Integrated Marketing Communication: Local Relevancy of Global Brands

September 27, 2005

Based on the Global Marketing Committee Meeting, 9/27/05 

What were metrics developed?

  • Getting the consumer perspective was necessary to determine what attributes the brand stood for
  • Developed a strategy level:
    • Putting those findings into a brief for the creative agency.
    • Tested CI & the attributed in a complete link for all different parts of the world.
    • Talked to sales asked for top 50 customers and did phone interviews based on similar criteria and measured brand importance.
    • Got employees involved to get their confirmation that they were on the same page.

Would the rebranding process been completed faster if more people were on the team?

  • Yes, but would not have added to the efficiency
  • The team was given a lot of freedom to do what was necessary
  • Once management was onboard with the project, the rest was able to fall into place

What was the sales impact?

  • Before the project, the brand did not live up to technology innovation and was not delivering 100% on ingenuity.
  • Afterwards, within the first 2 months there was massive impact on KPI's. In Europe it actually tripled.
  • It's important to make sure to have the right message and reiterate it again and again.

Could the methodology go into other business units?

  • Other silos were doing their own thing, had different budgets, and not interested in the global whelm.

From the summary slide of Niclas' presentation, "3. Respect differences in a brand's equity across regions" and "4.Create a globally meaningful and relevant proposition," how do you balance both?

  • Continuing to monitor the identity of the brand:
    • What it stands for and breaking that up globally.
  • Created a brand team because media globally was originally all over the place delivering different messages. It became the core of the company to identify what the right message was and gave direction to product managers:
    • Guidelines for a variety of variables, direction, and incentives be driven from the top

Attendees also recapped the important learnings from the AIGA session on "Global Zoom"

  • It is important to "Think global, act local"
  • If too many agencies are acting local it will confuse consumers of the brand identity. If 80 per cent of marketing efforts are focused locally, 20 per cent should be managed globally.
  • Depending on the stage in the product's lifecycle, the brand can be < 1% of global focus and can local agencies can be given more control of the brand message.
    • For a strong brand, the company should have more control over the message.
    • Caveat is to have some institutional must have/have-nots or else local agencies will misinterpret the guidelines.
  • If working with a global agency, there may be loop holes which explain why they are market the brand in a certain way. In trying to control the work of a local agency it's best to persuade them to do things your way
    • Develop a communications brief from the positioning statement so the brand promise is 80% the same. As long as the basic direction is fine for the brand audit, more time spent with the "bad boys"

"Integrated Marketing Communication: Local Relevancy of Global Brands." Global Marketing Committee Meeting, 09/27/05.