MANAGING AND CONTROLLING BRANDIDENTITY BRAND IMPLEMENTATiON AS STRATEGiC CORPORATE RESPONSibiLiTY

COMMUNiCATiONPLANNiNGEXECUTiONSTAbiLiZATiONVALiDATiON

BRAND IMPLEMENTATiON AS STRATEGiC CORPORATE RESPONSibiLiTY

THE BRAND ASSET

A brand is more than a name, a sign, a logo or an appealing graphic presence. Over the past decades, brand value has increasingly developed into a rmly established corporate asset. And for many companies, the brand is today their major asset. For this reason, maintaining brand identity is of great strategic importance for corporate success. Yet this is easier said than done: internationalization and globalization, mergers & acquisitions, new media and communication channels present complex challenges for an up-to-date brand identity. No question about it: a large number of companies, organizations and institutions have recognized the vital signicance of brand identity and are investing time and money in the development of brand strategies. Yet that is not all it takes: only when a brand is actually implemented will it become apparent whether, and to what degree, these investments prove sustainably protable. Safeguarding a consistent brand presence resulting from sustained implementation therefore represents a major challenge for brand management.

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MANAGING AND CONTROLLING BRAND IDENTITY

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WHAT IS MEANT BY SUSTAINED IMPLEMENTATION?

Once name, logo and corporate design have been dened, the objective is to bring the brand to life. And here it is not enough although this view is still widespread to simply roll out guidelines, distribute them throughout the organization, and hope that this will result in implementation of the brand as if by magic. Rather, brand implementation means systematic and consistent execution of the brand image across all corporate divisions, locations, communication channels and media. But it also means a holistic view of the brand and of marketing, as well as coordinating change processes across all internal and external stakeholders. With this in mind, brand implementation can be understood as an ongoing journey which calls for management of the brands image and presence in the light of changing requirements in the markets, the target audiences, technologies and the socio-cultural environment, or in ones own corporate organization. That leaves the question of how to practically implement all this. With increasingly complex structures and ever-leaner organizations, it is hardly possible to manage let alone control changes of the brand presence or provide a continuous assurance of a uniform brand image using only existing internal resources. Additionally, there are ve major obstacles which experience has shown hamper effective implementation:

1. LACK OF COMMUNiCATiON It is not a rare occurrence that decisions affecting the brand are made without involving the stakeholders and informing them of the underlying motives and goals. Employees, as well as customers, suppliers, and the public, are not brought into the process. This will result in insufcient orientation, motivation and acceptance. In some companies, brand knowledge is seen as a privileged, elite level of knowledge possessed by insiders. There is no central knowledge base available to all employees of the company. In the worst case, this can result in experts leaving the company and taking the brand know-how away with them.

2. NO iNVENTORY AND NEEDS ANALYSiS A basic prerequisite for successful and costcontrolled brand implementation is having a detailed inventory. If scope and quantity of touch points, processes and measures are not known, then a detailed roadmap cannot be developed, synergies and various savings potentials cannot be dened, and a complete implementation that will take into account all facets cannot be guaranteed. In view of an impending methodological and organizational overload of the brand owners, a step-by-step process is usually preferred. But that is precisely what makes an efcient implementation impossible.

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MANAGING AND CONTROLLING BRAND IDENTITY

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3. LACK OF CONSiSTENCY Companies often founder on their own structures. Decentralized corporate structures have their indisputable advantages, however they impede a fast and efcient implementation process that can only be centrally initiated and controlled. Frequently, processes are not consistently thought through to the end, conceived, and implemented. Group interests, departmental tactics, incomprehensible responsibilities and informal hierarchies add to the problem that company management is not able to attain their stated objectives in matters of brand implementation and sooner or later come to a halt at the halfway mark. Brand management is no democratic process, but rather must be planned, organized, communicated and above all lived top-down.

4. UNDEFiNED PROCESSES Due to a lack of unequivocal allocation and control of tasks, roles and rights (especially for approvals), processes prior to brand implementation often remain unclear. This problem is exacerbated in the case of highly decentralized and internationally complex organizational structures. An additional obstacle can be created by unclear production and purchasing/ordering processes thus, for example, the issue of which quality criteria subcontractors must satisfy. The interplay of internal stakeholders such as top management, branding, marketing, communications/advertising, human resources, trade shows/expos, sales, purchasing, etc. is often not duly regulated, since they are considered irrelevant to brand implementation.

EXEMPLARY MANDATE:

EXEMPLARY SERViCE OFFER:

Establish a brand management system

as one central working platform.

Change management in 100 countries. Regional implementation/execution and

training sessions.

Guarantee a sustainable and consistent

visual brand identity.

Permit quality control and monitoring of

all communication matters.

Worldwide execution of brand identity

programs and branding guidelines.

Operate a knowledge base and exploit

synergies.

Establishing central ordering and

production processes.

Create coordinated processes and save

time and costs significantly.

Implementation of global brand

architecture and trade brands.

Achieve a high level of transparency in all

communication issues and processes.

Execution of signage/labeling program

and vehicle branding.

Align and consolidate all implementation

projects and activities may they be marketing driven, communication driven or procurement driven.

