1. Tendensdagen 2010
How to turn great ideas into profit generating brands
Stockholm, 14 October 2010
by Rudolf Rodenburg
rudolf.rodenburg@designbridge.com

2. Contents
About Design Bridge
Innovation
•What do I need it for
•Two types of innovation
•Examples of ideas that happened
•Getting started
Checklist
The connection to the brand
Summary
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9. 9

13. Great ideas are simply not enough,
you need to make them happen
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19. $$$
How to turn great ideas into profit
generating brands
$$$
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20. What is innovation
Finding new products
or services that
Thinking about consumers did not yet Creative
something in know they needed thinking -
a different way thinking outside
the box
A bridge
between present
and future
Need is Striving
Finding new subjective. to be
solutions to an the first
existing problem
It is about
want.
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21. What is innovation
Light weight
Doing things
differently
Surprising
Something that Improved
amazes employee
engagement
Something that
does what I need,
but had not been
looking for.
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22. What is innovation
“I had asked people what they wanted,
If
they would have said: A faster horse.
”
Henry Ford
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24. Innovation – what do I need it for?
Think in terms of benefits, rational and emotional:
• Staying ‘one step ahead’
of my competitors
• Be the category leader and
disrupt / drive the market
• Different usage occasion (new for your brand)
• Raise brand awareness
in existing & new markets
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25. Innovation – what do I need it for?
Think in terms of benefits, rational and emotional:
• Improved user experience
• Emotional repositioning
• Increase of market share & profitability
• New target group
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26. Sustainability:
A catalyst for
breakthrough innovation
rather than a barrier.
“Pioneering brands will be ahead of their customers and show
them how to make sustainable choices, in ways the consumer
cannot yet articulate, doesn’t yet know or doesn’t understand.”
Brand green:10 features for success’ Forum for the Future
© Design Bridge 26

27. Two types of innovation
What type of innovation do you need?
Incremental innovation
• 90% of our clients. Quick win.
• Turning existing assets into new revenue streams.
• Low risk, known investment, substantial short-term rewards
Disruptive innovation
• Needs commitment
• Creating new assets for long-term growth.
• Higher risk, needs high investment for short, medium and
long-term rewards
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28. Innovation audit
What kind of innovation support do you need?
• Commercial model and vision - what do you want innovation
to do for you
• Innovation culture: management, champions, budget, process
• Existing assets - capability, technology, process, acquisitions
• Brand landscapes: Global / local, channels, portfolio, competition
Incremental Disruptive
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29. Examples of innovative brands
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30. Ideas that have happened - incremental
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31. a new mood
Category breaking thinking:
moving away from
country of origin (rational) towards
moment of use (emotional)

32. a perfect setting
Old perception of cider in general:
bad image, for young people to
get drunk.
New perception: grown up,
enjoyment, a new way of drinking
cider. 80% market share in
Denmark

33. Kapiti
Ice cream by design
Fonterra Challenge Solution
New Zealand In a market saturated by super-premium ice creams, ‘Ice cream by design’ epitomised this modern brand
Ice cream Kapiti needed to standout from the crowd. Having that designed rather than prepared its ice creams.
developed bespoke flavours for top restaurants, its aim Bespoke fabric designs were tailored for each flavour
was to lead to create 33
and define a new approach to the ice cream category. © collection of ‘must-have’ fashion packs.
a Design Bridge

