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Slide presentation from the Seltzer Design Breakfast Forum #1 (9.08) on branding in a down economy. Talk was given by Rochelle Seltzer, Annie Smidt, and Shelley Hall.
Citation preview
number one in Seltzer's new Design Intelligence Breakfast Forums series
b r a n d v a l u eis your brand strong enough to weather the down economy?
r o c h e l l e s e l t z e rs e l t z e r
how to supercharge your brand
3
a brand is:
A person’s perception of a product, service, »»experience or organization.
The promise made to the client»»
4
brands with tribes of brand loyalists
5
They build trust when the brand personality »»attributes are authentic and the brand is consistent.
brands help people make connections
6
Define a clear vision and mission»»
Nail your positioning —based on a »»specific focus
getting started:
7
Who are you?1»
What do you do?2»
Why does it matter?3»
Your position must differentiate + be desitinctive!
8
it’s time to execute!
Use strong visual design and an authentic »»“voice” to attract your prospects.
9
differentiates and connects with »»target audiences
breakthrough design…
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and more profitable than their competitors.»»
design contributes to brandsthat are leaders…
11
Distinctive »»Relevant »»Memorable »»Extendable »»and have Depth»»
Be sure your materials are:
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why now?
The “Attention Economy” throws too many »»choices at us. Brands that communicate value help us make choices.
13
DO:
Stay true to strong positioning»»Be innovative, creative and consistent»»Train for strong verbal branding»»Be visible in your market»»Become a thought leader»»Use these times as an opportunity»»Stay focused, positive and enthusiastic»»
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Use electronic media to reach audiences »»regularlyUse print creatively»»Be sure your website is great»»Promote your site»»Develop a strong tagline»»
Spend your marketing budget wisely!
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print using limited colors and economical papers
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use online printers
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print campaign componentstogether
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use interesting papersand formats
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create a compelling website
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create a compelling website
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taglines
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taglines
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taglines
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taglines
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taglines
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taglines
jwa. orgJewish Women’sArchive
where history lives and grows
jwa. org jwa. org jwa. org jwa. orgjwa. orgJewish
Women’sArchive
where history lives and grows
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taglines
28
what’s in your omelet?
positioning
website
reputation
PR andadvertising
articles speakingbooks
verbalbranding
physicaldeliverables
offering
name
tagline
visualidentity
printcollateral
29
stronger by the dozen
a n n i e s m i d ts e l t z e r
your brand’s short- and long-term roi
31
I like to look good, but…
is it worth it?
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target: product design
33
target: communications design
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target: prioritizing brand
1
uniquely: TargetThough we operate about 1,600stores from coast to coast, our guests understand there is only oneTarget. Our Expect More. Pay Less.brand promise means that we bringoutstanding quality and great designtogether at an incredible price; we combine innovative marketing with clean, bright stores and friendlyteam members, creating a delightfulexperience for our guests every timethey walk through our doors. Add it all up and no matter how many stores we open, Target will remain one of a kind.
3
uniquely: InnovativeOur GiftCards continue to lead the industry in creativity,convenience and popularity. We offer a broad, seasonallyfresh assortment of distinctive GiftCard designs—including an innovative card made of PHA, a 100 percentbiodegradable and compostable material—to help reinforce our brand and fuel incremental sales and profit.
uniquely: FunThe Target culture can be explained in three simple words:Fast, Fun and Friendly. Our team members bring those wordsto life in our stores by delighting our guests with great serviceand helping them find the products they want and need,whether it’s vitamins or the latest video game.
4
uniquely: StyledWe are committed to a shopping experience that constantlyevolves to fit the ever-changing wants and needs of ourguests—even our shopping carts and baskets are designedwith our guests in mind. We remain true to the fundamentalsthat make us uniquely Target: clean, wide store aisles, fullystocked shelves, friendly team members and distinctive storeexteriors thoughtfully designed to fit the local landscape.
uniquely: EngagedAs a responsible steward of the environment, we have a solid record of making environmentally friendly decisions.To fulfill our commitment, we engage in activities as simple as carrying organic produce and reusing garment hangers,and as visionary as utilizing renewable energy resources—all because it’s the right thing to do for our communities and our business.
