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#ICCAWorld iccaworld.com Session code: 53rd ICCA Congress Fundamentals of Branding ME09 Keith Lucas

Managing Your Brand Essentials_Keith Lucas

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Page 1: Managing Your Brand Essentials_Keith Lucas

#ICCAWorld iccaworld.com

Session code:

53rd ICCA Congress

Fundamentals  of  Branding

ME09

Keith  Lucas

Page 2: Managing Your Brand Essentials_Keith Lucas

Background

telephone: +44 7747 756 116 email: [email protected] LinkedIn: http://uk.linkedin.com/in/keithlucas blog: http://www.blog.lucasbrand.com website: http://www.lucasbrand.com

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Page 3: Managing Your Brand Essentials_Keith Lucas

Agenda

1. Understanding Brands

2. Industry Focus

3. Practical Steps

3

Page 4: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 5: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 6: Managing Your Brand Essentials_Keith Lucas

What is a ‘brand’?

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Page 7: Managing Your Brand Essentials_Keith Lucas

A brand is:

– A perception of the promise we make to clients, employees and other stakeholders

– Something that lives in the hearts and minds of audiences before, during and after any transaction with our products or services

– Symbolised by our name and logo, not dependent upon it

– An encapsulation of the spirit at the heart of our purpose, mission and values

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Page 8: Managing Your Brand Essentials_Keith Lucas

A brand is NOT:

– A logo, wordmark, colour, strapline or a visual identity.

– About ‘creating an image’. It is about making a promise

– Something that lives in the marketing department. Rather, it lives in the minds of those who interact with it and everyone has a part to play in influencing and shaping it...

8

A brand is

Page 9: Managing Your Brand Essentials_Keith Lucas

Brands live in the mind (not the marketing department)

– People build brands as birds builds nests, from scraps and straws they chance upon…

– When we examine some of the brand reputations lodged in our own minds, we cannot trace their source. We have learnt without knowing we were learning…

– Every corporate action, every company decision, every communication will be seen as another clue, they are the vital scraps and straws from which your audiences will build their understanding of your brand

– Like people, brands have body language and it’s a language we understand. Every time we encounter a brand, we make an infinitesimal and subconscious adjustment to our personally-constructed brand picture

9

Brands live in the mind

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Brands are like people...

10

Look deeper and it is their essential personality that enables the brand to be special and different, relevant and engaging (or not). This distinctive personality is driven by a set of underlying Values

Analyse further and the ultimate distillation of the brands attributes and values can be expressed as its unique Essence It is, effectively, the brand’s DNA

The way they are perceived (their appearance, presentation, style, tone of voice, sound, etc.) is shaped by their physical/experiential Attributes connecting them with the world around them.

Page 11: Managing Your Brand Essentials_Keith Lucas

Great brands have three essential qualities

The brand ‘golden triangle’ has three components:

11

Dist

inct

iven

ess Consistency

Relevance

Page 12: Managing Your Brand Essentials_Keith Lucas

“I want to put a ding in the universe”*

Distinctiveness

12

* Apple founder, Steve Jobs (who championed a disruptively distinctive approach, widely admired by Apple customers)

Truly distinctive and memorable brands succeed by generating connotative values that penetrate the conscious and satisfy deeper subconscious needs

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“I just love the way other Smart drivers smile and wave when I drive by!”*

Relevance

13

* A frank admission from a smitten customer

Brand relevance or fit defines the extent to which the brand addresses deep seated needs and expresses an identity that transcends the physical product

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“I love the atmosphere, I feel like I’m

among friends, the sense of shared

values, everything just clicks

…oh, and the coffee's pretty good too!”*

Consistency

14

* A Starbucks customer reveals the scope of the total brand experience

Most ‘customer journeys’ incorporate a multitude of different touch points. Brand integrity depends on the alignment of all of these to reinforce, rather than diffuse, the brand character.

