HOW TO BRIDGE

THE DISTANCE

BETWEEN

BUSINESS STRATEGY

AND DESIGN

WHAT YOU’LL LEARN:

A modern definition of brand

The five disciplines of brand-building

1

2

READY?

LET’S START BY DISPELLING SOME MYTHS.

FIRST

A brand is not a logo.

SECOND

A brand is not an identity.

X

FINALLY

A brand is not a product.

so what exactly is a brand?

A BRAND IS A PERSON’S

GUT FEELING ABOUT

A PRODUCT, SERVICE,

OR ORGANIZATION.

You buy products based on your

FEELING FOR THE PRODUCT.

You buy services based on your

FEELING TOWARDS THE PROVIDER.

You engage with an organization based on your

FEELING ABOUT THE ORGANIZATION.

It’s a GUT FEELING because peopleare emotional, intuitive beings.

It’s a PERSON’S gut feeling,because brands are defined by individuals,not companies, markets, or the public.

In other words...

IT’S NOT WHAT YOU SAY IT IS.

IT’S WHAT THEY SAY IT IS.

1

2

3

WHY IS BRANDING SO HOT?

People have too many choices and too little time

Most offerings have similar quality and features

We tend to base our buying choices on trust

1

2

3

THERE ARE 1,349 CAMERAS ON THE MARKET.

HOW DO YOU DECIDE WHICH ONE TO BUY?

T R U S T

Trust comes from meeting and beating customer expectations.

TRUST RELIABILITY

T= dr+DELIGHT

Does a brand have a dollar value?$

AND HOW.

Five ways to measure brand value:

PRICE PREMIUM

CUSTOMER PREFERENCE

REPLACEMENT COST

STOCK PRICE

FUTURE EARNINGS

1

2

3

4

5

BRAND

NAME

COCA-COLA

MICROSOFT

IBM

FORD

MERCEDES

HONDA

BMW

KODAK

GAP

NIKE

PEPSI

XEROX

APPLE

STARBUCKS

THIS SELECTION FROM INTERBRAND’S TOP 100 LIST

SHOWS WHY BRANDS ARE WORTH PROTECTING:

2001

BRAND VALUE

($MM)

68,945

65,068

52,752

30,092

21,728

14,638

13,858

10,801

8,746

7,589

6,214

6,019

5,464

1,757

% CHANGE

BRAND VS.

PREVIOUS YEAR

-5%

-7%

-1%

-17%

+3%

-4%

+7%

-9%

-6%

-5%

-6%

-38%

-17%

+32%

BRAND VALUE

AS % OF

MARKET CAP

61%

17%

27%

66%

48%

33%

62%

82%

35%

66%

9%

93%

66%

21%

COKE’S MARKET CAP,

INCLUDING BRAND VALUE:

$120 BILLION

COKE’S MARKET CAP,

NOT INCLUDING BRAND VALUE:

$50 BILLION

WITHOUT THE BRAND,

COKE’S GLASS WOULD

BE HALF EMPTY

Dollar share = 13.8%Market share = 9%

The main purpose of branding is to get

MORE PEOPLE to buy MORE STUFF

for MORE YEARS at a HIGHER PRICE.

b

BS=

SUCCESS

BANG

BUCK

$27,000

$29,000

➔➔

Stock value

➔➔

Stock valueGrowth

➔➔

Stock valueGrowthInnovation

➔➔

Stock valueGrowthInnovationDifferentiation

➔➔

Stock valueGrowthInnovationDifferentiationVision

➔➔

Stock valueGrowthInnovationDifferentiationVisionVision

BR

AN

D

INV

ES

TM

EN

T

BR

AN

D

INV

ES

TM

EN

T

Differentiation

BR

AN

D

INV

ES

TM

EN

T

Innovation

PREDICTION

PREDICTION

BRAND WILL BECOME THE MOST POWERFUL

STRATEGIC TOOL SINCE THE SPREADSHEET.

PROBLEM

PROBLEM

IN MOST COMPANIES,

STRATEGY IS SEPARATED FROM

CREATIVITY BY A WIDE GAP

STRATEGIC THINKERS

Analytical

CREATIVE THINKERS

Intuitive

Logical

Linear

Numerical

Verbal

Emotional

Spatial

Visual

Physical

DOES THE LEFT BRAIN KNOW WHAT THE RIGHT BRAIN IS DOING?

When both sides work together, you build a charismatic brand.

A CHARISMATIC BRAND is a product,

service, or organization for which

people believe there’s no substitute.

