BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, Ingredion

Building a brand from the inside out

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We’re a global ingredient solutions

company

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created when Corn Products acquired

National Starch.

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We make sweeteners, starches

and nutritional ingredients from plant sources such as

corn, rice and tapioca.

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$6.5 Billion 2012 NET SALES

We’re a Fortune 500 company

BREWING

PAPER AND CORRUGATING

ANIMAL NUTRITION 44% FOOD

OTHER

11%

44%

15%

BEVERAGES

9%

12%

9%

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This is a story of creating a brand from

the inside out by asking and answering “Why?” every step of the way.

To get to the right answers,

we asked ourselves the right questions

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Why would customers respond positively to our name change?

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Why would a name change work culturally? 3

Why not just build on the Corn Products name?

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Why change anything? 1

How did we know we were on the right track?

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Why change anything?

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Two global businesses with

strong brand equity

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Corn Products International

was the name of a global family

of brands

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For customers, the overall story was hard to follow

Why not just expand upon the

Corn Products name?

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Research validated our choice of direction

9 Knowles, Columbia GSB, 2011; 216 mergers 1997-2006

3 YEARS AFTER MERGER

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Retained name of the

acquiring entity

Chose business as usual and kept two or more

names afloat

LOST VALUE LOST VALUE

Knowles, Columbia GSB, 2011; 216 mergers 1997-2006

3 YEARS AFTER MERGER

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Created an amalgamated brand

VALUE GAIN Knowles, Columbia GSB, 2011; 216 mergers 1997-2006

We chose a new brand name…

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Why would this name change

work culturally?

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First thing we did, was focus on shared values

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Ingredion is a global ingredient solutions company built on a rich legacy of exceptional performance and market-leading innovation. Our geographic footprint and diverse organization give us the capability to deliver solutions on a global scale and the agility to meet the needs of local markets.

We make it our business to understand industry trends and our customers’ challenges. They trust us to anticipate and deliver the consistently high-quality products and innovative solutions they need.

Each day, we live our Company Values—Safety, Quality, Integrity, Respect, Excellence and Innovation—so that we may create enduring, mutual value for our customers, business associates, communities, colleagues and shareholders.

The Brand Promise

We announced our intent to become Ingredion.

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On the same day, both internally and externally.

Feb. 14, 2012

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Hunt the Hidden Gems

Getting all 11,000 employees to rally around the values and the brand:

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The 3 Cs

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CLEAR

CONFIDENT

CONNECTED

Why did customers respond positively to

our name change?

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Presenter

Presentation Notes

Once we had answered “Why?” for employees, and had gained shareholder approval in May, �we launched externally So why would customers respond positively to our name change?

The first thing we did was to establish a messaging

that combined

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Presenter

Presentation Notes

The first thing we needed to do was articulate what we were all about As well as values and brand promise

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expertise innovation + CORN PRODUCTS NATIONAL STARCH

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Presentation Notes

We communicated a clear positioning based on the best of CP and NS Taking the expertise of CP and the innovation of NS and creating a new and powerful global business 2+2 = 5

Whether it's a market-shaping innovation for next year or

consistently high-quality ingredients for next week, we anticipate

and deliver exactly what you need, when, where and how you need it.

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Positioning:

Iconography established to exalt and protect the

new Ingredion masterbrand

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Presenter

Presentation Notes

In addition, we implemented a new brand hierarchy for our customers One which exhalted the new Ingredion masterbrand And which eradicated the hundreds of logos we had floating around our wall of shame Instead we introduced a series of capability icons to define and communicate our core capabilities in a way which supported rather than fought with our masterbrand

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Slow burn rollout;

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Big Bang or Slow burn? Big Bang impact

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Presentation Notes

We also implemented a slow burn roll out

NORTH AMERICA

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EUROPE MIDDLE EAST AFRICA

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ASIA PACIFIC

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5

SOUTH AMERICA

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MEXICO

2

JUNE 2012 MARCH 2013

Presenter

Presentation Notes

So rather than having every region transition to the new identify in one big bang, ideally what we would have liked to do, we phased the regions one by one – starting with NA and moving throughout the world over a 12 month period. The main driver for this slow burn was our leadership team – they wanted to avoid too much disruption and cost which doing a simultaneous launch would have caused. Whilst initially we were disappointed that regions would have to wait, it turned out to be a winning strategy – we learned all of our lessons in NA and developed and refined our blue print for the rebrand which was then shared with the other regions. It streamlined our processes and avoided duplication of effort.

Simple, culturally aligned, easy-to-understand

transitional campaign began.

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Presenter

Presentation Notes

For customers, the story was clear and of course we engaged with them directly As well as through a new media campaign to announce the change in name which we call new day

Presenter

Presentation Notes

We then launched transitional advertising – starting with simple, culturally aligned ads announcing a new day was dawning for our business which was run globally and in multiple languages

Presenter

Presentation Notes

As each region then transitioned to the new name, we ran these new ads – possibilities are everywhere – CP and NS are now Ingredion, with a rotating icon globe for each respective part of the globe.

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Presentation Notes

Again, we tested concepts globally and selected a modular concept build around consumer need and segment capability. The concept is flexible and adaptable so each region can apply it to their contexts – but the look and feel is consistent and aligned globally.

you can all exploit

KEY you can all exploit

KLEARNINGS

Presenter

Presentation Notes

So how is this relevant for all of you here today? All of the insights I have shared can apply at whatever stage of brand building you are at. And whilst you may not be facing a global rebrand of this scale, I would offer you the following tips based on my own experience which will hopefully help you in any change program or major initiative you may face in the future.

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Align and engage all of your stakeholders: skeptics and believers,

opponents and advocates, hourlies and c-suite

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Presenter

Presentation Notes

First – stakeholder management. You think you’ve got it right – you think you know who’s in the inner circle and who isn’t. But have you? Everyone wants to give their opinion so make sure you have clear demarkations and buy in to who is Responsible Accountable Consulted Informed

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Create a rallying call internally

to move people

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Second, create a rallying call to move people internally

The Big Bang isn’t always best;

a slow burn enables internal engagement

over time

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Third, we like big bangs in marketing but it’s not always best Think about opportunities for a slower burn – think about how you can use this time to implement internal buy in to what you’re trying to do

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A global company needs one look and tone that

resonates across cultures

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Don’t be scared of saying things twice.

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Presenter

Presentation Notes

Five –don’t be scared of announcements of intent.

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Launch your brand externally only after

your people know how to live it internally

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Presenter

Presentation Notes

And finally, never launch your brand externally until your people know how to live it internally. Doesn’t sound like rocket science but it’s a mistake we often make – we think our people get it but do they really? Have we invested enough in this space? Have we gained their commitment? Have we won their hearts and minds

Business

BMA Chicago : Building A Global Brand from the Inside Out by Helen McIntosh, Ingredion