5
uniquely: Value DrivenWe continue to delight guests with unbeatablevalues on a variety of offerings, which include:limited-edition collections in apparel, accessoriesand home, seasonal assortments that capturethe latest fashion and trends, food and basiccommodities, and exceptional values in ourfront-of-store treasure trove, See.Spot.Save.
2
uniquely: BrandedGuests expect great things from Target—a responsibility we take seriously. Our brand’s strength shows in our iconicBullseye, which today is recognized by 96 percent ofAmericans. But it’s about more than the Bullseye alone. We’reconstantly finding new and exciting ways to delight our guests—in our stores, online, through our advertising campaignsand our extensive community involvement.
source: Target Corporation 2007 Annual Report
35
target: growthFinancial Highlights – Continuing Operations
$42,
025
$46,
839
$52
,620
$59
,490
Total Revenues (millions)
2007 Growth %: 6.5%Five-year CAGR: 11.1%
$3,
159
$3,
601
$4,3
23 $5,
069
Earnings Before Interest Expense and Income Taxes (EBIT) (millions)
2007 Growth %: 4.0%Five-year CAGR: 13.4%
$1,6
19
$1,8
85 $2,
408
$2,
787
Earnings from Continuing Operations (millions)
2007 Growth %: 2.2%Five-year CAGR: 15.7%
$1.7
6
$2.
07
$2.
71 $3.
21
$63
,367
$5,
272
$2,
849
$3.
33
Diluted EPS
2007 Growth %: 3.9%Five-year CAGR: 17.1%
2007 Capital Expenditures($4.4 billion)
• New Stores• Remodels & Expansions• Information Technology, Distribution & Other
71%7%
22%
2007 Sales Mix($61.5 billion)
• Consumables & Commodities• Electronics, Entertainment, Sporting Goods & Toys• Apparel & Accessories• Home Furnishings & Décor• Other
22%
19%
3%
34%
22%
•
•
Financial Highlights – Continuing Operations
$42,
025
$46,
839
$52
,620
$59
,490
Total Revenues (millions)
2007 Growth %: 6.5%Five-year CAGR: 11.1%
$3,
159
$3,
601
$4,3
23 $5,
069
Earnings Before Interest Expense and Income Taxes (EBIT) (millions)
2007 Growth %: 4.0%Five-year CAGR: 13.4%
$1,6
19
$1,8
85 $2,
408
$2,
787
Earnings from Continuing Operations (millions)
2007 Growth %: 2.2%Five-year CAGR: 15.7%
$1.7
6
$2.
07
$2.
71 $3.
21
$63
,367
$5,
272
$2,
849
$3.
33
Diluted EPS
2007 Growth %: 3.9%Five-year CAGR: 17.1%
2007 Capital Expenditures($4.4 billion)
• New Stores• Remodels & Expansions• Information Technology, Distribution & Other
71%7%
22%
2007 Sales Mix($61.5 billion)
• Consumables & Commodities• Electronics, Entertainment, Sporting Goods & Toys• Apparel & Accessories• Home Furnishings & Décor• Other
22%
19%
3%
34%
22%
•
•
source: Target Corporation 2007 Annual Report
36
target: profits vs. walmart
Walmart Target Walmart Target Target Walmart
source: Saj Karsan blogging at Barel Karsan Value Investors barelkarsan.com/2008/08/walmart-vs-target.html
37
service and b2b companies that brand strongly
38
sullivan shuman freedberglogo before + after
after
before
39
sullivan shuman freedbergrebranded materials
40
design council
Helping businesses become more successful, »»public services more efficient and designers more effective
We believe design can help people to do »»what they do, better. We demonstrate that design can play a vital role in strengthening our economy and improving our society.
