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BEST GLOBAL BRANDS 2015
All trademarks, logos, brands, and product names referred to in Best Global Brands are the property of their respective trademark owners. Interbrand does claim any affiliation, sponsorship, or endorsement with any owner or mark.
B Financial Forecast $
% Role of brand
Brand strength
Brand"value
Interbrand’s Brand Valuation Methodology
3
While there are 15 automotive brands in total, the 13 technology brands truly dominatethe ranking—making up more than a third of its value (33.5% of the total table value)
5
1 2 3 4 5
6 7 8 9 10
+43% $170,276 +12% $120,314 –4% $78,423 +11% $67,670 –10% $65,095
+16% $49,048 0% $45,297 –7% $42,267 –6% $39,809 +29% $37,948
Top 10 Brands($ in U.S Millions)
6
+54% $22,029 +43% $170,276 +29% $37,948 +22% $10,944 +19% $9,082
+17% $6,257 +17% $7,243 +17% $5,551 +16% $6,266 +16% $5,130
23 2015 29 2014
1 2015 1 2014
10 2015 15 2014
41 2015 46 2014
49 2015 56 2014
68 2015 77 2014
59 2015 66 2014
76 2015 88 2014
67 2015 76 2014
86 2015 92 2014
Top Risers ($ in U.S Millions)
7
Age of Identity Age of Value Age of Experience Age of You
Brands act as "a tool to identify and differentiate offering
Brands leveraged "as assets to improve business decision making
Brands inspire new products and services to become a connected ecosystem
Brands strive "to become an intelligent and personal partner
8
Powerful experiences create enduring competitive advantage
Uber, the world’s largest taxi "company, owns no vehicles. "Facebook, the world’s most "popular media owner, creates"no content and Airbnb, "the world’s largest accommodation provider, owns no real estate. " "Tom Goodwin, SVP Strategy and Innovation, Havas Media
28
Remove friction and create powerful interventions Understand where the value is and how much to invest
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Personas
Persona name
Touchpoint and role of touchpoint
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Persona name
• Nam lacinia tortor vitae metus • Aliquam vel sem nec ante• Quisque maximus mauris • Nam lacinia tortor vitae metus • Aliquam vel sem nec ante
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus dictum odio vitae elit dapibus pulvinar. Aliquam eros mauris, ultrices vitae congue .
Persona name
• Nam lacinia tortor vitae metus • Aliquam vel sem nec ante• Quisque maximus mauris • Nam lacinia tortor vitae metus • Aliquam vel sem nec ante
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus dictum odio vitae elit dapibus pulvinar. Aliquam eros mauris, ultrices vitae congue .
Persona name
• Nam lacinia tortor vitae metus • Aliquam vel sem nec ante• Quisque maximus mauris • Nam lacinia tortor vitae metus • Aliquam vel sem nec ante
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus dictum odio vitae elit dapibus pulvinar. Aliquam eros mauris, ultrices vitae congue .
Persona name
32
Strong masterbrands deliver superior growth and mitigate risk
Source: Interbrand analysis of Best Global Brands
Benefits of the Masterbrand: • Strongly engage, both
internally and externally • Create differentiation • Build consistency across
the portfolio
0%
10%
20%
30%
40%
50%
60%
70%
2005 2006 2007 2008 2009 2010 2011 2012 2013
TOTAL REVENUE GROWTH, 2005-2013!
Strong master brand strategy
Weak/inconsistentmaster brand strategy
44
Designing a strong brand requires strong internal management
Authenticity The brand is soundly based on an internal truth and capability. "It has a defined heritage and a well grounded value set. It can deliver against the (high) expectations that customers have of it.
Relevance The fit with customer/consumer needs, desires, "and decision criteria across all relevant demographics and geographies.
Consistency The degree to which a brand is experienced without fail across all touchpoints or formats.
Presence The degree to which a brand feels omnipresent and is talked about positively by consumers, customers, and opinion formers in both traditional and social media.
Understanding The brand is not only recognised by customers, but there is also an in-depth knowledge and under-standing of its distinctive qualities and characteristics (where relevant, this will extend to consumer understanding of the company that owns the brand).
Clarity Clarity internally about what the brand stands for and its values, positioning, and proposition. Clarity too about target audiences, customer insights, and drivers. Because so much hinges on this, "it is vital that these are articulated and shared across the organization.
Commitment Internal commitment to brand, and a belief internally in the importance of brand. The extent to which the brand receives support in terms of time, influence, and investment.
Governance The existence of an operating model for the brand that enables the effective and efficient execution of the brand strategy
Responsiveness The ability to respond to market changes, challenges, and opportunities. The brand should have a sense of leadership internally and a desire and ability to constantly evolve and renew itself.
