Behind Every Brand is A Story

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WHAT’S YOURS?

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Transcript of Behind Every Brand is A Story

Page 1: Behind Every Brand is A Story

WHAT’S YOURS?

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I KNOW I CAN PROVIDE

SOMETHING DIFFERENT

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I KNOWMY NICHEIN MY MARKETPLACE

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I KNOW HOW I WANT TO BE SEEN

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I KNOW MY VALUES

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BRANDINGDISTINGUISHES YOU FROM YOUR COMPETITION AND CREATES MARKET SHARE.

Branding helps you to express your company’s distinctive essence. Ultimately, it is a long-term strategy that enables you to maintain your lead, regardless of the economic climate.

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BRANDINGMEANS MORE THAN A FANCY LOGO. IT MEANS ACCURATELY COMMUNICATING YOUR VALUES AND DELIVERING YOUR BRAND PROMISES.

A brand is the embodiment of everything associated with your product, service or company. Yet branding is more than just creating a catchy logo, name or slogan. While they are vital components of branding, they are but one part of it.

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BRANDINGSHAPES YOUR COMPANY. IT INSTILS CORPORATE CULTURE AND VALUES, WHILE FORMING THE FOUNDATION THAT DRIVES PASSION AND CREATIVITY. When properly defined, developed and used, your brand can change the public perception of your company, its value and status. It also changes the way you communicate with your employees and customers.

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Each brand is unique and there is no single magic formula to create a successful brand,

FIND YOUR FIT

THE BRAND VALUE CHAIN

TAKE STOCK

STEP

1

Branding is all about

perception. Perception is

reality to your customers.

Find out what people really

think of your brand through

a brand review. Don’t be

surprised if there’s a gap

between what you think

of your brand and how

it is perceived by your

customers, distributors,

suppliers and even your

employees.

It’s what the experts call

‘positioning’, and the

reason why Volvo is known

for safety and Lexus for

luxury. Where is the best

opportunity for your brand?

How does your brand fit in

the market?

BLUEPRINT YOUR IDEA

Now that you know where

your brand is and what

you want it to become,

you need a strategy to get

there. Blueprint the entire

idea to make sure your

brand stays on track.

STEP

2STEP

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THE BRAND VALUE CHAIN

but there are 6 steps you can take to equip yourself in building your brand with greater confidence.

ALIGN EVERYONE

Each and every employee

is an ambassador of the

brand. Get everyone,

from the CEO to the most

junior clerk to believe in

it, live it, breathe it, and

deliver the brand promise

consistently.

GET YOUR FANS

Communicate to your

customers and ensure

top-of-mind recall for

your unique brandname,

trademark, slogan,

service, design or

technological ability. Some

brands have become

legendary. Can people

remember your brand?

MEASURE SUCCESS

You can only effectively

manage what you

measure. So measure

the right things to see

whether you really have

succeeded in making that

connection with your key

customers.

STEP

4STEP

5STEP

6

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Many SMEs have made that decision to invest time and effort in their brands, and as a result experienced a boost in customer loyalty, employee commitment and business performance.

THESE ARE THEIR STORIES...

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TAKE STOCK

Having been in business since 1977, Tru-Marine enjoyed a healthy trade first as a general ship repairer and later, a specialist for the repair of turbochargers, the main propulsion system that enables ships to travel at optimum speed.

The company stood out in its industry as a quality repair service centre with high standards and sound technical expertise, garnering a place thrice in the Enterprise 50 Awards.

To further cement Tru-Marine’s reputation, group managing director David Loke, who was named Ernst & Young Entrepreneur of the Year 2007,

decided to embark on branding in order for positive brand experiences to become a major driver of the Tru-Marine brand.

The first step they took towards building a strong brand was to do a review to determine just how the company was perceived by its customers, suppliers and staff.

It turned out that Tru-Marine was already doing an effective job in the eyes of its customers. “Our customers view us with

Branding is all about perception. Perception is

reality to your customers. Find out what people really think of your brand through

a brand review. Don’t be surprised if there’s a gap between what you think

of your brand and how it is perceived by your customers,

distributors, suppliers and even your employees.

A BETTER PERSPECTIVE INSIDE AND OUT

Assessing your brand’s strengths and weaknesses.

