ValuesAdded

1
Values-Added
Appealing to Higher Values Tim Matthews
2
Building an Enduring Organisation
Preserve
Change
Cultural Operating Practices Specific Goals
Strategies
Core Values Core Purpose
3
No Tyranny of the Or
Embrace the Genius of the AND

• On the One Hand
• Clear vision
• Audacious goals
• Investment- long term
• Reduce cost
• Responsibility

• Yet on the Other Hand
• Opportunism
• Incremental progress
• Performance - short term
• Increase income
• Profitability

AND
AND
AND
AND
AND
4
Success in the knowledge economy comes to those
who know themselves - their strengths, their
values, and how they perform best.

• Peter Drucker

5
The era of the triple bottom line

• Shareholder value
• Environmental impact
• Social impact
• Corporate citizenship - more than a good idea
• Purpose beyond profit

6
Corporate Social Responsibility

• Corporate citizenship is good for business
• People buy more from companies they trust and
  like
• Staff want to work for socially responsible
  companies
• There is an expectation of corporate involvement

7
Corporate Social Responsibility

• Greater demand for accountability transparency
• The vigilante consumer
• Government pressure
• Little understanding how to make the triple
  bottom line work
• Internal (ethics culture) and external
  applications (products and processes)

8
Capturing the new mood

• 50s -The Rational appeal Unique Selling
  Proposition
• 80s- The Emotional appeal Brand Personality
• 00s - The Relational appeal Matching Values

9
Who you are and what you stand for are becoming
just as important as what you sell

• Richard Barrett- Liberating the Corporate Soul

10
The Brand is a distillation of the beliefs of an
organisation. It is the external expression of
the companys internal cultureAnita Roddick
11
Make your brand a cause and your cause a brand
12
The credibility factor

• NPOs - the new Superbrands
• Causes are the most trusted sector - above Media,
  Government, and Business.
• Amnesty International is the most trusted brand
  in Australia

13
Corporate vs Cause

• Corporate
• Market driven
• Meeting consumer need
• Researches the market
• Sales,market share,profit
• Responsive to change
• Consensual approach

14
Corporate vs Cause

• Corporate
• Market driven
• Meeting consumer need
• Researches the market
• Sales,market share,profit
• Responsive to change
• Consensual approach

• Cause
• Mission driven
• Appealing for a need
• Educates the market
• Support and achievement
• Driven by vision passion
• Leadership approach

15
Increasingly, brands are driven by values.
values and brands are inextricably linked.

• Sir Richard Branson

16
What are Values?

• Exchange Value (quantitative) and Use Value
  (qualitative - desirability)
• Values- Moral principals or accepted standards,
  that form the basis for judgement and behaviour
• Values help to determine Value

17
Values Driven Communication

• More than CRM
• Customer relationship marketing
• Cause related marketing
• A total marketing approach

18
Values-Driven Communication

• Adds positive values to the brand through the
  process of turning prospects into advocates

19
Value Driven Communication

• Moves from the customer is King to who am I
  dealing with
• Matches beliefs in which the community has an
  emotional investment
• Creates a fit between a prospects values and
  the values that drive your organisation.

20
Defining the Values Fit

• Connect the shared values by constructing 2
  Values Statements
• Each statement is a cluster of emotive beliefs
  about itself and its relationship to the other
  party
• VDC is about creating a Fit between your
  prospects values and the values that drive your
  appeal

21
Three Generations

• Wide gaps and
• different values

22
(No Transcript)
23
Pre-BoomersValues

• The War - the depression
• Loyalty to the community, the employer, the
  Church, the family and the cause
• The greatest boom of economic growth - werent we
  lucky...
• Because our childhoods were tough, we formed
  strong values and kept them...

24
(No Transcript)
25
BoomersStress

• The paradox - the boom and the cold war
• Prosperity with an uncertain future
• I want it and I want it now
• Poor savings, veracious appetites,poor planners
• From good to bad
• Unemployment, nostalgia, peace and affluence to
  turbulence and insecurity, the elastic adolescence

26
(No Transcript)
27
Post-Boomers - Gen XOptions

• A generation marked by change
• Divorce, mixed families, women working,
  technology normal, AIDS, drugs, over indulged by
  guilty parents
• Keeping the options open
• No commitment to anything relationships,
  religion, keeping appointments

28
Post-Boomers - Gen XOptions

• Flexibility and lifestyle are key
• Its hard to keep a job I cant think of
  anything worse than doing the same job all my
  life
• Postponing marriage, kids, leaving home...

