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Customer Experience: Building Brands from the Inside-out

Gregory J. Lloyd Brand Architect intra-brand [email protected]

intra brand TM

Misconception

intra brand TM

Insight Sustainable authentic brands are built from the :

“Inside-out not Outside-in”

Strategic Imperative Sustainable authentic customer experiences/brand positioning is achieved through:

“Brand Point Management” – managing critical customer journeys through an organization


“Perception is Reality” The notion that one can create a sustainable perception of reality that is unaligned with reality (experience with the brand) is a fallacy

BrandPoint Methodology BrandPoint BrandStrategy

BrandDelivery BrandManagement

intra brand TM

Phase 1 : BrandPoint

To identify all points of contact that a customer has with an organization including both direct and indirect points of contact.

To develop a unique brand positioning that achieves sustainable competitive advantage by consistently delivering on a known and desired set of brand experiences.

Phase 2 : BrandStrategy

Phase 3 : BrandDelivery

To develop an integrated set of brand experiences through operational alignment that are consistent with the desired brand positioning / essence.

Phase 4 : BrandManagement To develop an enterprise-wide brand performance management system that serves to continually refine the organization’s ability to deliver on the well defined brand strategy.

Intra-brand uses a proprietary four phased BrandPoint methodology to deliver authentic customer experiences/brand positioning for client organizations.


Phase 1 : BrandPoint BrandPoint

BrandStrategy


Identify Enterprise

Brand Points

Measure Brand Point Experiences

Document Baseline

Experiences

A thorough understanding of each brand point: customers’ perception of importance, performance, competitor’s performance , and whether a specific touch point is a “satisfier “ or ‘dissatisfier” . In addition to customer perception data, in-process operational performance data is collected and compared against “best-in-class” performance or best practices.

The Challenge

intra brand TM

The Solution

=


To identify all points of contact that a customer has with an organization including both direct and indirect points of contact.

Phase 1 : BrandPoint – Identify Enterprise Brand Points

BrandPoint

BrandStrategy


Identify Enterprise

Brand Points

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Awareness Consideration Purchase In-Use / Service Advocacy Customer

Journey

Media Events Website(s) Social Media Mobile Devices E-mail Mail Service Desk Retail Store Sales Credit / Finance Shipping Technical Service Accounting Returns / Warrantee Repairs / Parts Loyalty Program

Customer/Brand Touch-Points

In an effort to identify all touch points one starts with a customer’s “awareness” efforts and metaphysically walks with that customer through all potential customer journeys within the organization.

Phase 1 : BrandPoint – Measure Brand Point Experiences

BrandPoint

BrandStrategy


Measure Brand Point Experiences

intra brand TM


Product Performance Metrics

Process Performance Metrics

Product In-Use Metrics

Brand Point Experience Metrics

Customer Loyalty Metrics

Performance Metrics

Evaluative Criteria

Importance

Performance

Competitor Performance

Satisfiers

Dissatisfiers

Best Practices

For each brand point a set of evaluative criteria are collected: customers’ perceptions of importance, performance, relative performance to competitors, whether an activity is a satisfier or dissatisfier , and what are best practices associated with that activity.

Phase 1 : BrandPoint – Document Baseline Experiences

BrandPoint

BrandStrategy


Document Baseline

Experiences

intra brand TM


A “Baseline Performance Scorecard” is created as the foundational starting point. It is important to note that the scorecard includes five sets of metrics: product performance, process performance, product-in-use, brand point experience, and loyalty.

Customer

Manufacturer

Retailer

Logistics Supplier

Distributors

Supply-Chain Relationships

Regardless of one’s position within a supply-chain it is critical to identify all important metrics to measure within one’s complete supply-chain as these third party processes can and do impact one’s own customers’ experiences.

Phase 2 : BrandStrategy BrandPoint

BrandStrategy


Map Competitive Brand

Positioning's

Determine Brand

Essence

Dimensionalize Brand

Strategy =

intra brand TM

To develop a brand architecture or foundational blueprint that is used as a strategic guideline in the design of all operational activities that impact brand points whether delivered directly or indirectly through third party intermediaries.

The Solution

To develop a unique brand positioning (the brand’s “Essence”) that achieves sustainable competitive advantage by consistently delivering on a known and desired set of brand experiences.

The Challenge


Phase 2 : BrandStrategy – Map Competitive Brand Positioning's BrandPoint

BrandStrategy


Map Competitive Brand

Positioning's

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0

5

10

15

20

25

30

35

40

Value

Quality

Fuel

SafetyPerform

Design

InnovationLexus

Jaguar

BMW

Audi

Mercedes

Luxury Car Brand Positioning's

The first critical step in formulating a desired “brand strategy” is to thoroughly understand how one’s own brand compares to competitors’ brands both functionally and emotionally in the minds of current and potential customers.

Phase 2 : BrandStrategy – Determine Brand Essence BrandPoint

BrandStrategy


intra brand TM

Determine Brand

Essence


Digital hub – of my life Happiness in a bottle Smarter planet – Big data analytics Cloud and mobile first Innovation and inspiration for athletes The best or nothing

The second step in formulating the brand strategy is to determine the very specific dimensions on which one wants to differentiate themselves from competitors. The objective is to own a unique and desirable space in the minds of current and potential customers.

