Diagram of SEVEN modules:

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Starting Point

• Need for a separate business customer brand for business customers within the multi-brand portfolio

Brief

• Development of a business customer brand within the context of the multi-brand portfolio
• Development of an integrated communications plan
• Selection and management of agencies during realisation

Approach

• Development and reconciliation of a value proposition including core values and core messages
• Demonstration of branding alternatives including names and logos
• Testing of different alternatives in focus groups
• Development of a communications platform
• Realisation of communications activity

Results

• New business customer brand
• Integrated communications plan
• Coordinated advertising material

Starting Point

• Launch of car brand onto German market
• Indeterminate positioning in a highly competitive environment
• Uncertainty over investment in launch

Brief

• Definition of the brand strategic benchmarks for the launch of the brand in Germany
• Allocation of launch budget

Approach

• Analysis of target groups and competitors
• Content definition and positioning
• Development of strategic guidelines
• Establishment of different investment scenarios based on quantitative analysis
• Identification of decision tree
• Development of a launch budget to cover the next five years

Results

• Positioning of the brand for the launch
• Brand bible as a strategic internal communications tool
  Recommendation for a launch budget to cover the next five years

Starting Point

• Inconsistent, complex brand architecture
• Traditional push approach in marketing no longer sustainable (a once highly profitable business with significant losses)
• Effectiveness of a pull strategy has not been conclusively clarified

Brief

• Fact-based recommendations for the future global brand architecture
• Clarification of the financial consequences of a change in strategy from push to pull

Approach

• Brand analysis
• Brand strength
• Brand screen
• Brand profile
• Quantitative assessment and evaluation of the brand strategy
• Simulated change in strategy using available data

Results

• Strategy for the development of a brand system to cover all markets
• Development of an integrated brand positioning
• Programme for a change in strategy with a potential 30% to 40% increase  in marketing efficiency
• Commitment / buy-in of company staff

Starting Point

• Insufficient knowledge of the brand’s performance from the customer’s point of view in the different markets
• Perception of the brand by the customer is unclear and non-differentiating
• Uncertainty over the future brand strategy and development of the brand portfolio
• Brand is not “lived” enough internally

Brief

• Detailed analysis of the brand’s status quo
• Development of a differentiating brand positioning
• Assessment of the monetary value of the bank’s two brands
• Definition of a strategy for the future development of the brand
• Development of guidelines for the realisation of the new brand positioning

Approach

• Analysis of the perception of the brand internally and externally based on data analysis
• Quantitative evaluation and validation of the monetary brand values
• Definition of positioning alternatives
• Internal and external validation of the brand positioning through focus groups
• Development of a strategy for the integration of the brand positioning

Results

• Comprehensive overview of the brand perception across all markets
• Internally and externally validated brand positioning
• Guidelines for the realisation of the brand positioning covering all areas
• Monetary brand values as a basis for brand architectural decisions
• Strategy for the future development of the brand
• Finalised and validated positioning alternatives for all marketing activity on the new product line
• Recommendation of specific communications scenarios pre-launch

Starting Point

• Changes in the marketplace
• Increased competition and plans for expansion demand a value-oriented approach to the management of the brand portfolio
• Intended regular monetary brand evaluation for effective brand management

Brief

• Evaluation of the monetary value of the brand overall as well as of each brand within the company’s portfolio
• Integration of the monetary evaluation into brand management strategy to ensure value-oriented marketing management
• Agreement on specific action points for each brand

Approach

• Definition of the brands’ perceived strengths from the customer’s point of view
• Evaluation of the monetary brand values according to the methodology of the “Brand Equity Valuation for Accounting” (BEVA)
• Identification of the ways in which the monetary brand value can be applied as well as tangible suggestions for implementation across the whole company and for each brand

Results

• Monetary brand value for all the brands in the company’s portfolio
• Relative value contribution of the brands by comparing their value to that of the company
• Conclusion of the strengths of the assessed brands from the customer’s point of view