1. The Institute of Certified
Public Accountants of Singapore Brand

2. Where Is ICPAS
• Brand identity evolving
• Brand platform being developed
• Brand campaign underway
• Broad marketing strategy being rolled-out

3. The Importance Of The ICPAS Brand
• To date the ICPAS brand has been not much more than
a communication device, a badge for any advertising
that was conducted
• Communication has been sporadic and is done
on a needs basis i.e. when there was an event
• This approach has left the ICPAS brand lagging behind in the market
– Low equity
– Lack of focus on the singular offering
– Unclear business direction (perception)
– An antagonistic relationships with the regulators
– A somewhat less enthusiastic consumer/ member

4. The ICPAS Brand Moving Forward
• Intensive change is underway at ICPAS
• To optimise this there needs to be a more
brand led approach
• A strong ICPAS brand will have a beneficial halo effect on :
– Member reception and general view of the institute
– The audit and accounting industry
– New and existing member/ institute offerings
– Sub brands such as:
• Singapore Accountancy Academy-General Education, (SAA-GE)
• Continued Professional Education (CPE)
• Association of Taxation Technicians Singapore (ATTS)
• Certified Accounting Technician Singapore (CATS)
• Singapore Institute of Accredited Tax Professionals (SIATP)
• CPA Singapore

5. The ICPAS Brand Moving Forward
• 2012 will therefore signal a shift towards a brand led
approach for ICPAS
• This will touch all areas of marketing and communication
• It will also underpin our direction as a whole:
– Shaping our events, membership
and national strategy
– Creating a way of working for our staff
– Driving how we behave as an organisation
– Give us a clear unifying focus

6. Taking Stock
Strength
• National professional
accountancy body
• Large and growing
membership base
• Only designation to be
recognised for licensing
as public accountants
• Well-appointed and
well-represented Council
Weakness
• Weak brand equity
• Poor relationship and standing
with regulators
• Limp linkage and presence
with industry
• Little interface and traction
with employers
• Insipid investment and cultivation of
product development,
ie. Intellectual and professional
content development, intellectual
property management and
product branding

7. Taking Stock
Opportunities
• Government’s plan and intention to
develop Singapore as an
accountancy hub
• Riding on economic growth of Asia
• Introduction of the Singapore
Qualification Programme
• Riding on Singapore’s 1st
World
City & Commercial positioning
Threats
• Increased presence and competition
in the local and regional arena from
global professional accountancy
bodies ex. ACCA, CPA Australia
and ICAEW
• Development path of the QP has yet
to be clarified, particularly the
transitional requirements for existing
ICAP members (CPA Singapore)
• Open door policy on public
accountants licensing that is not
limited to ICPAS membership
• CDAS mandate for ICAPS to be a
global professional body by 2020

8. The Overall Selling Features
ICPAS Must Project
Use & Expand
• Strong brand equity in Singapore
and the region
• Education offering
– Awards
– Certification
• Recruitment (university fair’s and
other tertiary inst.)
Invest
• Technical Excellence
• Qualification Programme
• Regional recognition of QP/
CPA Singapore

9. The Overall Selling Features
Focus with Intensity
• Empowered membership
• Robust stakeholder engagement
and support
– Big 4 Partnership
– SMP/ SME Prog.
– CPA Community
– Academia (NUS, SMU, NTU,SIM)
– Business Associations (SBF, ASME
SID, SAICA, etc.)
– Professional Bodies (ICAEW, ACCA,
CPA Aust., etc.)
– Recruitment Agencies (Robert Half,
Michael Page, etc.)
Keep Warm/ Backburner
• Influence in global alliances and
networks
• Joint survey / research projects
• Internship (attachment with Big 4,
other professional bodies, etc.)

10. The Top Line
ICPAS Brand Strategy

11. Top Line ICPAS Brand Strategy
• Over the next 24 months – 2 Years
– Re position ICPAS
– Ask membership base to reappraise ICPAS
– Drive specific membership/ programme interest:
• Bring to the fore-front CPA Member Profiles
• 12 months onwards - total relaunch of offering

12. Top Line ICPAS Brand Strategy
This repositioning can take place as a consequence of exploiting the
establishing the following key attributes:
• Leadership Excellence (identification and promotion
of key stake holders)
• Vigorous affinity with key stakeholders
• Best in class framework
• New benchmarks
• Powerful brand estate

13. Towards An ICPAS Brand Positioning

14. Current Situation
• Consistently applied badge
• No clear brand positioning
• Reliant on the event or programme featured
• There is no inherent benefit apparent
• Generic in its message (generally speaking)
• Single target focus (institution only)

15. The ICPAS Brand Positioning
& Platform must Represent …
• We need to give the ICPAS brand and business a touchstone
• Gives internal focus
• A unifying strand across broad and varied product offering
• Directional and strategic filter for all marketing activities
• Defines what ICPAS represents….