Question: “What is your brand’s enduring point of difference”. OR “What is the single word or phrase that when mentioned people universally think of your brand”

Phase 2 : BrandStrategy – Dimensionalize Brand Strategy BrandPoint

BrandStrategy


intra brand TM

Dimensionalize Brand

Strategy


Brand Essence

Brand Personality

Brand Values

Consumer Benefits

Brand Attributes

Brand Vision

What is your brand’s vision - its’ reason for being?

What are the key brand characteristics that differentiate the brand

What are the most important functional and emotional benefits the customer receives from experiencing the brand

What is the most important value that the brand delivers to its’ customer

What are the key traits a customer will experience from the brand

What is the brand’s enduring point of difference

Having determined one’s “brand essence” the challenge then becomes “how to” operationalize / deliver on that “essence”. The process of building a “brand Pyramid” helps to structure one’s thinking and insures internal consistency of thought.

Phase 2 : BrandStrategy – Dimensionalize Brand Strategy BrandPoint

BrandStrategy


intra brand TM


Brand Essence

Brand Personality

Brand Values

Consumer Benefits

Brand Attributes

Brand Vision

What is your brand’s vision - its’ reason for being?

What are the key brand characteristics that differentiate the brand

What are the most important functional and emotional benefits the customer receives from experiencing the brand

What is the most important value that the brand delivers to its’ customer

What are the key traits a customer will experience from the brand

What is the brand’s enduring point of difference

Digital Hub - of my life

Friendly , creative and empowering force

Self image as creative / a sense of mastery

Easy to use – enabled through design

Technology becomes transparent and complexity vanishes

Best personal computing experience through hardware, software and

Internet offerings

An example of a fully developed “brand pyramid” for the Apple brand is provided . The real value of the “brand pyramid” is in the process of determination not so much in the actual finished pyramid itself.

Phase 3 : BrandDelivery BrandPoint BrandStrategy


Re-design Core

Processes

Re-design Critical Customer

Journeys

Re-Think Brand

Communications =

intra brand TM

To develop an integrated set of brand experiences through operational alignment that are consistent with the desired brand positioning / essence.

The Challenge

The re-design of internal and external processes coupled with the re-think of the brand’s communications requires the skillful transformation of an organization often forced to change its’: strategy, structure, system /processes, staffing levels, skill development and shared values / culture all in an effort to successful deliver a consistent brand experience.

The Solution


Phase 3 : BrandDelivery – Re-design Core Processes BrandPoint BrandStrategy


intra brand TM

Re-design Core

Processes


Core business processes are the foundational elements through which organizations create competitive advantage and shareholder value. The core processes must be re-designed to balance shareholder value and customer value or brand value.

Core Business Functions

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Distribution

Business Processes • Manage Competitive Advantage • Manage Shareholder Value

Core processes must be re-designed to deliver on the business strategy / brand essence, often requiring fundamental changes to: - Strategy - Structure - Systems - Staffing - Skills - Style of Management - Shared Values / Culture

Phase 3 : BrandDelivery – Re-design Critical Customer Journeys BrandPoint BrandStrategy


intra brand TM

Re-design Critical Customer

Journeys


Core Business Functions

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Distribution

Customer Journeys • Manage Customer Experience (Value) • Manage Brand Value

Critical customer journeys must be re-designed to deliver on the business strategy / brand essence, often requiring fundamental changes to: - Strategy - Structure - Systems - Staffing - Skills - Style of Management - Shared Values / Culture

Critical customer journeys are the foundational elements through which customer value /brand value is created. Each customer journey needs to be re-designed to be aligned with the brand essence insuring the business continues to own its unique positioning with customers.

intra brand TM

Awareness Consideration Purchase In-Use Service Advocacy

TV Ad

Search Bank

Website

Direct Mail

Bank Visit

Open Account

Set-Up On-line

Banking

Order Cheques

Monthly Statements

Satisfaction Survey

Physical Touch-Points

Digital Touch-Points

Sponsorship Events Radio / TV / Print / Outdoor Word of Mouth

Online Ads Viral emails Digital Billboards Social Media Search

Blog(s) Brand Website 3rd Party Sites

Direct Mail

In-Bank Experience Facilities Design Employees Services

Websites Online Banking Online Bill Payment Mobile Banking

Customer Service Desk Receive Cheques Teller Experience Call Centre Parking Lot

Statements Rates Currency Exchange Fund Transfers

Customer Appreciation Events Birthday Card Special Services Satisfaction Survey Referrals

Customer Journey

The


An example of a Retail Bank : Opening of a Chequing Account Customer On-Boarding Journey

Phase 3 : BrandDelivery – Re-design Critical Customer Journeys

While no one can tell where in the bank’s many processes a customer will touch at any given point in time, there are important trigger events at which point an organization can and should pro-actively funnel a customer through a well managed journey to insure the optimum customer experience. These journeys are critical brand building events.

