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Telstra: How a telco became the people's champion
John Davidson, Event Reports, Marketing Week Australia, August 2012
Australian telco giant Telstra was a brand that consumers used but didn't overly like. Inese Kingsmill, Telstra's Director of Corporate Marketing, spoke at Marketing Week 2012 in Adelaide to explain that faced with increasing competition and greater customer choice, the company had little choice but to undergo a massive rebrand.
Australian telco giant Telstra was a brand that consumers used but didn't overly like. Inese Kingsmill, Telstra's Director of Corporate Marketing, spoke at Marketing Week 2012 in Adelaide to explain that faced with increasing competition and greater customer choice, the company had little choice but to undergo a massive rebrand. It aspired to become customer-driven, starting with creating a better experience for its employees, which would lead to a better customer experience, and started to socialise the company - talking to consumers about what they wanted. The rebrand improved brand consideration by 28% and added 1.8 million new customers. Kingsmill says that Telstra's mantra for change is to "start at the top and work down", a belief that any brand can adopt.
Reinvigorating businesses and brands
Havas Worldwide, The Creative Business Idea Book, 2011
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies.
Helping clients to rebrand and reinvent themselves is an increasingly large part of the job of communications agencies. Since the 1980s, Euro RSCG has been using its proprietary Brand Momentum tool to assist clients with strategic planning and product development. The survey tool tracks public perceptions of client and competitor brands, paying particular attention to two dimensions: dynamism and trust. This article looks at eight companies where the agency team worked with clients to breathe new life into brands in danger of losing relevance, including Lacoste, Peugeot and eBay.
Ringing the changes: how Vodafone rebranded its business in the world’s second biggest mobile market
Preeti Chaturvedi, Warc Exclusive, June 2008
This article discusses Vodafone's rebranding of the Indian mobile operator Hutchison Essar following its $10.9 billion cash acquisition of the company in May 2007.
This article discusses Vodafone's rebranding of the Indian mobile operator Hutchison Essar following its $10.9 billion cash acquisition of the company in May 2007. Initially, the communications campaign focused on conveying the simple message that 'Hutch is now Vodafone', with this tagline being featured on over 1,500 posters, and a range of other sites from bus shelters and kiosks to SIM cards and bills. Vodafone also agreed a deal which meant it was the only advertiser broadcasting on the Star TV network for an entire 24-hour period. The second phase of the rebranding operation focused primarily on promoting Vodafone's global strapline 'Make the most of now', with characters and associations from Hutch's previous advertising being modified to reflect this broader brand positioning. As a result of its strategy, Vodafone was certainly able to avoid many of the criticisms levelled at other large companies that have sought to rebrand local operations, and early figures suggest that the exercise has been a success. While this may be at least partly attributable to short-term factors such as network expansion, the company is now in a strong position in a rapidly growing market.
Destination marketing: 7 steps to nation branding
Paul Bannister, Admap, June 2010, pp. 24-27
South Africa's International Marketing Council recognises the importance of leveraging defining moments in a nation's history to develop a nation brand.
South Africa's International Marketing Council recognises the importance of leveraging defining moments in a nation's history to develop a nation brand. It will build on Nelson Mandela's 1994 inauguration with SA's hosting of the FIFA World Cup in June-July 2010. Various strategies have been used to rebrand the nation and the African continent to present a positive and credible brand image to the travel industry and business leaders. A single logo unites marketing of any aspect of the country, harnessing budgets into one global marketing campaign. The IMC also took steps to align all key stakeholders in a true public-private partnership, and to be measurable and accountable.
Banks need new identities to regain customers’ trust
Terry Tyrrell, Admap, May 2009, Issue 505, pp. 42-44
Banks have become distrusted by their customers and, to regain that trust, must rebrand themselves; this will be hard.
Banks have become distrusted by their customers and, to regain that trust, must rebrand themselves; this will be hard. Customers will no longer rely on their advice alone; new styles of more accessible professional advisors, who don’t look like traditional banks, will emerge. Examples of the probable new style (described) are Ikea, Apple, Greenpeace: they have different approaches, but all based on siding with and championing their customers, or empathising with their concerns. Whether or not these three organisations will venture into financial services, their models are ones from which banks can learn. The key is placing the customer at the centre, giving first place to customer values. This is where banks have missed out, although some are beginning to learn the lesson.
