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A company's primary responsibility is to serve its customers.
Profit is not the primary goal, but rather an essential condition for
the company's continued existence. Peter Drucker
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your products and services provides
your customer with a choice
your brand defines whether
they will choose you or your competitor
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Your Brand
... is an Expectation
... through emotions ...
... that connects ...
By differentiating the experience
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Use Emotion to Position Your brand?
But Emotions are not rational constructs
they defy logic and reason
. and are defined by perceptions
which defines our reality
The key lies in understanding perceptions
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Brand Perceptions
The key to managing your brands
and how people behave around them
is manage the perceptions of the brand!
You need to manage
the conscious and subconscious elements .
.of your Brand
Then you can control the perceptions around your brand
whether this is for Your Executive Your Staff
Your Customers or even Your Competition
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Managing Brand Perceptions ?
The 10 Trigger Points of Perception:
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal
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Managing Brand Perceptions ?
The Benefits of using the 10 Trigger Points of Perception :
Defines exactly how people perceive the brand
Defines exactly how people behave around the brand
Defines the strength of Brand Clarity
Identifies the absolute unique brand personality
Defines how people identify with your brand
Clarifies what they associate with your brand
Taps into powerful ancient cultural myths and stories
Uses subconscious anchors and links
Provides the illogical emotional connection
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The 10 trigger points
of brand perception
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What are the 10 Trigger Points ?
The 10 brand triggers points are based on ten archetypes that operate in the
collective psyche of humankind.
They can be used to modify choices and behaviours in relation to a brand. These
are:
> Identity
> Feeling
> Thought
> Attraction
> Energy
> Growth
> Structure
> Freedom
> Spirit
> Renewal
Individuality & Uniqueness
Emotional Impact
Communication
Social Intelligence
Competitiveness
Growth & Expansiveness
Authority & Respect
Innovation &
Unconventionality
Intuition & Inspiration
Power & Transformation
[who we are]
[the emotional impact of our brand]
[how and what we really communicate]
[the impact of the brand on relationships]
[how does the brand motivate action]
[the capacity to expand]
[what we are respected for]
[how our brand generates excitement]
[how our brand inspires]
[power of our brand to change peoples lives]
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> An archetype is not created
> They are part of the human collective unconsciousness and reflect a subconscious way
of doing things
> An Archetype is not isolated, static elements of consciousness
> They provide meaning and direction to how we behave and how we express ourselves
a day-to-day basis
> They are fundamental to everything that we do
> A Brand Archetype is not a rational construct
> They are universal in nature and behave in non-linear ways that lacks reason and
logic
> Archetypes and archetypal interactions are double edged swords
> They are both positive and negative
What are Brand Archetypes
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BrandArchetype
Internal
Alignment
External
Alignment
Building Brands through the 10 Brand Trigger Points
Internal Brand Alignment
Cultural Alignment
Performance Management
Operational Effectiveness
Customer Insight
Competitive Analysis
Industry Analysis
CRM Strategies
Communication
Executive Vision
Strategic Alignment
Brand Positioning
Portfolio Management
The following case studies that highlight
some of these applications to provide an insight into the process
Applicatio
n
Focus
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Building Brands through the 10 Brand Trigger Points
Brand
Positioning
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal Executive Vision
Strategic Alignment
Brand Positioning
Portfolio Management
Case Study One:
Executive & Management
are not strategically aligned
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Building Brands through the 10 Brand Trigger Points
Brand
Positioning
Executive Vision
Strategic Alignment
Brand Positioning
Portfolio Management
Case Study One: Executive Vision and Strategic Direction
Executive and Management have a different vision and overall positioning of
the company
The Management have reversed the importance of the two dominant
archetypes and bring two in additional archetypes into the mix
The management understanding of the strategy is causing conflict in the
customer base through inconsistent delivery Part of this confusion lies in a poorly structured products portfolio and the
development of new products and services
There is a lack of understanding of the customer and what the customer
needs are
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Building Brands through the 10 Brand Trigger Points
External
Alignment
Customer Insight
Competitive Analysis
Industry Analysis
CRM Strategies
Communication
Case Study Two:
Individuality andUniqueness
Emotional Impact
Communication
Social Intelligence
Competitiveness
Growth andExpansiveness
Authority and Respect
Innovation andUnconventionality
Intuition and Inspiration
Power andTransformation
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Building Brands through the 10 Brand Trigger Points
Energy and competitiveness:
given the energetic, athletic, competitive nature of the brand this is not
very surprising
this is unlikely to change in into the full going forward
this is very likely a very dominant position all brands in this category
key associations of this archetype are dynamism, action, and drive
people are enthusiastic about the brand and associate the qualities of
courage and enterprise it has a passionate and energetic projection
it is seen as highly competitive among equivalent brands
the negative associations on this brand archetype are: friction, anger and
aggression
Identity, individuality and uniqueness:
the brand is perceived as a unique, stand alone entity.
