9. An approach to organising the current
BBC brand portfolio
10. Slide 10
The BBC brand network – some points to note
2 – We’ve deliberately
created a network
…not a hierarchy (although
there are implications for
prioritisation within the
network)
1 - We refer to things in the network as ‘properties’ as not all
the genres/service/products in the portfolio are brands
11. Slide 11
The BBC brand network – some points to note
All our properties fall into one of 3 categories, according to the
role they play for audiences
1 Variants of the
BBC Primarily for
driving BBC reputation
through genres or giving
people more control. A
facet of the BBC
overall, strongly linked to
the BBC in values and
identity e.g. BBC Drama
2 Sub-brands of
the BBC
Primarily help audiences
navigate the portfolio but
can also drive reputation.
Have an identity and
(potentially) values which
are further away from the
BBC Masterbrand e.g.
Radio 1
3 BBC Content/
experiences
The things people
consume e.g. Dr Who.
The foundations on
which the variants, sub-
brands or the
Masterbrand are built.
12. Slide 12
The network – designed to drive credit back to the BBC
GOLD STAR BRAND
GOLD STAR BRAND /
BRAND
BRAND
BBC VARIANTS
The role is to drive
our reputation
BBC SUB-
BRANDS
Properties which
drive choice of
content
BBC CONTENT / EXPERIENCES
Properties which people consume
BBC CONTENT / EXPERIENCES
Properties which people consume
13. Slide 13
The populated network with our properties but we need to
refine
GOLD STAR BRAND
GOLD STAR BRAND /
BRAND
BRAND
BBC VARIANTS
The role is to drive
our reputation
BBC SUB-
BRANDS
Properties which
drive choice of
content
BBC CONTENT / EXPERIENCES
Properties which people consume
BBC CONTENT / EXPERIENCES
Properties which people consume
NH
DRAMA
ARTS
BBC LIVE
BBC STORE
REALITY TV
FACTUAL
/DOCS
MUSIC
ENTERTAINMENT
COMEDY
FOOD
PLAYLISTER
EDUCATON / K&L
RELIGION
LIFESTYLE
FACT-ENTS
EDUCATION
BRANDING
OPEN MINDS
14. We need to break these categories down further to be useful.
We’ve done this using the following criteria;
PERFORMANCE
DATA
(INC SEM- the cogs)
OUR PUBLIC
SERVICE PRIORITIES
A TOTAL
PORTFOLIO VIEW
15. We need to break these categories down further to be useful.
We’ve done this using the following criteria;
PERFORMANCE
DATA
(INC SEM- the cogs)
OUR PUBLIC
SERVICE PRIORITIES
A TOTAL
PORTFOLIO VIEW
16. There are 9 drivers of public approval for the BBC
Relative
consumption
Willingness
to pay
Value for
money
Support for
the licence
fee
Relation
-ship
with
BBC
brand
Range
and
quality
Trust
UK
culture
& global
rep.
Feelings
about BBC
overall
17. We need to break these categories down further to be useful.
We’ve done this using the following criteria;
Which gives us 3 sub-groups
PERFORMANCE
DATA
(INC SEM- the cogs)
OUR PUBLIC
SERVICE PRIORITIES
A TOTAL
PORTFOLIO VIEW
18. Slide 18
We need to break these categories down further to be useful.
We’ve done this using the following criteria;
Which gives us 3 sub-groups
Catalysts for driving
mass change
either by enhancing
our reputation or
consumption
Catalysts for driving
targeted change
either by enhancing our
reputation or
consumption
Properties unlikely to drive
wholesale change
Help maintain current
objectives, but are not catalysts
for enhancing our reputation or
driving consumption
PERFORMANCE DATA
(INC SEM- the cogs)
OUR PUBLIC SERVICE
PRIORITIES
A TOTAL
PORTFOLIO VIEW
19. Best content
(Creativity)
Telling a bigger story
about the BBC
highlighting our
key genres & events
Best new ways
(Innovation)
Telling a bigger story
about the BBC
highlighting our
innovations
For everyone
(Audiences)
Maximising audiences
for
all our content
(with focus
on under-served)
And overlaid the three pillars of the business strategy …
MARKETING FOCUSED
ON DRIVING REACH
MARKETING FOCUSED ON DRIVING
REPUTATION
20. Slide 20
Our network - once we’ve prioritised properties likely to drive change
GOLD STAR BRAND
GOLD STAR BRAND /
BRAND
BRAND
BBC VARIANTS
The role is to drive
our reputation
BBC SUB-
BRANDS
Properties which
drive choice of
content
BBC CONTENT / EXPERIENCES
Properties which people consume
BBC CONTENT / EXPERIENCES
Properties which people consume
REPUTATION DRIVING -
FOR ALL
REPUTATION–
UNDERSERVED
REPUTATION DRIVING
OPINION FORMERS AND
ABC1 55+
REPUTATION DRIVING
FOR ALL
REPUTATION DRIVING –
UNDERSERVED
REPUTATION DRIVING–
OPINION FORMERS AND
ABC1 55+
AUDIENCES
REACH DRIVING
FOR ALL
REACH DRIVING -
UNDERSERVED
CREATIVITY
INNOVATION ONLINE, MyBBC
REACH DRIVING
– OPINION
FORMERS AND
ABC1 55+
21. How we will use the BBC Brand network
To provide focus for the marketing plan this year and beyond –
inform 15/16
To help us understand what services/genres/products to use to
evidence in our corporate marketing
Inform ongoing decisions about M&A investment/portfolio
management
22. Slide 22
“Most brand strategies end up being a
penetrating insight in the blatantly
obvious”.
– Brad Jakeman