Partner Plus Brand Basics Session 1 Workbook

Part 1: Understanding Brand

A Cisco Partner Plus Resource

BRAnd BAsiCs: Building YouR Business on A PoweRful PRomise And engAging exPeRienCe

Building a brand is… more intuitive than analytical, and most of the time it can’t be seen. But it can always be felt.” – Scott Bedbury, from "A New Brand World"1

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Brand Basics Part 1: Understanding Brand / a Cisco Partner Plus Resource

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This part of the Brand Basics course will prepare you to develop and strengthen your company’s brand. we will answer the question “what is a brand?” and discuss the value it can deliver to a business like yours, illustrated through examples, including those involving B2B and technology companies. To get you on your way, we’ve also included tips to rally your organization around the need for a well-defined brand.

What is a Brand?

Brand Basics Part 1: Understanding Brand / A Cisco Partner Plus Resource

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“Brand” means different things to different people. Traditionally, brand has been used as shorthand to describe a company, product or service. Once, a brand consisted of nothing more than a logo or even just a name, but with the dramatic increase in companies and customer choice that we have seen, brands have evolved to become more complex—and central—parts of every business, whether that business is targeted to consumers (B2C) or other businesses (B2B).

As competition increased, companies began to realize that not only could they connect with customers on a rational level—by having cheaper prices for quality goods, for example—but also on

an emotional level. Customers preferred to buy products of companies whose reputations they were familiar with— companies that they trusted, knew and above all, liked.

Today, brand is what a business stands for. It is the intangible collection of impressions, emotions, values, aspirations and ideas associated with a company. It is supported by very tangible things like people, products and price points. It is not just a logo, tagline, type or advertising campaign; it is all these things and many more. When all these different factors come together, they form a brand. It is that holistic experience that customers, employees and stakeholders have when engaging with a company in any way.

in This seCTion You will leARn:

• how To define And BeTTeR undeRsTAnd BRAnd

• whAT The ComPonenTs of A BRAnd ARe

• whY undeRTAke A brand-building initiative

What is a Brand?

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Brand as a Promise

At its simplest, a brand is a promise. It is a promise made by the firm to its customers, employees, partners and everyone else it comes into contact with that they will have a consistent and desirable experience, both functionally and emotionally. If that promise is fulfilled time and time again, customers will come to view the brand favorably; if that promise is broken, they will lose faith in it and be less likely to buy that company’s products or services.

Brand is more than just a name or logo – the best brands are indistinguishable from the customer experience.



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Customer Case Study

1 © 2012 Cisco and/or its affiliates. All rights reserved.

BT partners with Cisco and SecureLogix to help customers identify voice and data threats through single integrated solution. Challenge A leading global communications company with customers in more than 170 countries, BT offers fixed-line services, broadband, mobile and TV products and services to consumers, enterprise companies, and the public sector. BT Global Services is one of the company’s four customer-facing lines of business, providing managed networked IT services for large corporate and public sector customers.

With the rise of “hacktivism,” that is, the act of hacking for politically motivated purposes, cyber security has become a top priority for many of BT’s customers. According to Jeff Schmidt, global head of business continuity, security, and governance for BT Global Services, “98 percent of businesses that were hit by hackers also suffered from dial through fraud. And many hackers use this fraud to fund their activities.” In fact, global telecom fraud losses are estimated to be US$40 billion annually.1

To address this problem, BT began developing an intelligent visual data analysis engine that would improve situational awareness and identify voice and data threats in real time. The solution pulls all the information from the network, sets a baseline, and then determines where the anomalies are within the network infrastructure. By visually mapping these anomalies, BT is able to more quickly and easily identify and mitigate threats versus reviewing reams of data.

