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Presentation prepared for the Brand Management Middle East Conference in Dubai (March 3rd 2010 Having a grasp in the fundamentals of Brand Strategies: business strategies versus brand strategies, brand management in the digital decade, reputational risk management
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© British Telecommunications plc
Brand Management Middle East
Dubai, March 3rd, 2010
Session 3: The Fundamentals of Brand Strategies
by Benedicte Hennebo, BT Middle East and North Africa
© British Telecommunications plc
Brand Strategy: Why should I care?Part 1: Business Strategy and Brand StrategyPart 2: Branding in the Digital Decade and beyondPart 3: Branding in crisesCase Study: BT’s Corporate BrandingTake Outs and Q&A
Agenda
© British Telecommunications plc
Brands in the News: perception
The machine that ran too hot(The Economist)
Generating Buzz(The Economist)
Steve Jobs and the tablet of hope(The Economist)
Dubai’s debt dredging(The Economist)
© British Telecommunications plc
• Financial Performance• Managing Shareholder Value• Improved Competitiveness• Recruiting & Hiring
Significance?
Corporate Reputation: Why should I care?
© British Telecommunications plc
Corporate Reputation: Players
Local Communities
Professional bodiesPress/media
SocietyGovernment
Customers
Pressure groups
EXTERNAL STAKEHOLDERS
INTERNAL STAKEHOLDERS
CONNECTEDSTAKEHOLDERS
Retailers
Distributors
FinanciersEmployees
Managers
Shareholders Suppliers
Source: CIM
© British Telecommunications plc
Criteria?
Corporate Reputation: How is my brand judged?
Trust for Employees
Ge
ne
rate
tru
st,
prid
e,
em
po
we
r
Credibility for Investors
Reliability for Customers
Responsibility for
The Community
Pro
mo
te q
ua
lity.
P
rovi
de
cu
sto
me
r se
rvic
e
Show Profit, growth prospects
Serve the community. Green the environment
Source: CIM
© British Telecommunications plc
Corporate Reputation: Scope
Stakeholders
Company
InvestorsInvestor Relations
CustomersMarketing
Communications
EmployeesInternal
CommunicationsGovernmentPublic Affairs
PublicPublic Relations
Source: CIM
Business Strategy versus Brand Strategy
© British Telecommunications plc
• Mission: Who/What?• Vision: Where?• Strategy: How? (external)• Values: How? (internal)• Organisational Structure• Organisational Culture• Communication Climate
Business Strategy
Business Strategy vs Brand Strategy
© British Telecommunications plc
•What are brands: “a name, term, sign, symbol or design or combination of them, intended to identify the goods or services of one seller or group of sellers, and to differentiate them from those of competitors” (Kotler, 1999)
•Brand elements/assets: Differentiation, Transferability, Psychic value, Recall/recognition, Premium, Registration/Control
Brand Strategy
Business Strategy vs Brand Strategy
© British Telecommunications plc
Branding Strategies
Symbolism: logo, signage, styling, design, etc
Monolithic Strategies
Endorsed Strategies
Branded Strategies
Source: CIM
© British Telecommunications plc
Corporate Comm: Tasks
Informing Exploring
Influencing
Negotiating
Relating
customers
employees
shareholders
public
government
Source: CIM
© British Telecommunications plc
Corporate Comm: Tools
Symbolism: logo, signage, styling, design, etc
Corporate advertising, PR, sponsorship
Media: on and offline
Behavior: employees, management performance, overall communication
Source: CIM
Brand Strategies in the “Digital Decade” and beyond
© British Telecommunications plc
Branding in the “Digital Decade”
Moving Into the Digital Decade By Bill Gates
2001 2010
© British Telecommunications plc
Embedded video
• Socialnomics on youtube
• http://www.youtube.com/watch?v=sIFYPQjYhv8&feature=fvst
© British Telecommunications plc
The Competitive forces in the ICT industry
Bargaining Power of Suppliers
•ICT Partner Eco System•Open Innovation
•Integrating social networks data
Threat of New Entrants
Open systems: Linux, Firefox….•Improved & distributed by collaboration
of users community•Limited capital investment, size doesn’t
matter
ICTPlayers
Competing for Attention
Bargaining Power ofCustomers
•Broadband = Commodity•Lower switching costs: easy access to substitutes and new
entrants•Broader feedback scale
Threat of Substitutes
•VoIP•Social Networks’ mini-App (I.e.: email)Adoption driven by Users Community
© British Telecommunications plc
ProductOr
Problem solving?
ProductOr
Problem solving?
PriceOr
Premium?
PriceOr
Premium?
PlaceOr
Post?
PlaceOr
Post?
PromotionOr
Personalisation?
PromotionOr
Personalisation?
PeopleOr
Partner?
PeopleOr
Partner?
ProcessesOr
Promptness?
ProcessesOr
Promptness?
Physical Evidence
OrPhasebook?
Physical Evidence
OrPhasebook?
In and outCollaboration
Revolving around The Customer
7 P’s revisited in a collaborative world…
© British Telecommunications plc
Customer ServiceDeals with Customer
Complaints &Customer Satisfaction
Marketing/Product Management
Generates LeadsLaunch products
Sales CloseDeals & Upsell
CCOEnd2End
View
customers
customerscustomers
customers
The CCO function
© British Telecommunications plc
The CEO as a branding factor
Best Perfoming CEO, Source HBR
© British Telecommunications plc
Environmental Sustainability
The Triple bottom line
EconomicSustainability
Social Sustainability
Triple Bottom
Line
Source: CIM
© British Telecommunications plc
No Schizophrenia allowed
Sources E. Qualman, Business-Ethics
Pfizer’s “Never Ending Dance” to Regain Its Reputation
U.S. Airlines Get Poor Grades on Recycling Programs
Brand Strategies in Crises
© British Telecommunications plc
Brand during crises….
© British Telecommunications plc
Circumstances requiring corporate communication
Periodic Reporting
Crisis Situation
Rebranding, brand repositioning
Strategic Change, repositioning
Organisation decline
M&A
Source: CIM
© British Telecommunications plc
Reputational Risk Management
Risk IdentificationIdentify sources of risk
Risk AssessmentAssess probability & impact
of potential risks
Formulate Risk Management
Strategies and contingency plans
Allocate accountabilities & resources for managing
identified risks
Identify and manage Influences
On the risk outcome
Control, Monitor, report, adjust
Source: CIM
© British Telecommunications plc
Risk Assessment
Significant Contingency Planning
Manage and monitor risks
Risk management priority
Moderate Risk may be accepted, monitor
Management effort worthwhile
Management effort required
Minor Risk may be accepted
Accept risk: monitor
Manage and monitor risks
Low Medium High
Impact
LikelihoodSource CIM
© British Telecommunications plc
Crisis communication
1) Avoid the crisis
6) Profiting from the crisis
2) Prepare to manage the crisis
3) Recognise the crisis
4) Contain the crisis
5) Resolving the crisis
Source: CIM
Case Study
© British Telecommunications plc
Embedded video
• British Telecom – “Ology”
http://www.youtube.com/watch?v=vEfKEzX9QLE&feature=PlayList&p=43D3793BA3BD1FF8&playnext=1&playnext_from=PL&index=5
© British Telecommunications plc
BT Logos
Incumbent Market Liberalisation
Globalisation Strong identity
© British Telecommunications plc
© British Telecommunications plc
© British Telecommunications plc
© British Telecommunications plc
Viral marketing: Baci Perugina – From Giovanni to Don Giovanni
• http://www.youtube.com/watch?v=tn5eiiyoyKk
Q&A