speaker

date 18 May 2009

Introduction

18 May 2009

Introduction

Why Brand Implementation & Management?

A guideline by itself has no meaning

To be effective it has to guide behaviour of suppliers, processes and people

More important, the correct application has to create the designed brand experience at the customer touch points

When a visual identity is not managed well, it will scatter, reducing emotional impact on the brand touch points

When your brand identity makes a competitive difference, it‟s application needs to be managed to maintain the desired effect over time

18 May 2009

Introduction

Why Brand Implementation & Management?

2002 2007

To add value: Premier Inn’s increase of average room rate

18 May 2009

Introduction

To reduce cost: Randstad’s savings on marcom material

Why Brand Implementation & Management?

2002

2004

18 May 2009

Introduction

We implement brands all day, every day

Cross border brand implementations

Physical brand implementationThe VIM Group specialises in the physical application of new or adopted brand identities in all possible identity carriers of every business unit in every geographical location.

The independent implementation networkThe network employs 200 professionals in Europe, North America, Middle East and Australia with a proven Brand Identity Life Cycle approach based on 700 successful implementations over the last 18 years

18 May 2009

Introduction

Our cross border track record

Heineken110 locations50 countriesglobal

Corus220 locations31 countriesglobal

Alcan120 locationsNorth America

Caterpillar220 locations157 countriesEurope

USG people1500 locationsEurope

Nordea1250 locationsScandinavia

TNT (Wilson)129 locations28 countriesglobal

Premier Inn)506 locationsEMEA

18 May 2009

Introduction

Our cross road of qualities

On-time, on-budget, on-brand deliveryManage the implementation as a processProvide innovative web-tooling to control brand appearanceOptimise the supplier network for visual and financial resultsGuide and empower the customer‟s organisation

RESULT DRIVEN

CONSISTENT

INNOVATIVE

INDEPENDANT

PRAGMATIC

18 May 2009

Introduction

On time, on-budget and on-brand delivery at the implementationof the „brand new‟ Allstream identity

Allstream’s new identity statementAllstream is a new beginning for a new company. Our name change from AT&T Canada signals our new status as a fully independent company with a fresh new outlook. We understand that the continuous flow of information that travels through networks is more than just data - it's the value people create

Angie Specic, Director Marketing, Allstream“Completing a $ 25 million, marketing focused project ahead of schedule and under budget is truly a notable feat and one that the branding industry can learn from.”

Result driven

18 May 2009

Introduction

Manage the implementation as a process „white to yellow‟ re-brand and global Exel integration

DHL’s logistics excellence ambitionDHL is the global leader in logistics - with more highly experienced professionals at more locations in more countries than any other provider. Our goal is to provide world class services, across all our operations. Excellence is about achieving beyond expectations for all our customers, whatever their size and wherever they need us.

Henri van Noorloos, Purchasing Manager, DHL “We are really satisfied. Their smart approach results in shorter lead times, transparent and clear processes and lower costs.”

Consistent

18 May 2009

Introduction

Provide innovative web-tooling to control brand appearance at the European roll out of the Apple retail stores

Apple’s design philosophyDesign dictates the quantity of raw materials as well as the type and recyclability of materials used. Our Less is more philosophy also helps to reduce waste and energy consumption, during manufacturing and product use. Our design innovation optimises the useful life of our products.

Bob Laughrea, Retail Development, Apple“They combine innovation with creative technical solutions helping assurethat the Apple brand experience is implemented consistently.”

Innovative

18 May 2009

Introduction

Optimise the supplier network for visual and financial resultsto highlight Heineken‟s premium brand appearance in thousands of pubs

Heineken’s “Serving the planet” strategyOur brand strategy is to build a strong portfolio that combines the power of local and international brands. For the Heineken and Amstel brands, we develop and maintain central guidelines and standards for brand style, brand value and brand development.

Gerard Straathof, Supply Chain Manager, Heineken“A real win-win situation, where every party in the chain does what he does best: central suppliers, local installation and a identity management company to coordinate it all.”

Independent

18 May 2009

Introduction

Guide and empower the customer‟s organisation at the Alcan-Alusuisse Group merger

Alcan’s corporate value: teamworkWe believe in leveraging the abilities of our stakeholders through a cooperative team approach to problem solving and project implementation. Team work will add value by enriching our relationships where we operate, more over it is vital to the success of our organization.

Dan Gagnier, Sr VP of Corporate and External Affairs, Alcan“They helped us bring our project in under budget. In doing so, our business group managers were able to learn from the process and take over the ongoing responsibilities for managing our brand issues.”

Supportive

18 May 2009

Introduction

Important role for strategically perfect fitting visual identity

The Transavia brandUnder the brand name “transavia.com”, Transavia Airlines provides competitively priced air travel along with an up-to-date and innovative range of travel-related products and services.

Petra van der Peijl, Director Corporate Communications, transavia.comThey‟ve assisted us with gaining insight for the impact of the presumed change of visual identity. Smart plans of requirements and a lot of tips to avoid all the practical pitfalls. Our result is a visual identity that stands for what we want to convey as an organisation.

Effective

18 May 2009

Introduction

Our Brand Identity Life Cycle approach

Critical Success Factors

Start thinking about thepracticalities, processes and cost savings from start

Look at it as an ongoing process, not a project which peaks at design

What are the costs of a re-brand, where do I need assistance?

How to implement the design with maximum impact and minimal costs?

How to keep control with so many touch points and parties to deal with?

How to maintain my brand assets with limited resources?

How to align brand appearance with brand compliancy and ambition?