Telecom Carrier Offers First-of-its-Kind Cloud Security Solution

Customer Name: BTIndustry: TelecommunicationsLocation: London, United KingdomNumber of Employees: 92,600

ChallengeImprove security of enterprise voice networksNo holistic view of network environmentBolster data security by securing the voice network

SolutionBT Assure Analytics cloud service, a visual tool that helps identify and mitigate voice and data threatsCisco Integrated Services Routers Generation 2 provides voice and data services on a single platform and Cisco UC Gateway Services API allows partners to build security applications for voice traffic, whether via TDM or SIP trunkingSecureLogix voice policy and security application

Executive Summary

1 Communications Fraud Control Association (CFCA) Telecom 2011 survey

BrandPromise

Advertising

Mission

Website

Tagline

Brand Identity

logocolor

imagery

type

graphicelements

WorkplaceEnvironment

EngagementStyle

BrandedGiveaways

CustomerService

PresentationStyle

Printed Materials

SocialNetworking

Pages

Internal Communications

EventsPartner

RelationshipsComponents of a Brand Experience

A company’s brand is articulated at every touchpoint—that is, every moment at which the brand engages people. Touchpoints range from the comparatively minor (business cards and brochures) to the major (advertising campaigns and corporate social responsibility programs). They can be experiential—think of hold music or scents in a hotel lobby. And, today, they include hard-to-define components such as social media. Of course, they vary by industry, but a medium-sized information technology solutions company might have a set that includes the following touchpoints.

Taken together, touchpoints help shape your brand, or the perception of your company.

Brand can also be thought of as the perception that stakeholders have of a company. This perception is developed through the stakeholder experience at every touchpoint. Effectively fulfilling the brand promise at every point of contact will result in a positive and consistent perception of your company.


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Shared Characteristics of a Strong Brand

Brands, like the businesses they represent, can be strong or weak. Understanding the evolving definition of brand is the first step in building a robust brand. But what are the characteristics of a strong brand? Although specific circumstances affect a large part of that answer, successful brands share certain similarities:

• A clearly formulated brand promise that is directly connected to business strategy

• Employees who understand the brand and are held to its standards in their work

• Attention to every touchpoint to ensure that each is on-brand and can holistically deliver on the brand promise

Coca-Cola is the most valuable brand in the world according to the 2012 report on the 100 Best Global Brands from Interbrand, the world’s largest brand consultancy. The Coca-Cola brand is worth more than $77 billion. Instantly recognizable and consumed across the globe, Coke die-hards are not difficult to come by. Blind taste tests that pit Coke against Pepsi, however, often reveal that even ardent fans base their opinions less on the physical product than they think. Coca-Cola is so successful because it has created more than a drink—it has created an experience based on the promise of timeless refreshment and enjoyment that is reaffirmed at every touchpoint. The famous contour bottle, for example, was designed to be recognizable even when shattered. Coca-Cola extends

its brand to every touchpoint: the Coke bottle was designed to be so distinct that it should be recognizable even when broken.


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Reasons for Building a Brand

Brands come about organically. Whether you like it or not, your company will necessarily develop a reputation in the marketplace. So why build a brand? Undertaking a conscious brand-building initiative allows you to take control of that process, and guide it along a set path. The question is not whether or not to have a brand; it is whether your brand will align with your strategic vision.

Still most companies wait for an event to awaken them to the need for a brand. There are several triggers that might spur a company to undertake a branding initiative. Changes in the category, such as a new entrant with similar offerings, may create a need for differentiation. An internal restructuring, such as a merger

Authentic brands do not emerge from marketing cubicles or advertising agencies. They emanate from everything the company does, from store design and site selection to training, production, packaging and merchandise buying.”

– Howard Schultz, from "Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time"2

or acquisition, may require the alignment of visions and aesthetics. Or quite simply, the leadership might realize that the company could gain from a higher profile and stronger reputation.

Your brand will develop with or without your conscious involvement. Shaping that process will allow you to access the tremendous power of brand.

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The Power of Brand

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Brands are usually thought of as being integral parts of the B2C marketplace—Starbucks, Gillette or Apple may spring to mind—but they are just as important in the B2B space. The B2B marketplace is full of clutter and noise. Customers are overwhelmed by undifferentiated lists of features and tit-for-tat pricing. A strong brand identity, then, is all the more important to help your B2B firm stand out from the crowd. In fact, three primarily B2B companies made the top 10 in the Interbrand report on Best Global Brands of 2012 mentioned on page 8: IBM (#3), GE (#6) and Intel (#8). IBM established itself early on as a thought leader in

the industry and became the preferred partner of almost every business. GE spends heavily on advertising to share its achievements and forward-looking practices. Clearly these highly successful companies understand the inherent value of building a strong brand.

Brand has three particularly useful functions for a professional services company: (1) It can be used as an organizing principle, (2) it can make the company more relevant to its customers and (3) it can help differentiate otherwise common products from those of its competitors.


