building innovative brands relevant project information and inspiration. work on brand audit jan 25...
TRANSCRIPT
to share: bring inspiration board (photos, visuals and quotes from brand audit
create with purposeknow thyself
inspiration board gallery generating ideas, bringing them to life
Virgin AmericaLuanne Calvert, CMO
gathering relevant project information and inspiration. work on brand audit
JAN 25
TALK LABdive in!get acquainted with the course & one another.
start human-centeredbuild brand inside out
invite participationco-create experiences; collaborate to create value
spark storiescreate and invest in stories that build value as they grow
team presentations pitch your concept
d.thinkingreinventing the thank-you gift
field workobserving & interviewing stakeholders
iteratingevaluate & evolve your idea
storyboard sharingget feedback & hone your story
INNOVATORus
Blue BottleBryan Meehan, Chairman
SalesforceJohn Zissimos, Chief Creative Officer
UberLaura Jones, Product Marketing & Creative Strategy
DATE DUE
JAN 27
FEB 8
FEB 10
FEB 11
Syllabus
you
rough storyboard showcasing new experience
beta of your final project
to share:final project
team formation, book team meeting schedule
JAN 29
celebrategraduation + wine reception
Day 2 STEPS Team 1-6
1 15 min Overview
2 60 min Start Human-Centered and BB
15 min Cushion
3 60 min Stakeholder Interviews
4 45 min Team Lab and Wrap-up
Start human-centered
Focus on relationships and needs.
Listen actively.
Recover gracefully.
Build from inside out.
UNDERSTAND CLARIFY CONNECT IDENTITY ASSETS TOUCHPOINTS
Principles
Beliefs
Personality
Attributes
Vision
Philosophy
Story
Story
Messages
Promise
Symbols
Colors
Voice
Tone
Logos
Typography
Photography
Sound
Letterhead
Packaging
Website
Signage
Advertising
Spaces
Build inside out
EXPRESSDEFINE
Stanford Graduate School of Business
Starts with CEO, and then brand is built inside out.
And when employees are passionate about the brand and embody it, the offerings and customers will follow.
But how to build brands inside out?
Build inside out
brandattributes
brandpersonality
How?
Human characteristics associated with a brand
Product attributes associated with a brand
Even brands can be human-centered. Brands with personalities resonate with employees, ignite
feelings, and define relationships.
How to quantify?please rate the extent to which the following personality traits describe Apple.(1 = not at all, 5 = very much)
Down-to-earthExcitingCompetentSexyMasculine
Source: Aaker (1999, JMR)
BRANDPERSONALITY
ExcitementSincerity
Competence
Ruggedness
Sophistication
“Big Five” dimensions
Source: Aaker (1999, JMR)
Down to earthFamily OrientedSmall TownHonestSincereRealWholesomeOriginal CheerfulSentimentalFriendly
Sincerity
Source: Aaker (1999, JMR)
ExcitingTrendyDaringSpiritedCoolYoung ImaginativeUniqueUp to dateIndependentContemporary
Excitement
Source: Aaker (1999, JMR)
ReliableHard WorkingSecureIntelligentTechnicalCorporateSuccessfulLeaderConfident
Competence
Source: Aaker (1999, JMR)
BRANDPERSONALITY
ExcitementSincerity
Competence
Peacefulness
Sophistication
japan
“Big Five” dimensions
Source: Aaker (1999, JMR)
BRANDPERSONALITY
ExcitementSincerity
Passion
Peacefulness
Competence
spain
“Big Five” dimensions
Source: Aaker, Benet-Martinez and Garolera (2001, JPSP)
FerventPassionateIntenseSpiritualMysticalBohemian
Passion
Source: Aaker, Benet-Martinez and Garolera (2001, JPSP)
AssociationsWhat are you?
AwarenessWho are you?
AttitudesWhat about you?
AttachmentWhat about you and me?
