How agency-startup-brand collaborations are driving marketing campaign results
An example of a startup brand strategy
-
Upload
franky-athill -
Category
Marketing
-
view
112 -
download
1
Transcript of An example of a startup brand strategy
Route1 Brand Strategy
June 2016
1
Index
Marketing Timeline
User & Market Research Results
Brand Strategy
Brand Identity
Website App Hub Emails Logo
Next Steps
3
6
25
32
3544474850
71
2
Marketing Timeline
This presentation is to share the results of step 1 & 2,and gather feedback in order to complete step 3.
3
1 2 3User & Market Research Brand Strategy Brand Identity Execution
What are candidates perceptions
and pain points in their job search?
What are employers perceptions
and pain points when hiring?
What does our competitive landscape look like?
Which positioning will give us the
strongest long term competitive
advantage, i.e. attract and retain both
candidate and employers,
relative to our competitors?
Which design brief which will achieve our
target brand positioning, i.e. which colours,
fonts, shapes and tone of voice do our
users associate with the brand positioning
we are aiming for?
4
4 5 6Testing & Evolution PR & Content Marketing App 2.0
How can we iterate and improve on the
execution of our brand identity to satisfy
our strategy?
How can we segment users further and
customise our approach?
How can we earn user’s attention through
content marketing and PR?
How can we improve the product with our
brand strategy in mind?
5
User & Market Research
What are candidates perceptions and pain points in their job search?
What are employers perceptions and pain points when hiring?
What does our competitive landscape look like?
6
150 lawyers of all levels and legal HR completed our survey and we interviewed 16 of them.
We learnt about their perceptions of both the recruitment process and brands in their lives more broadly.
We tested our hypotheses that:
Lawyers find recruiters annoying and that they value
transparency, anonymity and speed when job searching.
Employers find recruiters too expensive and time consuming.
7
Two segments on the employer side, with different pain points and perceptions.
We interviewed qualified trainees, associates and partners to better understand our target market. We also carried out a user survey of 147 respondents to answer our market hypotheses that lawyers find recruiters annoying, and that they value speed, anonymity and transparency when job searching
Human Resources
OliviaRecruitment Advisor at Ashfords LLP
“I get about 30 calls a day from different recruiters pitching me candidates
that are rarely appropriate. It’s enormously time consuming.”
“Recruiters do their best to add value but ultimately their service is rarely
worth the fees they charge.”
Market Size: 1,500(Based on Firms with 5-25 Partners having 1 HR
and firms with 25+ Partners having 2 HR members)
They rely on recruiters to hit hiring targets, the majority of hiring
is done through recruiters despite increasing cost saving pressure.
They use a large range of tech tools to assist recruiting (Networx, LinkedIn, Allhires, CV Mail, iGrasp, Workday
and Taleo). Generally a negative experience of unattractive tools. While they regularly try new tools, they tend
to be skeptical due to this experience.
Regularly use Facebook and check LinkedIn on their phone
The most visited online resources are The Lawyer and Legal Week.
*More data is needed for HR survey to put figures on the above.
8
Two segments on the employer side, with different pain points and perceptions.
We interviewed qualified trainees, associates and partners to better understand our target market. We also carried out a user survey of 147 respondents to answer our market hypotheses that lawyers find recruiters annoying, and that they value speed, anonymity and transparency when job searching
Law Firms Partners
RobertaManaging Partner at Withers LLP
“For low levels they [candidates] are more of a commodity”
“At junior levels, the expense is not justified. Recruiters just reword a CV”
Market Size: 30,000Market Size: 30,000
Partners deal with recruiters at interview stage and not before. Screening is almost always left to HR.
Partners rely on recruiters when hiring higher level candidates, such as other partners, senior associates and
counsels. Relationships at this level are stronger and a sense of dependency and trust with the recruiter is
built however the costs are extremely high.
Some partners are very aware of the large recruitment costs while others are not involved in the process.
For junior associate hires, partners generally consider recruiters fees unjustified.
Bad experiences of their time being wasted by interviewing weak applications is common.
Recruiters are seen as a common annoyance due to malpractices such cold calls, double dipping and poaching.
9
Key employer takeaways
Partners are concerned in principle on price and through personal experience of
recruiters
Some are tied into recruiters through personal relationships
They are very concerned about protecting their personal reputation and firm’s
brand
10
We interviewed qualified trainees, associates and partners to better understand our target market. We also carried out a user survey of 147 respondents to answer our market hypotheses that lawyers find recruiters annoying, and that they value speed, anonymity and transparency when job searching
Junior Associate (NQ - 4PQE)
We have two segments on the candidate side, with subtly different pain points and perceptions.