• the value of brand in b2b

• how brand serves as a guiding PRinCiPle foR An oRgAnizATion

• how A sTRong BRAnd improves customer relevance and competitive diffeRenTiATion

The Power of Brand

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In this classic advertisement, McGraw-Hill made a compelling case for the value of B2B brand building.

Copyright ©The McGraw-Hill Companies, Inc. Reproduced with permission of The McGraw-Hill Companies, Inc. No redistribution or reproduction without the permission of The McGraw-Hill Companies, Inc.

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Brand as an Organizing Principle

Companies are collections of individuals, each with their own ideas and opinions. Aligning all the stakeholders under a set of common values can be a boon for productivity and collaboration. A company that develops a value-based identity can also increase employee satisfaction, thereby fostering a positive work environment and reducing turnover. Brand is the ideal concept around which to rally your organization, because it combines your business goals with an emotional promise. It’s this emotional component that will make your brand stand out in the minds of your customers—there is no reason it shouldn’t be relevant to and motivating for your employees as well. Companies should endeavor to create one common understanding of the brand that is effectively communicated to all internal audiences, providing an organizing principle for the firm.

UPS recently rebranded itself with a strong emphasis on logistics. No longer is UPS

simply a package delivery service; rather, it aims to serve the business community as its premier logistics partner, promising seamless supply- chain services. The brand connects this value proposition to an emotional idea: UPS “hearts” logistics. In this case, the brand refresh served as the principle around which to organize the business, changing the perception and positioning of UPS in the B2B community. And the emotional component made the brand relatable both to customers and to employees who suddenly had a perfect answer to the question, “Why do I show up for work every day?”

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Ritz-Carlton demonstrates the power of internal brand resonance. The brand is based on the idea of “ladies and

gentlemen serving ladies and gentlemen,” so it is important that employees understand the brand inside out in order to reach the required level of service. Ritz-Carlton’s internal engagement has been so thorough that it provides all employees with a stipend they are to use to personally make a stay more enjoyable for the guests of their choice. Not only does this practice represent an excellent example of empowering employees to bring the brand to life for customers, it also demonstrates the level of training and trust the company has invested in its employees.

The Power of Internal Brand Resonance

Many companies still use the traditional top-down management approach, a remnant of the Industrial Age. However, this model has less resonance in today’s knowledge-based economy and more firms are learning the benefits of employee engagement. Particularly in the technology industry, it has become common to hear CEOs or other business leaders talk about how robust talent pools are their greatest asset. Although talent is of the utmost importance in today’s world, it is most effective when all employees fundamentally understand what their business stands for.

Training employees in your brand will help them create the right experiences for customers and make the right decisions on the company’s behalf. This is of particular importance in a B2B environment, where face-to-face time involving sales representatives and corporate teams makes up a large part of business activity. If your employees understand the brand well, they will be able to communicate it effectively in their work without the need for direct supervision or constant instruction from the dreaded “brand police”.

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The Power of Customer Brand Relevance

Brand building, when done correctly, can also help a company become more relevant to its target market. The process entails gaining a deeper understanding of the people you are selling to, including their needs and values. Learning what customers really care about—both on an emotional and functional level—is key to crafting a brand, because it helps to focus your promise and link the business to the brand through a shared understanding of unmet customer needs. If your customers feel like their major issues are addressed and fears alleviated before they have even articulated them, they will be more likely to do business with you. Such an issue is relevant in the technology services industry where technical faults are often the primary worry. A company that addresses particularly important customer concerns in its brand building will stand above the rest.

For years, Xerox was synonymous with the banal act of copying documents. But with the expansion of electronic forms of communication, it saw its B2C market shrinking while noticing a growing

opportunity in the B2B space. With its “Ready for real business” campaign, Xerox repositioned itself as a strategic partner in business services. Its advertising campaign focused on how Xerox helped well-known firms deal with their specific business problems. By anticipating customer needs, Xerox was able to make itself relevant to a new market and landed itself a spot on the 100 Best Global Brands list.

