Branding

Branding

Sales and Marketing Training

Creating and Managing Your Corporate Brand

Session One: Course Overview

• Define what a brand is (particularly a strong brand) and what branding is about

• Define various types of brand architecture and brand extension

• Identify your brand’s products, the features of those products, and their values

• Write a mission, vision, and style statement for a brand

• Describe the basics of positioning a brand

Learning Objectives (I)

Session One: Course Overview

• Understand the basics of creating a visual identity, including a brand name, slogan, and logo

• Help your employees live the brand by empowering them to be ambassadors and creating strong brand touchpoints

• Effectively plan an internal and external brand launch

• Monitor and evaluate your brand, and understand how to respond to the results

Learning Objectives (II)

Session Two: Defining Branding

• What comes to mind when we say “brand?”• Simon Middleton says, “Brand is about

meaning.”• People use brands to help them navigate

today’s marketplace of overflowing choices.

Defining Brands and Branding (I)


What is Branding, Then?•The word branding encompasses the entire process of creating, managing, and evaluating that brand. •It’s how you build relationships with people through the image that the brand gives out. •Your brand should be integrated into all facets of your organization.

Defining Brands and Branding (II)


Your brand can include:•A catchy name•A logo or logotype•Trademark colors•Characters •A particular style, look, feel•An attitude•A set of feelings and values•Anything you want it to!

Defining Brands and Branding (III)


Why Branding is the Most Important Investment a Company Can Make•Branding doesn’t have to cost a lot of money!•What advantages might come from having a strong brand?

Defining Brands and Branding (IV)


• Name a brand that you are familiar with.• What are some characteristics of the brand?• What makes it a strong brand?

Characteristics of a Strong Brand

Session Three: What Are You All About?

• Before you begin, you must know what you’re branding.

• Take a blank sheet of paper. • Write a few short lines about what your

product or service is, what it does, and what benefits it brings to customers.

• Focus on things that are key to your business.

Identifying Your Products and Features (I)


Example: Acme Widgets Inc.•We sell four types of widgets and provide widget repair service.•Three of our widgets are for home use.

– The base model provides basic cleaning services and saves customers about one hour each day.

– The middle model provides better cleaning services as well as laundry duties. It saves customers about two hours each day, plus all maintenance fees are waived for three years.

– The top-end model performs all services of a traditional butler. It saves customers at least four hours each day, plus all maintenance fees are waived for its lifetime.

•Our industrial widget is custom-built and is designed to integrate with any assembly line. On average, businesses save $1,500 per day in labor costs by using our widgets.

Identifying Your Products and Features (II)


Identifying Your Values (I)


• Narrow it down to a handful of values or just one.• Cross out any values that don’t represent the brand.• Cross out any values that you don’t think that the

business could embody. • Cross out anything that won’t compel employees or

have meaning for customers. • Cross off any values that won’t help make you unique,

or that are not sustainable.• Finally, is this value easy to communicate?

Identifying Your Values (II)


• Use these values to create a statement.• Example: Wal-Mart

– Respect for the individual– Service to our customers– Striving for excellence

Identifying Your Values (III)

Session Four: Creating a Mission

• This is where big ideas live. • Having this bigger sense of purpose will be a big

help when creating the public-facing elements of your brand.

• So don’t be hesitant, don’t worry if you’ll ever get there – write down your biggest hopes and dreams for your product or service.

• The best mission statements are short and simple.

What a Mission Statement is All About (I)


• 3M: To solve unsolved problems innovatively.• ADM: To unlock the potential of nature to improve the quality of

life.• Bristol-Myers Squibb: To discover, develop, and deliver innovative

medicines that help patients prevail over serious diseases.• Conoco Phillips: Use our pioneering spirit to responsibly deliver

energy to the world.• CSX: To be the safest, most progressive North American railroad,

relentless in the pursuit of customer and employee excellence.• CVS: We will be the easiest pharmacy retailer for customers to

use.

What a Mission Statement is All About (II)


• Darden: To nourish and delight everyone we serve.• Dow Chemicals: To constantly improve what is essential to

human progress by mastering science and technology.• Erie Insurance: To provide our policyholders with as near

perfect protection, as near perfect service as is humanly possible, and to do so at the lowest possible cost.