THE TRU-MARINE STORY

True Story #1

STEP

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confidence,” said Mr Loke. “To them, time is of the essence. The ships need to unload, reload and get to the next port as quickly as possible. Our customers choose us because they know they can rely on us to do a good repair job on time.”

The review revealed that Tru-Marine is highly regarded as a reliable brand with a loyal following. Mr Loke explained, “We use state-of-the-art technology to stay at the top of the game. We enhance our customers’ competitiveness by providing them with innovative repair alternatives that help them save on operational and down-time costs.”

Taking a look inwards, the review threw up some startling results. “What we ourselves think and feel about the brand is fundamental. It can build or destroy the brand. While Tru-Marine has a rich brand personality from its years in the business, the brand values may not have been consistently projected by every employee,” said Mr Loke.

The company set about overcoming this hurdle through training sessions, interaction, communication and giving incentives. “It takes a long time for culture to become ingrained and it’s something that needs continuous effort,” said Mr Loke. “And it’s something we are committed to work on.”

The company is all set to grow, and has made moves to extend its reach in the Middle East and Northern Europe.

“I would definitely encourage companies to build their brands for growth and survival,” said Mr Loke. “If customers have a need, you have to be the first name they think about. You have to be at the top of their minds. That is why branding is so important.”

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Sometimes, the review process can prove so enlightening that it even changes a company’s business model. Such was the case with Acez, a major supplier for industrial and environmental measure and control instruments in Southeast Asia.

Managing director Ricky Yeo first saw the need for Acez to focus on building its brand, back when most businesses thought that branding was for consumer brands only.

“With the competitive landscape for businesses changing, B2B businesses, which serve business clients, are competing head to head with others that seem to offer similar features, benefits and services. By building our brand reputation in our customers’ mind, we can ‘close the deal’ before the selling even starts,” said Mr Yeo.

REVIEW, REARRANGE, RESULTS

THE ACEZ STORY

True Story #2

As it turns out, the review stage of the branding process showed that Acez’s original mission statement, crafted at least 15 years ago, was no longer in line with what the company was doing.

“We were a one-stop shop selling all kinds of instruments,” said Mr Yeo. “We had so many brands and our product range was so ambiguous that there was no focus. Even our sales staff were not sure what we did. But the most important thing we realised was that people didn’t think of us when looking for specific products. We were just a place they called on if they were hoping to find something obscure.”

With that realisation, the company set about streamlining itself. Rather than selling a multitude of products that no one could

STEP

1

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remember they were selling, Acez began to focus on building brand equity for their key products.

“Now, we are the first name that comes to mind when people are looking for top brand industrial and environmental instruments,” said Mr Yeo.

With the information gleaned from the review process, Acez has also redesigned their delivery process to better fulfil their brand promise to provide quality, reliability and good service. The brand review also uncovered new markets which Acez had previously overlooked, both locally and overseas, including offshore industries, pharmaceutical, water treatment and aerospace industries.

For one who once thought that branding was for consumer brands only, Mr Yeo now firmly believes that the rigour of undergoing a branding exercise would help to revitalise any business. He said, “The branding programme has helped us to strengthen and define the direction for our business, and we have expanded our horizons in looking for new customers.”

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FIND YOUR FIT The business of wood flooring isn’t usually viewed as a glamorous one. Yet Singapore-grown Wood Doctor has the likes of top designer brands like Armani and Versace beating a path to its doors to build the floors of their glamorous boutiques. Not bad for a company started by a pair of army mates who discovered their dream atop a freezing mountain in Australia during a training stint. When Mr Zain and Mr Kevin Toh started the company in 2003, it had two staff and made just $1.5 million in its first year. Today, Wood Doctor is a $15 million-a-year business with some 120 employees.

The secret of their success? Daring to stake a claim as the luxury brand in a market flooded with commodity wood flooring.“We both had a dream for a wood flooring company that was better than the rest,” said Mr Zain. “We wanted to offer uniqueness and quality. We didn’t want to join the price war.” The duo set to work building a prestige brand targeted at upmarket clients and top local architects. This clear focus on their market positioning won Wood Doctor the Singapore Promising

Now that you know how your brand is perceived, you’ll need

to find a unique position to occupy in the market. In an

endless sea of products and services, standing out from

the crowd is the only way to ensure that your target

customers pick you. Where is the best opportunity for

your company and what helps you connect most

with your customers?

