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Naming architectureA blueprint for portfolio simplicity
June 23, 2015
The Simplicity Company
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh brand strategies, stories and experiences.
+ Research
+ Strategy
+ Naming
+ Brand Architecture
+ Brand Communication
+ Design
+ Simplification*
+ Digital
+ Employee Engagement
+ Brand Activation
New York • London • Shanghai • Los Angeles • Riyadh • San Francisco
*Simplification is the strategic process of transforming communications and interactions into clear, useful, customer-focused experiences.
+ improves margin
+ increases loyalty
+ drives stock performance
Simplicity pays
simplicityindex.com
The GBSI is our yearly ranking of the world’s most simple brands as delivered through customer experiences.
Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But once you get there, you can move mountains.
Steve Jobs
What is naming architecture, and how does it lead to portfolio simplicity?
It’s how an entity organizes and guides the naming of its capabilities and offerings, so that customers and others can readily understand and navigate what’s being offered.
It may involve creating some new names But in fact, it generally involves reducing the number of proprietary names in a portfolio. It’s about creating consistent naming hierarchies and constructs rather than creating specific new names.
< = >
It’s often referred to, but isn’t exactly the same as, brand architecture—which primarily deals with the role of a parent brand or masterbrand and secondary brands in a portfolio.
The new CVS Health brand architecture is establishing the relationship of its four key businesses and their products to the parent
Business Units
Corporate brand
Pharmacy Advisor®
Acquired sub-brands
Specialty Connect™
Philanthropy
Partnerships & joint ventures
Sponsorships
Internal
FastStart®
CustomCare® ProgramsUR/URPlus Pharmacy Mgmt.
Health Savings Pass®
Please note: the above is a representative sample of portfolio offerings, not a comprehensive current state map.
Services, products, programs
Business unit campaigns
Cross-business unit offerings
Personalized Weight Loss ProgramStop smoking with Start to Stop™
CareTeamCarePlus™
myWeeklyAdmyCVS On the GoPharmacy Home™myCVSPharmacy®
CVS/pharmacy HealthSavings PassExtracare beautyclubReadyFill®
“Win with Health plans”
But the naming architecture focuses on which types of names work best in the portfolio
This distinction is particularly important in defining and scoping a branding assignment
Also, naming architecture may be related to, but isn’t primarily about, corporate or visual identity
And lastly, it’s not about business organization…but it could impact how a business is structured going forward
Naming architecture typically is needed when:
A new or combined entity—needs to communicate its capabilities and offerings.
An existing entity—lacks naming conventions and procedures, or they have become inconsistent over time.
A product/service portfolio—has become burdened with proprietary brand names, making it difficult to understand, complex to navigate and expensive to maintain.
The four elements of naming architecture
1. Portfolio modeling
2. Name selection
criteria
3. Naming
frameworks
4. Internal guidance
1. Portfolio modeling
Map and analyze the current portfolio names as a starting point.
Develop alternative models for structuring the portfolio and decide where different types of product names fit.
2. Name selection criteria
Determine the criteria for selecting the right types of names for the range of offerings within the portfolio.
™®
SM
There basically are 4 types of names
Product names fall somewhere on a spectrum between generic and arbitrary.
Generic Descriptive Suggestive Arbitrary
Industry-standard terminology, usually the common or class name for the goods or services
Real, recognizable words that describe a product’s function or form; explains what a product is or does
Recognizable words that suggest a product’s attributes or benefits;evokes an attitude
Something new; unusual or invented words that acquire meaning over time
Mobile Phone
Digital Video Recorder
AT&T Wireless
IBM Cloud Marketplace
D&B Data Exchange
Loan & Deposit Confirmations
Sprint
IBM Spectrum Storage
SmartBook
Intuit
Navigator
Verizon
Segway
Kodak
Bluetooth
The right type of name should balance strategic, communications and trademark considerationsCan’t trademarkOften longer namesRequires less marketing supportLess distinctive
Strong trademarkOften shorter names
Requires greater marketing supportMore distinctive
Generic Descriptive Suggestive Arbitrary
Industry-standard terminology, usually the common or class name for the goods or services
Real, recognizable words that describe a product’s function or form; explains what a product is or does
Recognizable words that suggest a product’s attributes or benefits;evokes an attitude
Something new; unusual or invented words that acquire meaning over time
Mobile Phone
Digital Video Recorder
AT&T Wireless
IBM Cloud Marketplace
D&B Data Exchange
Loan & Deposit Confirmations
Sprint
IBM Spectrum Storage
SmartBook
Intuit
Navigator
Verizon
Segway
Kodak
Bluetooth
It gets harder and harder to find trademarks that balance clarity and distinctiveness
3. Naming frameworks
Develop logical and consistent vertical hierarchies and horizontal constructs to put the parts of a name together for greater clarity and consistency.