Page 15: Managing Your Brand Essentials_Keith Lucas

Brands add value beyond functional delivery

Transition from audience awareness to customer loyalty

15

FUNCTIONAL REQUIREMENTS Fulfilment of essential ‘best practice’ criteria for the category

ADDED VALUE Only when the ‘Functional Requirements’ have been satisfied, can the promise and delivery of higher values and benefits be added to drive preference and loyalty

Emotional Benefit

Loyalty

Need Fulfilment

Awareness & Relevance

Page 16: Managing Your Brand Essentials_Keith Lucas

Brands engage the heart

A brand begins to engage when there is an emotional benefit

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RATIONAL factors that enable the brand to COMPETE

EMOTIONAL factors that enable the brand to ENGAGE

Brands

“If you want to sell something stimulate the nucleus accumbens…”

Paul  Postma:  Neuromarketing  presentation   (ICCA  this  morning)

Gut  instinct,  likeability,  chemistry,  peers

Analysis,  rational  considerations

Page 17: Managing Your Brand Essentials_Keith Lucas

SUMMARY: Great brands add value by…

– Raising awareness and audience expectations

– Enhancing margins and shareholder value

– Generating loyalty which drives repeat business

– Lending credibility to new initiatives and brand extensions

– Signifying a clear, valued and sustainable point of difference

– Providing internal focus and clarity

– Making it easier to attract and retain the best employees

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Page 18: Managing Your Brand Essentials_Keith Lucas

People increasingly put their trust in brands

The 2014 Edelman Trust Barometer shows an ever widening gap between trust in business (brands) and governments.

[NB: Global survey of 33,000 respondents, across 27 countries. Sample: 25-64, college-educated, wealthiest 25% in each market]

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Page 19: Managing Your Brand Essentials_Keith Lucas

World’s Most Valuable Brands

19[Source: WPP BRandZ]

Page 20: Managing Your Brand Essentials_Keith Lucas

World’s Most Valuable Brands

20[Source: WPP BRandZ]

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Global brand asset values continue to grow

21[Source: WPP BRandZ]

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Still not convinced brands make a difference?

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Choose your new car…Car A Car B Car C Car D Car E Car F

Car type: All are stylish, comfortable and well-appointed 4-door sports saloons in your choice of colour...

Engine (cc/type): 2000/4 D 2993/V6 D 2400/5 D 2993/V6 D 2967/V6 D 2143/4 D

Max speed: 154mph 155mph 140mph 149mph 150mpg 150mph

Power (bhp/rpm): 215/4400 235/3750 212/4000 237/4000 201/4500 201/4200

Driven wheels: Rear Rear Front Rear Front Rear

0-60 mph (secs): 7.0 6.9 7.3 6.7 7.6 7.5

Fuel tank (litres): 70 litres 80 litres 70 litres 70 litres 65 litres 66 litres

Boot space (litres): 520 500 422 500 530 540

Cabin w x h (mm) 148 x 91 150 x 92 145 x 92 148 x 93 147 x 94 147 x 93

Fuel consumption: 57.6mpg 37.7mpg 46.3mpg 47.1mpg 53.3mpg 57.7mpg

CO2 rating (g/km): 129g 199g 159g 159g 139g 129g

Tax band: D J G G E D

List price: £36,855 £40,565 £39,030 £37,360 £35,215 £36,820

[Source: What Car magazine . May 2014]

Page 24: Managing Your Brand Essentials_Keith Lucas

Have you changed your mind?

Engine (cc/type): 2000/4 D 2993/V6 D 2400/5 D 2993/V6 D 2967/V6 D 2143/4 D

Max speed: 154mph 155mph 140mph 149mph 150mpg 150mph

Power (bhp/rpm): 215/4400 235/3750 212/4000 237/4000 201/4500 201/4200

Driven wheels: Rear Rear Front Rear Front Rear

0-60 mph (secs): 7.0 6.9 7.3 6.7 7.6 7.5

Fuel tank (litres): 70 litres 80 litres 70 litres 70 litres 65 litres 66 litres

Boot space (litres): 520 500 422 500 530 540

Cabin w x h (mm) 148 x 91 150 x 92 145 x 92 148 x 93 147 x 94 147 x 93

Fuel consumption: 57.6mpg 37.7mpg 46.3mpg 47.1mpg 53.3mpg 57.7mpg

CO2 rating (g/km): 129g 199g 159g 159g 139g 129g

Tax band: D J G G E D

List price: £36,855 £40,565 £39,030 £37,360 £35,215 £36,820

[Source: What Car magazine . May 2014]

Page 25: Managing Your Brand Essentials_Keith Lucas

Is the emotional more distinctive than the rational?