Which of these brands are charismatic?

QUIZ:

JETBLUE

EVEREADY

CITIBANK

GENERAL ELECTRIC

KRISPY KREME

APPLE

DASANI

UNITED ARTISTS

CHARLES SCHWAB

SAMSUNG

FORD

NISSAN

HITACHI

ACCENTURE

KMART

BURGER KING

LEVI’S

HOME DEPOT

LONGS DRUGS

IKEA

REEBOK

NEWSWEEK

GOOGLE

NORDSTROM

PEPSI-COLA

OXO GOODGRIPS

DISNEY

PRELL

RUBBERMAID

RCA

MACY’S

SAFEWAY

GOLDMAN SACHS

SEARS

MINI COOPER

VIRGIN

Which of these brands are charismatic?

QUIZ:

JETBLUE

EVEREADY

CITIBANK

GENERAL ELECTRIC

KRISPY KREME

APPLE

DASANI

UNITED ARTISTS

CHARLES SCHWAB

SAMSUNG

FORD

NISSAN

HITACHI

ACCENTURE

KMART

BURGER KING

LEVI’S

HOME DEPOT

LONGS DRUGS

IKEA

REEBOK

NEWSWEEK

GOOGLE

NORDSTROM

PEPSI-COLA

OXO GOODGRIPS

DISNEY

PRELL

RUBBERMAID

RCA

MACY’S

SAFEWAY

GOLDMAN SACHS

SEARS

MINI COOPER

VIRGIN

Any brand can be charismatic.

EVEN YOURS.

But first,

you have to master the FIVE DISCIPLINES of BRAND-BUILDING.

1DIFFERENTIATE

FACT:

Our brains act as filters to protect us

from too much information.

WE’RE HARDWIRED TO NOTICE ONLY WHAT’S DIFFERENT.

BE DIFFERENT.

SOLUTION:

EXPERIENCE

“What you feel”

FEATURES

“What it is”

IDENTIFICATION

“Who you are”

BENEFITS

“What it does”

1950 1900 2000 1925

Marketing today is about creating tribes.

People join different tribes for different activities.

DRIVING VOLKSWAGEN

READING AMAZON

COOKING WILLIAMS-SONOMA

TRAVEL ORBITZ

SPORTS NIKE

BANKING CITIBANK

COMPUTING DELL

ON SUNDAYS THEY WORSHIP HARLEY,

GOD OF THE OPEN ROAD.

The three most important words in differentiating your brand:

FOCUS1

FOCUS2

FOCUS3

IS THIS HOW YOUR CUSTOMERS SEE YOU?

THE FOCUS TEST:

1 Who are you?

What do you do?2

Why does it matter?3

Unless you have compelling answers to

these questions, YOU NEED MORE FOCUS.

Nine basic market positions:

BEST SELLING1

BEST KNOWN3

ONLY2

EASIEST4

FASTEST6

MOST COMPLETE5

MOST POWERFUL7

MOST AFFORDABLE9

NEWEST8

OUR BRAND

IS THE ONLY

SERVICE

THAT MATTERS.

If you can’t state what makes

you different in 12 words or less,

don’t fix your statement.

Fix your company.

PLOP, PLOP,

FIZZ, FIZZ.

OH, WHAT A

RELIEF IT IS!

PLOP, PLOP,

FIZZ, FIZZ.

OH, WHAT A

RELIEF IT IS!

ALKA-SELTZER

THE WORLD’S

ONLINE

MARKETPLACE

THE WORLD’S

ONLINE

MARKETPLACE

EBAY

TALK

TO

CHUCK

TALK

TO

CHUCK

CHARLES

SCHWAB

YOU’RE NOW

FREE TO

MOVE ABOUT

THE COUNTRY

YOU’RE NOW

FREE TO

MOVE ABOUT

THE COUNTRY

SOUTHWEST

AIRLINES

LET’S

MOTOR

LET’S

MOTORMINI COOPER

The most common reason for loss of focus

is ILL-CONSIDERED BRAND EXTENSIONS.

BAD BRAND EXTENSIONS are those

that chase short-term profits at the

expense of long-term brand value.

GOOD BRAND EXTENSIONS

grow the value of a brand

by reinforcing its focus.

EXAMPLE:

SWATCHFOCUSED FUN WATCHES=

EXAMPLE:

SWATCHFOCUSED FUN WATCHES=

+UNFOCUSED SWATCH FUN WATCHES CARS=

EXAMPLE:

THE GOOD GRIPS BRAND HAS GROWN STRONGER WITH EVERY BRAND EXTENSION.