• Ford Motor Company: We are a global family with a proud heritage, passionately committed to providing personal mobility for people around the world.

• H&R Block: To help our clients achieve their financial objectives by serving as their tax and financial partner.

What a Mission Statement is All About (III)


• Harley-Davidson: Fulfill dreams through the experience of motorcycling.

• Levi Strauss: People love our clothes and trust our company. We will market the most appealing and widely worn casual clothing in the world. We will clothe the world.

• Microsoft: Help people and businesses throughout the world realize their full potential.

• Nike: To bring inspiration and innovation to every athlete in the world.

• OmniCare: Our business is pharmaceutical care. Our mission is positive outcomes.

• Walt Disney: To be one of the world's leading producers and providers of entertainment and information.

What a Mission Statement is All About (IV)


• What is one word that describes your product? • Describe the main purpose of your product in

one sentence. • Make a list of verbs that describe what happens

when people use your product.• If you’re having trouble getting started, describe

what you don’t want your product to be. Then write down the opposite of those words.

Time for Reflection

Session Five: Creating a Vision of the Future

(I)• Your vision statement outlines how you

want things to look for your product in the short term.

• You want to create a positive, optimistic, realistic snapshot of where you want to be.


(II)Things to Consider •Who will you have as customers, competitors, employees, and shareholders?•What will the product look like?•Where will you be selling it?•How will your brand look?•What reputation will it have?


(III) One Year Our household widgets will be in the top ten of Innovation Magazine’s annual Time-Saving Devices list. Our sales focus will remain in North America, although we will begin expanding to Europe at the end of the year. During this process, we will ensure that the product lives up to its current high standards of efficiency and saving customer’s time.


(IV) Three YearsWe will expand our industrial widgets line to two standard models, while keeping the custom model option. We will continue to sell three types of household widgets. We will establish a strong market presence in Europe and begin establishing contacts in Asia. During this process, we will ensure that the product lives up to its current high standards of efficiency and saving customers time. We will expand the focus to include money-saving options, such as our lifetime service plan.


(V) Five YearsWe will focus on improving our product line through customer feedback, industry studies, and intensive research in development. These efforts will support strengthening our global presence and make the anticipated line of four household widgets and three industrial widgets the preferred brand worldwide.

Session Six: Positioning Your Brand

Identifying Your Ideal Position

Session Six: Positioning Your Brand

Acme Widgets Examples•Innovative design•Modern approach•Trustworthy service•Financially sound

Positioning Workout

Session Seven: Developing Your Style

Writing a Style Statement

Session Eight: Developing a Brand Name and Slogan

Recap: What We’ve Created So Far•Your product or service’s benefits and features•Your product’s values•A mission statement •A vision statement •Your brand’s position •Your brand’s unique style

The Forward-Facing Elements (I)


Elements of a Strong Brand Name/Slogan •True to the product•Recognizable, different, and unique •Sustainable and durable •Flexible•Something that your company can commit to•Something that generates value for the company

The Forward-Facing Elements (II)

Want In A Name• Memorable and noticeable• Speaks about your product

or service• Engages customers• Unique• Appropriate and inoffensive

Don’t Want In a Name• Something that is boring

and not distinctive• Something that is hard to

pronounce or remember• Something that might have

negative connotations • Inside jokes


Developing Your Brand Name (I)


• So where do you start? • We suggest brainstorming words and short

phrases that describe your product’s purpose. • Try brainstorming a brand name for our

widget.

Developing Your Brand Name (II)


• “Slogan” comes from the Gaelic word sluagh-ghairm, which means “battle cry.”

• You might also know a slogan as a motto, tagline, mantra, or strapline.

• Not all products have a slogan, but a good one can significantly add to your brand’s value and give your brand bigger exposure.

Developing a Slogan (I)


Can you identify the companies or products associated with these taglines?•Just do it. •Expect more. Pay less. •All the news that’s fit to print. •Drivers wanted. •Save money. Live better.

