1 Group Marketing. Numerous logos The cloverleaf has only been around in use for around 40 years and...
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Transcript of 1 Group Marketing. Numerous logos The cloverleaf has only been around in use for around 40 years and...
1
Group Marketing
Numerous logos
The cloverleaf has only been around in use for around 40 years and we don’t even always use it
The High Street - Pre rebranding project
Brand Components
Brand components
Consistent quality A co-operative business gives its customers good quality products and a great service at a fair price, wherever and whenever they use it
Trustworthy A co-operative business is honest, open and fair with its customers, behaving with integrity at all times and being expert and accountable at what is does
Rewarding experience
A co-operative business offers a welcoming, pleasing and rewarding experience. It does something worthwhile with its profits, leaving customers feeling they’ve done well by both themselves and others
Community A co-operative business builds a close relationship with its customers by being there for them, reflecting their needs, and contributing to their communities
Championing A co-operative business makes things better for its customers by creating, pioneering and implementing innovative and socially-responsible ideas that lead the industry
Our brand offers a coherent message across all our businesses. There are five components that make up the DNA of our brand vision:
The Co-operative brand strategy
Consistent across businesses
• Virgin
Brand identity
Brand identity
Consistent Quality - A unified brand
Consistent Quality – communications
• Logo positioning
• Type style
• Type alignment
• Use of honest, simple, straightforward photography
Four key principles
Community and Championing -The Ethical Operating Plan
12
Encompassing all our social goals
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Key elements:
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OF THE PEOPLE, FOR THE PEOPLE• Puts the focus on the individuals• Chimes with the people-centred approaches being employed by
the group businessesPLAYS TO OUR STRENGTHS• Uses our heritage, but is future-facing• Uses local credentials, and global scaleDISTINCTIVE AND OWNABLE• Not just another friendly corporate plan• Only The Co-operative could do this
Join the Revolution Brand campaign
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Join the Revolution Brand campaign
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Join the Revolution Brand campaign
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Join the Revolution Brand campaign
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Film to be played
Rewarding through membership
2005
2006
2007
2008
2009
2010
0.8
1.9
2.1
2.5
2.9
5.4
Share of profit £7 million(1.4p per £1)
Share of profit £70 million(2p per £1)
Our scheme has grown massively, and the rewards are better now...
Membership among customers
• Annual customers and cardholders
29M 29M customerscustomers29M 29M customerscustomers
19M 19M customerscustomers19M 19M customerscustomers
30.7M 30.7M customerscustomers30.7M 30.7M customerscustomers
13.4M 13.4M customercustomerss
13.4M 13.4M customercustomerss29.4M 29.4M
cardholderscardholders29.4M 29.4M cardholderscardholders
22.4M 22.4M cardholderscardholders22.4M 22.4M cardholderscardholders
23.2M 23.2M cardholderscardholders23.2M 23.2M cardholderscardholders 6.5M 6.5M
cardholdercardholderss
6.5M 6.5M cardholdercardholderss
Tesco Clubcard
Sainsbury’s/Nectar
Boots Advantage
The Co-operative membership
Members cross-trading
Only food
2.7m
Only other56k
Only bank1.3m
The vast majority still trade with just one business.
25% cross-trade withone other business
3.2% trade with morethan two businesses.
3.23.2%%
25%
Consumer views on loyalty and membership
25%
Summary• Membership isn’t easily understood
Feeling rewarding is important
Our scheme needs explaining
Loyalty isn’t always convenient
Even among members