Implementing office communication concept. Implementing packaging concept. Implementing shop concepts & trade fair
concepts.

5. FRAGMENTED ORGANiZATiONAL STRUCTURES Frequently, synergies and savings potentials cannot be sufciently identied and used due to fragmented organizational structures, different group interests, departmental tactics, incomprehensible responsibilities and informal hierarchies. Another factor is that companies increasingly have complex structures yet also strive to keep their organization as lean as possible. Under these conditions, it is very difcult to manage and control changes to the brand appearance or safeguard a uniform brand image.

Developing and implementing new B2C

concept for channel communication.

Development and implementation of a

brand management portal.

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OPERATIONAL EXCELLENCE
Over the past years, the number of ambitious brand implementations has grown dynamically owing to brand changes. The practical experiences gained here can be boiled down into insights from which criteria for an efcient approach to the implementation of a brand image can be derived. On the bottom line, this results in ve pillars which virtually constitute the foundation of every sustained implementation:

1. COMPREhENSiVE COMMUNiCATiON The change communication complex is one task if not the central task of change management. In light of the organizational complexity and volatility of modern corporations, communication has become the all-important success factor of every brand implementation. A corresponding communication concept, as well as its systematic execution using suitable means and tools, is an indispensable prerequisite to implement the brand image as fast and comprehensively as possible.

The innovative tool for this purpose is the change portal. It serves as the central medium of internal communication that can be used with equal rights by all units of a decentralized corporate organization, circumventing the usual internal company barriers. The change portal is more than a pure information medium. It supports the change processes which essentially always follow the same pattern: inspiration (information, orientation), motivation (assistance, training workshops, incentives, enthusiasm), acceptance (incorporation, new dynamics).

LACK OF COMMUNICATION

Lack of communication on the project target, insufficient stakeholder involvement. Employees as well as suppliers, customers and the public at large are not conferred with.

LACK OF INVENTORY AND NEEDS ANALYSIS

With an insufficient inventory, there is no basis for a successful implementation. Quantity structure and needs cannot be precisely determined.

LACK OF CONSISTENCY

Organizations often founder on their own structures. Decentralized corporate structures impede centrally controlled implementation processes.

UNDEFINED PROCESSES

In the absence of clear messages, necessary processes often remain undefined. Responsibilities and tasks are unclear internal resources are not allocated for the implementation.

FRAGMENTED ORGANIZATIONAL STRUCTURES

Departmental interests hinder or prevent a companywide standardization and automation of processes. Individual processes and solutions create corporate intransparency.

Lack of orientation, motivation and acceptance.

No detailed planning possible. Synergies and savings potentials are not identiable. Implementation processes are not consistently carried through to completion.

Without dened processes, no efcient brand management can take place.

Issues for operational implementation of managing and controlling brand identity

Obstacles to effective implementation

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MANAGING AND CONTROLLING BRAND IDENTITY

BRAND IMPLEMENTATiON AS STRATEGiC CORPORATE RESPONSibiLiTY

2. SYSTEMATiC ORGANiZATiON Efcient change management requires meticulous analysis which, by means of electronic tools for inventory and needs analysis, permits targeted support and completion. This is the basis for developing the brand implementation roadmap. It is the central theme for all coming measures and activities. In day-to-day operations, the objective is to combine the classic project management methods with an active

knowledge transfer. The latter includes, for example, workshops and training activities, telephone and video conferences, ongoing support and, if required, flying doctor missionsfor unavoidable urgent measures on-site. In this context, process analyses are a proven instrument to understand existing procedures, to selectively address those persons involved in the implementation, to identify the organizational structures and dependencies, and to achieve efcient coordination of all stakeholders.

3. WEb-bASED wORK PLATFORMS Brand management portals are collaborative web-based platforms for day-to-day brand operations. They provide a host of practical information, tools and control mechanisms required for efcient brand implementation. In principle, we can differentiate between six functional levels:

Planning
Thanks to central publication of global branding, communication and marketing activities, a higher level of planning security can be attained, synergies can be made apparent and unnecessary multiple efforts for undertaking the same or similar activities can be prevented.

Information
Distributing corporate design information and brand knowledge is a important task of the platform. This includes corporate design guidelines, an image and document archive as well as a news area.

Controlling
This includes the roles, rights and release management for the implementation tools provided. Especially in the case of decentralized organizations, a transparent process control is indispensable. For this, the system immanent workflows have to represent maximum flexibility in order to create only a minimal organizational workload. The connectivity to existing systems (e.g. SAP) via interfaces allows for process automation and transparency over and beyond pure branding, communication and marketing tasks.

Involvement
The success and the use of a web-based platform depend on user participation which will only happen if users quickly and spontaneously understand the platforms benefits for their daily work. Offers like news forums, best-practice sharing and using social media components are means to this end.
Management Services Product Management Marketing

Evaluation
Using an efficient management information system (MIS) will provide information about how the platform is used. This allows for an optimal use of existing resources as well as up-to-date daily reports and more. The insights gathered here will form the basis for defining further development and optimization potentials concerning the brand management platforms workflows and tools. Moreover, this represents important and useful information for top management.