Developing a Slogan (II)


• A good slogan is short, punchy, appropriate, and true to the product.

• To create it, we suggest the same approach that we used for the brand name.

• Focus on words and short phrases that describe your product’s purpose.

• Try brainstorming a slogan for our widget.

Developing a Slogan (II)

Session Nine: Creating a Visual Identity

Graphic Design 101 (I)


Graphic Design 101 (II)


Graphic Design 101 (III)


Graphic Design 101 (IV)

Serif Fonts Sans-Serif Fonts Specialty Fonts


Simple Pictorial Mark

Types of Visual Identities (I)


Letterform

Types of Visual Identities (II)


Wordmark

Types of Visual Identities (III)


Emblem

Types of Visual Identities (IV)


Pop Culture Test (I)


Pop Culture Test (II)

Session Ten: Living Your Brand

• Your employees have a unique perspective on your brand.

• They are the people who bring your brand to life, yet they still need to be sold on it just as your external customers do.

• Branding guru Simon Middleton says, “Getting your staff to believe in your brand […] is about authentic engagement coupled with genuine empowerment.”

Transforming Your Employees into Ambassadors (I)


• Keep employees involved at every stage of the branding process.

• Focus groups and team meetings with senior executives are an excellent way to help employees feel engaged and listened to.

• Share as much information as possible.• Let them know why things are happening the way they are

and how their jobs will be affected.• Give employees some freedom in living the brand. • Ask your employees what you can do to make them better

ambassadors for the company.• Immerse the employees in the brand.

Transforming Your Employees into Ambassadors (II)


• Web site and social media• Traditional media • Direct mail, e-mail, or telephone advertising• Partnership companies or other organizations

that you are linked to • How employees answer the phone, handle

questions, and respond to complaints• The package that the brand comes in

Understanding Touchpoints (I)


• Instructions included with the package• The sales and follow-up process• Systems for making appointments• Post-sales service and support• Appearance, attitude, knowledge, and

demeanor of company employees• Appearance of office, sales floor, warehouse,

retail store, information kiosks, vehicles, etc.

Understanding Touchpoints (II)


Media (Internet and Traditional)•Monitor your social presence.•Always be professional when interacting with the media.•Appoint a media spokesperson. Educate them on the presence that you want to convey.•Remember that actions speak louder than words.•If you are partnered or somehow associated with another organization, their actions will reflect on you, too. Choose your friends wisely.

Creating a Unique Experience at Each Touchpoint (I)


Employee Interactions•Be clear on what your brand is about so that employees can share the story with customers in the right way.•Ensure that employees have the proper tools.•Meet with employees and listen to what they have to say about the brand and how they are feeling about being its ambassador.•Follow up with customers.

Creating a Unique Experience at Each Touchpoint (II)


Physical Space •First impressions mean everything. •Your reception or storefront area is important. Checklists can help employees know what standards they must meet and keep things looking clean and fresh.•You never know where customers will look!

Creating a Unique Experience at Each Touchpoint (III)


The Brand Itself •Ensure that your brand stays consistent in each of its appearances.•All products should be in packaging that protects the product and sells the brand.•Have a process for dealing with damaged products.

Creating a Unique Experience at Each Touchpoint (IV)


Sales and Follow-Up Process•Remember that actions speak louder than words.•Monitor sales and follow-up processes to ensure that customers are getting a consistent experience. •Evaluate consistently and often.•Each experience should be unique, friendly, deliver what customer expects.

Creating a Unique Experience at Each Touchpoint (V)

Session Eleven: Connecting with Customers

1. Make their customer experience unique by branding it, too.

2. Tell your customers how this purchase will benefit them, not why you think they should buy.

3. Find unique ways of staying in touch. 4. Publish well-written articles in specialty magazines. 5. Encourage company members to become experts. 6. Use social media wisely.7. Create contests, polls, and surveys.8. Become certified and qualified in industry-relevant areas. 9. Use a variety of sensory language to connect with

everyone. 10. Stay in tune with current trends and changes.

Session Twelve: Launching Your Brand (I)

• The hard work is all done and now it’s time to share it with the world!

