Marketing transformation
– New Era of Brand Building
MJR meeting 24.9.2013 at Marketing Clinic
© Marketing Clinic
• Leading Nordic consultancy specialized in marketing and sales
• We deliver sustainable commercial success for our Clients through customer driven, fact-
based and actionable advice
• 40+ consulting professionals with extensive experience from leading industrial companies
• Local presence in Helsinki, Copenhagen, Stockholm and Oslo. International and global
assignments through our Clients
• More than 250 satisfied Clients - we work with the world leading marketing & sales companies,
as well as strong regional players
• Track-record of 750 marketing and sales development projects
Marketing Clinic – who are we?
© Marketing Clinic
Accelerating commercial success
through analytics and customer insight.
Okimo Clinic is a strategic social
media company
• Okimo Clinic closely operates
with Marketing Clinic
• Okimo Clinic board members
include Hjallis Harkimo, Aki
Hirvonen, and Morten Kjaer.
CEO is Helene Auramo
• Okimo Clinic was founded in
April 2013
Marketing transformation
– New Era of Brand Building
When identifying sources of growth finding the right
balance is crucial:
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RENOVATION INNOVATION
EXISTING
COMPETENCES
Existing destination
Existing business
Existing brands
Existing customers
NEW
COMPETENCES
New destination
New business
New brands
New customers
In both innovation and renovation insight should drive the
business and all functions
7
A company
(R&D)
Marketing
Customer
Market &
customer
insight
Company:
R&D,
marketing,
sales..
Offering
X .
Corporate brand – more important than ever!
Product portfolio strategy – focus needs to be crystal clear!
Relevance & differentiation - All brands to be build based on superior
insights!
Internal engagement – delivery throughout the whole organization!
Key topics at the moment in marketing!
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1. Corporate brand – more important
that ever!
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Corporate brand is a company's most valuable asset – it
engages stakeholders into a relationship that drives growth
Direct stakeholder communication Influence through consumer brands
10
Corporate
brand
Owners,
investors,
financiers
Authorities
Partners
Personnel
Media
and opinion
leaders
Consumer
brand y
Consumer
brand z
Consumer
Consumer
brand x
Increasing need to create consumer
value also through the corporate brand!
Critical to understand the implications of the changing
world to the role of corporate brand
Consumer needs and behavior
Customer/ advertiser issues and needs
Market development and future trends
Competitive landscape
Own Portfolio
Corporate
brand
Different timespan for corporate brand vs. product brands
Corporate brand, 5 + years Product brand, 3-5 years
12
More specific target groups
All channels
Many target groups
How to reach?
How to engage?
How to secure reputation?
Build you company brand.. before
someone builds it for you.
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2. Product brand portfolio strategy need
to be crystal clear – focus!
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Common pitfalls in portfolio management we often see
Acquisition based portfolio
Hyperactive brand managers portfolio
Efficiency focused portfolio
15
Focus & prioritization crucial –
insights should drive the portfolio strategy
16
Right segment + right market + right message + right channel = GROWTH
”flagship
brands”
”Core
brands”
”Products”
Wide portfolio of brands and products,
lots of innovations, short life cycles
Do BIG things with the focus brands
– ensure business acceleration!
17
3. Relevance & differentiation - all brands
to be build on superior insights!
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Strong brands are rooted on strong insights
19
STA
TED
IMP
OR
TAN
CE
DERIVED IMPORTANCE
”Goes without saying.”
Won’t help but hurts if don’t provide.
REQUIRED
”Headline it!”
Messages provide significant customer
leverage and differentiation
CRUCIAL
”Show it.”
Decision making criteria.
MOTIVATING
”Relatively safe to
ignore.”
No value here.
UNINSPIRING
Most companies are stuck with benefits that do not build competitive advantage!
These are the ones that we need to
identify in order to BE DIFFFERENT
RELEVANT AND THUS
PREFERRED
4. Internal engagement – delivery
throughout the whole organization
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How to live up to the brand promise during the whole
customer life cycle?
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Who has responsibility for the corporate brand and for the product brands?
CEO
New product
development Logistics
Sales
Marketing
PR
Service
Living and breathing the brands throughout the
organization strengthens the company culture by giving
direction and “higher purpose”
“A strong corporate culture can account for 20-30% of the differential in
corporate performance when compared with 'culturally unremarkable'
competitors *)
*) Source: James L. Heskett, The Culture Cycle
22
Clear guidelines are needed to ensure portfolio strategy
implementation throughout the organization
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Guidelines: Sales, e.g.
• Sales support investments
• Level of investments
• Other considerations
• Distribution channels
• Distribution channels
• Customer prioritization
• Pricing guidelines
• Promotion guidelines
Guidelines: Product development, e.g.
• Investments to production
• New product development
• Packaging (displays etc.)
• Other considerations
• Choice of raw materials
• Outsourcing
• Pricing of new products
Guidelines: Marketing, e.g.
• Marketing investment
• Level of investments
• Use of media
• Sponsoring
• PR
• Brand management
• Competencies of brand manager
• Brand strategy & governance
• Targets
• Other considerations
• Licensing
• Co-branding
• Partners
Please don´t hesitate to be in contact with us to discuss futher:
Marketing Clinic
Catharina Starckelberg, CEO & founder, 0400 218 224
Aki Hirvonen, Director B2C business area, 0400 727 88
Sanna Näkkilä, Marketing Advisor, 050 4040 092
LinkedIn for the latest marketing news: Linkedin.com/company/marketing-clinic
Okimo Clinic
Helene Auramo, CEO & founder, 040 153 082
Latest Social Media News on Twitter: twitter.com/OkimoClinic
Products and Services on LinkedIn: linkedin.com/company/OkimoClinic
Presentations on SlideShare: www.slideshare.net/OkimoClinic
Sharing and Networking on Facebook: www.facebook.com/OkimoClinic
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Thank you!
www.marketingclinicpartners.com
25/9/13 25
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