BMW 5 Series 525D SE

Infiniti Q50 2.2d Sport

Volvo S80 2.4 D5 Executive

Jaguar XF 3.0D V6 R-Sport

Audi A63.0 TDI 204 SE

MB E-Class E250 CDI SE

[Source: What Car magazine . May 2014]

Page 26: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 27: Managing Your Brand Essentials_Keith Lucas

Brand bull’s-eye

2727

Physical/experiential Attributes

Underlying Values

Brand Essence

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Race-bred Performance

Sporty

Masculine

Accessible

High Performance

Dynamic

Youthful“Assertive and extrovert style”

“Brand for winners”

“F1, McLaren, Lewis Hamilton...”

“Strong heritage”

“Sporty-looking”“Innovative technology”

“Alpha males”

“Very recognisable brand”

“For young professionals”

Icons: Carrera, Monaco

“Worn by Golf GTI drivers”

“Strong range of high-profile sports watches”

“Specialist golfer’s watches”

Page 29: Managing Your Brand Essentials_Keith Lucas

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Aviator at Heart

Technical

Masculine

Aspirational

Adventurous Spirit

Aircraft

Intelligent

“Assertive and extrovert style”

“High-impact”“Aerobatics”

“Chunky, indiscreet design”

“Looks impressive”

“Precision instrument”

“Show-off!”

“Very recognisable brand”

“For young-at-heart professionals”

“Worn by Audi TT drivers”

“Intricately-detailed dial and bezel”

“The glamour of flying aeroplanes”

Icons: Navitimer, Chronomat

Page 30: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 31: Managing Your Brand Essentials_Keith Lucas

Visual Projection

31

car?drink? animal?

colour & shape? chair?person?

icon? clothing?place?

Page 32: Managing Your Brand Essentials_Keith Lucas

Page 33: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 34: Managing Your Brand Essentials_Keith Lucas

Brand Drivers: Practical example

34

Passionate

AdmiredSmart

Page 35: Managing Your Brand Essentials_Keith Lucas

Brand Drivers: Practical example

– Passionate • We are instinctively creative and are driven by the desire to add joy to peoples’ lives with intuitive

products that exceed expectations

• We insist that the aesthetic quality of every product is as seductive as the technical quality inside it

• We are a firm of ambitious individuals, but the long-term interests of our company always comes first

– Admired • We want our customers to be surprised and delighted with each and every product that they buy from us

• We keep raising the benchmarks and finding clever new ways to change the rules and do things better

• We want to drive our competitors crazy with envy and make them worry about what we might do next

– Smart • We think independently and always look to set new trends rather than following existing ones

• The best products come from the best talent; we recruit and nurture the brightest and most gifted

• We breed a culture of success by working in small, dedicated teams that encourage healthy internal competition with a creative spirit of ingenuity and entrepreneurialism

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Page 36: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 37: Managing Your Brand Essentials_Keith Lucas

Defining parameters

37

Choose dimensions that will enable you to define the ‘white space’ that your brand can ‘own’ Map all competitor brands and identify those that represent the greatest challenge to your brand’s position Look at the like future evolution of the market and the dynamics of the brands within it

Develop a strategy that will enable you to: • Reinforce • Dominate • Defend

Page 38: Managing Your Brand Essentials_Keith Lucas

Patek Philippe

Bell&Ross

Hublot

Richard Mille

Conservative Establishment (prized & admired)

Dynamic Disruption (impressive & inspiring)

Mass Market (high volume & accessible)

Elite Market (low volume & exclusive)

TAG Heuer

Longines

Omega

Breitling

Baume & Mercier

Rolex

Gucci... Guess… Armani

Breguet

Hamilton

Page 39: Managing Your Brand Essentials_Keith Lucas

i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 40: Managing Your Brand Essentials_Keith Lucas

Mind

Function Benefit Performance Personality Attitude

Heart

Abstract concept

Specific utility

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Page 42: Managing Your Brand Essentials_Keith Lucas
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i. About brands

ii. Brand bull’s-eye

iii. Visual projection

iv. Brand drivers

v. Brand positioning

vi. Brand types

vii.Compound brands

1. Understanding Brands

Page 44: Managing Your Brand Essentials_Keith Lucas

Compound brands

– Brands whose values are directly or indirectly influenced by related brands

– These related brands can be constituent or contingent to the primary brand

– Constituent brands (sometimes called ingredient brands) are an integral part of the product or service offer

– Contingent brands are linked by direct association

– Constituent and contingent brands may, or may not, be directly manageable by the primary brand holder

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Page 45: Managing Your Brand Essentials_Keith Lucas

Brands with strong constituent brands

45

BrandProduct ConstituentBrand

Page 46: Managing Your Brand Essentials_Keith Lucas

Brands with strong contingent brands

46

BrandProduct Contingent  Brand

Page 47: Managing Your Brand Essentials_Keith Lucas

Strong constituent and contingent brands

47

BrandProduct Contingent  BrandConstituentBrand

Page 48: Managing Your Brand Essentials_Keith Lucas

NEARLY ALL BRANDS ARE to some extent

COMPOUND BRANDS

48

Page 49: Managing Your Brand Essentials_Keith Lucas

Some of the world’s most iconic hotels...

