Little creatures presentation on Strategic Brand Management

2. Who are they?

3. Who are they?
The Company’s strategy is
built around a commitment
to protect and leverage its
core strengths –the product
itself and the unique Little
Creatures brand culture.

4. The Brand

5. Building values – internal & external
Product Features Projection of self
 Fusion Technology  High achiever
 Tour support  Ultimate performance
Core Competency Staff Culture
 R&D Investment  ‘Fusion awards for
innovation excellence’
 champion success

6. BRAND building PROCESS

7. The Brand
Lets get started on our
evaluation…..

8. Brand vision
Long Term.
Stretching.
No current obstacles.
Market goals (not organization goals).
Reinforce purpose.
Aligned to consumer values.
Unique values ‘How is the world a better
(not category values). place because of the
MUST DRIVE BEHAVIOR brand’ .
Beyond monetary.

9. ENVISIONED FUTURE– WORKSHOP 1.
Design an ENVISIONED FUTURE using likelihood versus impact matrix

10. BRAND PURPOSE – WORKSHOP 1.
Design the BRAND PURPOSE using the ‘5 WHY’s method’*
*Collins and Porras 1996

11. Brand Values – Workshop 1
 Uncover the BRAND VALUES by the Laddering technique* workshop

12. Brand values - Workshop 2.
Mars Group*:
Discover the common values of Little Creatures from a workshop with exemplars.

13. Brand values - aligning to consumer

14. Vision…
To make great beer and great
communities.

15. Organizational culture
Brand building is through Emotional Values…….
Its not so much WHAT customers receive but
rather HOW they receive it…

16. Organisation Culture at Little Creatures
FUN
The internal culture is consistent with the mission and purpose of the
organisation
The culture enhances performance, satisfaction and expectations of the
organisation
No visible sub-cultures
Hard working to deliver on promise

17. Artefacts
The Place (Do things first) : Little Creatures Dining Hall is
certainly a beer barn, but a good-natured, reasonably stylish
member of the species with a touch of creativity like oversized
upholstery, coloured lights, large open spaces and posters
describing the brewing process glued to the brick walls.
Little Creatures manages to turn a potentially unfriendly surfeit of
room into something that feels jolly, warm and convivial.
The Logo (Do things fast) : Like the surroundings, the
Little Creature logo is Friendly, Naughty, Creative, Playful and
represents the innocence of the people and the environment –
The Cupid. They are trying to build sense of togetherness and
community and uniqueness.
The Environment (Do things fast): The place is friendly, creative,
unique, with an unlimited supply of high quality beer on tap
The Group Culture in and around the company has seen it grow
strongly in a highly competitive market

18. The People (Creatures) (Do things together) : The
people are highly trained to provide top class service to patrons.
The Dress code is casual, blue in colour and the employees are
passionate about their work and company.
The Purpose (Do things together) : Commitment to
quality and make great beer and provide a friendly and unique
experience. The CEO is passionate about the beer, the people
are passionate about the beer and therefore they are collectively
passionate about their product and service
The Products (Do things right) : Main strategy
employed here is the KISS strategy, with minimal product
lines of 4 beers and 1 cider, making it easy for the sales
people, hospitality staff and customers
This singular simplicity is what they hope will deliver them
growth in the segment whilst enabling them to retain their
unique culture.

19. The Behaviour (Do things together): The company
regularly calls for the involvement of the public and the
community by holding painting competitions, art galleries,
design the stubby holder competitions.
They involve the artists, general public and tourists into
watching the brewing process to understand the process and
the uniqueness of the brand. This explains the importance of
the cellar door to the value of business.

20. Brand Values – Workshop 1
Interviews with staff representative of each area – 5 Why’s test.
Example (Beer Brewer):
What are the 3 most important Core Values:
activities of your job? •Be Passionate
• Making the beer
Why? •Be caring and community
•This is what we are selling minded
Why?
•Because we think it tastes great •Share the experience of
Why? great beer
Because we love beer
•Be proud
Key assumptions:
•People respect those who care.
•If you are passionate you perform better
•Happiness is bred by being proud of what you do.

