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Brand Architecture Toolbox 1 August 2009 Communication & Design Brand Architecture Toolbox

Brand architecture toolbox

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Page 1: Brand architecture toolbox

Brand Architecture Toolbox1Communication & DesignAugust

2009

Brand Architecture Toolbox

Page 2: Brand architecture toolbox

Brand Architecture Toolbox2Communication & DesignAugust

2009

Why Brand Architecture in COWI?

Our brand is the window through which the market sees COWI. It is the way we present our services to our customers. This means that our brand is not just something we say, it is something we do. The Brand Architecture supports COWI’s Strategy 2010, which is to integrate all COWI even more into the One Company Network.

Our goals are to

• Strengthen the cooperation within our organisational network

• Make our customers perceive us as One Company Network

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Brand Architecture Toolbox3Communication & DesignAugust

2009

Brand Architecture Advantages

Our brand is a result of all our stakeholders views on COWI. It stems from our solutions, people and communication – and it could very well be our most important asset.

A solid Brand Architecture clarifies the nature of our organisation and its offer to the market. It shows a logical and coherent connection between the different companies in COWI, and thereby the Brand Architecture maximises COWI's impact on the market. A consistent and logical Brand Architecture is good communication, because neither employees nor customers are left to wonder why the brands are handled the way they are.

Key advantages

• Focus and maintenance on one brand reduces expenses in the long run

• A coherent Brand Architecture makes it easier for large, international customers to find and recognize us

• It ensures a stronger common identity in the whole COWI network

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2009

Overview

Brand Architecture MapsDecision TreeDogma Rules

To make a swift decision when the case is clear

When further clarification is needed

To ensure the right positioning within the brand family

Page 5: Brand architecture toolbox

Brand Architecture Toolbox5Communication & DesignAugust

2009

Dogma Rules

1. If COWI is the majority owner of a company the company must adopt our brand identity over a suitable period of time depending on the result of the Brand Architecture assessment process

2. For all acquired companies placed in an interim phase a specific tagline is used: “A COWI Company”

3. All acquired Regional Market Leader (RML) companies must adopt the COWI brand name over time

4. Only companies in which COWI owns less than 50% of the shares can keep their original name

5. If the COWI brand name is to become part of the name of the acquired company, COWI’s visual identity guidelines must be followed

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Brand Architecture Toolbox6Communication & DesignAugust

2009

Decision TreeIntroduction

The Brand Architecture Decision Tree is only used for acquisitions of Regional Market Leader (RML) companies. If the Dogma Rules have not already defined the transition time, and further clarification is needed, COWI and the acquired company go through the following steps:

1. The strategic rationale for the acquisition is revisited and described in brief

2. COWI and the acquired company answer a number of balanced, scorecard-related questions:

Financial Profit leadership, top line growth etc.

Market Market share development, Brand equity etc

Culture and Competencies Fits and gaps

Processes Financial, IT, HR procedures and Project Execution Process

3. The clarification leads to a suggested solution for brand name and speed of transition

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Brand Architecture Toolbox7Communication & DesignAugust

2009

Decision Tree

Briefly describe the strategic rationale for the acquisition:

Page 8: Brand architecture toolbox

Brand Architecture Toolbox8Communication & DesignAugust

2009

Explanation of parametersFinancial

What: When the primary market of a company is growing there are simply more customers buying or the same clients buying more. The volume of the market increases. This can be identified by higher turnovers or more competitors appearing up.

Where to find: Annual reports, Local industry benchmarks, industry associations, the company’s own analyses etc.

What: When a company is profit leader it proves better at gaining profit than its competitors

Where to find: Annual reports, Local industry benchmarks, Industry associations, the company’s own analyses etc.

What: When a company is gaining brand equity it improves its awareness and recognition amongst clients and key stakeholders relative to its competitors

Where to find: Industry benchmarks, local/regional industry associations, the company’s own analyses etc.

Page 9: Brand architecture toolbox

Brand Architecture Toolbox9Communication & DesignAugust

2009

Explanation of parametersMarket

What: When a company fits with the COWI Masterbrand positioning and promise the company’s vision and mission conforms with that of COWI. Its customers use the same values and keywords to describe the company as COWI’s clients use to describe COWI.

Where to find: Mission, vision and value statements from both COWI and the acquired company, client survey form both COWI and the acquired company, analysis of the company’s communication and marketing material vis-à-vis COWI.

What: When a company is gaining market share it improves its competitiveness and acquire clients or projects that would otherwise be handled by competing companies. It takes a greater share of the total volume in the market.

Where to find: Annual reports, local industry benchmarks, industry associations, the company’s own analyses etc.

Page 10: Brand architecture toolbox

Brand Architecture Toolbox10Communication & DesignAugust

2009

Explanation of parametersCulture and Competencies

What: When a company fits with COWI’s culture its managers and employees use keywords and values to describe the company similar to the way COWI’s managers and employees describe COWI.

Where to find: Employee and manager surveys from both COWI and the acquired company. Interviews and dialogue with top management.

What: When a company has been acquired to fill a competence gap it has not only been acquired because of its presence in the regional/local market but also because COWI wants to use the company’s expertise in other regional markets. If that is the case, this may call for a more moderate transition period into COWI.

Where to find: Revise the strategic rationale for the acquisition.

Page 11: Brand architecture toolbox

Brand Architecture Toolbox11Communication & DesignAugust

2009

Explanation of parametersProcesses

What: Sharing the same systems and procedures makes the integration of two companies easier. It is an often overlooked dimension with company and brand integration. It is, for example, easier for employees to ‘live a shared brand’ if they know that they have access to the same HR tools and competencies and use the same client folders on shared fileservers etc. It also makes it easier to use the same marketing and communication templates.

Where to find: Consult the due diligence report and the first version of the integration plan.

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Brand Architecture MapRegional Market Leader (RML) – fast track

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Brand Architecture Toolbox13Communication & DesignAugust

2009

Brand Architecture Map Regional Market Leader (RML) – moderate track

Page 14: Brand architecture toolbox

Brand Architecture Toolbox14Communication & DesignAugust

2009

Brand Architecture Map International Specialist Leader (ISL)