Point of Parity,Point of Difference
Deep, Broad, Brand Awareness
Strong, Favorable,Unique
Active Loyalty
CONSUMER QUESTIONS IDEAL OUTCOME
Source: Keller, Strategic Brand Management
Brand measures
JUDGMENTSQuality
CredibilityConsideration
Superiority
BRAND ATTRIBUTESQuality
ReliabilityDurability
Price
BRAND PERSONALITYUser ImageryUsage Imagery
RELATIONSHIPSLoyalty
AttachmentEngagement
FEELINGSWarmthFunRespectFear/excitementAwe/jealousy
AWARENESSCategory Identification Recall
and Recognition
Re·la·tion·ship1: the state of being related or interrelated.2: Existent when future interaction with partner is expected.
I wouldn’t invite you to my party, you are not good enough
I can live withoutAmerican Express
Source: Blackston (1993)
survey 3survey 1 survey 2Transgression Recovery
interaction
Day 1
Study timeline
Source: Aaker, Fournier and Brasel (2004, JCR)
Day 60
1 2 32
4
6
SINCERE BRANDPERSONALITY
t
How relationships develop
Source: Aaker, Fournier and Brasel (2004, JCR)
1 2 32
4
6
SINCERE BRANDPERSONALITY
1 2 32
4
6
EXCITING BRANDPERSONALITY
t t
How relationships develop
Source: Aaker, Fournier and Brasel (2004, JCR)
SINCERE EXCITING
Deepening connectionsIntense, long-termHeightened expectations
Fading connectionsFling-likeExpectations = flexible, easygoing
Sincere vs. exciting
Source: Aaker, Fournier and Brasel (2004, JCR)
3
5
7
Absence of Transgression
3
5
7
Presence of Transgression
t t
Sincere
Exciting
post-transgression
post-recovery
Exciting
Sincere
When mistakes happen
Source: Aaker, Fournier and Brasel (2004, JCR)
3
5
7
Absence of Transgression
3
5
7
Presence of Transgression
t t
Sincere
Exciting
post-transgression
post-recovery
Exciting
Sincere
When mistakes happen
Source: Aaker, Fournier and Brasel (2004, JCR)
In brand personality determine what in fact was a transgression and illuminate how to apologize and recover gracefully
SINCERE EXCITINGTransgression makes partner quality assumptions salient “I thought you knew and respected me”
Provides contrary evidence of those assumptions
Transgression makes relationship salient
Allows the establishment of partner quality“I didn’t expect this of you”
Rethinking transgressions
Source: Fournier 1998
✦ supervisor and employee
✦ professor and graduate student
✦ co-workers
✦ college classmates
✦ husband and wife✦ best friend
✦ close friends
✦ siblings
✦ teammates
✦ father
✦ compartmentalizedfriendships
✦ childhood buddies
✦ casual acquaintances
✦ master and servant
✦ personal enemies
✦ business rivals
✦mother
✦ second cousins
✦ psychotherapist & patient✦ business partners
✦ ex-husband, wife
✦ political opponents
✦ opposing negotiators✦ interviewer & job applicant
SOCIOEMOTIONAL REWARDS
UTILITARIAN & FUNCTIONAL
REWARDS
INTENSE& STRONG
SUPERFICIAL& WEAK
✦ salesperson and customer
✦ people you dislike
✦ salespeople and regular customer
✦ fiancée & fiancé
Relationship types
SOCIOEMOTIONAL REWARDS
UTILITARIAN & FUNCTIONAL REWARDS
INTENSE& STRONG
SUPERFICIAL& WEAK
✦ best friend
✦ teammates
✦ father
✦ casual acquaintances
✦ master and servant ✦ business rivals
✦ husband and wife
✦ close friends✦mother
✦ compartmentalizedfriendships
✦ childhood buddies
✦ business partners
• Harley Davidson
• Disney
• Levi’s• Johnson &• Johnson
• Apple
• Coca-Cola
• AT&T
•Hallmark
•Kodak
• Discover
• IBM
• Black & Decker
• Kellogg’s
• Budweiser• McDonald’s
• Jell-O
• Hershey’s• Crayola
• Charmin • Burger King• Maxwell
•House
• Marlboro
• Tylenol• GE
•Microsoft
• CNN• Avis
• Wall Street Journal
• Cablevision
• Frigidaire•Sheraton
•Cheer
• AMEX
• Facebook• Nike
Brand relationships
Source: Fournier 1998
Renegotiate Contract:Distancing
Renegotiate Contract:IntimacyTransgression
RelationshipMaintenance
RelationshipInitiation
Source: Fournier and Deighton 2003
How to recover gracefully
Apologize RespondListen
Renegotiate Contract:Distancing
Renegotiate Contract:IntimacyTransgression
RelationshipMaintenance
RelationshipInitiation
Source: Fournier and Deighton 2003
Mistakes don’t always hurt; it depends on how you recover
To recap…
Focus on relationships and needs. This is where true value resides.