21. Brand values vs Cultural values

22. Does the culture help achieve
the brand promise?
✓

23. BRAND objectives
Let’s roll the future
back…

24. Brand objectives - Long / Short term
To make great BEER and great COMMUNITIES.
•To continually make better beer, enabling community love
and togetherness through innovation, sustainability and
responsible enjoyment.
•To expand into international markets
•20% profit increase year on year
•Continual sales and growth in all product lines
•Upgrade and expansion in trading area of the cellar
door operations
•Continued brand awareness growth

25. The Brand Objectives

26. BRANDsphere audit
What are our five key forces which may
facilitate the brand’s route towards its vision?

27. BRANDsphere audit
 Audit the 5 forces of Brandsphere
 rated as either IMPEDING or ENHANCING brand OBJECTIVES

28. BRANDsphere audit
 in-depth analysis with various activities to assess the Brandsphere

29. BRANDsphere audit - Corporation
Actions taken CONSISTENT with espoused brand values:
Coordination between departments (flat management structure)
Values and relationship to employee understanding and
departmental culture (Cross functional application from R&D to frontline staff consumer
interactions and ‘recorded learning’ policy_
Brand heritage (local community focus translated to line extensions
via White Rabbit [Healesville], Wood & Stone [Byron Bay], outlets
in inner city ‘village’ [Fitzroy]
Communications – low budget, community, fundraising, artistically based
Core competencies – passion and expertise in beer-making and commitment to
learning via consumer research
Employee & stakeholder identification & brand citizenship – flat
management structure and employee involvement/consultation. Sourcing of sustainable
packaging options

30. BRANDsphere audit - Distribution
Brand vs. Distributor POWER relationships:
Own ‘Cellar door’ and venue operations
Third parties – boutique / independent re-sellers
Third parties – national chains
Negotiating Power & Investment strategies (POS. JVs, co-branding)
Implications for niche brand associations in view of majority
Lion Nathan ownership (40%)

31. BRANDsphere audit - Competition
Current COMPETITION scenarios:
Niche vs. mainstream positioning in Australian market
Australian boutique beers vs. international contenders (often
owned by multi-nationals)
Brief overview of market share of major Australian market
players – Coopers, Fosters, Lion Nathan
Consumer consequences (evident and hidden ownership structures and impact on
brand associations)

32. BRANDsphere audit - Competition
Current COMPETITION scenarios:
Niche vs. mainstream positioning (Local WA history vs. national
push and acquisitions vs. retention of original brand values)
Australian boutique beers vs. international contenders (opportunity
for ‘Buy Australian’ angle)
Relative market share of major Australian players – Coopers, Fosters,
Lion Nathan
Consumer & distributor consequences

33. BRANDsphere audit –
Macro Environment
Current COMPETITION scenarios:
Political / legislative (liquor licensing esp. in Melbourne)
Economic (GFC, discretionary income implications consumer)
Social (responsible drinking, drink and drive, ‘food & beer’ matching)
Technological (new enviro-friendly manufacturing facilities & sustainable materials sourced)
Environmental (consumer/community focussed campaigns – free bikes)

34. BRAND essence
What are you made of?

35. BRAND pyramid
 bringing the brand to life through personality
 builds the foundation for communication
What personality traits would the brand have if it were a person?
What Value is linked to the emotion?
What do they FEEL when they experience our brand?
What benefits do our customers receive?
What are the key attributes our brand offers to customers?

36. BRAND pyramid

37. BRAND essence
For lovers of beer.
BRAND positioning
“To….beer lovers…..little creatures is the …..premium beer
brand that offers….. an experience and taste that can only be
delivered by a passion for brewing…..”

38. Resourcing the brand

39. Evaluation

40. Distinctiveness of brand
Model of differentiation
From the mind From the
of those directly people involved
From the Brand involved with Brand
users
✓
The distinctiveness of the brand is enhanced by their promise and core values.
These are internalised effectively with a strong positive culture reflecting the vision.
Need to communicate this to those directly and indirectly involved in the brand.

41. EXISTING GAP
BRAND VISION: drunk one and liked it, but
“I’ve
don’t know anything about
them”
•What progress has been made in bringing about a
Marketing perspective – Marketshare
welcomed envisioned future?
“Heard of them, aren’t they just a
•Thinking of the domain where
Brand perspective – Differentiation thecustomer’s mind
Perth beer?” in brand seeks to
add value to people’s lives, to what extent is the brand
making their world a bettergreat beer but that’s
“Yeh it’s a place?
•How accurate are the assessments of stakeholders
all I know”
about the brands values?

43. Solution
How do we significantly boost brand
performance?

44. Better communicate externally the
personality of the brand so that
customers understand Little Creatures’
promise, building brand love and loyalty.

45. Campaign of love
“Anything can happen over a Little
Creature”