A Long-Term Brand Building Roadmap
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The document outlines a multi-phase process for developing a long-term brand growth strategy. Phase 1 involves strategic development including insight generation on customers, brands, and competitors. Phase 2 focuses on developing strategic options regarding the core brand, portfolio, architecture, and messaging. Phase 3 aims to gain executive alignment through facilitated work sessions to agree on decisions. The final phase involves internal and external activation of the brand strategy.
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A Long-Term Brand Building Roadmap
- 3. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 3 Phase 1. Strategic Development Step 1 Insight Generation Step 2 Strategic Options Step 4 Executive Alignment Step 5 Finalization & Future Roadmap To lay the market-based groundwork for strategic development efforts § Target customers § Brand equity assessment § Competitive assessment To hone in on likely, but potentially polarizing options that enable discussions resulting in alignment § Core brand strategy § Brand Portfolio Strategy § Brand Architecture § Messaging Architecture To gain agreement among key executives across the organization on critical brand issues § Facilitated work sessions § Decision criteria / guiding principles § Implications on different businesses / initiative prioritization To articulate final strategic decisions and lay the groundwork for future implementation § Packaging of final strategies for easy consumption § Refine roadmap / migration planning § Ambassador training
- 4. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 4 Key Activities for Step 1 - Insight Generation Target customers Definition of who they are demographically and firmorgraphically, their needs, attitudes, and perceptions of brands in their consideration set; opportunity sizing – what they spend on and how much § Gather / synthesize existing information on customers (secondary sources, research reports, data bases, etc.) § Interview Company X senior managers most knowledgeable of customers including executives, sales and marketing leaders § Conduct primary research (qual and/or quant depending on data gaps that exist) § Analyze results and combine with existing information to establish either a “working” or final customer segmentation scheme § Build out customer segment profiles and develop targeting strategy based on a predetermined criteria Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Size / Spend Demo / Firmo Attitudes & needs Brand Perceptions Key Touch- points Seg 2 Seg 1 Seg 4 Seg 3 Seg 5 Strategic Targets Sources of Volume Opportunistic
- 5. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 5 Brand A Brand B Brand C Brand D Brand E Maintain with no changes ✔! Eliminate soon ✔! Eliminate over time ✔! Extend, Leverage, Re-position ✔! ✔! Brand A Brand B Brand C Brand D Brand E Economic Score Strategic Score Perceptual Score Key Activities for Step 1 - Insight Generation (cont.) Brand Equity Assessment Strengths / weaknesses of key brands to make portfolio decisions (e.g. keep, lose, or change) § Gather / synthesize existing information on key portfolio brands (those which represent the different areas of the businesses including print, digital, and logistics) § Interview senior managers most knowledgeable of the brands § Conduct primary research to gain market-based insights into the strengths and weaknesses of the brands (could be incorporated into segmentation research, if that is required) § Assess strengths and weaknesses of selected brands based on a predetermined criteria (e.g. economic, strategic, perceptual) § Make recommendations on which brands to keep, lose and change / extend
- 6. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 6 Key Activities for Step 1 - Insight Generation (cont.) Competitive assessment Strengths / weaknesses of close-in and further-out competitors and their communications § Conduct team work session to frame the competitive set – current and future § Gather / synthesize current communications of key competitors § Assess strengths and weaknesses of those communications § Gain additional insights on competitors through primary research (as part of segmentation and/or brand equity efforts) § Synthesize insights into perceptual maps that clarify competitive positionings, key patterns, and white space opportunities § Clarify implications on brand, marketing and communications going forward Sample communications audit Opportunity space
- 7. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 7 Key Activities for Step 2 - Strategic Options Core Company X Brand Strategy Determination brand role / if it should be master brand and if so to what degree, its brand positioning and persona § Clarify insights from previous steps for the brand § Develop guiding principles for the brand / what the brand must accomplish to achieve business objectives § Elaborate on what it means for to be a master brand, if appropriate (e.g. where it should extend its reach, how it should show up with different stakeholders, how it should interact with other brands, etc.) § Develop alternative brand concepts and narratives to discuss with the team § Bring select options to life visually through high concept imagery Branded House House of Brands Investment Banking Asset Management Customer Segments HOMOGENEOUS MANY / DISTINCT Brand Management Resources CENTRALIZED DECENTRALIZED Competitors FEW / LARGE MANY LARGE & SMALL Option 1 Purpose Positioning Persona Option 2 Purpose Positioning Persona
