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MSS: Branding in NPO Sep 2008 PowerPoint Presentation
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MSS: Branding in NPO Sep 2008

MSS: Branding in NPO Sep 2008

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MSS: Branding in NPO Sep 2008

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  1. ( (We know it..because we have been there!) MSS:Branding in NPOSep 2008

  2. Agenda • Branding for a Non-profit service provider • Difference between branding a product and branding a service • Consumer Behavior and Branding impact • How do we, as individuals, market the brand of our organization when interacting with others?

  3. What is a brand! • It is a pure emotion • The imprint on the heart & mind of an individual • The enduring emotional association one has with a particular organization or product

  4. Case: Colonel Sanders • Corporate icon of KFC used to come in KFC commercials and make personal appearances • Animation of the original Colonel Sanders who was the creator of the original fried chicken recipe

  5. Younger icon established recently evolved because a younger generation only knows the icon and not the actual human being.

  6. Brand Equity Drivers • Logo/Symbol (Nike) • Associations (Shaukat Khanum) • Country of Origin (Sony) • Loyalty (Suzuki) • Awareness

  7. Branding: NPO • For a non profit organization (NPO), the brand is the most important asset; it creates trust, builds recognition and coverts into loyalty and long term relationship • Most NPOs’ are driven by passion, vision, mission and commitment to core values • NPOs’ build brands not so much on marketing budget spending but ‘values’ created by the leader and follow through by employees

  8. Process ‘..branding is not adding artificial gloss and fairy dust on an organization, but making sure people see the passion, belief and work at the heart of the organization…’ very simply, for branding to maximize your market share and revenue, a brand has to: • Appeal to a high potential need or market • Be Unique • Be Consistent • Be a powerful motivator for potential and existing customers

  9. What is a Product? • Anything that can be offered to a market for attention, acquisition, use, or consumption that may satisfy a want or need (Principles of Marketing: Kotler) • Physical Objects: Toothpaste! • Services: Dental Checkup! • Events: Lux Style Awards! • Persons: Atif Aslam! • Organizations: Political parties! • Ideas: Diet Control through Aktins! • Services: Any activity or benefit that can be offered as an intangible • that does not result in ownership(Principles of Marketing: Kotler)

  10. Product Dissection Van Gogh: ABN AMRO Actual: Advisory Service, One window .. Core: Preferential Treatment, Ego boost.. Support: Free Parking, Locker… Delivery Installation Brand Name Quality Style Core benefit/Service Credit Terms After Sales Size & Variants Features Packaging Guarantee Nokia 6660 Actual: Sleek, 1000 color… Core: Communication, Quality, reliability…. Support: Online helpdesk, warranty ..

  11. Developing Services Concept Intensions .. Needs transformed into what a customer receives Basic Offering Augmentation Accessibility: Interaction with service organization: Customer participation: Core: Reason for being (airline=transportation) Facilitating: Add ons (online/reception booking) Supporting: Use to differentiate (cinema..)

  12. Accessibility: Site Accessibility: • Ease of access to the facility • Working hours • Ease of getting an appointment • Size of waiting room etc.. Ease in use of physical resources: • Interior & exterior of the facility • Restrooms, waiting rooms • Privacy in place etc.. Frontline persons role in accessibility: • Greeting, taking appointments, demeanor • Time taken to be attended, for full service to be received • No. of employees, their skill set, professionalism etc.. Customer Participation: • No of forms to be filled, difficulty in comprehension • Comprehension of procedures in the process etc..

  13. Interactions: Impact perceptions of service quality if the process is difficult or thought of as unnecessary Communication with employees & customers: • What is said • How it is said Interaction with systems, physical & technical resources: • Vending machines • Seating system, waiting system • Documentations • Taking appointments Hence communication process needs to be clear! Demonstrative..

  14. Customer Participation: Is required to interact by means of giving info, filling forms, following procedures… how well they interact determines the service perceptions • Are patients knowledgeable about what they need? • Are they willing to cooperate • Are they aware of the time commitment needed in the process? Hence communication process needs to be clear! Demonstrative..

  15. Extended Ps’ in Marketing • People: Directly or indirectly involved in the consumption of services • Process: Procedure, mechanics and flow of activities by which services are consumed • Physical Evidence: The ability and environment in which the service is delivered; both tangible and intangible (experience)

  16. Consumer Behavior • Brands do not get embedded in our minds a few weeks/months • High brand equity results in high TOM • Higher TOM results in higher user ratio Word of Mouth + Experience Satisfaction on Spot

  17. Branding: Beyond Service Providers Clients Partners Internal Employees MSS Agencies Suppliers

  18. Talking Brand • Are we all clear on what our brand stands for? • Do we all know our value system • Are we all clear on short & long term goals • Do we know what our clients think of us? • Do we know what we want them to think of us? • De we know what to say about our brand in the public? • Are we aware of our business model and how it truly works!

  19. Acting Brand • Client Satisfaction • Stakeholder Satisfaction • Employee Satisfaction • Have we been in the field and put ourselves in the shoes of our out station employees? • Have we been in the field and put ourselves in the shoes of our clients?

  20. When is it time for Brand Makeover? • Different messages are being sent out to the public from your own staff • You are doing great work but funding organizations do not know who you are! • When media gives the credit of your work to another similar organization that has better ‘visibility’ • Your promotional material looks like it was designed by too many people, with different styles/looks • When audiences read your messages there is no more wow! • When media or other key stakeholders do not contact us as frequently for updates

  21. Examples:

  22. Cancer Research UK CRUK is regarded as having one of the strongest brands in the charity sector, with the highest spontaneous awareness. However, the charity were concerned that the essence and role of the CRUK brand was not fully understood throughout the organization Good Values helped improve the marketing capability within CRUK by helping to educate the organization on the role and essence of the CRUK Brand. This was done through a series of training workshops, creating a working ‘Tool Kit’ and helping implement a ‘Brand Champions’ program. With this work, the brand’s identity and key messaging is now consistently communicated across the charity on all materials, strengthening its impact. The Brand Champions in the various departments and regions support the central Brand Team helping advocate and protect the CRUK Brand. The net effect is the organization is really starting to “live the brand”

  23. CWEDGE • Women Economic Development & Global Equality • Misunderstood and faced serious communication issues • People found it hard to pronounce the acronym • Were not clear on what they did • Limited resources for message deployment • Diverse audiences (stakeholders) and hence effective message could not be developed

  24. EDGE (WE).. • Getting your leadership & total organization committed (leadership must believe in the value of branding: ‘you have to allocate sufficient time & budget, even if that means delaying work …’) • Conduct research to gather input for brand strategy (get an understanding of how outsiders view your organization getting an insight into intellectual & emotional state) • Turn Branding research into action • Build Cross Functional Branding Team (non marketing persons bring in fresh perspective) • Branding is a Phased Process