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The Power of Competitive Brand Differentiation

Brands also serve to differentiate products in a cluttered space. People face a barrage of nearly identical products in every industry. Consider the toothpaste aisle of a drugstore; there are rows and rows of brands with virtually the same range of products. These products, at the very least, have similar rational benefits. What causes a customer to gravitate towards one brand over the others time and time again? It is the emotional connection that he or she feels for that brand. In an industry like IT services, it can be difficult for customers to differentiate one company from its competitors on purely rational grounds. In many cases, in fact, competitors are selling exactly the same products from exactly the same partners! Although high quality, desirable products and services always serve as the foundation, a strong brand can be that crucial deciding factor that encourages customers to choose—or recommend—you over your competition.

Intel illustrates the power of brand differentiation. The company makes products that few customers in the wider public understand; microchips are difficult to differentiate in the eyes of an unspecialized audience. In fact, few people would be able to say what exactly

makes a computer with “Intel inside” better than its competition. Yet, Intel continues to be upheld as a mark of quality and reliability. Intel managed to transform an unexciting business into a powerful brand by slapping its logo on millions of computers and making sure it got a place in every advertisement for a product that used its technology. In the “sea of sameness” that is the microchip industry, Intel’s brand catapulted it far beyond its peers. It has been so successful that most people would be hard-pressed to even name an Intel competitor.

The Business Value of Brand

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A strong brand is more than just a nice-to-have; strong brands drive tangible business results. Brand influences customers’ willingness to purchase your product, the price they are willing to pay for it and their likelihood of returning for more. The value of brand can also be measured: many consultancies have evolved practices around deriving the value of brands through comprehensive, fact-based methodologies.


• how brand can move CusTomeRs ThRough The mARkeTing funnel

• whY BRAnd loYAlTY meAns more revenue

• that brand can have meAsuRABle moneTARY value

The Business Value of Brand

Consider one of the great examples of strong branding, Apple. The electronics producer boasted long lines at stores around the world and months-long waiting lists at the launch of its first iPad—a product no one had ever seen or used before. Why the hype? Why were people willing to spend such a substantial amount of money and effort on obtaining a product they knew so little about? Because they believed in the promise of Apple’s extraordinarily powerful brand.

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The process begins with Awareness, when potential buyers first encounter the company. The next stage is Familiarity. At this point, customers have decided they need the product the company offers. They begin shopping various sellers with no firm intention to buy. The next step, Consideration, is when customers decide to buy a product and begin comparing competitors. At this stage, a strong brand can tilt the scale in one company’s favor.

In the next step, Purchase, customers choose to buy one company’s product instead of its substitutes, a decision that can be heavily influenced by the brand. After Purchase and if the customer feels that the brand promise has been fulfilled, the final stage is Loyalty. Not only is the customer likely to come back for more, but is also more likely to recommend that company to others. The opposite also holds true: if customers have a bad experience, they can turn from advocates to antagonists.

IBM’s Smarter Planet initiative shows how a strong brand can propel a customer through the marketing funnel. Smarter Planet categorizes IBM’s products and services according to the business problem or need—not according to what they actually do. The same offering might even fall under two categories. In many ways, what IBM offers is not unique; myriad companies, for example, offer supply chain management. But when that common service is slotted under a heading like “Smarter Commerce,” it instantly appears more innovative and novel. A customer is more likely to purchase IBM’s products over those of its competitors because of how they are framed. Why would you purchase a supply chain management product when you could buy a Smarter Commerce solution?

AWARENESS

FAMILIARITY

CONSIDERATION

PURCHASE

LOYALTY

ADVOCACY

The Marketing Funnel & Brand

The marketing funnel describes the process a customer goes through when purchasing a product. It helps us understand how brand affects purchase decisions.

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Driving Preference

Preference can be one of the strongest drivers of sales. Coke outsells Pepsi in all but a few markets globally despite a general liking for sweeter beverages; Gillette is all but synonymous with razors. If your brand is strong enough, customers will buy your products even if they are economically or technically inferior to their competitors. Consider the old adage from decades past, “Nobody ever got fired for buying IBM”: regardless of the quality of the product, IBM was considered a safe company to buy from because of the strength of its brand and the credibility that it afforded.

Allowing a Price Premium

A strong brand also offers a windfall in the premium it allows a company to charge its customers for products. Consider the difference in price between generic and branded products at a pharmacy. In most

A perfectly functional black cap like the one on the right can be had for less than $5. Why will people pay $20 or more for the one on the left? The answer is simple: brand.

cases, the product is hardly different—it is the perception of quality or credibility that it carries that ultimately brings in the sale. For B2B businesses, this often means displaying thought leadership. Many brand experts credit the success of Accenture’s brand to its extensive collection of white papers and reports. Although your company may not have Accenture’s vast resources, positioning yourself as a credible and knowledgeable partner could allow a price premium in the future, at no added cost.