34. A new kind of message in a bottle
Heineken WOBO (world bottle)
Following a visit by Alfred Heineken to
the Caribbean, he saw two problems:
• beaches littered with bottles
• a lack of affordable building materials.
The WOBO became his vision to solve
both the recycling and housing challenges
that he had witnessed on the islands.
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35. Leveraging brands through strategic alliances
Issues
• Ambi Pur: creating inspiration
• National Georgraphic: fight decrease of
market penetration
Benefits
• National Geographic brings fragrances
from pure and natural locations to Ambi
Pur, giving them an endless source of
natural inspiration
• Ambi Pur brings National Geographic
into households that would previously
not connect with the brand.
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36. Ambi-Pur & National Geographic
<
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37. Innovation – to start
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38. Innovation – getting started
You’ll need to have in place:
• Good strategy
• Good brand
• Good design
• Good marketing
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39. Innovation – getting started
Creative Culture
A creative partner to create
great ideas and help you
Vision / Brand Highly manage them to success
Understand the business, creative
where are you heading.
What role does your brand
play in that and how does
Commercially Technical
it connect with your
aware savvy
consumers.
Capabilities
Use technical design knowledge as
an opportunity for creativity rather
than barrier to it.
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40. Checklist
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41. Check List - barriers
Who stops great ideas from going to market?
People who say this:
• Innovation is not about research & processes, it is about people
• Innovation is not about people, it is about research & process
They need to work together
• Consumers can’t tell you what they want in the future
But they can tell you’re their problems
• A good idea has to follow from an insight
Well, sometimes a good idea is just waiting for the insight
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42. Check List - barriers
Who stops great ideas from going to market?
People who say this:
• It can’t be done
• It’s got to be a long and difficult way, it can’t be easy
• Forget about the consumer for a while. Blue sky thinking
• It is all about timing.
• New things should be self explanatory
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43. Check List - team
What skills do you need in a development team
All aspect from your organisation:
•Research
•Marketing
•Logistics
•Production
•Trade
etc
It is about:
•Utilising skills
•Finding solutions for barriers
•Getting alternative opinions
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44. Check List – expect the unexpected
Whatever it is you set out to do, it might not be where the answer is.
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45. Check List – Triple validation
Consumer
Do they see the benefit of our innovation?
How will we create the emotional connection?
Is anyone going to buy what we’ve come up with?
Technical
Can we produce it and what is the investment needed?
Surprise: often less investment is needed than you would think.
Speak with third party suppliers.
Or: you may already have the expertise inhouse.
Commercial
Does it benefit our brand?
Can we make a profit?
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46. Checklist – Future proof
Branding
Does it feed your existing brand?
Will you need to create a new brand?
How can your brand grow in future segments. Already think of that
today.
Intellectual property
Can you own the idea or can it easily be copied?
Is it a protectable shape?
For example: The coke bottle, innovation around the cap of bottle, the
way of opening the pack.
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47. larger than life
A good example of
ownable intellectual
property.
Can’t be copied. There is
only one Mr. Lee.
before

48. Check List – The Consumer
What is the big brand idea that your consumer will experience from all
touchpoints?
Will the consumer understand the benefit?
Does the consumer want the benefit? Is there an emotional
connection?
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49. The connection to the brand
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50. Feed, not Bleed
FEEDING:
Make sure that any innovation contributes toward the brand vision
An innovation should enhance and reinforce the brand perception.
BLEEDING:
Confuses the consumer
Pulling the brand into territory that the consumer does not see as part
of the brandworld
If the idea is good but it is a form of bleeding, consider creating a new
brand or a strong sub brand with a clear and different positioning from
the main brand.
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51. Feed, not Bleed
The brand gives the judgement criteria for a go or no-go.
If you feel your brand does not have these judgement criteria, speak
with me.
Good idea, but not on-brand?
If you have a great idea but it would be a form of bleeding, consider
creating a new brand or a strong sub brand with a clear and different
positioning from the main brand.
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52. Example of good feeding
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53. Pernod Ricard:
“Beefeater 24 is the biggest successful innovation in our portfolio”
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54. Beefeater
Made in London
Chivas Brothers Challenge Solution
Global Beefeater had been neglected for several years and, as a Beefeater now exudes the spirit of ‘Authentic London’.
Gin result, had lost its premium positioning in many global markets. In Spain, the second biggest gin market in the world,
The brand’s image needed to reflect its rich provenance as the sales increased 14% in the first nine months and, in
only London Gin still actually produced in London. the developing market of Russia, sales shot up by 37%!
© Design Bridge 54

55. Beefeater 24
Daring London Glamour
Chivas Brothers Challenge Solution
Global With a new super premium blend, Chivas Bros hoped to The big brand idea, “Daring London Glamour”, captures the
Gin cement Beefeater’s place as the worlds leading gin brand. duality of London’s glamour and danger. Our name, 24,
Having helped establish Beefeater Dry as the everyday long pays homage to the city’s 24 hr culture and the 24 hr
drink, we needed to create a compelling story for the new offer. distillation. In all, an authentic, yet forward looking brand.
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© Design Bridge

56. In summary
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57. Take Aways
Feed not Bleed
Make sure that any innovation contributes toward the long term brand vision.
“Just because you can make a fast buck...doesn’t mean you should”
Triple validation: consumer + technical + commercial
• Can we create demand, will they want it?
• Can we deliver?
• Can we make money?
Innovation is not only about the silver bullet. It is much closer than you
think it is.
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58. Follow Up
Sveriges Marknadsförbund & Design Bridge
Full day workshop in Q1-2011
Contents:
• Innovation in practice – bring your own challenges to the table
• Find out how innovation relates to your brand
• Groups of 3-4 to work out your innovation opportunities
Please register your interest with:
Jan.Fager@svemarknad.se
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60. Thank you
Intellectual property
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comparison & review and may not be reproduced in any way.
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and the company to whom the proposal is addressed, and may not be shared
with any other party without Design Bridge’s permission.