• This is an exciting opportunity, but you must launch your brand the right way.

• It is often wise to plan an internal launch and then an external launch.

• This will help give employees and customers positive feelings.

Session Twelve: Launching Your Brand (II)

Internal Launch•Set some goals for the internal launch (examples: information, communication, and motivation)•Questions to consider:

– Who needs to know about the internal launch?– How and when will they find out?– How will you communicate the “why?”– What questions will customers have? – How will employees be expected to answer them?– How will customer, employee, and shareholder experiences change?– How will updates be communicated?– How can you create positive energy and excitement throughout the

launch process?– How will you empower employees to deliver this new brand

experience?

Session Twelve: Launching Your Brand (III)

External Launch•Who needs to know about it?•How and when they will find out?•How will you communicate the “why?”•What questions will customers have? •Can we answer them during the launch to be pro-active?•How will employees be expected to answer them?•How will customer experiences change?•How can you create positive energy and excitement throughout the launch process?

Session Thirteen: Taking Your Brand’s Pulse (I)

• Consider your brand a living, breathing entity that must evolve with the company, your customers, and the marketplace.

• There are software packages that can monitor your brand’s activities, social presence, market share, and customer response.

• You can hire a company to manage your brand for you.

• There are low-cost or no-cost methods too (i.e. Google Analytics).

Session Thirteen: Taking Your Brand’s Pulse (II)

Questions to Ask•How are we meeting our brand promise?•What is working for you?•What is not working?•What new trends are you seeing?•How do you feel about the brand?•How does this compare with how you felt about it last month? Six months ago?

Session Fourteen: Performing a SWOT Analysis

What Does SWOT Stand For? (I)

Session Fourteen: Performing a SWOT Analysis

• Your company and its strengths and its weaknesses• Your products and/or services and their strengths and

weaknesses• The community and what is currently going on that may

affect future planning• Your primary and secondary target markets and what they

want/need• The competition and what they are doing• The external forces that will affect your business• Opportunities that are available to you and your company• Environment and market factors that could threaten your

business

What Does SWOT Stand For? (II)

Session Fifteen: Measuring Brand Health with a Balanced Scorecard

(I)• The balanced scorecard is ideal for monitoring a

brand and evaluating how well it is doing, compared to its intended purpose and metrics.

• A balanced scorecard typically focuses on four perspectives:– Customers– Finance– Internal processes– Employee learning and growth

Session Fifteen: Measuring Brand Health with a Balanced Scorecard

(II)

Vision

Become a cornerstoneof the business

community by helpingour clients transform

their brands andachieve their dreams

Learning & Growth PerspectiveTo achieve our vision, how will we sustain our ability

to change and improve?

Focus on employee developmentProvide strong leadership and

communication base

Actions Measures

Implement onlinelearning portal

Percentage ofemployees attended

and completedprogram (>90%)

Internal Process PerspectiveTo satisfy our customers and stakeholders, at what

business processes must we excel?

Product deliveryNumber of customer touches

Product innovation (unique features)Community relations

Actions Measures

Streamline deliveryprocess

Door to door time(Target: Less than 5

days)

Customer PerspectiveTo achieve our vision, how should we appear to our

customers?

Improve delivery timeBuild loyalty

Improve customer satisfaction

Actions Measures

Measure satisfactionthrough mystery

shopping

Report results(Target: >90%)

Introduce loyaltyprogram

Number of members(Target: 1 million)

Financial PerspectiveTo achieve our goals, how should we appear to our

shareholders?

Grow revenueEnhance customer value

Actions Measures

Increase net profitby 25%

Net profit for 2020reaches 4.5 million

Begin bulk rate salesSales of $1 million in

first year

Session Sixteen: Middleton’s Brand Matrix

Not a lot of people know about

the brand

People sometimes remember

the name, slogan, etc.

People who do know about it

have good things to say

Perception of the brand is

consistent and positive

The brand is easy to explain

You get some repeat business

A lot of people know about the

brand and remember the name,

slogan, etc.