A brand is the face of a business strategy.” – Scott Galloway, as quoted in "Brand Leadership: Building Assets in an Informational Economy"3

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Fostering Loyalty

Above all, there is a tremendous amount of value in loyalty. Customers who are loyal to a particular brand tend to act in ways that are not strictly economically rational. Consider walking that extra block to your preferred coffee shop despite a cheaper substitute available at hand, or booking a flight at an inconvenient time just to travel on your favorite airline. Loyalty can turn customers into advocates, promoting a brand to friends, family and colleagues without any monetary compensation.

Brand loyalty also has value in a B2B setting: once clients become familiar with and begin to appreciate what your company stands for, they are more likely to expand their relationships with you by purchasing additional products or

services, and more likely to recommend you to other potential clients. All of these effects are multiplied by the prevalence of social media, an environment in which companies and customers can seemingly make or break a brand’s future in minutes.

Brand Valuation

Beyond the many secondary ways that powerful brands contribute to business value, today brands can actually contribute directly to a company’s balance sheet. Brand valuation methodologies are becoming more and more accepted as a component of business accounting, and brand equity is increasingly being treated as a business asset. You may have noticed in an earlier example that the Coca-Cola brand is valued today at over $77 billion. That’s not just a number

for the results page of a branding agency case study. That’s a figure that market analysts and investors pay serious attention to.

Professional brand valuation initiatives can be prohibitively costly or offer a low ROI for small- and medium-sized companies. However, there are some standardized options that may be available at a lower cost. “DIY” methodologies that, while not meeting the strictest accounting standards, can be used to build a case for brand with private investors. We’ll talk more about these in Part 3 of the Brand Basics course. What’s important to remember is that the savviest businesspeople in the world view brand not just as a marketing “nice to have,” but as a critical company asset.

Considerations for Developing a Brand

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Leadership Alignment

All company leaders must be aligned on the need for a brand. They need to agree on what they mean when they say “brand,” and that brand is valuable and why, both in a general and context-specific sense. Educating stakeholders and securing their commitment upfront is critical—if the process is not followed through to completion, your brand will develop inconsistently at best, confusing all those who interact with the company.

As mentioned earlier, a business is a collection of individuals; if these individuals cannot agree on the need for a brand, how will you get them to agree on what your brand is? A consensus much be reached before the brand building even begins, to set the stage for future success.

Objectives and Measurement

Like any aspect of a business, brand building can and should be subject to

evaluation based on clear objectives and tangible metrics. Establishing these early on will help turn what may seem like an opaque and purely qualitative process into one with defined goals against which your leadership can measure progress and assign accountability.

Guidelines for establishing objectives and examples of specific metrics will be explored in the next section. However, as you consider entering into a branding initiative, it is a good idea to ask yourself questions like:

• What are the top three business goals we hope to achieve?

• What metrics might we attach to each of these goals?

• Do we have the mechanisms in place to track our goals? If not, how can we install them?

• Always remember the old adage, “That which gets measured, gets done.”


• The imPoRTAnCe of companywide buy-in when undeRTAking A brand-building initiative

• The imPoRTAnCe of seTTing meAsuRABle goAls

• how To geT suPPoRT foR Building A BRAnd in YouR oRgAnizATion

Considerations for Developing a Brand

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Championing Brand in Your Organization

Now that you have learned the basics of what a brand is and how it can drive business results, it may be useful to communicate the need for brand building to others in your organization. Specific organizational dynamics play a big role, but some general guidelines may be applicable to your situation.

If you are an organizational leader, here are some tips on how to explain the value of branding to the rest of the company:

• Make the case for differentiation. It is no secret that the IT services category is cluttered, with little difference between competitors. Many in the organization will intuitively recognize the value of standing out.

• Position brand as a beacon around which employees can rally. Frame the discussion as helping develop your company’s reason to exist, vision for success and values.

• Be passionate. There is no stronger motivation for brand adoption than seeing personal belief in a CEO, CMO or equivalent.