16. So, What Do We
Promise ICPAS Members?
• The consequential benefit of all ICPAS activity
• ICPAS promise to all audit/ accounting professionals
• ICPAS product/ service and our motivation
• ICPAS platform for all communications
• ICPAS objective for all staff
• Without creating it – ICPAS has failed

17. So, What
Does ICPAS Deliver?
• The consequential benefit of all ICPAS activity
• ICPAS promise to all audit/ accounting professionals
• ICPAS product/ service and our motivation
• ICPAS platform for all communications
• ICPAS objective for all staff
• Without creating it – ICPAS has failed
Value to
Our
Members

18. Why Value
to Our Members?
• It is a universal proposition
• It is an expected benefit
• It flows from the brand experience
• ‘Value to Our Members’ is a tangible, quantifiable
and a welcomed privilege
• It is dynamic and can take many forms for many people
• Totally benefit focused
Value to
Our
Members

19. Elasticity
• Value can be experienced in many different ways and means different
things to different people
• As ICPAS develops and changes over the next few years, so will its
means of delivering member value
Value to
Our
Members

20. Reaching Our Members

21. Membership Value
The Institute
Big 4
Universities/
Academia
Business
Associations
Professional
Bodies
Recruitment
Agencies
Strong Brand Equity
Influential Voice in
Global Alliance
Technical
Excellence
Empowered
Membership
Empowered
Membership
Strong Support
of Key
Stakeholders
Policymakers
ALL
The MembersThe Staff
Leadership / Engagement / World Class / New Benchmarks / Brand
The “Pitch”
In Collaboration
The
Consequence

22. Delivering Membership Value Now
Members
now
Reasons to
be Proud of
Their Membership
Recommending
Their Membership
Resources to
Tap from
Their Membership
ICPAS is Changing to Give Unparallel Membership Value

23. So Who are we Competing Against?

24. ICPAS Machinery
Compared Against the Competition
ACCA
• Identity is strong and bold
• Red conveys modernity and passion
• Lack of iconography means it doesn’t have much heritage
• Lacks any real personality.
• Website is very easy to navigate, but all the areas, ie
membership/student etc… are visually all the same.
• Periodicals are nicely designed
• They function well and are easy to use
• They lack emotional engagement from an editorial point of view.
• Industry standard usage of smiling faces

25. ICPAS Machinery
Against the Competition
CPA Australia
• Blue and yellow is very impactful.
• Integrity crest adds trust and heritage.
• Website works well and all the information is clustered into smaller sub-
sections, helping navigation and enhancing the user experience.
• The secondary yellow band used on communications, alongside the
black font, helps to bring the CPA brand to life without using the
identity everywhere.
• CPA seems to be very good in the area of student engagement, making
membership seem interesting and exciting.
• It has more of a fresh, contemporary feel than some of the other
competitors.

26. ICPAS Machinery
Against the Competition
ICAEW
• The half shield shape of the identity is very unique, offering
trust and reassurance but delivered in a contemporary
style.
• The dark red tones add premium cues
• The range identity architecture works well, identity as a
good example.
• It is a very iconic and clean system.
• Partner logos are in a different colour, so strategically
creating some distance between the ICAEW official
logo and the partner logo.
• Chartered Accountants identity is different from the main
identity, but still has a family feel.
• Website is very well thought through and the user
experience both functional and engaging.
• The black colour seen throughout the ICEAW brand-world
adds status and makes the brand feel very premium.
• Red on black is also a good combination for modernity cues
and brand impact/ recognition.
• There is a lot of consistency across all collaterals.
• Even information boxes on the ‘pathways to the ICAEW’
are shaped to evoke the half shield of the ID.

27. The Competitive Tone
ICEAW is all about Prestige in Membership

28. The Competitive Tone
CPA Australia is all about Inclusiveness/ Personal

29. Possible Engagement
with the Competition?
?
Akin to
Toyota and Lexus?

30. Additionally We Need to Entrench
a National Position for the Institute

31. We Need to Entrench
a National Position for the Institute
By Engaging Legislature More Effectively
Through Technical Standards & Advisory, Quality Assurance/
Practice Monitoring, Policy Dev., Gov. & Reg. Affairs
By Creating Buzz and Excitement in the Market Place
Giving compelling reasons for member sign-up and maintenance,
pursuance of continued upgrading, greater affinity for
the ICPAS Consumer Brand

32. We Need to Entrench
a National Position for the Institute
By Installing a Corporate Brand
Meaning it must encompass the wider perspective
of the accounting and auditing industry
Needless to say this must engage the forthcoming QP
By Redefining the Consumer Brand
There must be showcasing of unique initiatives that boost
member and participation enthusiasm
Member programs, academic engagement, thought leadership
resources, technical excellence, including imbuing staff with core
skills and community relations programs relevant towards
the ICPAS National Position

