Becoming a BRAND company

Becoming a brand company

Peter Fisk

theGeniusWorks.com

Inspiration and Tools from the Brand Camp

Why do people still love brands?

Today is a turning point for

Our business

New priorities

New opportunities

Seeing THINGS

Differently 1

CONSUMER

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Rethinking what you do for people

Tapping into eMOTIONs 2

Essentials What are the customer’s basic needs

and expectations of your business?

Advantages What do customers want to achieve

which they cant achieve otherwise?

Energisers What would really

excite customers?

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CONSUMER

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Tapping into aspirations not just needs

3 Enabling people

To do more

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CONSUMER

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Enabling them to do things they could never do

Redefining

our context 4

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Reframing your business in a more engaging way

Engaging people

More deeply 5

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Engaging people though doing, not just selling

Brands about People not Products

The death of “product” brands

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The rise of “people” brands

Product

company

Brand

Company

Example of a company trying to make the change

Getting a clear focus of your brand purpose

Brands giving space for more radical innovation

Brands engaging people in richer ways

Thinking like real people not like producers

the marketing

fast track Example of a people brand that keeps moving

Diesel brand

Reason for

being

Audience

Value

proposition

Differentiation

Persona

Associations

Range of

authority

Era 1

“Greasy rockability”

1978-1993

Dress the tough guys and

their smoking girls

Tough guys wannabes

Stylish jeans and workwear

with a used worn-out look

Worn-out style

Tough, wild, adventurous,

living on the edge

Rebels, hot chicks, bikes,

gas stations, 60s

Jeans and workwear

Era 2

“Quirky fashionistas”

1993-2000

Make people feel different

and provocative

Intelligent urban

fashionistas

Affordable fashionable

urban street wear

Risky and experimental

hard urban style

Provocative, polemical,

sarcastic, extravagant

Political issues, social

conventions, sexuality

Jeans, clothing, shoes,

fragrances

Era 3

“Conscious hedonism”

2000—present

Help people carry a more

pleasant existence

Hedonistic hipsters

Fun, imaginative and

colourful fashiion

Stimulating happy clothing

Wit, culture aware,

conscious, ironic, naive

Youth, vitality, happiness,

hedonism, sex

Jeans, clothing, watches,

sunglasses, shoes, bags,

fragrances, hotels, fashion

Think different about brands

Push

Identity

Different

Functional

Communication

Sales

Products

Push

Identity

Different

Functional

Communication

Pull

Purpose

Relevant

Emotional

Stories

Sales

Products

Experiences

Propositions

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Remember brands enable more than products

“People are builders. They build to educate, to heal, to shelter

and comfort families.

They build to connect with each other, to share their art and

knowledge for the benefit of humanity.

Everything people build requires strength to weather the forces

of nature and time. It requires a solid foundation.

By helping people to solve their building challenges in

communities around the world, we are a vital part of that

foundation.

Our products are everywhere, from the smallest villages to the

largest cities – linking communities, providing shelter, and

enabling society’s sustainable growth.

As a global industry leader, Cemex will continue building a

better world for the next 100 years”

Samsung using the “yin yang” to be more human

Coca Cola

The Coca Cola Co. theGeniusWorks.com

Bulk water

Retail water

Juice drinks Ready-to-drink

tea

Sports drinks

Juices and nectars

Carbonated

Soft-drinks

Ready-to-drink

coffee

The Coca-Cola Company

Other brands

Bubble size reflects estimated

global beverage profits

Industry unit margins ($)

5 y

ea

r a

ve

rag

e g

row

th r

ate

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Juices and

nectars

Mineral

water

RTD

coffee

Purified

water

Fruit

drinks

RTD

tea

Sports

drinks

Energy

drinks

Bulk water Powders

1. Build capability

and accelerate

2. Grow margins

3. Participate selectively

4. Approach differently

5. De-emphasise

Market attractiveness

Str

ate

gic

fit

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Customers

Countries Categories

Capabilities

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Brands enabling you to reframe your context

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Brands addressing the bigger issues

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Example 6: developing Coke’s platform for good

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So are the secrets of the Apple brand?

iMAC 1999

JOBS/WOZNIAK 1976

$1bn by 1980

1985-1996

Jobs & JELLYBEANS

Online/retail

DIGITAL HUB

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Iphone 2007

ipod 2001

$8bn

Itunes 2003

10bn

Ipad 2010

$13bn

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BEYOND PROCESS

MOBILE DEVICE CO.

JOBS + IVE

BEAUTIFUL OBJECTS

SAYING NO

Bold Experiments

platforms

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Focus on the feel

DON’T SELL PRODUCTS

Never first

Early adopters

Magic words

Keep moving

Packaging

Transforming your business

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Inspiring people to think differently

Inspiring people to think bigger

Inspiring people to act differently

http://images.google.com/imgres?imgurl=http://www.logolounge.com/wd/uploads/188_tazo.jpg&imgrefurl=http://www.logolounge.com/articles/default.asp?ArticleID=71&h=180&w=180&sz=16&tbnid=BBYCtR5WdxoJ:&tbnh=96&tbnw=96&start=1&prev=/images?q=tazo+tea&hl=en&lr=&safe=off&rls=GGLD,GGLD:2005-10,GGLD:en

© GeniusWorks 2009

“HEaDS DOwN” “HEaDS UP”

Inside out Outside in

Leading by control Leading by inspiration

Managing the steady-state Managing sustained growth

Ensuring consistency Catalyst of change

Reserved and controlling Passionate and energising

Cautious and corporate Open and personal

Overseeing work Doing work

Managing hierarchically Facilitating communities

Process and tasks Knowledge and innovation

Doing what always done Embracing ideas from outside

Enforcing regulations Reinventing the rules

Products and transactions People and relationships

Evaluating past performance Supporting future performance

Generating more sales Creating extraordinary value

Brand companies need “heads up” leaders

To champion the future

To be on the customer’s side

iPad

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To have a passion for extraordinary results

HERE’S TO THE CRazy ONES ...