Listen actively. Get to know your customers intimately. Speak less, listen more.
Recover gracefully. One misstep doesn’t mean it’s over. Relationships are often even stronger after navigating mistakes.
Build from inside out. When employees are passionate about the brand and embody it, the offerings and customers will follow.
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Blue Bottle CoffeeBuilding Innovative Brands | Jan 27, 2016
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Blue Bottle Coffee today
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4 geographies
3 lines of business
22 cafes
450 team members
1.5M pounds of coffee
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Our leadership team
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James FreemanFounder and CEO
Bryan MeehanExecutive Chairman
Fresh and Wild (Whole Foods)
Nude Skincare (LVMH)
David BowmanOperations and Finance
The Boston Consulting Group
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In 2002, we began serving coffee at Farmers Markets in the Bay Area
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And three years later, opened our first permanent cafe, a kiosk in San Francisco’s Hayes Valley
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We’ve grown quite a lot since then, with operations now in the Bay Area, Los Angeles, New York City and Tokyo
Bay AreaFerry BuildingHayes Valley
HeathMarket Square
Mint PlazaPalo AltoSansomeWC Morse
Webster Street
Ferry Building San Francisco
New York CityBerry StreetBryant Park
ChelseaDean Street
Hell’s KitchenHigh Line
Rockefeller Center
Bryant Park New York City
Los AngelesAbbot KinneyArts District
Beverly GroveEcho Park
Abbot Kinney Los Angeles
TokyoAoyamaKiyosumi
Kiyosumi Tokyo
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Three values continue to guide us…
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Hospitality SustainabilityDeliciousness
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…toward one simple purpose
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James Freeman, 2002
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Coffee is a massive global market
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• Habitual, high-frequency
• 83% of Americans drink coffee
• Average of 3 cups per day
Note: Market sizes are estimates only; specialty coffee shops defined as businesses deriving 55% or more of total revenue from the sale of coffee, coffee beverages, and coffee accessoriesSource: Specialty Coffee Association of America (Dec 2014); USDA
~$50BUS coffee
$25B+US specialtyretail coffee
$200B+global coffee
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Specialty coffee market growing rapidly
• 1 of every 2 coffee cups consumed
• Specialty coffee customers have nearly tripled to ~35% since 2003
• 70% increase in specialty coffee cafes since 2003 (to ~30K today)
Note: Growth rates and market statistics are estimates only; specialty coffee shops defined as businesses deriving 55% or more of total revenue from the sale of coffee, coffee beverages, and coffee accessories; specialty coffee drinkers defined as % of adults who consume specialty coffee dailySource: Specialty Coffee Association of America (Dec 2014); Wall Street Research
US coffee growth(overall)
US specialty coffeegrowth
~6%
~25%
4x
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Starbucks transformed the industry over last 30 years
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2014US specialty coffee
$17B+
$8B1
$25B+
1988 2004 2014
9,000
23,000
26
Market cap:
Starbucks stores (Global2)
$25B ~$88B
1 Represents Starbucks’ estimated CY 2014 Americas Beverage revenue2 Includes company-owned and licensed storesSource: FactSet and company filings
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What we care about
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What we care about
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What we care about
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What we care about
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What we care about
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What we care about
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What we care about
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A few amazing team members here today
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Shawna SharieRetail Operations
Arion PayloRetail Design and Development
Neil DayDigital | Technologies
Alexandra ChanRetail | Northern California
Conner BurnsRetail | Palo Alto
Tim ShiDigital | Omnichannel
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