name/Slogan •True to the product•Recognizable, different, and unique •Sustainable and durable •Flexible•Something that your company can commit to•Something that generates value for the company
The Forward-Facing Elements (II)
Want In A Name• Memorable and noticeable• Speaks about your product
or service• Engages customers• Unique• Appropriate and inoffensive
Don’t Want In a Name• Something that is boring
and not distinctive• Something that is hard to
pronounce or remember• Something that might have
negative connotations • Inside jokes
Session Eight: Developing a Brand Name and Slogan
Developing Your Brand Name (I)
Session Eight: Developing a Brand Name and Slogan
• So where do you start? • We suggest brainstorming words and short
phrases that describe your product’s purpose. • Try brainstorming a brand name for our
widget.
Developing Your Brand Name (II)
Session Eight: Developing a Brand Name and Slogan
• “Slogan” comes from the Gaelic word sluagh-ghairm, which means “battle cry.”
• You might also know a slogan as a motto, tagline, mantra, or strapline.
• Not all products have a slogan, but a good one can significantly add to your brand’s value and give your brand bigger exposure.
Developing a Slogan (I)
Session Eight: Developing a Brand Name and Slogan
Can you identify the companies or products associated with these taglines?•Just do it. •Expect more. Pay less. •All the news that’s fit to print. •Drivers wanted. •Save money. Live better.
Developing a Slogan (II)
Session Eight: Developing a Brand Name and Slogan
• A good slogan is short, punchy, appropriate, and true to the product.
• To create it, we suggest the same approach that we used for the brand name.
• Focus on words and short phrases that describe your product’s purpose.
• Try brainstorming a slogan for our widget.
Developing a Slogan (II)
Session Nine: Creating a Visual Identity
Graphic Design 101 (I)
Session Nine: Creating a Visual Identity
Graphic Design 101 (II)
Session Nine: Creating a Visual Identity
Graphic Design 101 (III)
Session Nine: Creating a Visual Identity
Graphic Design 101 (IV)
Serif Fonts Sans-Serif Fonts Specialty Fonts
Session Nine: Creating a Visual Identity
Simple Pictorial Mark
Types of Visual Identities (I)
Session Nine: Creating a Visual Identity
Letterform
Types of Visual Identities (II)
Session Nine: Creating a Visual Identity
Wordmark
Types of Visual Identities (III)
Session Nine: Creating a Visual Identity
Emblem
Types of Visual Identities (IV)
Session Nine: Creating a Visual Identity
Pop Culture Test (I)
Session Nine: Creating a Visual Identity
Pop Culture Test (II)
Session Ten: Living Your Brand
• Your employees have a unique perspective on your brand.
• They are the people who bring your brand to life, yet they still need to be sold on it just as your external customers do.
• Branding guru Simon Middleton says, “Getting your staff to believe in your brand […] is about authentic engagement coupled with genuine empowerment.”
Transforming Your Employees into Ambassadors (I)
Session Ten: Living Your Brand
• Keep employees involved at every stage of the branding process.
• Focus groups and team meetings with senior executives are an excellent way to help employees feel engaged and listened to.
• Share as much information as possible.• Let them know why things are happening the way they are
and how their jobs will be affected.• Give employees some freedom in living the brand. • Ask your employees what you can do to make them better
ambassadors for the company.• Immerse the employees in the brand.
Transforming Your Employees into Ambassadors (II)
Session Ten: Living Your Brand
• Web site and social media• Traditional media • Direct mail, e-mail, or telephone advertising• Partnership companies or other organizations
that you are linked to • How employees answer the phone, handle
questions, and respond to complaints• The package that the brand comes in
Understanding Touchpoints (I)
Session Ten: Living Your Brand
• Instructions included with the package• The sales and follow-up process• Systems for making appointments• Post-sales service and support• Appearance, attitude, knowledge, and
demeanor of company employees• Appearance of office, sales floor, warehouse,
retail store, information kiosks, vehicles, etc.
Understanding Touchpoints (II)
Session Ten: Living Your Brand
Media (Internet and Traditional)•Monitor your social presence.•Always be professional when interacting with the media.•Appoint a media spokesperson. Educate them on the presence that you want to convey.•Remember that actions speak louder than words.•If you are partnered or somehow associated with another organization, their actions will reflect on you, too. Choose your friends wisely.
Creating a Unique Experience at Each Touchpoint (I)
Session Ten: Living Your Brand
Employee Interactions•Be clear on what your brand is about so that employees can share the story with customers in the right way.•Ensure that employees have the proper tools.•Meet with employees and listen to what they have to say about the brand and how they are feeling about being its ambassador.•Follow up with customers.
Creating a Unique Experience at Each Touchpoint (II)
Session Ten: Living Your Brand
Physical Space •First impressions mean everything. •Your reception or storefront area is important. Checklists can help employees know what standards they must meet and keep things looking clean and fresh.•You never know where customers will look!