The misfits. The rebels.

The troublemakers.

The round pegs in the square holes.

The ones who see things differently.

They're not fond of rules.

And they have no respect for the status quo.

You can praise them, disagree with them,

quote them, disbelieve them,

glorify or vilify them.

About the only thing you can't do is

ignore them.

Because they change things.

They invent. They imagine. They heal.

They explore. They create. They inspire.

They push the human race forward.

Maybe they have to be crazy.

How else can you stare at an empty canvas

and see a work of art?

Or sit in silence and hear a song that's never been written?

Or gaze at a red planet and see a laboratory on wheels?

While some see them as the crazy ones,

we see genius.

Because the people who are crazy enough to think

they can change the world,

are the ones who do.

The Toolkit (+more online!)

Innolab.co.uk

theGeniusWorks.com

100 Action tools

www.theGeniusWorks.com

Copyright Peter Fisk 2010

Outside in

theGeniusWorks.com www.theGeniusWorks.com


Deep Diving



Energising people

Advantages

Building relevance and preference

Essentials

Building awareness and trust

Energisers

Building affinity and loyalty

“Needs”

“Wants”

“Aspirations”

“Must Dos”

“Differentiators”

“Distinguishers”



Changing context



Context trees

Functional context

Application context

Enablement context

© Genius Works 2008

www.thegeniusworks.com

Shaving

Washing

Body

Dressing

Clothing

Hair Fashions

Sports

Gym

Skincare

Vacation

Suncare

Nutrition

Friends

Home

Work

Kit

Car

Family

Office

Colour

Food

Drink

Travel

Appearance

Clean

Summer

Design

Segmentation

Target

market

Demographic

segmentation

Needs-based

segmentation

Value-based

segmentation

Target

segments

Customers are different

physically, but even more so in

their needs and motivations,

and potential long-term value

to your business.

You have chosen your target

market, based on its potential to

deliver profitable, sustainable

growth. However not all

customers are equal.

Each target segment should be

treated differently, based on

distinctive propositions, channels

and relationships that engage

them profitably long-term.

Segmentation enables you target

the most valuable customers in

your market, in much more

relevant and compelling,

and accessible ways.



Customer-centric

Best product

Add value through features

Competitive obsession

Treat customers equally

Wide range of products

Selling and delivering

Short term transactions

Revenue and volume

% market share

% new products

% satisfaction

New customers, existing products

Sales driven, push

Customers come to us

Connect with intermediaries

Broadcast campaigns

Mass media

Awareness and attraction

Internally focused

Product management

Technological innovation

Product profit centres

Planning and consistency

Left brain, X-type people

Best relationship

Add value through service

Customer obsession

Treat customers differently

Personalise solutions

Collaborative and enabling

Long term relationships

Profit and value

% best customers

% wallet share

% advocacy

Existing customers, new products

Buyer driven, pull

We go to customers

Connect with end users

Personal conversations

Experiential

Engagement and retention

Externally focused

Relationship management

Market innovation

Customer profit centres

Agility and responsiveness

Right brain, Y-type people

The p

rod

uct-

centr

ic b

usin

ess

The c

usto

mer-c

entric

busin

ess



The Journey

Product/country-centric

Informal teams

Customer teams

Account teams

Relationships managers

Customer units

Customer profit centres

Customer-centric

Global partnerships



Re-Organisation



Customer Value

Perceived

value of

core

benefits

(what)

Perceived

value of

distinctive

benefits

(why)

Price

(how much)

Perceived

value of

competitor

benefits

(what not)

Net

value to

customer



Re-orientating

Lighting

products

Energy

Products

Electronic

Products

A proposition such as “making a difference to the world”

engages the environmentally responsible customer

in a broader range of solutions from the brand

A proposition such as “improving the quality of family life”

addresses the priority of new parents who are

reassessing many aspects of their lifestyles

A proposition such as “doing more business on the move”

talks to small businesses about how our products

can help them grow their businesses

Conscience

Customers

Young Family

Customers

Small Business

Customers



Value Proposition

Who?

What?

Why?

How much?

What not?

The target customer

(Who is the target segment)

The customer context

(What they want to achieve)

The distinctive benefits

(How you help them do it better)

The relative price position

(% more or less than alternatives)

The customer trade offs

(What they could get else where)

+

+

-

-

Customer value proposition

Value to customer =



Deliver Results

Economic value

Actual profits of previous years

Estimated profits of future years

Adjusted profits of future years

(discounted for uncertainty)

Economic “value” is the sum

of the likely future profits

(more accurately, we consider

the “economic” profit, which

takes into the cost of capital)

This

year

Future

years

Previous

years



Brand Value

Intangible

assets

Tangible

assets

Relationships

Brands

$57 billion purchase

$12 billion revenues

$2.3 billion profits

Other



Making the change

Change will happen if A x B x C > D

where

A = an inspiring vision of the what the future organisation will be like

B = the reasons why the current organisation cannot continue

C = the first practical steps to get towards the future organisation

D = people’s resistance to change, and preference to stay as they are



Managing Change

Performance

Time

Risk to

overcome

Gain to

achieve

Change to

manage Shock

Denial

Anger

Accept

Resolve

Perform

Explore

Change



Peter Fisk

Bestselling author

Inspirational speaker

Business advisor and facilitator

[email protected]


www.innoLab.co.uk

www.CreativeGeniusLive.com

Becoming a BRAND company

Business

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