FLOORED BY LUXURY WOOD

Find your unique positioning in the market THE WOOD DOCTOR STORY

STEP

2

True Story #3

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Brand award in 2006 and 2007. By then, business was already on the up and up, as word of their services spread through the upper echelons of society.

Keen to take their brand further to reach both business and consumer clients here and overseas, Wood Doctor decided to embark on a branding programme.

“The brand exercise helped us identify multiple factors affecting our brand,” explained Mr Zain. “It’s not just about changing logos, advertising or printing nice marketing collateral. Branding encompasses much more. It is a constant communication with our staff and customers about the passion we have in the quality of our timber, our craftsmanship, and our service.”

To further entrench their top position in the market, the company set up the Wood Doctor Academy in 2007, a school offering courses to timber flooring craftsmen interested in building their knowledge and expertise on wood.

Indeed, knowledge and expertise is what has kept them on top. Wood Doctor stocks more than 50 premium wood species, the largest collection in Asia, ranging from the rich cream Patagonian Amarelo to the dark lustrous Chinese Emperor wood. It also carries a Haute Couture Collection of luxurious flooring where every piece of wood is handcrafted so no two floors are alike. This uniqueness makes the collection the choice of floorings for multimillion-dollar homes, designer boutiques and upmarket hotels.

“Before Wood Doctor, wood flooring was considered a sunset industry,” mused Mr Zain. “It is a dirty business that few scions of wood business families want to take over.”

“But we saw a gap in the market, brought in new products and new technologies, and created a desire in the market for luxury flooring.”

Wood Doctor is today represented in nine countries across Asia, from neighbouring Kuala Lumpur to faraway Dubai.

From the top of one mountain as young army buddies, to the top of their game as Wood Doctors, Mr Zain and Mr Toh have certainly come a long way.

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STEP

2

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Esco Micro was founded back in the late 1970s when Singapore’s high-tech industrial and life sciences sector were just emerging. As a pioneer of clean air technology in Southeast Asia, Esco designed and constructed some of our first cleanrooms – manufacturing environments in which airborne pollutants are minimised to prevent product contamination.

These clean manufacturing environments are critical to developing the quality and processes necessary for Singapore’s electronics, semiconductor, pharmaceutical, food, biotechnology, nanotechnology and other high technology industries.

Today, Esco is one of the world’s largest players in clean air and containment equipment technology. The company’s leading product range for the laboratory and life sciences markets continues to be unmatched in scope and breadth. More than 30,000 of its laminar flow, biological safety and clean air cabinets are in use in more than 100 countries.

Yet its global success didn’t come easily. With a name and clientele firmly established in Southeast Asia, Esco had yet to prove its world-class technical abilities on a global scale.

FROM ASIA TO THE WORLD“We were still seen as an Asian product. The perception in those days was that no high-quality products could come from Asia, especially in our industry,” recalled Mr Lim Lay Yew, Esco’s chief executive officer. “And so no one looked at us.”

In order to fix that misperception, Esco embarked on a brand re-positioning. This time, its focus was on communicating Esco’s unique experience and knowledge as a ‘World Class, World Wide’ solutions provider.

“This new global mindset flowed into every aspect of our business. It was consistently communicated by our staff to our clients. It helped

us focus our management decisions, communications, sales and marketing channels, everything,” said Mr Lim. “We’ve seen a greater sense of pride in our staff as well as an increase in sales and productivity.”

Esco is now synonymous with innovation, forward thinking design and quality – testament to their 30 years of experience, and an immensely successful branding campaign.

THE ESCO MICRO STORY

True Story #4

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BLUEPRINT YOUR IDEA Young start-up Aalst Chocolate had successfully cornered a large slice of the quality chocolates market within a short three years, able to name top food factories among its clients. Their main strategy was to compete on price and quality in those initial years.

Planning the next big step for Aalst, founder and chief executive officer Mr Richard Lee envisioned bringing his delicious chocolate products into the lucrative food service and retail markets, and expanding the brand’s global presence.