33. We Need to Entrench
a National Position for the Institute
MISSION STATEMENT
To Lead , Develop and Support Accountancy Professionals
so that they will Excel in their Role and Contribute
to Building Singapore as a Strategic Business Hub
and a Key Player in the Global Economy
STATEGIC INTENT
Elevate and Establish the ICPAS Brand
Institute of Certified Public
Accountants of Singapore
Corporate Brand
ICPAS Consumer Brand

34. ICPAS Corporate Brand
Institute of Certified Public
Accountants of Singapore
ICPAS Consumer Brand
ICPAS Pte. Ltd.
SAA-GE
Singapore
Accountancy Academy
– Global Education
CATS
Cert. Acct.
Tech. Singapore
SIATP
Singapore Inst. Of
Accr. Tax Prof.
Ministry of
Finance
ACRA
Account.
Standard
Audit.
Standard
Comm.
Account.
Std.
Council
Code of
Pref.
Conduct
Practice
Mon. S.
Comm
ICPAS/ACRA
Pub.
Over.
Comm.
ICCPAS Corporate Brand needs to Engage
Legislature More Effectively
CPE
Continued
Professional
Education
CPA
Singapore
ATTS
Assn. of Taxation
Tech. Singapore
ICPAS
Foundation?

35. Seminars
In-House Prog.
Post Grad. Prog.
Exec. Courses
Infocom
Buss. Analytic
Reports
Financial
Reporting Std.
Audit
Tax
Insolvency
The Development Of an ICPAS Corporate Brand
Allows us to Better Distinguish our Roles
Regulatory
and
Corporate
Facing
Consumer
and
Commercial
Facing

36. This Pre-Determines an Avenue
To Engage QP When it Arrives
ICPAS Corporate Brand
Institute of Certified Public
Accountants of Singapore
ICPAS Consumer Brand
ICPAS Pte. Ltd.
Ministry of
Finance
ACRA
Account.
Standard
Audit.
Standard
Comm.
Account.
Std.
Council
Code of
Pref.
Conduct
Practice
Mon. S.
Comm
P. Act.
O/sight
Comm.
ICPAS
Foundation
SAC
Singapore
Accountancy
Council
?

37. Elevating Council Members
and Specialist Staff to Higher Roles
Setting Accounting/ Auditing Industry Standards
ICPAS Corporate Brand
Institute of Certified Public
Accountants of Singapore
Account.
Standard
Audit.
Standard
Comm.
Code of
Pref.
Conduct
Practice
Mon. S.
Comm
ICPAS
CORP.
/SAC?
Council Members
& Specialist Staff
ICPAS
Foundation

38. ICPAS Consumer Brand
Extended Network
Localized In-Market
(ICPAS Brands/Sub-Brands)
Engaging Targeted
Segments and Networks
Domestic
Focused efforts on Target
Segments Through
Customized Programs
Enhanced Product Offering
Through Involvement
Courseware and Resources
Institute of Certified
Public Accountants of
Singapore
Corporate Brand
Domestic
Enhance Positive Equity
to Increase Brand Loyalty
& Affiliation
Establish a National
Profile for the Institute
Projecting a Favorable
Corporate Reputation
Distinction Between Branding
and Marketing Strategic Tasks
Institute of
Certified Public Accountants
of Singapore Foundation
The Global Blue Print
Certification
50th
Anniversary
SAA-GE
CPE
Membership
Accreditation
Professional
Qualification
Structured Development
Industry Outreach
International Dev./
Relations
Brand Strategic Thrusts Marketing Strategic Thrusts

39. ICPAS Management Communications

40. ICPAS Management Communications
Broadly Broken Down

41. ICPAS Management Communications Team

42. Job Scopes in Detail

43. Management Communications
Broader Collaborative Intentions

44. Drivers for the Department
Corporate
Communications
Branding & Marketing
Primary drivers within the department take on a more pro-active approach to working with
and interacting across the organization to actively engage departments and specific topics

45. Just Some Key Projects from
Today’s Work in Progress
• SME/ SMP Forum
• CPA Journal May issue
• ICPAS Annual Report
• Appointment of Public Relations Agency and
installation of proper media monitor fac.
• Development of Strategic Plan Booklet
• Collaborative engagement with Robert Half
• IFAC SMP Forum
• AGM Event
• 50th
Anniversary Event and Commemorative
Book
• ICPAS Website Cleanup and Consolidation
• Appointment of a Brand Agency resource
• Appointment of a Lead Vendor-Web Design
resource
• Re-appointment of Mediacorp Publishing
• Launch of E-journal
• Social Media program development

46. Organization Chart, Future Recommendations
and Immediate Next Steps
- Future development in Purple
- Intention is to give the department a more marketing outlook and focus
- The inclusion of additional drivers towards dedicated Event and Membership Marketing initiatives are recommended
to complement efforts already in place by Corporate Comm. and Marketing & Branding
- Upward movement of two executives who successfully shouldered Key Media Events and Corporate Publications
and as a HR Strategy moving forward
- Realign and reassign Management Communications to better support CEO and President’s Office

47. Dear Evan thank you for your Consideration