2COLLABORATE

PARTNERSHIPOWNERSHIP

PARTNERSHIPOWNERSHIP

COLLABORATIONINDIVIDUAL TASKS

COLLABORATIONINDIVIDUAL TASKS

LIKE BUILDING

A CATHEDRAL,

BUILDING A BRAND

IS A COLLABORATIVE

PROJECT.

It takes a village

to build a brand.

THERE ARE THREE BASIC MODELS

FOR ORGANIZING BRAND COLLABORATION:

The ONE-STOP SHOP

contains the resources

to develop and steward the brand.

P U B L I C A T I O N S

E V E N T S

N A M I N G

P A C K A G I N G

P R O M O T I O N S

S U P P L I E R S

P R O D U C T

D E S I G N

W E B

D E S I G N

P U B L I C

R E L A T I O N S

A N N U A L

R E P O R T S

B R A N D

S T R A T E G Y

D I R E C T

R E S P O N S E

C R E A T I V E

S E R V I C E S

E X H I B I T S

I D E N T I T Y

A D V E R T I S I N G

R E S E A R C HP O P

D I S P L A Y S

C O M P A N Y

ONE-STOP SHOP SCORECARD

Easy to manage Little choice of teams

Promise of consistency Little ownership of brand

The BRAND AGENCY

hires best-of-breed

firms to help developand steward the brand.

P U B L I C A T I O N S

E V E N T S

N A M I N G

P A C K A G I N G

P R O M O T I O N S

S U P P L I E R S

P R O D U C T

D E S I G NW E B

D E S I G N

P U B L I C

R E L A T I O N S

A N N U A L

R E P O R T S

B R A N DS T R A T E G Y

D I R E C TR E S P O N S E

C R E A T I V E

S E R V I C E S

E X H I B I T S

I D E N T I T Y

A D V E R T I S I N G

R E S E A R C H

P O P

D I S P L A Y S

C O M P A N Y

B R A N D A G E N C Y

BRAND AGENCY SCORECARD

Choice of teams Little ownership of brand

Promise of consistency

The INTEGRATED MARKETING TEAM

is managed internally with open

collaboration amongbest-of-breed specialists.

P U B L I C A T I O N S

E V E N T S

N A M I N G

P A C K A G I N G

P R O M O T I O N S

S U P P L I E R S

P R O D U C T

D E S I G N

W E B

D E S I G N

P U B L I C

R E L A T I O N S

A N N U A L

R E P O R T S

B R A N DS T R A T E G Y

D I R E C T

R E S P O N S E

C R E A T I V E

S E R V I C E S

E X H I B I T S

I D E N T I T Y

A D V E R T I S I N G

R E S E A R C H

P O P

D I S P L A Y S

C O M P A N Y

INTEGRATED MARKETING TEAM SCORECARD

Choice of teams Difficult to manage

Ownership of brand

Promise of consistency

IN REALITY, COLLABORATIVE

NETWORKS AREN’T THAT SIMPLE.

and that’s OK.

Collaborative networks are not new.

A successful model has existed for years.

Like building a cathedral,

making a movie takes

hundreds of collaborators.

JOEL DARTMOUTHKELLY MARINTREVOR CARMICHAELJOHN T. LANDONSHARON BONDLYPAUL DERAINJACQUES SOUVERAINMICHAEL BRANDSTEVEN GOLDSTEINTRENT LOCKARTJACKSON BARNESJOSEPH AKIO TERENCE BRADLEYMO DERENIROBERT UNDERHILLKEN SILVERHILARY PROPRIATOMICHAEL O. KELLHECTOR ABONDASNORMAN BRIERSTACY BRECKSTEINJOE KALEYBRIAN BELSENABRAHAM LENDERT. T. MCBRIDEVAN DERICKEJOHN R. CARLSONVICTOR AMOSSEAN O' KENNAJEFFREY ROCKENDARREL TOM

Carlos GEOFF WRIGHTMARK CONTADINASUE SKENNIANCHARLIE MARQUETTEVICTOR BANERASF. C. CAMERON TELLIE PANOPOULISMARTIN AIRESSTEFAN C. KAISERBILL MOORE