Two parts to frameworks
1. The overall structure How do you define the different categories and levels? How are the products positioned in relation to each other?
1: Product suite
Products that work together or are linked in a significant way
Identifies a shared industry, audience, technology or platform
2: The product itself
Individual methodologies, technologies, solutions and services
Describes a function, result or benefit
3: Module to the product
Core or optional component delivered through a product; it does not stand alone
Describes a feature or functionality
Two parts to frameworks
2. Naming constructs• How do you order each product name based on the
architecture? • What are the fixed and optional elements that work together? • How do you use the name in communications?
For example:
4. Internal guidance
Develop internal governance procedures, decision trees, guidelines and other tools to aid decision-making and compliance.
Do you need a new name?
No you don’t No new name
Some case studies demonstrating typical situations and processes
1. Portfolio modeling
The challenge:It may not be clear from our current naming architecture, but we do a lot more than sell health insurance policies.
Aetna’s challenges
A changing healthcare environment (globalization, retailization, digitization and cost containment) demanded a fresh look at our business and brand.
Competitors were diversifying their businesses, expanding into new markets and placing an aggressive focus on consumers.
Against this backdrop, Aetna’s position was becoming undifferentiated, and its brand strength was lagging.
Objectives
Expand and clarify Aetna’s traditional insurance and financial capabilities with:
• A range of offerings that focus on wellness programs and tools.
• New offerings in the areas of medical intelligence and care optimization (including expanding accountable care solution capabilities)
The solution:Create a new naming architecture model for organizing and clearly representing our expanded capabilities and offerings.
Starting point: name creation without a focus
We explored alternative portfolio models
Improve Health
Protect Finances
Insure Health
Optimize Performance
Health & Wellness
Technology &Intelligence
Plans & Benefits
Consulting &Administration
Motivation
Inspiration
Protection
Optimization
Healthier Living
Financial Well-Being
Accessible Health Care
Intelligent Solutions
Criteria for selecting an Aetna model
Business objectivesWhich best supports the new brand story?
Work sessions and validation research Which best resonates with internal and external audiences?
Regulatory restrictions Can’t overpromise
Selected model based on criteria and research
Improve Health
Protect Finances
Make Healthcare Accessible
Optimize Performance
Health & Wellness
Technology &Intelligence
Plans & Benefits
Consulting &Administration
Motivation
Inspiration
Protection
Optimization
Healthier Living
Financial Well-Being
Quality Health Plans
& Benefits
Intelligent Solutions
Organizing principles defined
Healthier Living
Financial Well-Being
Quality Health Plans
& Benefits
Intelligent Solutions
Masterbrand
OrganizingPrinciple
The plans and benefits you need to help safeguard your health
The resources needed for individuals and communities to thrive
The plans and benefits to ensure your family’s financial future
The expertise you need to improve productivity and healthcare’s future
Part of a new brand story
Bringing the organizing principles to market
Benefits of portfolio modeling for Aetna
• Better understanding of Aetna’s broader capabilities and offerings
• Stronger competitive positioning in a changing healthcare environment
• Integration of subsidiaries, acquisitions and partnerships into a cohesive brand story
2. Name selection criteria
™®
SM
The challenge:Our key brands are getting obscured, our customers are getting confused and our resources are getting stretched.
The solution:Implement a company-wide product name selection strategy for connecting the right type of name to the right offering.
Mobile Devices
• C139
• MOTO RAZR U6
• MOTO Q
• Talkabout FV 550A
• Audex Cargo Jacket
• M25 Digital Audio Player
Networks and Enterprise
• MOTOwi4 WiMAX
• Canopy ODFM Point-to-Point
• MOTOBRIDGE G1 WiAP 110
• MEA for Intelligent
Transportation System
Inconsistent naming complicated both consumer and business portfolios
And Moto was going wild!!!