49

The Willard, Washington D.C.

Stephen F’s Hotel, Austin, Texas Hotel Le Grand, Paris

Carlton Hotel, Cannes

Amstel Hotel, Amsterdam

Mark Hopkins Hotel, San Francisco

Page 50: Managing Your Brand Essentials_Keith Lucas

InterContinental heritage hotels

50

MARK HOPKINS SAN FRANCISCO An InterContinental Heritage Hotel

CARLTON CANNES An InterContinental Heritage Hotel

THE WILLARD, WASHINGTON D.C. An InterContinental Heritage Hotel

AMSTEL AMSTERDAM An InterContinental Heritage Hotel

PARIS - LE GRAND An InterContinental Heritage Hotel

STEPHEN F. AUSTIN An InterContinental Heritage Hotel

The Willard, Washington D.C.

Stephen F’s Hotel, Austin, Texas Hotel Le Grand, Paris

Carlton Hotel, Cannes

Amstel Hotel, Amsterdam

Mark Hopkins Hotel, San Francisco

Page 51: Managing Your Brand Essentials_Keith Lucas

i. Country brands

ii. Travel brands

2. Industry Focus

Page 52: Managing Your Brand Essentials_Keith Lucas

i. Country brands

ii. Travel brands

2. Industry Focus

Page 53: Managing Your Brand Essentials_Keith Lucas

Country Brands

53

Page 54: Managing Your Brand Essentials_Keith Lucas

Country Brand Index

An annual, global study of country brands is conducted by Futurebrand.

Measures and ranks international perceptions of culture, industry, economics and public policy.

The resulting indices show what qualities people associate with different places and the strength of their perception, giving a good indication of the decisions they will make in relation to those places in the future.

54

Page 55: Managing Your Brand Essentials_Keith Lucas

Country Brand Index

55[Source: Futurebrand]

Page 56: Managing Your Brand Essentials_Keith Lucas

[Source: Futurebrand]

Value System • Environmental

friendliness • Freedom of speech • Political freedom • Stable legal

environment • Tolerance

Page 57: Managing Your Brand Essentials_Keith Lucas

[Source: Futurebrand]

Quality of Life • Education system • Healthcare

system • Job opportunities • Safety • Most like to live in • Standard of living

Page 58: Managing Your Brand Essentials_Keith Lucas

[Source: Futurebrand]

Tourism • Value for money • Attractions • Resort and lodging

options • Food • Shopping • Beach • Nightlife

Page 59: Managing Your Brand Essentials_Keith Lucas

[Source: Futurebrand]

Heritage & Culture • Art and culture • Authenticity • History • Natural beauty

Page 60: Managing Your Brand Essentials_Keith Lucas

[Source: Futurebrand]

Good for Business • Advanced

Technology • Investment Climate • Regulatory

Environment • Skilled Workforce

Page 61: Managing Your Brand Essentials_Keith Lucas

i. Country brands

ii. Travel brands

2. Industry Focus

Page 62: Managing Your Brand Essentials_Keith Lucas

Travel brands: Hotels (luxury)

62

Intercon

tinen

tal

The  Leading  Ho

tels

Ritz  Carlto

n

Intercon

tinen

tal

The  Leading  Ho

tels

Ritz  Carlto

n

[Source: WPP BAV]

Travel brands:

Page 63: Managing Your Brand Essentials_Keith Lucas

Travel brands: Hotels (leisure)

63

Best  W

estern

Holiday  Inn  Express

Howard  John

son

Holiday  Inn  Express

Best  W

estern

Howard  John

son

[Source: WPP BAV]

Travel brands:

Page 64: Managing Your Brand Essentials_Keith Lucas

Travel brands: Airlines (national)

