becoming a brand company
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New ideas and tools for becoming a world-class BRAND COMPANY ... inspiration from Peter Fisk's recent Brand CampTRANSCRIPT
Becoming a brand company
Peter Fisk
theGeniusWorks.com
Inspiration and Tools from the Brand Camp
Why do people still love brands?
Today is a turning point for
Our business
New priorities
New opportunities
Seeing THINGS
Differently 1
CONSUMER
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Rethinking what you do for people
Tapping into eMOTIONs 2
Essentials What are the customer’s basic needs
and expectations of your business?
Advantages What do customers want to achieve
which they cant achieve otherwise?
Energisers What would really
excite customers?
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CONSUMER
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Tapping into aspirations not just needs
3 Enabling people
To do more
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CONSUMER
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Enabling them to do things they could never do
Redefining
our context 4
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Reframing your business in a more engaging way
Engaging people
More deeply 5
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Engaging people though doing, not just selling
Brands about People not Products
The death of “product” brands
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The rise of “people” brands
Product
company
Brand
Company
Example of a company trying to make the change
Getting a clear focus of your brand purpose
Brands giving space for more radical innovation
Brands engaging people in richer ways
Thinking like real people not like producers
the marketing
fast track Example of a people brand that keeps moving
Diesel brand
Reason for
being
Audience
Value
proposition
Differentiation
Persona
Associations
Range of
authority
Era 1
“Greasy rockability”
1978-1993
Dress the tough guys and
their smoking girls
Tough guys wannabes
Stylish jeans and workwear
with a used worn-out look
Worn-out style
Tough, wild, adventurous,
living on the edge
Rebels, hot chicks, bikes,
gas stations, 60s
Jeans and workwear
Era 2
“Quirky fashionistas”
1993-2000
Make people feel different
and provocative
Intelligent urban
fashionistas
Affordable fashionable
urban street wear
Risky and experimental
hard urban style
Provocative, polemical,
sarcastic, extravagant
Political issues, social
conventions, sexuality
Jeans, clothing, shoes,
fragrances
Era 3
“Conscious hedonism”
2000—present
Help people carry a more
pleasant existence
Hedonistic hipsters
Fun, imaginative and
colourful fashiion
Stimulating happy clothing
Wit, culture aware,
conscious, ironic, naive
Youth, vitality, happiness,
hedonism, sex
Jeans, clothing, watches,
sunglasses, shoes, bags,
fragrances, hotels, fashion
Think different about brands
Push
Identity
Different
Functional
Communication
Sales
Products
Push
Identity
Different
Functional
Communication
Pull
Purpose
Relevant
Emotional
Stories
Sales
Products
Experiences
Propositions
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Remember brands enable more than products
“People are builders. They build to educate, to heal, to shelter
and comfort families.
They build to connect with each other, to share their art and
knowledge for the benefit of humanity.
Everything people build requires strength to weather the forces
of nature and time. It requires a solid foundation.
By helping people to solve their building challenges in
communities around the world, we are a vital part of that
foundation.
Our products are everywhere, from the smallest villages to the
largest cities – linking communities, providing shelter, and
enabling society’s sustainable growth.
As a global industry leader, Cemex will continue building a
better world for the next 100 years”
Samsung using the “yin yang” to be more human
Coca Cola
The Coca Cola Co. theGeniusWorks.com
Bulk water
Retail water
Juice drinks Ready-to-drink
tea
Sports drinks
Juices and nectars
Carbonated
Soft-drinks
Ready-to-drink
coffee
The Coca-Cola Company
Other brands
Bubble size reflects estimated
global beverage profits
Industry unit margins ($)
5 y
ea
r a
ve
rag
e g
row
th r
ate
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Juices and
nectars
Mineral
water
RTD
coffee
Purified
water
Fruit
drinks
RTD
tea
Sports
drinks
Energy
drinks
Bulk water Powders
1. Build capability
and accelerate
2. Grow margins
3. Participate selectively
4. Approach differently
5. De-emphasise
Market attractiveness
Str
ate
gic
fit
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Customers
Countries Categories
Capabilities
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Brands enabling you to reframe your context
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Brands addressing the bigger issues
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Example 6: developing Coke’s platform for good
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So are the secrets of the Apple brand?
iMAC 1999
JOBS/WOZNIAK 1976
$1bn by 1980
1985-1996
Jobs & JELLYBEANS
Online/retail
DIGITAL HUB
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Iphone 2007
ipod 2001
$8bn
Itunes 2003
10bn
Ipad 2010
$13bn
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BEYOND PROCESS
MOBILE DEVICE CO.
JOBS + IVE
BEAUTIFUL OBJECTS
SAYING NO
Bold Experiments
platforms
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Focus on the feel
DON’T SELL PRODUCTS
Never first
Early adopters
Magic words
Keep moving
Packaging
Transforming your business
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Inspiring people to think differently
Inspiring people to think bigger
Inspiring people to act differently
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“HEaDS DOwN” “HEaDS UP”
Inside out Outside in
Leading by control Leading by inspiration
Managing the steady-state Managing sustained growth
Ensuring consistency Catalyst of change
Reserved and controlling Passionate and energising
Cautious and corporate Open and personal
Overseeing work Doing work
Managing hierarchically Facilitating communities
Process and tasks Knowledge and innovation
Doing what always done Embracing ideas from outside
Enforcing regulations Reinventing the rules
Products and transactions People and relationships
Evaluating past performance Supporting future performance
Generating more sales Creating extraordinary value
Brand companies need “heads up” leaders
To champion the future
To be on the customer’s side
iPad
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To have a passion for extraordinary results
HERE’S TO THE CRazy ONES ...