“To make this big leap, we needed to enhance our image and work on getting people to recognise our brand,” said Mr Lee. “We needed to aim for top-of-mind-recall.”

Their strategy was simple: Create unique products and introduce clear product lines with swish packaging that would appeal to their target markets.

Two new product lines emerged, each with strong and distinct identities. Aalst Patissier, offering a wide range of gourmet

Now that you’ve identified your desired position in the market,

it’s time to draw up your gameplan. This is the vital step that guides how, what, where,

when and to whom you plan to communicate and deliver your brand messages. It will

define your brand, support your positioning, and drive the

way your brand is managed and perceived.

A STRATEGY FOR SWEET SUCCESS

Delivering on the brand promises — the substance behind the name

THE AALST CHOCOLATE STORY

True Story #5

STEP

3

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chocolate products, suited the exacting needs of professional chocolatiers and pastry chefs. Aalst Chocolate Line, which included party paraphernalia like chocolate fountains, was for people like you and me to make tasty treats for family and friends.

Not surprisingly, the Aalst Chocolate Line range found huge success in the retail market through the chocolate fountains and the dark, milk and white chocolate couvertures which went into them. Aalst quickly became a much-mentioned brand name on the lips of chocolate lovers here and retail sales reached $1 million in 2007.

“It was a unique product combination that Singaporeans fell in love with after enjoying them at hotel buffets,” said Mr Lee.

Much of Aalst’s focus, however, still remains on the export market, which accounts for about 90% of its sales revenue. Its brand strategy was crafted at creating the greatest impact in this area. With clear identities for separate brand lines, Aalst was able to distribute their products much more effectively overseas.

“We can now appoint multiple agents within the same market, while still being able to give exclusive rights to the different sub-brands,” Mr Lee explained.

As a result, revenue has expanded six-fold since the company’s first year, and Aalst is exploring plans to establish a direct presence outside Singapore at the right opportunity, in order to get closer to its customers.

Indeed, success is sweet, and the possibilities remain endless. Said Mr Lee, “We know that branding is an ongoing process. But now that we have our strategy right, we are confident that we are heading in the right direction.”

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True Story #6

If you appreciated the well-designed signage pointing the way to a restaurant or pub at one of Singapore’s hotspots, admired the unusual serving counter when you bought snacks at the food court, or took pleasure in the soothing atmosphere of a shopping centre while out doing some retail therapy, you might just have come across some of the work that Green Art is proud to put its name to.

The company has built a shining track record and reputation as a specialist in designing and developing the advertising, visual communication and environmental branding needs of its clients.

With its own business founded on media strategy and branding, Green Art keenly understood the importance of having a strong brand strategy. Hence, it was only a matter of time before business development manager Mr Lee Chong Han took the crucial step of embarking on a branding exercise to revitalise the business founded by his father, Mr Lee Yock Peng, close to 30 years ago.

Key to Green Art’s branding strategy was separating the company into three specialised divisions, so that each could focus on building a strong brand name in its target market. Green Art took

DIVIDE & CONQUERTHE GREEN ART STORY

the opportunity to create three unique brand names – D’Adze, which provides media

consultancy in advertising design; D’Spaze, which specialises in the environmental branding of events, exhibitions and retail space; and D’Printz, which produces the large glossy banners and displays seen in shop windows and transforms vehicles into mobile advertisements.

With the creation of these new subsidiaries, the company can now channel their innovative juices into projects that truly play up their competencies and allow them to shine. Mr Lee says that though they are so new in their brand journey, they have already seen an improvement in sales and public awareness.

“On top of being more focused about the work we take on, we have discovered more marketing channels to enhance the recognition of our brands. Also, there has been better customer retention. We now enjoy better growth by working directly with our clients, instead of being a sub-contractor,” he added.

Having won reputable multi-nationals like global human resource agency Manpower, Giordano and SingTel as their clients, Green Art’s new brand strategy has certainly helped them capture new markets and build the foundation for their next phase of growth.