source: http://www.designcouncil.org.uk/
41
design index + emerging index
1993-2004»»
March 1995 - March 2000 March 2000 - March 2003 2003 - December 2004
source: http://www.designcouncil.org.uk/
42
design index companies
3i GroupAEA TechnologyAllied DomecqAstraZenecaBAABAE SystemsBarclaysBarr (A.G.)Body Shop InternationalBoots GroupBPBritish AirwaysBritish Sky Broadcasting GroupBT GroupCadbury SchweppesCambridge Antibody Technology GroupCentricaDiageoEasyjetEggEidos
EmapEMI GroupGallaher GroupGKNGlaxoSmithKlineGUSHilton GroupHSBC HoldingsImperial Chemical IndustriesInvensysManchester UnitedMarks & Spencer GroupMatalanMFI Furniture GroupMorrison (Wm) SupermarketsOxford InstrumentsPearsonPsionReckitt BenckiserRentokil InitialReuters GroupRM
Rolls-Royce GroupRoyal Bank Of Scotland GroupSainsbury (J)Scottish & NewcastleScottish & Southern EnergyShell Transport & Trading CoSmith & NephewSmith (WH) GroupSSL InternationalTescoTomkinsUltra Electronics HoldingsUnileverVodafone GroupWetherspoon (J D)WhitbreadWoolworths GroupWPP Group
source: http://www.designcouncil.org.uk/
43
emerging index companies
Associated British Ports HoldingsAbacus GroupAggregate IndustriesAegis GroupAlliance & LeicesterAmecArena LeisureArrivaAutonomy CorporationAvivaAvis EuropeBabcock International GroupBradford & BingleyBarratt DevelopmentsBG GroupBTGBiocompatibles InternationalBerkeley Group HoldingsBritish Land Co.Bloomsbury PublishingBOC GroupBPBBritish VitaBovis Homes GroupCapital Radio
Chemring GroupChrysalis GroupCarphone Warehouse GroupCorus GroupCable & WirelessDairy Crest GroupDomnick Hunter GroupDe La RueDiplomaElementisFirst Choice HolidaysFKIGeestGreene KingGWR GroupHBOSHalmaHornbyInterContinental Hotels GroupImagination Technologies GroupImperial Tobacco GroupInternational PowerIntec Telecom SystemsITV
Johnson MattheyKelda GroupKingfisherLiberty InternationalLloyds TSB GroupLastminute.comLaing (John)LogicaCMGLondon Stock ExchangeMcAlpine (Alfred)Marconi CorporationMisysMothercareNational Grid TranscoNextmmO2Paragon Group of CompaniesPace Micro TechnologyPilkingtonPrudentialPatientlineRACRexamRoyal & Sun Alliance Insurance Group
RenishawRestaurant GroupStagecoach GroupSage GroupSignet GroupShanks GroupSmiths GroupSomerfieldSevern TrentTate & LyleTrafficmasterTrinity MirrorTrifastTTP CommunicationsTaylor WoodrowUnited UtilitiesViridian GroupWilmington GroupWilson BowdenWarner Estate HoldingsWolverhampton & DudleyXansa
source: http://www.designcouncil.org.uk/
44
a quick definition
FTSE 100 =»» Index of the 100 most highly- capitalised companies listed on the London Stock Exchange.
FTSE All Share Index =»» Index containing the 700 largest companies on the London Stock Exchange.
45
findings
Findings
1.1 Introduction
This report updates ‘The Impact of Design on Stock Market Performance’, a seminal pieceof research commissioned by the Design Council in 2003 to analyse the relationship betweendesign and the financial performance of companies.
That report reviewed the performance of UK FTSE-quoted companies between 1994 and2003, encompassing a long bull market period, from March 1995 to March 2000, the bearmarket period from March 2000 to March 2003, and the more recent recovery period. Thekey finding of that study was that a group of 63 companies identified as effective users ofdesign outperformed the FTSE 100 index over the full period by 200 per cent, beating theirpeers in both bull and bear markets.
Since December 2003, the Design Council has been working with FTSE on the developmentand monitoring of two indices based on that research, consisting of the leading companies(the Design Index) and a wider group (the Emerging Index) identified as being emergingusers of design. This new edition of the report reviews the performance of the two indices inthe intervening 12 months to December 2004, and their performance over the longer periodassessed by the original study.