its identity is recognizable in itself -- like MacDonalds.
If MacDonalds did nothing other than sustain of the name and symbol, this
would be sufficient. Similarly with SECR. Its identity carries much of the
projection.
the iconography and the name carry all the weight.
at a non-conscious level, the name and symbolism create sparks.
this identity embodies messages of health and vitality as a brand. have
confidence in the brands longer term survival. They do not see it as a fly-
by-night flash-in-the-pan unstable arrangement.
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal
Case Study Two: Customer Alignment
Current Brand Positioning: Brand clarity 42%
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Building Brands through the 10 Brand Trigger Points
External
Alignment
Customer Insight
Competitive Analysis
Industry Analysis
CRM Strategies
Communication
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal
The source of brand confusion is due to the confusion in the growth,
freedom, spirit, renewal and feelings are all very evenly ranked
You need to exploit the synergies between growth and spirit
Elevate the Brand to an odyssey of personal growth which culminates
in an otherworldly experience; in other words, emphasise the personaland spiritual development dimensions of the brand.
Case Study Two: Customer Alignment
Identifying the 58% Diffusion and Key Positioning Opportunity
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Building Brands through the 10 Brand Trigger Points
External
Alignment
Customer Insight
Competitive Analysis
Industry Analysis
CRM Strategies
Communication
Competitive Analysis
Individuality andUniqueness
Emotional Impact
Communication
Social Intelligence
Competitiveness
Growth andExpansiveness
Authority and Respect
Innovation andUnconventionality
Intuition and Inspiration
Power andTransformation
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Internal
Alignment
Building Brands through the 10 Brand Trigger Points
Internal Brand Alignment
Cultural Alignment
Performance Management
Operational Effectiveness
Case Study Three:
Executive & Staff
are not strategically aligned
Identity
Feeling
Thought
Attraction
Energy
Growth
Structure
Freedom
Spirit
Renewal
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Building Brands through the 10 Brand Trigger Points
Case Study Three: No Internal Alignment
There is a clear agreement about the brand positioning and strategic
direction of the company but ...
Staff see the brand as an identity something that is external to them
Exec see brand as the driving force of the business
There is complete confusion about what this positioning means and how to
implement them between the executive and the staff
The exec sell one thing and the staff deliver something else
There is strong customer confusion around the brand experience
The growth of the company has been restricted this confusion
Internal
Alignment
Internal Brand Alignment
Cultural Alignment
Performance Management
Operational Effectiveness
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The 10 Brand Trigger Points
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1. Individuality and Uniqueness[Who are we]
Exec:
> This is a very good result. The core identity of the brand mirrors the dominantarchetypes produced by the analysis of the totality of her questionnaire.
> Exec has their ducks in a row and know what they are doing.
Management :
> Communication is in semi-alignment with Exec.
> But Innovation & Unconventionality and Growth & Expansiveness have norelation whatsoever to anything Exec had to say.
> This is disturbing when we consider that there is a 75% agreement factor among
the staff.
