A brand building process
Building a brand identity that is real, attractive, unique and easily
Whether talking about private or business relations, the first encounter is the “make or break” moment. For companies it is crucial that they have a clear brand identity. Like a human voice or personality that authentically connects with their stakeholders. A brand identity that is real, attractive, unique and easily understood and communicated.
IFU is an independent, self-governing fund associated with the Ministry for Development Cooperation. IFU stands for The Danish Industrialisation Fund for Developing Countries. Together with Danish companies, they invest in commercial projects in developing countries.
IFU were looking to become more visible and well-known in Denmark. The main focus of this a process was to develop a strong and unique brand as a basis for IFU to reach their goals.
As a starting point for the strategic work, Pia Betton and business partner Flemming Andersen conducted eighteen interviews with IFU employees including people from the management team and members of the board. The objective was to identify the brand’s (the business’) core values.
A brand developing process for a self-governing fund.
The next step in the process was to analyse the situation in and around IFU. The values of an organisation are evident in every aspect of the organisations’ business routine even if not communicated directly to the public. Might this be client relations, direct marketing or treatment of its employees and strategic partners.
The results of the observations and interviews led to key conclusions concerning IFU’s future image and communication.
After presenting the results of the process framework identity facilitated two workshops with the management team and the employees where the new brand was refined. Our last contribution to the process was to develop a design briefing for a competition, where Denmark’s two best design agencies were invited to present their idea on how to visualise the new brand.
Working with an NGO brand
Creating a shared brand understanding behind the Global Identity of Amnesty International
Regardless the service you offer or the business you operate in, a tangible identity and a strong brand is essential. It supports you in the process of building a sound and long-lasting relationship with your stakeholders and provides a solid basis for a successful business.
Compared to organisations in the private and public sector NGO’s face different challenges when working with brand building and marketing. Amnesty International launched a new brand and visual identity in 2009. For an NGO of that size a succesfull implementation of a unified global brand depends on the support from the individual sectors. They have to recognise the strength in acting as a global brand instead of isolated, local units.
As a part of the implementation phase of “Amnesty International’“s: http://www.amnesty.org/ new global brand we co-developed a two-day workshop in Berlin on March 10-11, facilitated by Pia Betton. Thirtyfive section managers participated and shared their experiences with implementing the new global brand.
As an introduction each section presented their individual communication material and their state of implementation. The section managers where then divided into groups to discuss opportunities and challenges with the first generation global identity, focusing on basic elements like colour scheme, typo, wording etc. Opportunities such as digital trends/social networking where discussed as well as the overall on-/offline presence.
Experiences, thoughts and ideas were discussed as well as challenges and opportunities for the further implementation. Each group had the task of coming up with three “must haves” (crucial elements) for the new global identity. The desired outcome was the development of a design brief for the next steps in the implementation. A guideline in the process of creating a shared brand understanding behind the Global Identity.
The impact of a positive mindset
Positive Psychology is a term you hear more and more often in connection with employee performance and optimizing work environment. The term refers to how can improve your motivation and performance through your changing your attitude in certain situations. The fact that management behavior have a big impact on the work environment in teams and organizations, has encouraged several companies to introduce their managers to positive psycology.
Together with our network partner Strandgaard & Co we facilitated a workshop for a group of managers from Lundbeck on how to use positive psychology to change unfavorable habits in their teams and support creative and positive thinking. Through theory and practical exercises, we supplied them with knowledge and tools for becoming more aware and alert in their management roles: How to identify and develop personal strategies for flow and energy in daily work situations and to positively affect their surroundings.
We’ve all experienced to feel stressed and drained of energy after a workday. We tend to blame it on the boss, the difficult clients or the daily traffic jam. However, little changes can have big effects. Meeting your colleagues with a positive attitude and optimism instead of stress and short answers creates a very different energy at your work place. We all make these choises many times a day, when we interact with other people. Some situations may be more challenging to change into something positive than others. But in the end it is our own choise, if today’s budget meeting is going to be a dread or a unique possibility to talk about opportunities and (positive) change.
Here is a good little exercise for you: For one day, try to be aware of and focus on things that make you happy, organize your space and devote some time to activities you enjoy. Alone or with collegues. What fosters “A good work day” for you? We think we could all need a new perspective these days
Fight the crunch!
We hear about the recession all the time. The strategies for dealing with it are very different, but when visiting different organisations, both private and public, there are similarities. Important changes are postponed, every new venture is analysed carefully and maybe even put on hold, staff costs cut and hiring stopped. All of which are potentially dangerous precautions for any organisation.
By changing the perspective, the crunch actually creates new opportunities for organisations who are willing to fight the norm.
One of them has already been proved by a small organisation, I admire; Middelfart Sparekasse (a Danish bank). Because or despite of the recession, just a few weeks ago they were awarded the title “The best workplace in Denmark”, by the Great Place to Work® Institute. For me, that is a great example of how putting people first will always be a winning strategy. Make sure you build up confidence and trust, both towards your employees, clients and other stakeholders. If you let them down, they will let you down.
In short, for many organisations the crunch can be a great wake-up call that allows you to focus your organisation on what REALLY makes a difference. Trust, clarity, reliability and true value.
More about the nomination in Berlingske Nyhedsmagasin (Danish)