We mapped to provide the blueprint for simplicity
Game-changing• Is this a game-changing offer, upon which the
success of Motorola depends?
Powerful marketing support• Will it receive sustained marketing support over time?
We established strict criteria for creating new proprietary names
Substantial revenue potential• Does it represent substantial current or future revenues?
Unique value proposition• Can any existing strategic sub-brand be
used/extended to successfully position this offer?
A decision tree provided the way forwardGeneric Descriptive Suggestive Arbitrary
Industry-standard terminology, usually the common or class name for the goods or services
Real, recognizable words that describe a product’s function or form; explains what a product is or does
Recognizable words that suggest a product’s attributes or benefits;evokes an attitude
Something new; unusual or invented words that acquire meaning over time
NameQuest, an interactive tool, automated the decision tree
Benefits of name selection criteria for Motorola
• Focused marketing resources behind the company’s key brands
• Restricted the use of unnecessary new brand names
• Simplified use to encourage consistent implementation
• Provided a consistent mind-set across the enterprise
3. Naming frameworks
The challenge:We can own the leadership position in cancer care, research and education. But our naming practices don’t support “one MSK.”
The solution:Create a structure for naming our capabilities and services in a more consistent way that reinforces the Memorial Sloan Kettering brand.
Building blocks for consistent naming constructsFormal Name Memorial Sloan Kettering Cancer Center
Shorthand Memorial Sloan Kettering or MSK
Donor Name Evelyn H. Lauder, Elmer and Mamdouha Bobst, John and Maxine Bendheim, Sidney Kimmel, Clair Tow, Mortimer B. Zuckerman
Specialty/Sub-specialty
―or―
Type of Program/Service
Pediatric Prostate and Urological, Comparative Medicine, Cell Biology, Comparative Medicine and Pathology
Outpatient, Infusion services, Disease management program, HOPP
Capability Cancer Care, Research, Education
Type of Facility Laboratory, Building, Pavilion
Location Commack, Basking Ridge, Sleepy Hollow
We applied consistent framework definitions
Hospital: Whenever possible, this term should be reserved for a main inpatient facility
Memorial Hospital
Center: Freestanding facility or facility within a building for patient care or research
Bendheim Integrative Medicine Center; Zuckerman Research Center
Pavilions, units: Areas within a building that may cover a specific disease state or area of excellence
Rockefeller Outpatient Pavilion; Laura Rosenberg Pediatric Observation Unit
Naming frameworks for facilities
Naming frameworks applied to regional centers
Naming frameworks applied to internal units
Benefits of name selection criteria for MSK
• Improved clarity and consistency in applying medical terminology
• Improved navigation and signage
4. Internal guidance
Do you need a new name?
No you don’t No new name
The challenge:We strive to talk plainly, but our investment names are not always intuitive.
The solution:Create guidelines and a governance process to support the internal organization.
Naming governance
Submit a Trademark Search and Request Form
• Identify client need
• Form product concept
As part of the product development process
• Determine unique attributes of this offer
• Determine positioning
Prepare positioning concept brief
Present positioning brief to Advisory Committee
Approved?
Yes
No
Prepare for brainstorming session to develop name
Note: If positioning research among clients is planned, it may be appropriate to include the name options in the research in order to ensure that the chosen name reinforces both the brand and offering positioning.
Hold brainstorming session
Finalize recommendation
Present positioning brief with proposed name to Advisory committee
No
Secure legal rights, if required
Consult Legal for trademark process
Proceed with product development
Yes
Present 1 to 3 names to business and other stakeholders
Get Legal sign-off
Approved?
Does naming architecture save money?
• This is difficult to quantify, however, simplified internal processes and a reduction in the number of unnecessary trademarks should result in cost-savings over time.
Final takeaways
• Intent is easy...follow through is hard
• Senior level commitment is essential
• Guidelines that are too rigid will fail
• Does it save money? Hard to assess, but logically it must
Questions?
Thank you.@siegelgale
Today’s presenters:
Jeff LapatineStrategy [email protected]
Jessica Kirk, Vice [email protected]
Related links:
www.siegelgale.com