Creating a Unique Experience at Each Touchpoint (III)
Session Ten: Living Your Brand
The Brand Itself •Ensure that your brand stays consistent in each of its appearances.•All products should be in packaging that protects the product and sells the brand.•Have a process for dealing with damaged products.
Creating a Unique Experience at Each Touchpoint (IV)
Session Ten: Living Your Brand
Sales and Follow-Up Process•Remember that actions speak louder than words.•Monitor sales and follow-up processes to ensure that customers are getting a consistent experience. •Evaluate consistently and often.•Each experience should be unique, friendly, deliver what customer expects.
Creating a Unique Experience at Each Touchpoint (V)
Session Eleven: Connecting with Customers
1. Make their customer experience unique by branding it, too.
2. Tell your customers how this purchase will benefit them, not why you think they should buy.
3. Find unique ways of staying in touch. 4. Publish well-written articles in specialty magazines. 5. Encourage company members to become experts. 6. Use social media wisely.7. Create contests, polls, and surveys.8. Become certified and qualified in industry-relevant areas. 9. Use a variety of sensory language to connect with
everyone. 10. Stay in tune with current trends and changes.
Session Twelve: Launching Your Brand (I)
• The hard work is all done and now it’s time to share it with the world!
• This is an exciting opportunity, but you must launch your brand the right way.
• It is often wise to plan an internal launch and then an external launch.
• This will help give employees and customers positive feelings.
Session Twelve: Launching Your Brand (II)
Internal Launch•Set some goals for the internal launch (examples: information, communication, and motivation)•Questions to consider:
– Who needs to know about the internal launch?– How and when will they find out?– How will you communicate the “why?”– What questions will customers have? – How will employees be expected to answer them?– How will customer, employee, and shareholder experiences change?– How will updates be communicated?– How can you create positive energy and excitement throughout the
launch process?– How will you empower employees to deliver this new brand
experience?
Session Twelve: Launching Your Brand (III)
External Launch•Who needs to know about it?•How and when they will find out?•How will you communicate the “why?”•What questions will customers have? •Can we answer them during the launch to be pro-active?•How will employees be expected to answer them?•How will customer experiences change?•How can you create positive energy and excitement throughout the launch process?
Session Thirteen: Taking Your Brand’s Pulse (I)
• Consider your brand a living, breathing entity that must evolve with the company, your customers, and the marketplace.
• There are software packages that can monitor your brand’s activities, social presence, market share, and customer response.
• You can hire a company to manage your brand for you.
• There are low-cost or no-cost methods too (i.e. Google Analytics).
Session Thirteen: Taking Your Brand’s Pulse (II)
Questions to Ask•How are we meeting our brand promise?•What is working for you?•What is not working?•What new trends are you seeing?•How do you feel about the brand?•How does this compare with how you felt about it last month? Six months ago?
Session Fourteen: Performing a SWOT Analysis
What Does SWOT Stand For? (I)
Session Fourteen: Performing a SWOT Analysis
• Your company and its strengths and its weaknesses• Your products and/or services and their strengths and
weaknesses• The community and what is currently going on that may
affect future planning• Your primary and secondary target markets and what they
want/need• The competition and what they are doing• The external forces that will affect your business• Opportunities that are available to you and your company• Environment and market factors that could threaten your
business
What Does SWOT Stand For? (II)
Session Fifteen: Measuring Brand Health with a Balanced Scorecard
(I)• The balanced scorecard is ideal for monitoring a
brand and evaluating how well it is doing, compared to its intended purpose and metrics.
• A balanced scorecard typically focuses on four perspectives:– Customers– Finance– Internal processes– Employee learning and growth
Session Fifteen: Measuring Brand Health with a Balanced Scorecard
(II)
Vision
Become a cornerstoneof the business
community by helpingour clients transform
their brands andachieve their dreams
Learning & Growth PerspectiveTo achieve our vision, how will we sustain our ability
to change and improve?
Focus on employee developmentProvide strong leadership and
communication base
Actions Measures
Implement onlinelearning portal
Percentage ofemployees attended
and completedprogram (>90%)
Internal Process PerspectiveTo satisfy our customers and stakeholders, at what
business processes must we excel?
Product deliveryNumber of customer touches
Product innovation (unique features)Community relations
Actions Measures
Streamline deliveryprocess
Door to door time(Target: Less than 5
days)
Customer PerspectiveTo achieve our vision, how should we appear to our
customers?
Improve delivery timeBuild loyalty
Improve customer satisfaction
Actions Measures
Measure satisfactionthrough mystery
shopping
Report results(Target: >90%)
Introduce loyaltyprogram
Number of members(Target: 1 million)
Financial PerspectiveTo achieve our goals, how should we appear to our
shareholders?
Grow revenueEnhance customer value
Actions Measures
Increase net profitby 25%
Net profit for 2020reaches 4.5 million
Begin bulk rate salesSales of $1 million in
first year
Session Sixteen: Middleton’s Brand Matrix
Not a lot of people know about
the brand
People sometimes remember
the name, slogan, etc.