EXTERNAL!FACTORS!
INTERNAL!FACTORS!
Differentiation The degree to which customers/consumers perceive the brand to have a differentiated positioning distinctive from the competition.
45
A strong masterbrand…
Brand Experience
Marketing Strategy
Brand Positioning
46
Shaping the way the world sees your brand
…is driven by a strong marketing capability
Vision for the Function
Empowered Team and operating model
Talent, Skills, Platforms
Brand experience
Marketing Strategy
Brand Positioning
Shaping the way the world sees your brand
Building the function that drives the delivery
47
Three core drivers for a strong brand/marketing function
1. Clear and inspiring vision
2. Empowered marketing organization
3. Competencies, skills and platforms
How
What
Why
48
Organisational strategies
Universal leverage of marketing materials
Uni
vers
al le
vera
ge o
f Com
pete
ncie
s
Builder! Orchestrator!
Pilot!Supporter!
49
From Supporter to Builder
OPPORTUNITY!
INTEGRATED
EMPOWERING
PROACTIVE
SILOED
CONTROLLING
REACTIVE
INSIGHT!
v v
v 50
Organization
Create an Insights "and Analytics team
Integrate identity, experience, "and governance
Combine advertising "and sponsorship execution
Create a Marketing "Operations team
Establish a specialized group focused on sponsorships "and media acquisition Develop specific organization changes for Phase 2: Orchestrator
Supporter to Builder Roadmap O
PPO
RTU
NIT
IES!
CONTROLLING
EMPOWERING
SILOED
INTEGRATED
REACTIVE
PROACTIVE
Ways of Working
Create cross-functional interdisciplinary, BU-specific teams to better align to BU objectives and create stronger integration
Implant BU employees into teams in BU liaison role to increase collaboration and efficiency Develop specific ways of working changes for Phase 2: Orchestrator
Process, Training, Tools
Marketing operating model Create annual planning process "& summit agenda Inc. aware of mktg’s value
Develop brand toolkit consisting "of frameworks to execute brand activities Integrate “brand” into new hire onboarding process Develop Brand University to scale brand programs Agency evaluation tools
Develop specific activities/initiatives for Phase 2: Orchestrator
51
BUSI
NES
S IM
PAC
T!
COMPETENCY GAP!
LEVERAGING INSIGHTS PRODUCT &
EXPERIENCE DESIGN
CONSUMER INSIGHTS
VOICE & MESSAGING
DIGITAL STRATEGY
AGENCY MANAGEMENT COMPETITIVE
ANALYSIS
INTEGRATED MARKETING
COMMS TRIAL &
TRAFFIC
CONSUMER PURCHASE JOURNEY
PRICING
INNOVATION STRATEGY
BRAND ARCHITECTU
RE SEGMENTATION
BRAND FOR NON-BRAND
DNA/BRAND POSITIONING/VALUE PROP
MROI MEASUREME
NT & TRACKING
NAMING
CLAIMS & DEMOS
COMMS EFFECTIVENESS
Creating Learning & development strategies
52
Optimizing effectiveness and efficiency
Present marketing challenge and
KPIs to Steering Team
1. CREATIVE BRIEFING PROCESS!
Develop creative brief and
supporting communications
plan
Discuss creative challenge, KPIs and necessary
creative success metrics
2. CORE IDEA DEVELOPMENT!
Develop functional creative briefs
3. AGENCY BRIEFING PROCESS!
Review briefs with one on one calls
with agencies
Develop creative concepts based on
core idea
4. CREATIVE CONCEPTING!
Review creative concepts with one on one calls with
agencies
5. FEEDBACK AND FOLLOW UP!
Project/Campaign-in-review
presentation and feedback round-
robin
TOO
LKIT
DEP
LOYM
ENT!
Alignment Meeting
Present brief and plan to WW Team
Develop integrated core
idea
Formal core idea approval
Meet with BG Geo. Leads to
ensure transparency, buy-in and
understanding and streamline
Core idea presentation and
overview for functional brief development
Formal functional creative brief
approval
Present final functional creative
briefs to WW Team
Creative presentations from each Brand Union
agency and alignment on
toolkit development
Formal functional creative concept
and toolkit approval
Present final creative toolkits to
WW Team
Gather usage and performance data from BG and Geo. Leads and insights
on co-working from all Brand Union Agencies
Develop overall insights, findings and campaign-in-
review
Formal brief and communications
plan approval
Present core idea to WW Team
Alignment Meeting
Core WW Team
Pilot Agency
Steering Team
Functional agencies
Full Brand Union
Alignment Meeting
Alignment Meeting
Revisions based on streamlined
feedback