> So in terms of the this question, we can see that the staff are way off basewhen compared to Exec.
Comments:
> Which positioning is right and how do we manage the challenges of conflictingenergies
Communication
Competitiveness
Innovation &
Unconventionality
Growth &
ExpansivenessAuthority
& Respect
75%
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2. Emotional Impact[the emotional impact of our brand]
67%Communication
Competitiveness
Emotional Impact
Growth &
Expansiveness
Authority
& Respect
Exec :
> Wants people to feel the Communication and Authority Respect archetypes asmajor players in the brand profile.
> The presence of Growth and Expansion in an emotional environment is actually
one of the best possible placements for a brand. This energy is responsible for
all good things, good fortune, growth, positivity, justice, wealth and so on. You
want people to experience this at an emotional level.
> To validate what the customers are experiencing we would have to assess the
clients.
Management:
> Weak agreement with Authority and Respect and is the only point of agreement.
> With 67% weighted agreement the management are not in strong agreement witheach other.
> Positive: Emotional Impact was selected as the dominant theme in this question.Shows awareness that people's feelings are very important in the context of the
brand. This is further confirmed in question 7. So there is a nice synergy here.
Comments:
> How important is the emotional impact of your brand given your current targetmarket?
> Exec Low
> Management - Medium
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3. Communication[how and what we really communicate]
Communication
Competitiveness
Power &
Transformation
Authority
& Respect
48%Exec:
> Consistent with Communication within the communication meme which
interacts with the Authority and Respect
> The presence of Power & Transformation with Communication reveals that there
is (or should be) a fairly high degree of "penetration" in the way the brandcommunicates.
> It also reveals a "depth" to the communication. At another level, it reveals the
obvious: the transformational role of the technology.
Management:
> On the good side, we can see that the answers to the questions almost preciselymirror each other between Exec and the Management.
> But at 48% Management have no agreement in the way the brand communicates
Comments :
> The results on this question are simultaneously both startlingly good andworryingly bad. Good that there is strong agreement. Bad that there is only
48%.
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4. Social Intelligence[the impact of the brand on relationships]
Communication
Power &Transformation
Individual
& Uniqueness
Intuition
& Inspiration
60%Exec :
> The Communication nature of the company is a point of attraction:
Communication, technology, knowledge, expertise, skill, intelligence - all these
qualities combine to make the brand attractive.
> Power and Transformation interaction Communication suggest the brand istriumphant in its persuasiveness (read mind control, suggestion, ability to
influence people's ideas and thoughts). For this reason that people find attractive.
(If this is the case, then we would pick this up if we ever did a survey of the
clients).
Management:
> The Managements choice of Intuition and Inspiration suggest that the idealistic,
inspirational, uplifting qualities of the brand are what make it attractive topeople. This provides an imaginative, fantastical quality. What they are saying is
that people find the brand attractive because it is "out of this world".
> At 60% the staff are not in strong agreement
Comments :
> Nice correspondence between Exec and management in that the Individuality and
Power and Transformation feature on both lists. This is concerned with issues ofpower and leadership that the brand attractive and due to its consolidated position
in the market. Represents an Ancient Guru Archetype.
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5. Competitiveness[How does our brand motivate action]
Authority
& Respect
Power &
Transformation
Competitiveness
Individual& Uniqueness
67%Exec and Management:
> Nice coincidence with Power and Transformation and Competitiveness. Wow!This is a very powerful combination. It is basically saying that the company is
Superman in the competitive arena (no competition?)
> This archetypal combination brims with self-confidence. It is almost ruthless.
Nice. There is a huge amount of dynamism here. It is a very successful
configuration. Everyone knows that they are successful. They see themselves a
successful. They are successful. Absolute confidence. Brilliant.
Comments:
> It is a pity that the agreement factor only comes in at 67%.
> Ideally with a powerful archetype like this we should be looking to exploit it with a
higher percentage of agreement. As an aggregate, the staff are expressing their
level of confidence in the brand and in what they do and the company they belong
to. But not everyone is entirely sure of this.