Amy
“Recruiters are redundant and slimy”“They [recruiters] guilt trip you if you pull out of a job offer”“It took me over a year to change job”“I had no idea where the recruiter was showing my CV and was extremely concerned my boss would find out”
55% have not changed
job before and are neutral
towards recruiters
35% expect to move to
another law firm within 1.5
years.
Of these, 30% don’t know
where they will move, 20%
will quit being a lawyer, and
50% will stay in law
Paid £60-100K
The top reasons for moving job are to work less hours,
career progression and quality of work.
95% use apps to buy clothes, book hotels and trains.
11
We interviewed qualified trainees, associates and partners to better understand our target market. We also carried out a user survey of 147 respondents to answer our market hypotheses that lawyers find recruiters annoying, and that they value speed, anonymity and transparency when job searching
Senior Associate (5PQE+)
James
“With recruiters, you kever know if it is an actual job”
“We spent hours and hours with them [recruiters]. In the end, I had a good experience.”
80% have experience of
changing job via a recruiter
50% find them useful 60% find them
untrustworthy
40% will move in house
We have two segments on the candidate side, with subtly different pain points and perceptions.
Paid £100K+
See recruiters as the default option to change job but
don’t trust them.
90% use apps to buy clothes, book hotels and trains.
12
Key candidate takeaways
They earn high salaries and as a result experience and expect premium brands in
every aspect of their lives.
Their iPhone is their first port of call to solve most needs.
If they have changed job, they find recruiters effective (relative to available
alternatives) but untrustworthy. 60% perceive recruiters as “a necessary evil”.
Speed is not as important as anonymity. They fear that their firm will suspect
them of job searching.
They don’t tend to decide which type of firm they want to join until late in their
job search, they want to see a range of options they are qualified to apply for.
13
How many lawyers are there in the UK for us to target?
We have broken down the lawyers in UK into segments to help balance job demand and supply and estimate maximum revenue.This will inform how the Route1 app should work and how we should target our acquisition marketing.
168,000Lawyers on the Roll
14
133,000
Lawyers with Practising Certificates
Assuming only those with PCs are employable.
168,000 lawyers on the RollPrevious data
15
91,000
25,000
17,000
Lawyers in PP
Lawyers in-house
Lawyers in ‘Other’
Assuming we only market to lawyers currently in private practice.
168,000 lawyers on the Roll
133,000 lawyers with PCs
Previous datas
16
52,000
30,000
9,000
Partners in PP
Associates in PP
Associates Target Market
Undefined Lawyers in PP
And we only have jobs for associates.
168,000 lawyers on the Roll
133,000 lawyers with PCs
91,000 lawyers in PP
Previous datas
17
39,000
13,000
Senior associates in PP
Junior associates in PP
Divided between our two initial segments.
168,000 lawyers on the Roll
133,000 lawyers with PCs
91,000 lawyers in PP
52,000 Associates in PP
Previous data
18
21,000
18,000
10,0003,000
Senior associates in big firms
Junior associates in big firms
Junior associates in small firms
Senior associates in small firms
Assuming we market to candidates moving from big firms (11+ partners).
Who we market to is limited by whether we have jobs they are qualified to apply for and the effectiveness of our marketing budget at reaching them.
Junior Associates Senior Associates
19
7,000Active Senior Associates in Big Firms
3,000Active Junior Associates in Big Firms
Assuming 30% of associates move firm each year.
This is a broad estimate and will in fact vary greatly between associate segments.
168,000 lawyers on the Roll
133,000 lawyers with PCs
91,000 lawyers in PP
52,000 Associates in PP
39,000 Senior Associates in PP
21,000 Senior Associates in big firms
10,000 Junior Associates in big firms
Previous data
20
Assuming 30% of associates move firm each year.
This is a broad estimate and will in fact vary greatly between associate segments.
10,000Active Target
Market
168,000 lawyers on the Roll
133,000 lawyers with PCs
91,000 lawyers in PP
52,000 Associates in PP
39,000 Senior Associates in PP
21,000 Senior Associates in big firms
10,000 Junior Associates in big firms
7,000 Active Senior Associates in big firms
3,000 Active Junior Associates in big firms
Previous data
21
Should we prioritise expansion into different verticals within the UK
or to expand internationally in law exclusively?