Smoocher BoyAgent Sims

Agent TownsendAgent Kruzic

DijonJean-Michel

KeynesCorelli

JohnstonBillie

Guards

LibrarianField Officer

Bus DriverNight GuardMeter Maid

First DetectiveSecond Detective

Beat CopParking Cop

Helicopter PilotFirst Old Man

Second Old ManTax Collector

Stunt CoordinatorAssistant Stunt Coordinator

Stunt Doubles

MarianaAjax

Sgt. SantosCarter

Smoocher BoyAgent Sims

Agent TownsendDijon

Stunts

STEVE ADRIANBOB CARTERMICKEY DISANTISMIKE FLANAGANGEOFF IPSWICHBARRIE LAWRENCEJACKIE MACDOUGALJAMES PETRICKEMARY STAUFFACHERCORNELIA THERRIENRAUL VALERIA

BENJAMIN BARKELEYGORDON COLERIDGEJILLIAN DRUCKERBILL GEORGEMICHAEL KANTERTERRY LEVINSONGREG NEVILSONPETE POLSONFREDDIE STEENJEREMY TRICKETTRONALD DEAVER-WEBB

TONY BEAUJOLAISIVAN DEVERSONJOE EVANSJULIA HARRISONKENNETH KITTRIDGETED MARSTENBOB OSBORNERAY TELSONCAB UPTONPETER YOUNGROBERT G. RUNYAN

Hong Kong Kung Fu Team

YUAN Tiger CHU CHEN Dragon SEN

FRANCIE MASCAREN THOMASONMIGUEL TRASEROFRANCES CHUPEDRO BOGANILLONUALA CORIANTRACY COLLISTONSERGIO MOLOBENJAMIN HIRASUNASTEPHANIE RANDGERI DEMONDESTELLAN GRETZKEMADELINE BARRLANCE DUNSTABLEMARCO DIPAOLODEN MCENERYLISA BARHAMDRU LEE MANNINGCARRIE DUNEMARIE BELLEAUPAUL POLITOROCK HANDLERGORDON ALBRIGHTCRIS MORTENBARRIE M. HORSTJACOB TREIBHORACE STEINTHOM CARRABINEART KELLEHERLUCIANO PROPRIODAVID BELLZUZU MANHEIMKAREN CAROLUSJ. D. WHEATLYWILLIAM TREVANTSTU JEFFERSONJOSH KNIPPLECOLIN FARRINGDONPETER STANISLOVKIT GOINESBENNIE JAMESONRICK DEMISSTANLEY FREYG. G. NEWMANDAVID WEINBERGRICKY MONROEWILLI STRASBURGSTAN BENTONCHARLES CRIVORNNORM LOFGRENVIC DOLANGIORGIO VIVATOTEL STEPHENOPOLISTRINI GONZALEZMARCI STEINBELINDA MCNAIRCARI DUNNMICHELLE TONASROBERTO BELLINITRICIA RARIO

Manners and Modes SupervisorStoryboard Artists

Art Department ResearcherArt Department Coordinator

Conceptual DesignerGraphics

IllustratorSet Designers

Set Decorators

Script SupervisorCamera Operator

Steadycam Operator1st Assistant Camera

2nd Assistant CameraStill Photographer

Sound RecordistBoom Operators

Video Operator

Property Master

Action Vehicle CoordinatorsGaffer

Best BoyRigged Gaffers

Props

Key GripHead Grip

Dolly Grips

Rigging GripMake-up Artists

TIM CURRIEDONALD VERESDAVID HUSSEINBRIDGET QUESTEDFRANCESCA ROTIGREG STONEWILL SUTTONINGE JOHANSSONDREW CRAINURSULA BIERSCH

JARED BAGMANKAROL CONSTRANDY HARDWICKMAL GERICKECASS MONAHANPATRICE ARNEMPEDRO CARILLOSANDY PRIESTLYJOHN LANGORFBRENDA CALEMARK THOMASKYLE M. SULLIVANPATRICK MAHONEYSTAV PROMIDESMARGRIET BILLTANIA SHAUBBENNET JURIANCHUCK TRALIKPENNY GARCIAGRAYSON TRUESLIM DELGADOBATOUTAHELL, INCPACIFIC DREAMS, LLCARTISTIC RECORDS, INC.JAY FLAMMER

Dig Composite Supv

Digital Compositors

Background Artists

CGI Lead Animators

CGI Animators

VFX SupervisorProgrammer

System AdminProduction Admin

Production AideProducer

Scene GraphicsCGI Artist Coord

CGI Designer

Compositors

I/O SupervisorAssorted Visual Effects

Color TonerNegative Cutter

Titles Designed byOpticals by

Soundtrack Album onMicroscopic Cinematography by

CGI Artists

VISUAL LOGIC, LLC

`The Producers Wish to Thank the FollowingNASA

CITY OF NEW YORKTHE MARITIME CENTER OF SYDNEY

LOS ANGELES POLICE THE CITY OF BEND, OREGON

SULTAN OF BRUNEI

Filmed on Location inCAPE KENNEDYNEW YORK CITY

SYDNEY, AUSTRALIALOS ANGELES, CALIFORNIA

BEND, OREGON

Filmed with OMNIVISON Cameras and LensesColor by COLORLAB, INC.