STEP

3

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ALIGN EVERYONE

Offering affordable luxury to trendy women is brisk business. With new merchandise expected twice weekly at bYSI’s 12 stores all over Singapore, operations are streamlined and staff are self-driven to work together seamlessly and intelligently. Retail assistants mix and match eye-catching pieces on the displays daily to give customers fresh ideas on creating different looks.

This did not come about overnight.

A successful brand is everything you do as an organisation and

every action taken internally and externally that shapes

the perception of the brand. In fact, each and every person

working in the company is an ambassador of the brand.

When every ambassador holds to the brand’s core values and

consistently delivers on its brand promise to customers,

they create a competitive differentiation that is truly

impossible to copy and a long-lasting brand that is worth

every valuable investment of time and money.

THE PEOPLE BEHIND THE FASHION

When every part of an organisation holds and lives up to the brand’s core values

THE bYSI STORY

True Story #7

STEP

4

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bYSI director Mr Tan Yew Kiat founded the brand a decade ago after he was inspired by the fashion industry in Italy and how it offered myriad fashion options so that its women could always dress in style. He envisioned bYSI as a fashion label that would provide every woman with access to the latest luxury fashionwear and accessories for every day and every occasion.

The business grew quickly, and as Mr Tan sought to expand his empire, he came across the concept of branding. That was the turning point.

“In the past, we were just selling fashion. We didn’t realise how crucial branding was until a brand consultant told us that bYSI had good growth potential. Then we took a second look and started believing that we could really grow into a global brand.”

As part of the brand journey, intensive sessions were held to align all staff with the brand’s core values and attributes.

In the process, the bYSI staff forged a strong bond through the shared experience of creating a brand together. “Everyone was encouraged to contribute their ideas and views about the brand’s attributes. Because when the ideas come from our people rather than the consultants, those are their ideas that are being adopted and they are that much more passionate about it,” said Mr Tan.

Today, bYSI’s vision is for every woman around the globe to have access to a chic, functional and fashionable wardrobe. And of course, its staff fully understand bYSI’s brand promise, and are able to deliver it impeccably to customers amidst a fast-paced environment, because they played a part in creating it.

“One lesson we learned from our branding experience is that our people are very important,” said Mr Tan. “We had a good brand, and our people brought it to life. If your staff don’t embody your brand promise, it will never become memorable to people outside the company.”

Inside and out, like a reversible jacket, bYSI’s branding has indeed been a success.

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GET YOUR FANS

For the longest time, think ‘soya bean milk’ and you’ll think of buying it at a hawker stall. But ask any Singaporean to name

their favourite soya milk drink today, and they’ll quite likely say ‘Mr Bean’s Super Soya Milk’ or one of its many variations.

This now-iconic Singaporean brand had its humble beginnings in 1995 as a hawker stall too. But its founders Mr Kang Puay Seng and Mr Loh Jwee Poh had bigger dreams for their business. To bring their delicious food and drinks to more people, they adopted a fast food concept for Mr Bean, opening stores throughout the island to serve not just fresh soya milk, but also tasty soya bean-based snacks like pancakes, biscuits and even ice cream – perfect for people looking for fast and healthy treats to enjoy on the go.

The concept proved so successful that other businesses began following suit, flooding the market with similar products. So to maintain their lead and distinguish themselves further, the founders decided it was time to embark on a branding exercise.

Your brand is your most powerful differentiator.

It is the sum total of your products, services, brandname,

trademark, slogan, heritage, design and technological

abilities. Whether you are a consumer or industrial brand,

you need a strong identity that is distinct and unique enough

for people to remember, and to choose, time and again.

EMBODYING LIFE’S SIMPLE PLEASURE

A strong identity unique enough for people to remember and choose.

THE MR BEAN STORY

True Story #8

STEP

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A review of their brand showed that Mr Bean needed to build a stronger brand personality so that customers could identify it immediately among a host of similar products. One of the first things to go was the brand’s original logo, which was perceived as too old-fashioned.

“We wanted a more vibrant and refreshing image. Our smiling bean logo fits that image perfectly,” said Mr Kang.

Mr Bean also improved its packaging and store displays. With the smiling bean in all its designs – from the cutesy illustrations of the bean playing on a swing, to a drawing of colourful flowers in the grass – everything to do with Mr Bean thoughtfully evokes a sense of happiness. These designs tug at the heartstrings of Mr Bean’s customers so well that there is even an unofficial fan club, who make collectors’ items out of everything, from the quirky cookie boxes to the limited edition discount coupons.