UK Accountancy is 3x the size of law and investment banking is 4x, while US legal is 10x the size of UK.
UK Lawyers133,000
UK Accountants350,000+
UK Investment Bankers500,000+
US Lawyers1.3 million
National International
22
How do our competitors match employers and candidates and how do they position their brands?
We researched 45 competitors including job apps, job boards and recruiting agencies informing product features, brand positioning and marketing messaging.
23
Where is our brand currently positioned relative to our competitors?
This is our existing brand positioning based on the design of current assets (app, website, emails, logo) and tone of voice.
24
Brand Strategy
Which positioning will give us the strongest long term competitive advantage,
i.e. attract and retain both candidate and employers, relative to our competitors?
25
Let’s start from the top. Why does Route1 exist?
To apply technology to connect professionals and employers.
In order to:
Reduce employers recruitment budgets by 80%.
Empower professionals to find jobs more easily.
26
What do we care about most?
Offering a premium jobs marketplace for professionals.
Empowering employers and professionals - giving them control.
Being smarter than the status quo.
Transparency and clarity.
Embracing technology.
27
Candidates
We want to feel exciting, new and relevant
to 23-35 year old candidates. With very high
disposable income, they expect the best,
premium service in all aspects of their lives.
Employers
We want to feel professional, mature, reliable and
safe to employers. We have a responsibility as they
are trusting us to represent their employer brand
in an appropriate way.
28
The answer is to be ‘modern & sophisticated’
The challenge is to find the balance between the two, not too corporate nor too trendy.
Candidates pull us up and to the left.
To the left sit brands that strive to be
accessible, fun and trendy through
playing to youthful cues, bright
colors, exciting language. While they
achieve popularity among some
sectors, professional services won’t
take them seriously and their brands
won’t add value to law firm brands
by association. Employers pull us down and to the
right. Down here sit brands that
strive for trust, sophistication,
maturity through playing to
old fashioned cues. (LexStep, ).
Descriptive professional language,
lack of colours. While they are
perceived as trustworthy and
serious, they achieve this at the
expense of excitement or newness
that will attract candidates.
Current Positioning Target Positioning
29
For illustration, if Route1 was a media brand, this is where
it would sit currently and where we would want to move it.
Current Positioning Target Positioning
30
With no IP and no exclusive jobs, the Route1 brand and the (volume
x diversity) of the marketplace will be the only things preventing less
premium job marketplaces (Job Today valued at $50M, JobandTalent
valued at $100M) or recruiters from replicating our success and
eroding our profitability.
What barriers to entry will protect us from competitors in 1 year?
31
Brand Identity
Which design brief which will achieve our target brand positioning, i.e. which colours, fonts,
shapes and tone of voice do our users associate with the brand positioning we are aiming for?
32
Tone of Voice
We get straight to the point. No chitchat and no fluff.We apply the latest technology in a smart way.We act elegantly and professionally.
We are not
CuteChildish
Fun Amateur
Too corporateOld fashioned
We are
IntelligentElegantSmart
Innovative
33
The current identity expressed on the website, logo etc. is not modern nor sophisticated.
It was designed with no brand strategy in mind and as a result it works for a generic tech product.
34
The Website
How do we shift the website design up and to the right?
How do other brands, that share our target positioning as the premium option in their space, manage to do this?
35
Lyft vs Uber
Uber aims to be the premium taxi marketplace, Lyft decided to take the everyman positioning.
Black and white to establish our premium positioning and tech balance.
Bright colours make Lyft approachable and youthful but less premium.
Sharper edges and flat design
rather than photo
36
Daily Mail vs Monocle
Broadsheet editorial text treatment and flat design is used well by Monocle to create a sophisitcated but not old fashioned positioning.
More space, fewer colours.
Premium hues, blacks, whites and greys.
37
Instagram vs VSCO
38
Wix vs Squarespace
39
Current website vs new website comparison
We took inspiration from these websites alongside countless others to evolve the website design to better reflect our brand positioning.
40
Current website vs new website comparison
41
Current website vs new website comparison
42
Some of the elements we made more sophisticated and modern.
43
The App, Hub & Emails
Where are they now, and how do we make them more ‘on brand’?