Empowerment
IT

Procurement Print Ofces Advertising Agencies

Legal

Client/ Company Headquarters

Regional Headquarters Internal Communications

Manufacturers

External Suppliers

PR Agencies

Corporate Communications Subsidiary

Research & Development Operations Sales

Empowering all persons concerned to live up to their tasks, regardless of their individual IT or branding/marketing knowledge, is another important factor. An intuitive user concept, a user-friendly interface as well as a set of tools e.g. for the automated creation of CD/ CI compliant communication instruments like forms, stationery, brochures, print ads, data sheets, etc. all add up to create a reinforced acceptance by the employees.

Event Agencies

Coordination of all stakeholders concerned by Brand Implementation Group

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BRAND IMPLEMENTATiON AS STRATEGiC CORPORATE RESPONSibiLiTY

4. CONTiNUOUS QUALiTY ASSURANCE The application of brand management portals and the use of the integrated tools permit a far-reaching standardization of processes and templates (forms, stationery, communication instruments, etc.), which can be adapted to the respective requirements and needs of the regional/local corporate units. A brand implementation process thus organized is designed to bring the abstract corporate design guidelines to life. In other words: To implement the brand in compliance with the corporate design guidelines, one no longer needs to be a designer. The tools for the application and implementation of communication instruments are conceived so as to fulll all important guidelines relating to a consistent brand identity. Those who use them can virtually do no wrong at least not as concerns corporate design aspects. Using the portal additionally permits supervision of the respective implementations by the central brand management. So when required although this is rather unlikely intervention is possible in critical cases. At any rate, application of the portal and its tools, as well as the related control possibilities, ensure that the mandatory guidelines of the brand image can be executed rapidly and uniformly even in decentralized corporate structures.

MANAGING AND CONTROLLING BRANDIDENTITY

5. HiGh DEGREE OF TRANSPARENCY Brand implementation owing to a brand change, as well as the subsequent ongoing assurance of brand identity, is a work-intensive and time-consuming process which ties up internal corporate resources to an often unforeseen extent. The two most important consequences are: It makes good business sense to call upon professional support by external experts. And: the process must be effectively controlled with regard to its objectives, its efficiency and its current status. Brands are an asset of great significance for company valuation. On the other hand, a sluggish or even unsuccessful brand implementation can entail inappropriately high costs and impair the anticipated return on investments in the new brand image. Against this background, the application of a management information system (MIS) becomes practically unavoidable. Such a system guarantees transparency in project workow and the cost controls necessary in this regard. Additionally, it helps management identify synergy potentials.

The objective of brand implementation is to make the new or revised image of the brand a tangible experience for all stakeholders fast, efciently, and with lasting consistency. To successfully achieve this goal, the related activities and measures must be implemented, managed and controlled on the basis of standardized procedures, proven processes and particularly in the case of globally operating companies web-based tools.

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Admittedly, with but few exceptions this is still future talk. The majority of companies and institutions concerned are simply overtaxed by the implementation of a consistent brand identity covering all facets. The arguments advanced in this connection are practically always the same. They range from we have not yet dened our processes, to we collect all more or less CD-compliant documents worldwide and will tackle possible aws or issues next year. At the same time sometimes openly, but often only off the record it is admitted that the quality assurance, or even guarantee, with regard to brand identity cannot be achieved with company resources. Realistically, this is hardly surprising. The organization and workows of companies with a modern mindset are focused on their core business, while special tasks are delegated to external service providers. For decision-makers and practitioners alike, the consequence is this: to assure a sustained and consistent brand identity, the resources of the normally sparsely staffed marketing and communication department do not sufce. This department is keyed to the requirements of dayto-day operations which require all of its time and energy. However, neither the conventional instruments (guidelines of the classic corporate design manuals as point of departure for all brand activities) nor conventional communication service providers who still frequently claim brand management exclusively for themselves are up to fullling the complex requirements of an up-to-date brand identity in practice. Conclusion: Enlisting the support of external brand implementation specialists is often the most efcient and, on the bottom line, the most cost-effective solution available today. Cooperation with specialists has still another, farther-reaching perspective: With the right organizational and technical prerequisites, a brand implementation can be a good beginning for ongoing brand maintenance. Because once the processes have been dened and the instruments provided, permanent maintenance of the brand identity is possible without undue effort or expense over an extended period even with limited company resources.

Among other projects, Brand Implementation Group accompanies the worldwide brand change of The Linde Group.

The author, Gnther Misof, is CEO of Brand Implementation Group and can rely on nearly 40 years' experience in brand implementation. Over the course of 25 years, he managed CDC Communication & Design Consultancy GmbH in Frankfurt am Main and CDC Communication & Design Consultancy, Inc. in New York, before joining Brand Implementation Group.

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Brand Implementation Group is a specialized management consultancy for the implementation of complex brand identities. With expertise in branding, communications, marketing and information technology, we offer single-source consulting and implementation for globally operating companies. Our holistic approach to brand implementation ensures globally consistent, sustainable brand presence while maximizing operational effectiveness and efciency.

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