Each Mr Bean stall also boasts its own unique touches as Mr Bean staff are encouraged to decorate their stalls. So the Eunos outlet boasts a seven-metre long mural of Mr Bean enjoying a ride on the MRT train!

Certainly, appearances alone are not enough to sustain a brand’s success. Mr Bean’s promise of ‘bringing you life’s simple pleasures’ is embodied in its friendly service and rich variety of products that are freshly made at each outlet daily to ensure ultimate freshness.

“Every transaction has to be of the best quality and service,” explained Mr Kang. “The customers get a great experience and our staff feel good that they’ve made and served something of quality. That’s enjoying life’s simple pleasures.”

Mr Bean has certainly connected with its customers. As a measure of success, Mr Bean scored 100% brand recognition among Singaporeans in a survey conducted by Nanyang Polytechnic earlier this year. Put simply, everyone immediately recognised the Mr Bean brand.

Their proudest moment came when Mr Bean was asked to be the drinks sponsor for the 2008 National Day Parade - which they were glad to do as a truly home-grown Singapore brand.

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MEASURE SUCCESS

Looking forward requires looking back. Monitor how your

brand is doing and how well you are connecting with your

customer. Make it a regular part of your business process. Only

then can you know what you’ve achieved, which will spur you on to attain the next

level of success.

Monitor progress regularly to move forward

“There are no specifics to measure brand success, it encompasses all areas. We have definitely seen an increase in sales and profits. I would encourage brand building – it promotes growth, business and survival.”

David Loke, group managing directorTru-Marine Pte Ltd

“Because of our branding programme, our staff handle customers better. As a result, the number of complaints has decreased. Our principals are also more impressed with us. They’ve seen our growth and they’re pushing our targets too!”

Mr Ricky Yeo, managing directorAcez Instruments Pte Ltd

“We’ve seen remarkable changes after our branding efforts. Our staff are better informed and more aligned with our goals. Wood Doctor has also become a global brand.”

Mr Zain, managing directorWood Doctor (Far East) Pte Ltd

STEP

6

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“Branding has helped us create an international product. Sales and productivity have increased and there is a new sense of pride among our staff.”

Mr Lim Lay Yew, chief executive officerEsco Micro Pte Ltd

“We are so new in our brand journey, yet we’ve already seen improvement in sales and public awareness, and we’ve captured some new markets as well.”

Mr Lee Chong Hanbusiness development managerGreen Art Design & Products (S) Pte Ltd

“We’ve seen an increase in sales after our branding exercise, and market recognition has also improved. Because of good branding, our staff are more committed – they have a better sense of belonging and pride.”

Mr Kang Puay Seng, managing directorSuper Bean International Pte Ltd

“In all, you could say that in one year, we sold 680,000 Singaporeans 100g of Aalst Chocolate each.”

Mr Richard Leefounder and chief executive officer, Aalst Chocolate Pte Ltd

“Besides better customer satisfaction, which shows in our increased sales figures, the proof of our brand success can seen in our gaining greater popularity with the banks and even other retailers, who have asked for exclusive tie-ups with us. We enjoyed $15 million in group sales in 2007, up from $9.7 million in 2006.”

Mr Tan Yew Kiat, director and founderbYSI International Pte Ltd

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ACKNOWLEDGEMENTS

AALST CHOCOLATE PTE LTDACEZ INSTRUMENTS PTE LTDbYSI INTERNATIONAL PTE LTDESCO MICRO PTE LTDGREEN ART DESIGN & PRODUCTS (S) PTE LTDSUPER BEAN INTERNATIONAL PTE LTDTRU-MARINE PTE LTDWOOD DOCTOR (FAR EAST) PTE LTD

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BRANDPACT was launched by SPRING Singapore and IE Singapore in April 2005 to promote branding as a capability for companies. It creates platforms for companies to equip themselves with branding knowledge. These include brand exploratory workshops, expert help from brand specialists and online resources.

For more information, visit our website www.spring.gov.sg/brand

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