From Association to Start-Up: Reshaping the 4As to meet the challenges of globalisation and diversity
Geoffrey Precourt, Event Reports, 4A's Leadership, April 2009
The American Association of Advertising Agencies' decision to offer international associate membership, to rebrand as the 4As and to increase ethnic diversity in the U.S.
The American Association of Advertising Agencies' decision to offer international associate membership, to rebrand as the 4As and to increase ethnic diversity in the U.S. advertising industry are the topics covered by Geoffrey Precourt, WARC Online's U.S. editor, in his first-day report from the 4A's 2009 Leadership Conference in San Francisco. The international membership initiative reflects the needs of the industry's global nature, whilst the name change is, explained the 4As' president/ceo Nancy Hill, about getting the organisation to think and act more as a "start up" rather than an institution. She also discussed the issue of diversity, for which the 4As had run longstanding inititatives with limited success, before passing over to a 5-strong panel of advertising professionals from a range of ethnic backgrounds who voiced their own opinions and experiences.
Brand strategy for B2B companies
Brigid McMullen, Admap, April 2013, pp. 44-45
Building a brand in the business-to-business community is about much more than visual cohesion and integrated communications.
Building a brand in the business-to-business community is about much more than visual cohesion and integrated communications. As for consumer brands, in the B2B arena, products and services are created to 'prove the promise' to the customer and in this sense, brand strategy is the means of executing the business strategy. This article advises that the brand should guide and inspire all areas of the business from talent attraction and retention to new product development and performance development plans. An example of this strategy in action is shown with Balfour Beatty and the evolution of three brands within its Support Services Division.
Warc Trends: Toolkit 2013 - How to respond to marketing's biggest challenges
David Tiltman, Warc Trends, January 2013
Warc's Toolkit 2013, in association with Deloitte, distils the smartest new thinking and best practice in marketing into a guide for the year ahead.
Warc's Toolkit 2013, in association with Deloitte, distils the smartest new thinking and best practice in marketing into a guide for the year ahead. It identifies ten of the biggest challenges facing marketers in 2013 then examines the latest ideas and case studies featured on warc.com to suggest ways to meet them. The ten challenges include: how to win over disaffected consumers; how a brand can embed itself into everyday life; the ways that mobile changes the shopper journey; how brands should respond to multiscreening; the role of content in marketing; using social media to drive business results; using WOM to generate advocacy; turning 'big data' into actionable insights; when to personalise communications; and the adspend forecast for 2013.
Get a grip on B2B branding
Brigid McMullen & Alec Rattray, Market Leader, Quarter 2, 2013, pp. 49-51
This article offers pointers for getting full value from B2B brands by stemming product and service substitution, copying and commoditisation.
This article offers pointers for getting full value from B2B brands by stemming product and service substitution, copying and commoditisation. The article also highlights the common reasons for not investing in the brand. These include arguing that, rather than being merely a logo, the business brand sets the direction for the whole organisation; it represents a commitment to focus on the customer and helps identify customers with aligned ambitions. The paper goes on to argue that B2B can also benefit from the perspective of creative partners and agency fees are worth investing in because branding can build sales, advocacy and productivity. Appealing to strategy or vanity can also be the driver to reappraise the role and value of brand.
Brands: What's in a name?
Nikolas Contis, Admap, March 2013, pp. 10-12
As one of the smallest, but most powerful pieces of messaging real estate, a brand name is a valuable strategic investment.
As one of the smallest, but most powerful pieces of messaging real estate, a brand name is a valuable strategic investment. A good brand name can differentiate your company, product or service; engage your target audience in a unique and special way; set positive expectations now and in the future about who you are, what you do and what you have to offer. A successful brand name will also continue to release relevant meaning over time. Using examples of brands who got it right, such as Virgin and Apple, and those who got it wrong, such as Mitsubishi, this article offers eight strategic best practices that a marketer should follow in order to increase the likelihood of success when creating a new brand name.
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