64

British  Airw

ays

Singapore  Airline

sUnited  Airline

s

British  Airw

ays

Singapore  Airline

s

United  Airline

s

[Source: WPP BAV]

Travel brands:

Page 65: Managing Your Brand Essentials_Keith Lucas

Travel brands: Airlines (independent)

65[Source: WPP BAV]

SouthW

est

Virgin  Atla

ntic

Jet  B

lue

Virgin  Atla

ntic

Jet  B

lue

SouthW

est

Travel brands:

Page 66: Managing Your Brand Essentials_Keith Lucas

Travel brands: Cruise Lines

66[Source: WPP BAV]

Royal  Caribbe

an  Cruise

 Line

Carnival  Cruise

sCe

lebrity

 Cruise

s

Royal  Caribbe

an  Cruise

 Line

Carnival  Cruise

s

Celebrity

 Cruise

s

Travel brands:

Page 67: Managing Your Brand Essentials_Keith Lucas

Travel brands: Car Rental Firms

67[Source: WPP BAV]

National  Car  Ren

tal

Avis

Hertz

National  Car  Ren

tal

Avis He

rtz

Travel brands:

Page 68: Managing Your Brand Essentials_Keith Lucas

Travel brands

Considerations – Despite many being well known

and respected, most international travel brands are regarded as being relatively indistinctive with little targeted relevance

– Most are tired or unfocused

Actions – Leverage the opportunities to

stand for something distinctive and relevant

– If your brand is an established one find ways to heighten its perceived distinctiveness and look for ways to personalise its appeal to the target audience

68

Page 69: Managing Your Brand Essentials_Keith Lucas

i. Understand your audience

ii. Define your brand

iii. Create a ‘big idea’

3. Practical Steps

Page 70: Managing Your Brand Essentials_Keith Lucas

Know your audience

70

1.Characterise the specific segments and specify any cultural or behavioural differences

2.Prioritise key audience segments for current retention and future development

3.Create a stereotypical representation of your key audiences and always focus on this whenever you develop any marketing ideas

Page 71: Managing Your Brand Essentials_Keith Lucas

i. Understand your audience

ii. Define your brand

iii. Create a ‘big idea’

3. Practical Steps

Page 72: Managing Your Brand Essentials_Keith Lucas

“If you only give people what they want, someone else will give them what they never

dreamed possible” [Saatchi & Saatchi]

Page 73: Managing Your Brand Essentials_Keith Lucas

Verbalise Your Brand

73

1.How will be the brand’s attributes defined by its audiences?

2.What will be the underlying values that drive the ‘spirit’ of the brand?

3.How might we express, in one succinct sentence, the truth that lies at the heart of the brand, its essence?

Page 74: Managing Your Brand Essentials_Keith Lucas

Visualise Your Brand

74

By projecting the brand promise into a number of different objects categories, create a portrait that captures the essential spirit of your brand…

Page 75: Managing Your Brand Essentials_Keith Lucas

Drive Your Brand

75

What are the driving themes that will motivate your brand towards its future goals?

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Personalise Your Brand

76

Initial impressions?

Male or female? Age?

Appearance?

Voice?

Mannerisms?

What do they talk about?

Family?

Pets?

Where do they go on holiday?

What do they watch on TV?

What newspaper?

Favourite book?

You’re at an ICCA reception, you’re introduced you to someone you haven’t met before, it is ‘your brand’… characterise it!

Page 77: Managing Your Brand Essentials_Keith Lucas

Master Contingent and Constituent Brands

– Determine what can be controlled (and what cannot)

– Manage what can be controlled, monitor what cannot

– Assess constituent brands and factor their brand values into your financial analysis of their cost

– Track contingent brands and try to be aware of the effect they have on your primary brand

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i. Understand your audience

ii. Define your brand

iii. Create a ‘big idea’

3. Practical Steps

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What’s the Big Idea?

79

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Develop a clear, simple proposition

80

Distilling the proposition to a simple, universally understood “big idea” is the key to effective communications

Page 81: Managing Your Brand Essentials_Keith Lucas

Communicate your “big idea” with clarity and consistency

…in the language and culture of your target audience.

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Communicate with clarity and consistency

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Page 83: Managing Your Brand Essentials_Keith Lucas

Communicate with clarity and consistency

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Page 84: Managing Your Brand Essentials_Keith Lucas

Thank you!

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Keith  Lucas  Lucasbrand  [email protected]  www.lucasbrand.com