1. WHY BUSINESS BRANDS NEED BIG IDEAS
BREAKFAST FORWARD
13TH JUNE 2013

2. Who we are

3. Consulting
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marketing
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management
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development
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formation
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activation
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Communications

4. How we think

5. WATCHYOUR THOUGHTS,
FOR THEY BECOME WORDS.
WATCHYOUR WORDS,
FOR THEY BECOME ACTIONS. WATCHYOUR
ACTIONS,
FOR THEY BECOME HABITS. WATCHYOUR
HABITS,
FOR THEY BECOME CHARACTER. WATCH
YOUR CHARACTER,
FOR IT BECOMESYOUR DESTINY

6. Most sales professionals view
90% of sales materials created
by marketers as valueless.
‘CMO Council Survey’ 2009

7. Marketers view most sales-created
content as diluting their brands or
inaccurately positioning their products.
‘CMO Council Survey’ 2009

8. We believe that an organisation whose people are emotionally connected
and behaviourally aligned has a competitive advantage

9. In other words people’s beliefs and
behaviours create competitive advantage
We call businesses that realise this
advantage Enterprise Brands…

10. Enterprise Brands need dynamic ideas
Ideas that engage people – inside and out
Ideas that create a dynamic value generating partnerships
Ideas that are capable of energising the enterprise
Ideas that create direction and synergy

11. We call these ‘Energising Ideas’

12. “It’s a lot more fun
being David than
Goliath”
RICHARD BRANSON

16. “Mr. President, I’m helping to put a man on the moon.”
Source: NASA Janitor

18. The journey towards your idea
ENERGISING
IDEA
How is the brand
currently understood?
How does the
enterprise see itself?
How do people feel
about it?
What does the brand
look like?
Discovery
What does the brand
aspire to be?
What do people really
want for themselves?
Who do we admire?
What is the art of the
possible?
(Vision, Mission,Values,
Position)
Brand Essence
Exploration
How do we manifest
our ideas?
• Visual identity
• Internal
behaviours
• Advertising
• On-Line
• PR
• Services
• Assets
• Etc
Expression
How do people
respond?
How do we optimise?
How do we measure?
What do we architect
the idea?
RefinementDefinition

19. The most powerful
ideas come from
within your
business

21. Defining the brand
Vision (to be)
Mission (to do)
Position (to compare)
Values (to behave)
Essence (to distil)
Expresses the organisation’s ambition or aspiration for
itself, all its people, its customers and key stakeholders
Determines what benefits the company wants to bring to its
customers in terms of adding value to their business
Positions the enterprise on
the competitive map and
shows how it is superior
and unique
The organisation’s
behavioural guidelines, from
senior management to a
receptionist
Summarising all of the
elements of the brand
pyramid into a single
minded thought
or the ‘DNA’ of the
organisation

22. Energising Ideas act as a springboard

23. Driving a truly integrated creative culture

24. Brand ideas in action

26.  The heart of the challenge was a need to force a reappraisal
of Deloitte’s expertise – shifting perceptions away from
accountancy to a more comprehensive suite of consultancy
services
 To do this, we needed to showcase the phenomenal breadth
and depth of Deloitte’s involvement and demonstrate how
deeply its work was etched into the fabric of the games
The challenge to address

27. Our guiding principles
 Firstly, that we continually challenged our audience’s
perceptions of Deloitte’s competencies – highlighting the
unexpected and forcing people to view Deloitte in a fresh
light
 And secondly, that we found the right ‘sweet spot’ between
the emotions of the Games and the corporate world of
‘consulting’ and– while doing justice to to Deloitte’s skills and
without dumbing down or simplifying the truth

28. Energising Idea
THE BRAINS BEHINDTHE GAMES

29. How do we bring this idea to life?

30. “ That’s what successful brands of today are
all about. Creating, telling and inspiring
stories that make us enjoy things more. ”

31. Our ‘Deloitte stories’
 We chose not need to draw on the usual conceit and artifice of
advertising
 Instead, we focused on what Deloitte’s people were doing every minute,
every day and every week to help deliver London 2012 was the – real
truth, well told.
 We decided to tell stories about Deloitte’s contributions to the Games;
to build the campaign gradually through a series of authentic narratives,
each positioning Deloitte as integral to the Games, but each with a focus
and intrigue of its own
 It was about uncovering their stories, and turning them into interesting
and insightful pieces of communications

32. We interviewed the
people in the know –
the Deloitte
secondees

33. Rational and
informative– allowing
those interested in the
Games to be
introduced to Deloitte
and the work they have
been doing backstage.
Educational and
anticipatory.
Education
Bringing the Games to
life. Mirroring the
feelings of anticipation
and the moments of
emotion and
exhilaration that the
Games will deliver with
Deloitte’s involvement
Celebration
Reflecting with pride
upon the success of the
Games and Deloitte’s
crucial contribution,
but also introducing
the legacy that it yet to
come
Legacy
March 2012- July 2012
July 2012 – August
2012
September 2012 –
November 2012

50. “WE DELIVER SUCH A HUGE CHURCH OF
SERVICES…IFYOU’RE AN AUDITING
CLIENT OFTHE FIRM,THIS CAMPAIGN
HELPS SHOWTHERE’S SO MUCH MORE
TOWHAT DELOITTE OFFERS”
Sally Ormiston,
Director Programme Management

51. Results: Internal activation
 In December 2011, only 37% of employees said they could talk at an
informed level about Deloitte’s London 2012 story. Just three weeks
after the campaign launched, this had reached 63%
 3,200 employees have visited the external website since the campaign
launch, versus 887 in the same period prior
 In the first 5 weeks after the internal launch, over 60% of employees
visited the campaign homepage on the firm’s intranet