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6. Growth and Expansiveness[the capacity of brand growth]
Authority
& Respect
Intuition
& InspirationCommunication
Innovation &
Unconventionality
84%Exec and Management:
> Exec nominated this question as one of the top three in terms of importance ofdefining the brand.
> The 84% agreement level is very significant and positive in terms of staffunderstanding and projecting these qualities.
> Everyone is on the same page.
> The brand's role in enriching the lives of its customers is identified in terms of theInnovation and Unconventionality archetype: innovativeness, revolutionary
transformation, cutting edge technology, etc.
> The Authority and Respect is the archetype of form and structure and authority.Lives are enriched through access to the stable platform which has innate
strength.
Comments:
> The challenge is the Innovation and Unconventionality and Authority and Respect
interaction does not combine easily. It is heavy going and awkward.
> But in the context of this company it could makes sense: "through control we
achieve freedom".
> What does not make sense is why this restrictive archetypal combination has
emerged on this particular question which relates to growth, enrichment, etc.
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7. Authority and Respect [what we are respected for]
63%
Communication
Competitiveness
Innovation &
Unconventionality
Emotional Impact
Growth &
Expansiveness
Exec :
> The Emotional Impact is highly significant. This brand wants people to feel safe
and secure -- relates to authority, discipline, structure, leadership, stability.
> Exec's archetypal interaction is correlated with "fierce protection" of the child by
the mother. Competitiveness is one Exec's top choices and implies the brand isauthoritative and in control through the dynamism and competitiveness of the
company.
Management:
> Exec and the management are in agreement with the Emotional Impact in thismeme.
> Shows a strong maternal (paternalistic), nurturing energy.
> The other archetypes are to low to have an impact on this brand meme.
Comments:
>The 63% management agreement is too low for one of the most important questions
there really should be a higher level of consensus among the staff. The lower levelsare: Growth and Expansiveness, Competitiveness, Individuality and Uniqueness and
Innovation and Unconventionality
Individual
& Uniqueness
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8. Innovation and Unconventionality[how our brandgenerates excitement]
64% Communication
Authority
& RespectCompetitiveness
Emotional Impact Exec and Management :
> Exec and Management agreement on the Communication and Competitivenessinteraction.
>This is a combination that connects very powerfully with quick wittedness and a
high degree of intelligence. It is also a "get things done" combination. It is an
archetype that represents the implementation of strategies and plans.
>Positive: relates to skill, practicality, forceful communication, an impressive
ability to act and when expressed is a great force for success.
> Negative: interpersonal verbal conflict, nervousness to a pathological extreme
which results in outbursts - in the corporate contexts these outbursts would
relate to systemic failures. Becoming embroiled in controversies, disputes and
lawsuits
Comments:
> With an agreement factor or 64%, there appears to be room for improvement
here.
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9. Intuition and Inspiration[how our brand inspires]
62%Communication
Individual
& Uniqueness
Authority
& Respect
Emotional ImpactExec :
> One of Exec's top three. The dominant archetypes are again expressedthrough this meme.
>The implication is that somehow people are uplifted and inspired through
the diligence, discipline and practicality associated with the brand and
therefore with the company.
Management:
> Are in agreement with Exec
Comments:
> If Exec is serious about the importance of this question, and about
projecting these particular attributes and values, then the managements62% agreement needs to be higher.
10 Power and Transformation [power of our brand to
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10. Power and Transformation[power of our brand tochange people lives]
75% CommunicationIntuition
& Inspiration
Authority
& Respect
Innovation &
Unconventionality
Exec and Management:
> Good result in terms of the agreement between Exec and the staff. There isa strong agreement.
> And at 75%, a very good consensus among the staff. Enough said.
Comments
> This is one of two questions where the Management agree with Exec (other is
communication) but it is not a strong meme.
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A company's primary responsibility is to serve its customers.
Profit is not the primary goal, but rather an essential condition forthe company's continued existence. Peter Drucker