The misfits. The rebels.
The troublemakers.
The round pegs in the square holes.
The ones who see things differently.
They're not fond of rules.
And they have no respect for the status quo.
You can praise them, disagree with them,
quote them, disbelieve them,
glorify or vilify them.
About the only thing you can't do is
ignore them.
Because they change things.
They invent. They imagine. They heal.
They explore. They create. They inspire.
They push the human race forward.
Maybe they have to be crazy.
How else can you stare at an empty canvas
and see a work of art?
Or sit in silence and hear a song that's never been written?
Or gaze at a red planet and see a laboratory on wheels?
While some see them as the crazy ones,
we see genius.
Because the people who are crazy enough to think
they can change the world,
are the ones who do.
The Toolkit (+more online!)
Innolab.co.uk
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100 Action tools
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Copyright Peter Fisk 2010
Outside in
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Deep Diving
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Energising people
Advantages
Building relevance and preference
Essentials
Building awareness and trust
Energisers
Building affinity and loyalty
“Needs”
“Wants”
“Aspirations”
“Must Dos”
“Differentiators”
“Distinguishers”
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Changing context
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Copyright Peter Fisk 2010
Context trees
Functional context
Application context
Enablement context
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Shaving
Washing
Body
Dressing
Clothing
Hair Fashions
Sports
Gym
Skincare
Vacation
Suncare
Nutrition
Friends
Home
Work
Kit
Car
Family
Office
Colour
Food
Drink
Travel
Appearance
Clean
Summer
Design
Segmentation
Target
market
Demographic
segmentation
Needs-based
segmentation
Value-based
segmentation
Target
segments
Customers are different
physically, but even more so in
their needs and motivations,
and potential long-term value
to your business.
You have chosen your target
market, based on its potential to
deliver profitable, sustainable
growth. However not all
customers are equal.
Each target segment should be
treated differently, based on
distinctive propositions, channels
and relationships that engage
them profitably long-term.
Segmentation enables you target
the most valuable customers in
your market, in much more
relevant and compelling,
and accessible ways.
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Customer-centric
Best product
Add value through features
Competitive obsession
Treat customers equally
Wide range of products
Selling and delivering
Short term transactions
Revenue and volume
% market share
% new products
% satisfaction
New customers, existing products
Sales driven, push
Customers come to us
Connect with intermediaries
Broadcast campaigns
Mass media
Awareness and attraction
Internally focused
Product management
Technological innovation
Product profit centres
Planning and consistency
Left brain, X-type people
Best relationship
Add value through service
Customer obsession
Treat customers differently
Personalise solutions
Collaborative and enabling
Long term relationships
Profit and value
% best customers
% wallet share
% advocacy
Existing customers, new products
Buyer driven, pull
We go to customers
Connect with end users
Personal conversations
Experiential
Engagement and retention
Externally focused
Relationship management
Market innovation
Customer profit centres
Agility and responsiveness
Right brain, Y-type people
The p
rod
uct-
centr
ic b
usin
ess
The c
usto
mer-c
entric
busin
ess
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The Journey
Product/country-centric
Informal teams
Customer teams
Account teams
Relationships managers
Customer units
Customer profit centres
Customer-centric
Global partnerships
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Re-Organisation
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Customer Value
Perceived
value of
core
benefits
(what)
Perceived
value of
distinctive
benefits
(why)
Price
(how much)
Perceived
value of
competitor
benefits
(what not)
Net
value to
customer
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Re-orientating
Lighting
products
Energy
Products
Electronic
Products
A proposition such as “making a difference to the world”
engages the environmentally responsible customer
in a broader range of solutions from the brand
A proposition such as “improving the quality of family life”
addresses the priority of new parents who are
reassessing many aspects of their lifestyles
A proposition such as “doing more business on the move”
talks to small businesses about how our products
can help them grow their businesses
Conscience
Customers
Young Family
Customers
Small Business
Customers
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Value Proposition
Who?
What?
Why?
How much?
What not?
The target customer
(Who is the target segment)
The customer context
(What they want to achieve)
The distinctive benefits
(How you help them do it better)
The relative price position
(% more or less than alternatives)
The customer trade offs
(What they could get else where)
+
+
-
-
Customer value proposition
Value to customer =
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Deliver Results
Economic value
Actual profits of previous years
Estimated profits of future years
Adjusted profits of future years
(discounted for uncertainty)
Economic “value” is the sum
of the likely future profits
(more accurately, we consider
the “economic” profit, which
takes into the cost of capital)
This
year
Future
years
Previous
years
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Brand Value
Intangible
assets
Tangible
assets
Relationships
Brands
$57 billion purchase
$12 billion revenues
$2.3 billion profits
Other
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Making the change
Change will happen if A x B x C > D
where
A = an inspiring vision of the what the future organisation will be like
B = the reasons why the current organisation cannot continue
C = the first practical steps to get towards the future organisation
D = people’s resistance to change, and preference to stay as they are
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Managing Change
Performance
Time
Risk to
overcome
Gain to
achieve
Change to
manage Shock
Denial
Anger
Accept
Resolve
Perform
Explore
Change
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Peter Fisk
Bestselling author
Inspirational speaker
Business advisor and facilitator
www.theGeniusWorks.com
www.innoLab.co.uk
www.CreativeGeniusLive.com