If you are on your organization’s marketing team, here are some tips on how to explain the value of branding to your leadership:

• Begin the brand discussion in the territory of marketing. As an established business practice, using this tactic will make brand seem more familiar to leaders. But remember to take every opportunity to explain how the benefits of brand extend far beyond the borders of traditional marketing.

• Explain how brand drives business. Using tools like the marketing funnel, show leaders how brand building can drive measurable and quantifiable revenue to your company. Convince them that an investment in brand is an investment in their business.

goods and services are no longer enough.” – Joe Pine and Jim Gilmore, from "The Experience Economy: Work is Theatre & Every Business is a Stage"4

• Start general and grow specific. It is easier for many to understand how brand has proved its worth in B2C businesses like Coca-Cola or Nike. Then extrapolate from these examples and bring it closer to home: explain how the same principles would apply in the B2B market and to your company specifically.

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In Conclusion

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A strong brand has the ability to catapult a company from commodity to cultural icon. Too often, companies consider brand to be purely the domain of the marketing department, or are content to allow their brand to be defined by an advertising tagline. The best brands are developed with the whole organization in mind, and align the company’s rational benefits and business model to an emotional promise expressed across the customer experience.

Brand is important even in the case of B2B and professional services companies—some might say brand is especially important for IT services companies due to the “sea of sameness” that often engulfs the offering. Your brand is a promise you make to your customers that differentiates you from the rest. When you fulfill that promise, you gain a reputation—a reputation as a brand and as a business that people prefer to engage with. Building that reputation consistently and effectively will, over time, translate to business results.

in This seCTion, You leARned whAT A BRAnd is And whAT iT isn’T, And how sTRong brands can drive tangible Business ResulTs. You Also PiCked uP A few TiPs on how To kiCk sTART YouR branding initiative. in part 2: defining YouR BRAnd, You will Begin Thinking ABouT whAT You wAnT YouR BRAnd To sTAnd foR fRom A sTRATegiC sTAndPoinT.

Conculsion

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Additional Resources

Brand on Wikipedia A basic catalog of information on brand, its components and prevalent branding strategies.

Brandeo A blog with articles on the business implications of branding and an encyclopedia of branding terms.

Tom Fishburne Marketoonist A visual, entertaining blog with easy-to- read entries on fundamental concepts from the world of branding.

Brand Simple A highly readable, informative book by Allen Adamson on how creating a strong brand requires focusing on the basics.

A New Brand World An insightful and enjoyable book on what makes brands great from the inventor of Nike's "Just Do It" campaign, Scott Bedbury.

Tomorrow Starts Here A site that brings Cisco’s Brand Vision and Brand Promise to life.

Cisco Partner Plus Collected information and resources for Cisco Partner Plus partners.

http://en.wikipedia.org/wiki/Brand

http://brandeo.com/

http://tomfishburne.com/

http://www.brandsimple.com/

http://www.brandstream.com/book.html

www.cisco.com/web/tomorrow-starts-here/index.html

http://www.cisco.com/web/partners/sell/partner_plus.html

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1 Bedbury, Scott, and Stephen Fenichell. A New Brand World: 8 Principles for Achieving Brand Leadership in the 21st Century. New York: Viking, 2002. xvi.

2 Schultz, Howard, and Dori Jones. Yang. Pour Your Heart into It: How Starbucks Built a Company One Cup at a Time. New York, NY: Hyperion, 1997. 254.

3 Aacker, David A., and Erich Joachimsthaler. Brand Leadership: Building Assets in an Information Economy. New York: Free, 2000. 33.

4 Pine, II B. Joseph, and James H. Gilmore. The Experience Economy: Work Is Theatre & Every Business a Stage. N.p.: Harvard Business Review, 1999. iv.

Bibliography

Publicis Brand Optimization Systems (BOS) Group develops brand strategies for clients and brings them to life through brand identity, employee education and experience design. BOS Group is part of Publicis Worldwide.

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Third party company names, trademarks and logos mentioned in this material are the property of their respective owners and their use does not constitute or imply an endorsement, sponsorship, affiliation, association or approval by the third parties of the material or with cisco systems, inc. and/or its affiliates (“cisco”). the information contained in this material are the opinions of publicis Bos group. Cisco disclaims all warranties as to the accuracies, completeness or adequacy of such information and shall have no liability for omission or inadequacies in such information.

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Partner Plus Brand Basics Session 1 Workbook