Customers say good things


consistent and positive

The brand is easy to explain and

sometimes doesn't need to be

explained at all

You get a lot of repeat business

Not a lot of people know about the

brand

People never remember the name,

slogan, etc.

People who do know about it do not

have good things to say

Perception of the brand is not

consistent

The brand is hard to explain

You do not get a lot of repeat business

A lot of people know about the

brand

People sometimes remember

the name, slogan, etc.

People who do know about it do

not have good things to say


consistent but negative

You do not get a lot of repeat

business

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Session Seventeen: Interpreting Evaluation Results

(I)Signs of Trouble •When you ask, “How are we meeting our brand promise?” and, “How do you feel about the brand?” you get many different answers, or consistently negative answers.•There is a significant drop in sales and/or social media presence that cannot be explained by market factors.•Your customers have indicated that they do not feel important.•The market opinion of your product does not reflect your brand.•Your brand appears in the media in a negative light. •Organizations and corporations have severed their partnerships with you.

Session Seventeen: Interpreting Evaluation Results

(II)Choosing a Course of Action1.Keep doing what you are doing; change nothing.2.Change a few things to keep the brand fresh.3.Bring out the big guns.

Session Eighteen: Keeping the Brand Alive

When to Refresh?•New leadership•Merger•New product•Significant marketplace shift•Geographical shift

Refreshing and Re-Launching (I)


Re-Launching the Brand•Who needs to know?•How and when they will find out?•What questions will customers have? •How will you answer them?•How will customer, employee, and shareholder experiences change?•How will updates be communicated?•How can you create positive energy and excitement?•How can you minimize negative energy?

Refreshing and Re-Launching (II)


• Are there any parts of the current brand identity that can be preserved?

• What sort of ties do we want to create between the old identity and the new one?

• How can we do this?• What are the pros and cons of keeping the

current identity, refreshing it, and going for a total rebrand?

• What will each of these options cost in time, money, and reputation?

Taking on a Total Re-Brand (I)


Taking on a Total Re-Brand (II)


• There is one step that we have added: to compare the old brand with the information that you have gathered.

• When you have completed the nuts and bolts of the re-brand, you will want to take extra care when planning its launch.

• It’s easy for everyone to fall back into old habits!

Taking on a Total Re-Brand (III)


• Where will you start?• What approach will you take: leave it as is,

refresh the brand, or do a total re-brand?• What changes do you think will be most

important?• What will your challenges be?• How will you address those?

Case Study Questions

Session Nineteen: Going Beyond the Brand

• Product and its corporation are linked through the brand name.

• Complete name is presented to all audiences.

Understanding Brand Architecture (I)


Endorsed Brands•Frommer’s by Lug •Cadbury Dairy Milk•Sony PlayStation•Babies R Us

Understanding Brand Architecture (II)


Individual BrandsP&G makes all of these brands!

Understanding Brand Architecture (III)


• A strong brand can also be used to spin off an entirely new product line (or even several product lines).

• This can help jumpstart a new product, but if the new product flops, it can do damage to the original brand.

• Do you remember New Coke?• You will often see brand extensions in these forms:

– A new spin on an old product– A new timeframe – An entirely new product that is related to the existing,

successful brand

Understanding Brand Extension (I)


Successful Brand Extensions•Coca-Cola spin-offs (Diet Coke, caffeine-free Coke, etc.)•Ralph Lauren’s jump from clothing to home furnishings•Arm & Hammers jump from baking soda to products containing baking soda •Virgin Record’s creation of many product lines •TGI Friday’s line of frozen products to cook at home•The iProducts created by Apple

Understanding Brand Extension (II)


Brand Extensions We’d Rather Forget•BIC underwear•McDonald’s pizza•Kellogg’s street wear•Crystal Pepsi

Understanding Brand Extension (III)


Co-Branding•Bath & Body Works promoting Victoria’s Secret perfume (which they manufacture)•Gas coupons at the grocery store, and vice-versa•National Geographic and Google Earth partnering to offer services and share advertisements•Mobile devices pre-packaged with brand-name software•Men’s clothing line opening a shop inside a hardware department store

Understanding Brand Extension (IV)

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