52. Results: External activation
 Out of over 30 sponsor campaigns live on the official London 2012 site, this
campaign ranked in the top ten in terms of total number of click thrus
 Between January and May 2012, over 150 pieces of PR coverage in national,
newswire, broadcast, trade and online media were generated
 By the time Deloitte House closed on October 16th, over 15,000 clients had
passed through and seen the campaign
 Visitors to the website increased from 14,236 to 16,080 in the three months
after the campaign launch
 “I didn’t know Deloitte was involved in the Games, let alone delivering the 750,000
hours mentioned in your ad” – Chief Executive, speaking at theTimes CEO
Summit

54. The brand challenge
Global non-woven fibres business created through acquisition
 A need to rationalise the business
 A need to combat competitive pressures
 A need to drive stock market value
A need to harness people behind an ambitious strategy for growth…

55. A siloed structure and culture

56. Engaging the global organisation
A combination of interviews and brand workshops connecting with over 100
employees over 7 global territories

57. Customers saw them as interchangeable
(Source: McCann Interviews)
“Fiberweb are the
company I go to
when I want a good
solid reliable product”
“Fiberweb are
One of the top 5
suppliers, but there
is no number one”

58. “A dependable partner meeting the needs
of customers, day after day” McCann Interviews

59. What was missing?
A brand idea to define, connect
and galvanise the business…
… creating purpose and ambition for the business
… and competitive distinction for customers

60. “We are wise and knowledgeable partners; always proactive and coming
up with new solutions to our customers challenges – and quickly. We are
ambitious to succeed by helping our customers with better products and
better ways of doing things. Our culture has a real can-do attitude.”
RICHMONDWORKSHOP

61. Internal brand and archetype workshop insights
Two strands of thought dominated feedback
 The on-going commercial imperative of delivering to customers
 The recognition that competitive distinction lies in innovative solutions
 A tension between today and tomorrow
 People managing what they can at least control today – customer service
 But an understanding that tomorrow’s dynamic requires more – innovation

62. So how did they
resolve the tension?

63. ‘Sage’ nearly always preferred
to ‘Creator’ or ‘Explorer’…
SAGE CREATOR EXPLORER

64. So why the ‘Sage’?
 ‘Sage’ is an attempt to resolve the
tension of service and innovation
 It is an aspirational interpretation
of being responsive to customers
 Uses knowledge and expertise as
the traction between the two skills
 But requires the dynamism and
romanticism of ‘Creator’ and
‘Explorer’...

65.  Sage’ an assertion of Fiberweb’s role in providing greater value to their
customers, providing them with the benefits of their unique knowledge
and expertise
 ‘Creator’ and ‘Explorer’ emotionalise the brand archetype and
emphasise the importance of innovation in maintaining competitive
advantage

66. Three key themes/pillars were identified
Application
expertise
Technical
leadership
Changing
customers’
world

67. DEFINING THE FIBERWEB
ENTERPRISE BRAND DIAMOND

68. Vision
TO EXCEL IN THE INTELLIGENT APPLICATION
OF MATERIALS TECHNOLOGY

69. Mission
WE WORKWITH CUSTOMERSTO REVEAL
AND REALISETHE POTENTIAL OF MATERIALS
TECHNOLOGYTOTHEIR BUSINESS

70. Position
APPLICATION LEADERSHIP – unmatched experience
and expertise that allows us to design and craft unique
solutions to the demands of both manufacturer and end user
TECHNOLOGICAL RELEVANCE – unmatched technical
expertise and commitment to world-class R&D that allows us
to drive next generation solutions that our customers need
CUSTOMER INTIMACY – unmatched relationships with
customers built on delivery, support and an intimate
understanding of their business

71. Values
TEAMWORK – We believe in working together to produce the
best results, whether working with our customers to identify their needs or
working with each other to find innovative solutions that solve these needs.
CREATIVITY – We believe the obvious answer is not always the
best answer. It is only by applying lateral and original thinking to what we
do that we are able to deliver the best answers for our customers.
AGILITY – We believe in agility of the body and of the mind – the
ability to work fast and flexibly without stifling process getting in the way, but
also thinking quickly on our feet to generate new and inspiring possibilities.
COMMITMENT – We believe in having the courage of our
convictions and in having the tenacity to stay the course – seeing our ideas
through to the end and delivering what we promise despite the hurdles and
challenges that may stand in our way.

72. The Fiberweb Enterprise Brand
TO EXCEL INTHE INTELLIGENT APPLICATION
OF MATERIALSTECHNOLOGY
WEWORKWITH CUSTOMERSTO REALISE
THE GREATER POTENTIAL OF MATERIALS
TECHNOLOGY APPLIEDTO THEIR BUSINESS
APPLICATION
LEADERSHIP
TECHNOLOGICAL
RELEVANCE
CUSTOMER INTIMACY
TEAMWORK
CREATIVITY
AGILITY
COMMITMENT
MATERIALS
INTELLIGENCE
APPLIED
Vision
Mission
Position
Values
Essence

74. THE NEXT
ANSWER
Whether a challenge for today or
one for the future, we’ve got the
quick-thinking team to respond
and inspire.
At Fiberweb it’s with intelligent
fiber solutions that we will
continue to help build your brand,
maximise profitability and keep
you competitive.
So whatever your next question,
talk to Fiberweb for the next
answer.

75. Identity development

78. Internal communications

81. Employee brand book

82. Intranet

85. Product communications

90. Website

92. A simplified organisational architecture
Enterprise Brand
Industry Sector
Product Brand
Product Name

95. Product brand identity alignment