STRATEGY

CREATION

IMPLEMENTATION

MANAGEMENT

EVALUATION

18 May 2009

Introduction

Strategic planning

Impact valuationGauging the costs of an identity change or brand enhancement program with 85% accuracy in five to ten days with our unique ImpactValuator™.

Early implementation auditDetermine the roadmap and assess the client‟s own competences on managing a change program in terms of organisation, processes, and resources.

18 May 2009

Introduction

Creation

Survey & rationalizationSurveying current use of identity carriers while reducing formats and sizes to save cost and determine production volume to be tendered.

Value & process engineeringOptimise the physical application and deployment process of the new identity on all carriers to reduce costs and enhance visual consistency.

18 May 2009

Introduction

Implementation

CI support office & web-toolingAligns delivery processes, manages the suppliers, handles invoicing, provides pre- and post re-brand photo evidence, monitors progress to facilitate our client‟s organisation.

Project Management Provide hands-on project management support at critical roll out events to relief customer‟s organisation and assure an on-time implementation.

18 May 2009

Introduction

Management

Visual Identity Management SystemsWith these web-based systems the brand identity management process is effectively facilitated. This will enforce consistency, and purchasing policies, protecting brand investments and saving costs.

Process improvement consultancy We provide hands on assistance to optimise the usage - supply chain of specific identity carriers, such as:

- printed matter/office templates - printing on demand/brand portals - outlet branding (signage and interior)- vehicle branding (livery)

18 May 2009

Introduction

Evaluation

Brand health checkEvery brand identity needs a thorough health check to guide improvements programs. We have qualified teams to perform these audits.

Brand compliancy monitoring When a brand is not properly managed it will fragment and lose value. We assist clients to set up brand compliancy systems to align brand ambition with brand appearance, reduce costs and help evolve compliancy control into brand identity improvement.

18 May 2009

Introduction

Case: TNT

Overnight re-brand of TPG holding company for IPO

Re-brand of TPG Post to TNT (red to orange) effecting all identity carriers (mail boxes, work wear, vehicles, buildings)

Re-brand of Wilson Logistics to TNT (in 28 countries)

Value engineering vehicle base colour from white to orange with white TNT decal (saving millions of Euro‟s)

Global payoff change to “Sure we can”

18 May 2009

Introduction

Case: Nordea Bank

Recommending a brand management organisation for the launch and ongoing maintenance of the new identity

Rationalisation of printed matter and stationery

Front office IT-tooling (Word, PowerPoint)

Roll out of signage, interior and way finding on all 1,250 branches in the Scandinavian region

18 May 2009

Introduction

Case: Toyota

Corien Plaisier, Dealer Support Louwman & Parqui B.V, Toyota NetherlandsThey are a full service, corporate identity management bureau. They can arrangeeverything for you in a CI/CD project, from applying for planning permits with themunicipalities, accompanying the tender for illuminated signage suppliers and rollingout the installation of signage and showroom concepts to providing the managementand maintenance.

In addition, they have been able to realise serious cost savings for us. I have come toknow them as a straightforward, pragmatic company where nice people work that arereliable and expert.

18 May 2009

Introduction

Case: Heineken

Pre-roll out audits and project management for the world wide roll out of the enhanced „Heineken International‟ identity

Rationalisation of printed matter and stationery

Front office IT-tooling (Word, PowerPoint)

Implement visual identity management for buildings to reduce signage maintenance cost of 11,000 pubs in the Netherlands

18 May 2009

Introduction

Case: John Lewis retail stores

Translation of two dimensional design to a signage and graphics package set in close cooperation with the design team

Traffic analysis and optimisation of customer navigation and way finding system

Prototyping, sourcing and turnkey delivery of three pilot stores

Roll out management of stores in the UK

Assisted with the special Peter Jones outlet renovation (way finding system)

18 May 2009

Introduction

Case: Randstad

Project management for brand portal development

Development of user friendly wizards to facilitate content creation of market communication material within corporate guidelines

Publishing on demand for market communication material (business cards, window posters, brochures) and on-line media

Realised structural savings of 30% of overall marketing budget

18 May 2009

Introduction

Case: DHL

Implement the new DHL corporate identity on 3,300 vehicles in the Benelux using mobile re-branding tents

Implement visual identity management for vehicles to reduce damage repair costs with 25%

Facilitate the world wide re-brand of 11,000 Exel units to DHL with our CI support office and flying doctors project management

18 May 2009

Introduction

Case: Gonzales BBQ restaurants

Overall planning and management of the new chain launch

Set up of flexible turn key costing schemes to accelerate the time to market (from outlet selection to opening)

Select outlets, contract construction, wet works, interior decorating and sourcing of branded and non-branded items

Permit planning and approval communication with municipalities

Formula and concept management during national roll out

18 May 2009

Introduction

Case: ABN AMRO

Project management with various identity updates

Brand Portal to accommodate the one logo brand architecture

Value engineering, prototyping and specification and tender assistance of all branded environment carriers (external and interior) for the new bank-shop retail formula

Web tooling and process/help desk support of the clean shop brand revitalisation program

18 May 2009

Introduction

Case: British land – Regent’s place

Pedestrian way finding for striking business development

Develop a seamless signage and way finding system, visually consistent with the landscape, street furniture and landscape

Prototype, specify, contract production and installation

Manage implementation, quality control and supply chain management

18 May 2009

Introduction

Case: CIBC

Project revitalisation of one identity brand program. Impact analysis to determine which processes, competences and resources were covered by the CIBC organisation

Set up and source the in-branche merchandising program

Successful completion of 2400 forms, 30 cards, 3300 ATM‟s and all internet and third party websites

Brand revitalization team won the CIBC Achievers award (transition halted unsuccessfully several times before)

Thank you for your attention!

www.vim-group.com