Prints by VISTACHROME

In the last ten years,

creative collaboration

spread to brand-building.

MYTH:

Wide experience leads to deep insights.

FACT:

Deep insights come from deep experience.

1 1+ 11=

WHY?

Because the mathematics of collaboration

is nothing less than MAGIC.

3INNOVATE

EXECUTION

IS WHERE THE RUBBER MEETS THE ROAD.

(NOT STRATEGY)

CREATIVITY IS WHAT GIVES BRANDS THEIR TRACTION IN THE MARKETPLACE.

Why do companies have so much trouble with creativity?

Because CREATIVITY is RIGHT-BRAINED,

and STRATEGY is LEFT-BRAINED.

STRATEGIC THINKING

A CB D

CREATIVE THINKING

D

V Z

Q

MANTRA FOR INNOVATORS:

when others zig

zag.

THE REASON THE BEATLES WERE WILDLY SUCCESSFUL

IS BECAUSE “THEY NEVER DID THE SAME THING ONCE.”

SIMPLICITY

TRANSPARENCY

NOSTALGIA

HIGH DESIGN

OUTSOURCING

DEMOCRACY

AUTHENTICITY

CREATIVITY

KNOWLEDGE

CAPITAL

LONGEVITY

MOBILECOMPUTING

DESIGN

ORGANICFOOD

OPENNESSHEALTH CARE MENTALFITNESS

QUESTION:

How do you know when an idea is innovative?

ANSWER:

WHEN IT SCARES THE HELL OUT OF EVERYBODY.

TOO PREDICTABLE = NO SURPRISE

NO SURPRISE NOTHING NEW =

NOTHING NEW NO VALUE=

To begin with, the brand needs a STAND-OUT NAME.

Agilent

Agilis

Ajilon

Agere

Advantix

Advantis

Adventis

Advanta

Actuant

Equant

Guidant

Reliant

Prodigy

Certegy

Centegy

Tolity

The seven criteria of a stand-out name:

DISTINCTIVENESS1

BREVITY2

APPROPRIATENESS3

EASY SPELLING AND PRONUNCIATION4

LIKABILITY5

EXTENDABILITY6

PROTECTABILITY7

A GREAT NAME deserves GREAT GRAPHICS.

NEWSFLASH!

LOGOS ARE DEAD. LONG LIVE ICONS AND AVATARS!

An ICON is a name and visual symbol

that suggests a market position.

CBS. The network for “eye-popping” television.

EXAMPLE:

An AVATAR is a brand icon that

can move, change, and operate

freely in various media.

CINGULAR: The “self-expression” cellular service.

EXAMPLE:

The hardest-working packages follow

a natural reading sequence.

THE SHOPPER:

Notices the package1

Asks “What is it?”2

Wonders “Why should I care?”3

Wants to be persuaded4

Needs proof5

By presenting information

to match this sequence,

a package can sell the

product more effectively.

If you communicate with your customersONLINE, your website needs to followa SIMILAR reading sequence, one thatsupplies users with ONLY the informationthey need, instead of trying to squeezeEVERYTHING onto the home page

LIKE THIS and making your users do ALL the work, which will undoubtedly cause them to LEAVE, when all you really have to do is ask yourself this SIMPLE QUESTION:

Does our website look

atf in this dress?

Too many websites are bloated with irrelevant information.

WHY?

TURFISMO

(Every department wants to be on the home page)

1

FEATURITIS

(Inexperienced communicators believe more is better)

2

TECHNOPHOBIA

(Experienced communicators resist new media)

3

Which of these sites looks easier to use?

QUIZ:

For products that sell at retail,

is often the best and last chance to make a sale.

4VALIDATE

THE FEAR OF STUPID

VALIDATION means bringing the

audience into the creative process.

THE OLD COMMUNICATION MODEL WAS A MONOLOGUE.

S E N D E R R E C E I V E RM E S S A G E

THE NEW COMMUNICATION MODEL IS A DIALOGUE.

S E N D E R R E C E I V E RM E S S A G E

T#§T!