1.2 General overview
The companies have significantly outperformed the FTSE-100 and FTSE-All Share indicesover a ten-year period:
Chart 1: Ten-year performance 1995-2004
Design IndexEmerging IndexFTSE 100FTSE All Share
4000
3500
3000
2500
2000
1500
1000
5001994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
06
Findings
1.1 Introduction
This report updates ‘The Impact of Design on Stock Market Performance’, a seminal pieceof research commissioned by the Design Council in 2003 to analyse the relationship betweendesign and the financial performance of companies.
That report reviewed the performance of UK FTSE-quoted companies between 1994 and2003, encompassing a long bull market period, from March 1995 to March 2000, the bearmarket period from March 2000 to March 2003, and the more recent recovery period. Thekey finding of that study was that a group of 63 companies identified as effective users ofdesign outperformed the FTSE 100 index over the full period by 200 per cent, beating theirpeers in both bull and bear markets.
Since December 2003, the Design Council has been working with FTSE on the developmentand monitoring of two indices based on that research, consisting of the leading companies(the Design Index) and a wider group (the Emerging Index) identified as being emergingusers of design. This new edition of the report reviews the performance of the two indices inthe intervening 12 months to December 2004, and their performance over the longer periodassessed by the original study.
1.2 General overview
The companies have significantly outperformed the FTSE-100 and FTSE-All Share indicesover a ten-year period:
Chart 1: Ten-year performance 1995-2004
Design IndexEmerging IndexFTSE 100FTSE All Share
4000
3500
3000
2500
2000
1500
1000
5001994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
06
source: http://www.designcouncil.org.uk/
46
This table summarises the performance over all the key periods:
Table 1: Performance relative to FTSE indices
Indices
Absolute Performance
FTSE 100
FTSE All-Share
Design Index
Emerging Index
Relative to FTSE 100
Design Index
Emerging Index
Relative to FTSE All-Share
Design Index
Emerging Index
No ofcompanies
100
700+
61
97
61
97
61
97
Full period28 Dec
1994 to 29Dec 2004
+57.0%
+58.5%
+262.6%
+305.6%
+205.5%
+248.6%
+204.1%
+247.2%
Bull market27 Mar
1995 to 31Mar 2000
+108.4%
+102.2%
+231.0%
+235.1%
+122.6%
+126.6%
+128.9%
+132.9%
Bear market31 Mar 2000
to 31 Mar2003
-41.7%
-41.3%
-24.7%
-29.7%
+17.0%
+12.0%
+16.7%
+11.7%
Recoveryperiod
31 Mar 2003to 29 Dec
2004
+26.2%
+32.1%
+43.0%
+74.3%
+16.8%
+48.1%
+10.9%
+42.1%
07
performance relative to FTSE indices
source: http://www.designcouncil.org.uk/
47
some inspiration/aspiration
Brands that stay strong and survive no »»matter what the weather are those that stay consistent. Your brand has meaning and strength only if it owns something in the mind.
– laura ries ries & ries
s h e l l e y h a l lc a t a l y t i c m a n a g e m e n t
your brand is a promise made to your clients
49
Organizational Dimension Moment of Truth
Practice Areas Sales
Departments Customer Service
Positions Service or Product Delivery
Client Support
map your customer interactions
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conduct a brand audit
Sales»»Internal»»External»»
Service / Product Delivery»»Customer Service / Support»»Operations»»New Hire Orientation»»
51
stages of brand support
Where would your organization and its »»employees rank on brand support?
awareness knowledgable believer enthusiast
52
are you keeping your brand promise?
Train and Retrain»»Employees»»Business Partners»»Contractors»»Referrers»»Vendors»»
Can they sell and support Your Brand?»»Is their Brand Message consistent?»»
53
Re-engineer to Support Your Brand
Business Processes »»Identify Barriers for Employees»»Create system for monitoring brand support »»internallyCreate system to monitor client perceptions of »»brand and share throughout your organization
54
cmo council
As market pressures increase and margins »»erode, the commitment to operational excellence frequently lags, often under- mining the quality and consistency of the customer experience and the level of brand advocacy and affinity
– cmo council report on customer affinity 2008
55
some inspiration
Accept and embrace that your “Brand” is your »»first sales call!