People who do know about it
have good things to say
Perception of the brand is
consistent and positive
The brand is easy to explain
You get some repeat business
A lot of people know about the
brand and remember the name,
slogan, etc.
Customers say good things
Perception of the brand is
consistent and positive
The brand is easy to explain and
sometimes doesn't need to be
explained at all
You get a lot of repeat business
Not a lot of people know about the
brand
People never remember the name,
slogan, etc.
People who do know about it do not
have good things to say
Perception of the brand is not
consistent
The brand is hard to explain
You do not get a lot of repeat business
A lot of people know about the
brand
People sometimes remember
the name, slogan, etc.
People who do know about it do
not have good things to say
Perception of the brand is
consistent but negative
You do not get a lot of repeat
business
WEAK STRONG
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Session Seventeen: Interpreting Evaluation Results
(I)Signs of Trouble •When you ask, “How are we meeting our brand promise?” and, “How do you feel about the brand?” you get many different answers, or consistently negative answers.•There is a significant drop in sales and/or social media presence that cannot be explained by market factors.•Your customers have indicated that they do not feel important.•The market opinion of your product does not reflect your brand.•Your brand appears in the media in a negative light. •Organizations and corporations have severed their partnerships with you.
Session Seventeen: Interpreting Evaluation Results
(II)Choosing a Course of Action1.Keep doing what you are doing; change nothing.2.Change a few things to keep the brand fresh.3.Bring out the big guns.
Session Eighteen: Keeping the Brand Alive
When to Refresh?•New leadership•Merger•New product•Significant marketplace shift•Geographical shift
Refreshing and Re-Launching (I)
Session Eighteen: Keeping the Brand Alive
Re-Launching the Brand•Who needs to know?•How and when they will find out?•What questions will customers have? •How will you answer them?•How will customer, employee, and shareholder experiences change?•How will updates be communicated?•How can you create positive energy and excitement?•How can you minimize negative energy?
Refreshing and Re-Launching (II)
Session Eighteen: Keeping the Brand Alive
• Are there any parts of the current brand identity that can be preserved?
• What sort of ties do we want to create between the old identity and the new one?
• How can we do this?• What are the pros and cons of keeping the
current identity, refreshing it, and going for a total rebrand?
• What will each of these options cost in time, money, and reputation?
Taking on a Total Re-Brand (I)
Session Eighteen: Keeping the Brand Alive
Taking on a Total Re-Brand (II)
Session Eighteen: Keeping the Brand Alive
• There is one step that we have added: to compare the old brand with the information that you have gathered.
• When you have completed the nuts and bolts of the re-brand, you will want to take extra care when planning its launch.
• It’s easy for everyone to fall back into old habits!
Taking on a Total Re-Brand (III)
Session Eighteen: Keeping the Brand Alive
• Where will you start?• What approach will you take: leave it as is,
refresh the brand, or do a total re-brand?• What changes do you think will be most
important?• What will your challenges be?• How will you address those?
Case Study Questions
Session Nineteen: Going Beyond the Brand
• Product and its corporation are linked through the brand name.
• Complete name is presented to all audiences.
Understanding Brand Architecture (I)
Session Nineteen: Going Beyond the Brand
Endorsed Brands•Frommer’s by Lug •Cadbury Dairy Milk•Sony PlayStation•Babies R Us
Understanding Brand Architecture (II)
Session Nineteen: Going Beyond the Brand
Individual BrandsP&G makes all of these brands!
Understanding Brand Architecture (III)
Session Nineteen: Going Beyond the Brand
• A strong brand can also be used to spin off an entirely new product line (or even several product lines).
• This can help jumpstart a new product, but if the new product flops, it can do damage to the original brand.
• Do you remember New Coke?• You will often see brand extensions in these forms:
– A new spin on an old product– A new timeframe – An entirely new product that is related to the existing,
successful brand
Understanding Brand Extension (I)
Session Nineteen: Going Beyond the Brand
Successful Brand Extensions•Coca-Cola spin-offs (Diet Coke, caffeine-free Coke, etc.)•Ralph Lauren’s jump from clothing to home furnishings•Arm & Hammers jump from baking soda to products containing baking soda •Virgin Record’s creation of many product lines •TGI Friday’s line of frozen products to cook at home•The iProducts created by Apple
Understanding Brand Extension (II)
Session Nineteen: Going Beyond the Brand
Brand Extensions We’d Rather Forget•BIC underwear•McDonald’s pizza•Kellogg’s street wear•Crystal Pepsi
Understanding Brand Extension (III)
Session Nineteen: Going Beyond the Brand
Co-Branding•Bath & Body Works promoting Victoria’s Secret perfume (which they manufacture)•Gas coupons at the grocery store, and vice-versa•National Geographic and Google Earth partnering to offer services and share advertisements•Mobile devices pre-packaged with brand-name software•Men’s clothing line opening a shop inside a hardware department store
Understanding Brand Extension (IV)