- 9. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 9 Key Activities for Step 2 - Strategic Options (cont.) Brand Architecture DeterminaDon the ideal relaDonship of porHolio brands to, and establish naming convenDon for offers § Clarify a current-state map of the brand architecture, highlighDng complexiDes, inconsistencies, etc. § Determine guiding principles for the brand architecture, based on insights from previous steps, best pracDces, and direcDon of a possible master brand § Establish a finite amount of brand relaDonship types should employ (e.g. co-brand, endorsed, stand alone) § Demonstrate how different brand relaDonships might play out within a framework composed of an organizing principle (from the brand porHolio work), and hierarchy (parent to offer / variant) § Establish decision tree for current porHolio and future acquisiDons 1. Enterprise" IBM! 2. BUs" SWG STG GTS GBS! 3. Shared Agendas" Social Business Smarter Commerce! 4. Solutions" " Customer Experience! Work Experience! Quality & Performance! 5. Capabilities" Social Business Strategy! Data Management! ! Server & Storage Visualization! 6. Offer Line" Lotus! Tivoli! Storage! 7. Individual Offers" LotusLive! Lotus Connections! System Z! 8. Features" Emails! Engage! IBM Linux for System Z! A. Revenue B. Market Need C. Competitive D. Equity Flow YES START NO YES NO YES NO YES NO Sub-brand / Equity Ingredient Unbranded
- 10. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 10 Key Activities for Step 2 - Strategic Options (cont.) Messaging Architecture Determine the type of conversations we want to have with customers, overriding messages at the enterprise level, and how to communicate those messages in order to build the brand and engage customers § Establish key enterprise-level messages (e.g. brand equities, POV’s, points of differentiation, value propositions, etc.) § “Plumb” and elaborate on those messages throughout the brand architecture through narratives that establish conversational guidance for sales and marketing § Demonstrate where and how those messages / narratives should be leveraged § Bring messaging to life in representative communications, clarifying recommended changes in a “from / to” format Brand Hierarchy Level Message / Narrative Market Category (organizing principle) Cloud Context Targets Primary: CIO, CTO Secondary: Data Center Manager Imperatives Drive cost efficiencies within IT sourcing through …. Rationale IT Budgets are stagnant due to …. Branded Solution Set SmartCloud IBM’s SmartCloud service delivery, integration and management platform is built upon standards and best practices learned from over 2000 global client successes …. Capabilities - Application Infrastructure - Business Continuity & Resilience - IT Outsourcing Individual Offers SmartCloud Foundation Easily build and rapidly scale private/hybrid cloud environments with unparalleled ….. SmartCloud Services Unprecedented choice and control with enterprise-class servcie delivery platform SmartCloud Solutions Software as a service coupled with deep industry insights, business process skills and analytics, delivering IT and ……
- 11. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 11 Facilitated Work Sessions Decision Criteria / Guiding Principles Implications on BUs / initiative Prioritization § Prepare materials for executive work sessions § Refine content and facilitation techniques with team § Employ key executives / steering committee § Facilitate a series of sessions to arrive at agreed-upon strategic decisions and build out brand strategy § Develop criteria / principles, and accompanying metrics where applicable for various elements of the strategy § Refine criteria and metrics with executive steering team § Construct and stress-test decision trees using existing brands and data compiled through earlier steps § Clarify, with the executives, what impact different branding scenarios might have on primary BUs § Identify primary areas requiring change such as brand management, sales force, resource allocation § Lay the groundwork for initiative prioritization Key activities for Step 3 - Executive Alignment • Driven by guiding principles which align with business objectives • Clarifies the breadth of portfolio • Intuitive to understand and navigate for stakeholders • Brand assets are leveraged across the portfolio • A strong rationale to guide which entities / offers to brand vs. describe BU 1 BU 2 BU 3 BU 4 Branding Scenario A Scenario B Scenario C
- 12. PROPRIETARY AND CONFIDENTIAL SUBSECTION TITLE 12 Packaging of Final Strategic Decisions for Easy Consumption Refine Roadmap / Migration Planning Ambassador Training § Story board out key learnings and developments into and effective presentation – simplifying overall § Design key elements of that “story” with info-graphics and imagery § Refine with team as required § Refine the preliminary roadmap based on decisions made in previous steps § Incorporate priority initiatives into roadmap / clarify role and responsibilities of team going forward § Detail out how recommended changes should be implemented over time § Develop overall education approach and training modules § Determine who should be a brand ambassador and how best to deploy them § Engage ambassadors in in- depth training sessions / collaborate with them to outline a go-forward plan Key activities for Step 3 - Executive Alignment