29
InsecurityThe Common Feature

• Pre Boomers
• Are we headed toward another depression?
• Boomers
• Desperate to hold on to what is slipping away-
  hogging the work with the spectre of overflowing
  retirement homes..
• Gen X Y
• Alienation, depression and uncertainty - values
  not yet constructed

30
Key common values

• Uncertain future - Yearning for good old
  fashioned values
• Disconnection from reality - Belonging and
  personal relationships seen as being precious
• Insecurity - Wanting more choice - and leadership
  to tell me what to choose
• Wanting to close the values gap - eg
  simplifying a life that is becoming more
  complicated...

31
The value of understanding

• Monitor and review
• Views and values
• Activity, performance and attitudes
• External competitive movements
• The power of shared values
• Talk with them, not at them

32
Who is the customer supporting?

• Your internal values, as much as your product
  appeal, make you different.
• In the end, in so many parity markets, its
  values that ultimately differentiate brands
• Aim for the highest common denominator, not the
  lowest..

33
Appealing to higher values

• Building trust - The Asian way
• Defining the values fit
• Beyond the transactional relationship
• Cultural, social, environmental, civic, religious
• Connecting with the customer at a deeper level
• Harley Davidson- expanding the brand
• You ought to be congratulated

34
Branding

• If people know about you and like what you do
  they are more likely to deal with you

35
Image Awareness Familiarity
36
Assessing the Image
37
The Creative Process

• What to say
• Message
• Who to say it to
• Audience
• How to say it
• Offer
• Where to say it
• Media

38
The Creative ProcessAIDA

• Attention
• Interest
• Desire
• Action
• Hookem - Holdem - Hangem
• People buy benefits - not features

39
The Creative ProcessThe 5 Ps

• The message structure
• Problem
• Product
• Promise
• Proof
• Push

40
The Awareness Pyramid
41
Awareness Familiarity
42
The appeal of the Message

• Values -Driven doesnt necessarily mean
  portraying every issue in a positive light
  honesty and integrity are stronger than clever
  insincerity and opportunism.

43
Values-Driven Communication

• Adds positive values to the brand through the
  process of turning prospects into advocates

44
Marketing
45
The Marketing Mix

• Acquisition in media
• above and below the line
• List upgrade strategy

Wills
Major
Pledge
Wills
Major
One-off
Pledge
One-off
Prospects
Prospects
46
The marketing mix

• Listen to understand your customers
• Segment audiences and take them on a personal
  journey
• Manage a dialogue that develops into a strong
  relationship
• Value and invest in the relationships
• Integrate above and below the line to build the
  brand

47
Turning prospects into advocates

• Customer Service vs Market Share
• Acquire prospects
• Turn them into committed supporters
• Move them into becoming advocates for your brand.

48
Customer Service
49
The Service Profit Chain
Good Environment
Good Staff
Good Service
Good Customers
Good Results
50
The Service Profit Chain
Problem Taker
Problem Giver
Training
Givers
Takers
51
Creating Maintaining Brand Loyalty
Treat the Supporter Right
Stay Close to the Supporter
Brand Loyalty
Measure / Manage Supporter Satisfaction
Create Switching Costs
Provide Extras
52
Brand Loyalty
Committed Supporter
Likes the Brand - Considers it a Friend
Satisfied Supporter with Switching Costs
Satisfied/Habitual Buyer No reason to change
Switchers/Price Sensitive Indifferent - No Brand
Loyalty
53
The Value of Brand Loyalty
Reduced Marketing Costs
Trade Leverage

• Attracting New Customers
• Brand Awareness Created
• Reassurance to New Customers

Brand Loyalty
Time to Respond to Competitive Threats
54
Values Driven Communications

• Values-Driven Communication gives
• Added value to your brand through building
• Lasting, valued relationships that give
• Unique value for money with
• Evaluated performance

55
VDC for Afghanistan
56
(No Transcript)