QUESTION:

How can you test your most creative ideas

BEFORE they get to market?

HINT:

Not with large

quantitative studies

or focus groups.

QUANTITATIVE STUDIES BURY THE PROBLEM IN HEAPS OF UNHELPFUL DATA.

FOCUS GROUPS WERE INVENTED TO FOCUS

THE RESEARCH, NOT BE THE RESEARCH.

THE SECRET TO AUDIENCE INSIGHT IS UNOBTRUSIVE OBSERVATION.

THE BEST TESTS ARE

AND

QUICK,CHEAP,

DIRTY.

Better a rough answer to the right question

than a detailed answer to the wrong question.

CHEAP-QUICK-DIRTY TEST 1:

The SWAP TEST is a proof for trademarks.

If the names and graphics of two trademarks are

better when swapped, then neither is optimal.

EXISTING TRADEMARKS

WITH NAMES SWAPPED

CHEAP-QUICK-DIRTY TEST 2:

The HAND TEST is a proof for a distinctive voice.

If you can’t tell who’s talking when the trademark is

covered, then the brand’s voice is not distinctive.

CHEAP-QUICK-DIRTY TEST 3:

The FIELD TEST is a proof for any concept

that can be prototyped.

SHOPPERS CHARACTERIZED

THE PACKAGE CONCEPT

ON THE MIDDLE-RIGHT SHELF

AS “A FASTER PENCIL.”

BINGO.

If your audience can’t verbalize your concept,

you’ve failed to communicate it.

Field tests measure five things:

DISTINCTIVENESS1

RELEVANCE2

MEMORABILITY3

EXTENDABILITY4

DEPTH OF MEANING5

TESTING MIGHT HAVE SAVED SOME OF THESE COMPANIES FROM THE GREAT SWOOSH EPIDEMIC.

HAS THE GLOBE BECOME THE NEW SWOOSH?

5CULT IVATE

Business is a process, not an entity.

A living brand is a pattern of behavior,

not a stylistic veneer.

Brands are like people.

IF PEOPLE CAN CHANGE THEIR CLOTHES WITHOUT CHANGING THEIR CHARACTERS…

WHY CAN’T BRANDS?

OLD PARADIGM:

Control the LOOK AND FEEL of a brand.

NEW PARADIGM:

Influence the CHARACTER of a brand.

IF A BRAND LOOKS LIKE A DUCK AND SWIMS

LIKE A DOG, PEOPLE WILL DISTRUST IT.

IT TAKES 20 YEARS TO BUILD A REPUTATION

AND FIVE MINUTES TO LOSE IT.

—Warren Buffett

So let’s say you’ve

COLLABORATED,

AND VALIDATED.

DIFFERENTIATED,

INNOVATED,

YOU’VE ADDED THE LEFT BRAIN TO THE RIGHT BRAIN.

+

when the competition zigged

you’ve zagged.

YOU’VE USED VALIDATION TO BANISH THE FEAR OF STUPID.

Your brand is now NUMBER ONE in its category.

PASS OUT THE COMPASSES.

What’s a compass?

A continuing brand education program.

BRAND ORIENTATION

BRAND SEMINARS

POSITIONING WORKSHOPS

BRAND AUDITS

STRATEGY SUMMITS

CREATIVE COUNCILS

QUARTERLY CRITIQUES

GROUP BRAINSTORMING

TEAMWORK TRAINING

INNOVATION CLINICS

DESIGN AUDITS

BRAND MANUALS

BRAND PUBLICATIONS

BRAND ROADSHOWS

TEAMWORK TOOLS

A BRAND FEDERATION

The more

a brand becomes, the stronger its management needs to be.

D I S T R I B U T E D

What your company needs is a CBO,

or CHIEF BRANDING OFFICER.

THE CBO FORMS A HUMAN BRIDGE BETWEEN LOGIC AND MAGIC, STRATEGY AND DESIGN

L MM

BRANDBRAND

C U L T I V A T I O N D I F F E R E N T I A T I O N

C O L L A B O R A T I O N

I N N O V A T I O N

V A L I D A T I O N

BY MASTERING THE FIVE DISCIPLINES OF BRANDING, THE COMPANY CREATES A VIRTUOUS CIRCLE.

WITH EVERY TURN AROUND THE CIRCLE, THE VALUE OF THE BRAND SPIRALS HIGHER.

YOU BUILD

A sustainable competitive advantage.

HOW TO BRIDGE

THE DISTANCE

BETWEEN

BUSINESS STRATEGY

AND DESIGN