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This is a presentation I gave at the opening of the 2010 Branding Conference in South Africa. The 45 minutes allocated was too short to go into much detail so the presentation just touches on key issues in managing brands in turbulence, something that brand managers and strategists are going to have to get used to doing. Some of the slides require a talking head in front of them, but I hope that the general message of the presentation comes through. The use of a strategy canvas to develop a brand positioning is based on the excellent Blue Ocean Strategy work of W. Chan Kim and Renee Mauborgne. I also used Philip Kotler and John A. Caslione's Chaotics as a reference book.
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by Ryan Gallagher
managing brands in times of turbulencemanaging brands in times of turbulencefourth annual branding conferencejohannesburg26 - 27 may 2010
patrick collingssagacite
turbulence wasn’t confined to the recession
by alex e proimos
the world is facing increased turbulence over the next
decade and beyond Global Trends 2025: A Transformed World
released by the National Intelligence Council
all of which impacts on brands which are also confronted with
relentless innovation
demand for results
and the realization that past glories are just that
Disruptive Technology / Issues Impacted Industry
Rapid emergence of e-readers Media, publishing, advertising
Google TV / Hulu Television, advertising
Smartphone games Game developers
Environment / climate change Car manufacturers / housing developers
Volcanic ash cloud Airlines / video conferencing
turbulence is the new normality
“We postulate that turbulence, and especially heightened turbulence, with its consequent chaos, risk and uncertainty, is now the normal conditions of industries,
markets and companies”
Philip KotlerJohn A Caslione
what brands need to do to prepare for and survive, even prosper,
in turbulence
by kevin dooley
Changing one’s mindset
Maintaining the brand core
Having a conversation
Reevaluating the brand positioning
and to explain these concepts we are going to look beyond the marketing toolkit
brand core is what a brand does
by david prior
not to be confused with current offerings, it is why the brand has those offerings
3M
McKinsey & Company
Merck
Sony
To solve unsolved problems innovatively
To help leading corporations and governments be more successful
To preserve and improve human life
To experience the joy of advancing and applying technology for the benefit of the public
a brand’s core can be changed over time but it must not be rushed and
never at time of heightened turbulence
“Companies that enjoy enduring success have core values and a core purpose that remain fixed while their
business strategies and practices endlessly adapt to a changing world”
Jim CollinsJerry Porras
we need a new mindset
by maessive
one that accepts that we can’t predict the future and should concentrate on being
flexible enough to successfully engage it, in whatever form it may take
essentially need to jettison the rationalistic mindset that there is one correct long-term solution for a brand
central to many theories and methodologies how build this “capacity
for uncertainty” is the concept of scenario planning
borne out of military strategy and effectively used by Shell to
deal with the oil crisis in the 1970s, scenario planning helps
us deal with uncertainty and plot realistic alternative futures
photo by dirk ingo franke
photo by victor cavazzoni
scenarios allow us to see beyond the headlights
distance into the future
forecast scenarios hope
uncertainty
now
different approaches but generally
identify the question that you want answered and gather the information.2
engage in ongoing strategic conversations and constantly test the scenarios.4
1 enroll diverse, expert opinion within and outside the organization. get senior buy-in.
identify the drivers that influence events and compose realistic plots for the scenarios.3
scenarios are a lot like chess
image by edwin dalorzo
positioning a brand is relevant to competitors and consumers in the market
turbulence tends to upset the positioning
image by somebody
blue ocean strategy is about positioning
introducing the strategy canvas
image by pedro ribeiro simões
strategy canvases are efficient ways of defining the key aspects of a market
and identifying the positioning of brands within the market
ranking
key factors
Price Terroir / Awards ATL Marketing Aging Heritage Wine Complexity Varietals
Premium Wines Budget Wines
Strategy Canvas of US Wine Industry Late 90s
four action framework
Which of the factors that the industry takes for granted should be eliminated
Which factors should be reduced well below the industry’s standard
Which factors should be raised well above the industry’s standard
Which factors should be created that the industry has never offered
image by brian auer
Eliminate Raise
Reduce Create
Terroir and awards
Aging qualities
Above-the-line marketing
Wine complexity
Wine range
Heritage
Price versus budget wines
Retail store involvement
Easy drinking
Ease of selection
Fun
Price ATL Marketing Heritage Varietals Ease of Selection
Premium Wines Budget Wines yellow tail
Strategy Canvas of [yellow tail]
Terroir / Awards Aging Wine Complexity Easy Drinking Fun
Cirque du Soleil
image by whoalse
Price Animals Multiple Arenas Thrills & Danger
Major Circuses Regional Circuses
Strategy Canvas of Traditional Circuses
Stars Aisle Con. Fun Venue
Eliminate Raise
Reduce Create
Star performers
Animal shows
Aisle concession sales
Multiple show arenas
Fun and humor
Thrill and danger
Unique venue
Theme
Refined environment
Multiple productions
Artistic music and dance
Price Animals Multiple Arenas Thrills & Danger Theme Multiple Production
Major Circuses Regional Circuses Cirque du Soleil
Strategy Canvas of Cirque du Soleil
Stars Aisle Fun Venue Re!ned Artistic
in times of turbulence and
chaos, don’t stop talking
your clients and your staff want to hear from you and be reassured
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