BrandPoint BrandStrategy


intra brand TM

2 3

Days 15

Days 30

Days 60

Days 90

Days 180

Days 365

Days 1

Days

Welcome E-mail Thank you

Key contacts

Digital Survey Contact method Why this bank

Opening Satisfaction

Post Survey Follow-up Cheques arrive / validate Introduce on-line banking Introduce direct deposit

Address questions / concerns

Branch Manager Letter

Cross-sell Mortgage

Cross-sell Wealth Mgt.

Cross-sell Insurance

Cross-sell Estate Planning

Set Personal Meeting Complete customer profile

Provide lines of service introductions Digital Customer Sat. Survey Flag relevant product offers

Branch Manager Anniversary Call

On-line banking Customer Sat. On-line bill paying Customer Sat

Mobile Banking Customer Sat Happy Birthday e-mail


Phase 3 : BrandDelivery – Re-design Critical Customer Journeys

An example of a Retail Bank : Opening of a Chequing Account Customer On-Boarding Journey



Phase 3 : BrandDelivery – Re-Think Brand Communications BrandPoint BrandStrategy


intra brand TM

Re-Think Brand

Communications


For each touch point it is essential that the organization be fanatical around internal consistency of: message, stylization, use of logos / brand monikers, and colour palatte, which as a set of assets managed well, delivers instant and valuable brand recognition.

Public Relations (Spokesperson) Media (Paid) Events (Sponsored / Co-sponsored) Website(s) (Branded Sites, Landing Pages, 3rd Party Sites) Social Media (Facebook, Twitter, Instagram, Snapchat, Tumblr) Mobile Devices ( Computers, Cell Phones, Tablets, iPods, Watches ) E-mail Mail Service Desk Retail Store Sales Credit / Finance Shipping ( People, Processes, Systems) Technical Service Accounting Returns / Warrantee Repairs / Parts Loyalty Program

Customer Touch-Points

ING DIRECT was so successful in it’s brand positioning around the concept “Forward Banking” / “Save Your Money” which was designed into all it’s products , processes, rate strategies and reinforced by brand positioning lines and supported by consistent brand expressions of colour, fonts, and style of messaging Tangerine retained these brand expressions post acquisition by Scotia Bank

Phase 4 : BrandManagement BrandPoint BrandStrategy


intra brand TM

To develop an enterprise-wide brand performance management system that serves to continually refine the organization’s ability to deliver on the well defined brand strategy.

The Challenge

Brand Performance

Scorecard

Transformation Program

Performance Management

System

The development of a brand performance scorecard that establishes “key performance indicators” (KPI’s) for all high priority “brand markers” throughout the cycle-of-service / critical customer journeys. In addition , one requires the development of a multi-tiered enterprise transformation program that addresses : short term quick-wins, mid-term high priority tactical initiatives, and long-term strategic requirements. As a final capability there needs to be a performance management system that hard-wires the enterprise transformation initiatives into individual performance management requirements.

The Solution

=


Phase 4 : BrandManagement – Brand Performance Scorecard BrandPoint BrandStrategy


intra brand TM

Brand Performance

Scorecard


A fully developed “Brand Performance Scorecard will include all baseline performance metrics and in addition will have the high level enterprise performance metrics (revenue, margins, market share ) together with the performance metrics for all critical customer journeys. A comprehensive assessment of brand performance.

Baseline Performance Metrics

Enterprise Management Metrics

Journey #1 Performance Metrics



Performance Metrics

Evaluative Criteria

Importance

Performance

Competitor Performance

Satisfiers

Dissatisfiers

Best Practices

- New Chequing Account - Mortgage Application - New Commercial Account - Purchase of RSP’s - Wealth Management Client - Revenue Canada Agency Audit - Credit Card Fraud Incident - Executor of an estate - Bankruptcy

Critical Customer Journeys Canadian Chartered Bank (Examples)

Phase 4 : BrandManagement – Transformation Program



intra brand TM

Transformation Program


Re-branding an organization from the inside-out requires a total transformation of that organization from how it “goes-to-market” to the people , processes, and systems that enable the newly envisioned brand strategy.

Re-Think

Re-Structure Re-Enable

Re-New

Re-Think Building a case for change Having a vision of a new tomorrow Re-Structure Financial model of the new business New operating structures and processes Re-Enable New brand communication New business partners New business solutions through IT Re-New New performance management system New learning/organizational development

Phase 4 : BrandManagement – Performance Management System BrandPoint BrandStrategy


intra brand TM

The organization’s performance management system needs to set its priorities based on strategic priorities/competitive advantage and time-to-market with a specific initiative. In order to be effective all initiatives must be grounded /incorporated into individual performance management requirements

Performance Management

System


Time-to-Market

Competitive Advantage

Low

Low High

High

Quick Wins

Strategic Infrastructure

Priority #1 Tactical Initiatives

Priority #2 Tactical Initiatives

Quick-Wins Start the process of re-newal and act as a source of energy to fuel transformation. Strategic Infrastructure Insures that the strategic requirement to enable change are started as soon as possible Strategic Priorities All strategic initiatives are given a priority based on established business cases Tactical Initiatives All tactical initiatives are given a priority based on established business cases

Strategic Priorities