44
The app design is more premium than the existing website and logo
Therefore less of a priority from branding perspective, although V2.0 will feel more modern and sophisticated
Current Positioning
Target Positioning
45
The app design is more premium than the existing website and logo
In 2.0 we will make the highlight colour and text heavy screens more premiumThe font works ok as it’s designed to be viewed small
46
The Hub 2.0 development has shifted its positioning in the right direction,
Hub 3.0 will continue this shift
Target Positioning
Hub 2.0
Hub 1.0
47
The Hub 2.0 development has shifted its positioning in the right direction,
Hub 3.0 will continue this shift
Hub 3.0 48
We have looked at a few ways to make our emails
more premium and will continue to improve.
49
The Logo
How can we make the typographic logo more legible, modern yet sophisticated?
How can we separate the typographic loco from brand/app icon?
50
We propose 4 updates to the typographic logo to bring it in line with our target positioning
including separating the typographic logo from a brand icon
51
Before we start, some sense checks for assessing creative work?
What’s the typographic logo for?How attached have you become to
elements of the existing logo through the bias of familiarity?
Legibly display the brand name
Clearly indicate our brand positioning
Be recognisable as a mark of quality
Earn perceived value through association/experience
and in turn attribute perceived value
We all prefer what we are familiar with, take this into account
and try to assess with fresh eyes.
We currently have very low brand recognition at below 1% of
our target market. So perfecting the logo now entails very little
cost and, over time, significant accumulated return.
52
We explored over 200 variations initially,
and then another 100 based on team, expert and user feedback
route1route1route1
route1route1route1
route1route1route1
route1route1route1
route1 route1 route1 route1route1 route1 route1 route1route1 route1 route1 route1
route1 route1 route1 route1route1 route1 route1 route1route1 route1 route1 route1
Route1Route1Route1
Route1Route1Route1
Route1Route1Route1
Route1Route1Route1
Route1 Route1 Route1 Route1Route1 Route1 Route1 Route1Route1 Route1 Route1 Route1
Route1 Route1 Route1 Route1Route1 Route1 Route1 Route1Route1 Route1 Route1 Route1
ROUTE1ROUTE1ROUTE1
ROUTE1ROUTE1ROUTE1
ROUTE1ROUTE1ROUTE1
ROUTE1ROUTE1ROUTE1
ROUTE1 ROUTE1 ROUTE1 ROUTE1ROUTE1 ROUTE1 ROUTE1 ROUTE1ROUTE1 ROUTE1 ROUTE1 ROUTE1
ROUTE1 ROUTE1 ROUTE1 ROUTE1ROUTE1 ROUTE1 ROUTE1 ROUTE1ROUTE1 ROUTE1 ROUTE1 ROUTE1
route1
route1
route 1
route1
route1
route 1
route1
route1
route 1
route1
route1
route 1
route1 route1 route1 route1
route1 route1 route1 route 1
route1 route1 rout e1 route 1
route1 route1 route1 route1
route1 route1 route1 route1
route 1 route 1 route 1 route 1
Route1
Route 1
Route 1
Route1
Route 1
Route 1
Route1
Route 1
Route 1
Route1
Route 1
Route 1
Route1 Route1 Route1 Route1
Route1 Route1 Route1 Route1
Route1 Route1 Rout e1 Route 1
Route1 Route1 Route1 Route1
Route 1 Route 1 Route 1 Route 1
Route 1 Route 1 Route 1 Route 1
ROUTE1
ROUTE 1
ROUTE 1
ROUTE1
ROUTE 1
ROUTE 1
ROUTE1
ROUTE 1
ROUTE 1
ROUTE1
ROUTE 1
ROUTE 1
ROUTE 1 ROUTE1 ROUTE1 ROUTE1
ROUTE 1 ROUTE 1 ROUTE1 ROUTE 1
ROUTE 1 ROUTE 1 ROUTE 1 ROUTE 1
ROUTE1 ROUTE1 ROUTE1 ROUTE1
ROUTE 1 ROUTE 1 ROUTE 1 ROUTE 1
ROUTE 1 ROUTE 1 ROUTE 1 ROUTE 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1
Route 1 Route 1 Route 1
Route 1 Route 1 Route 1
Route 1 Route 1 Route 1
Route 1 Route 1 Route 1 Route 1
Route 1 Route 1 Route 1 Route 1
Rout e 1 Route 1 Route 1 Route 1
route 1 route1 route1 route 1 route 1
route 1 ro ute1 rout e 1 rout e1 route 1
r out e 1 ro ute 1 r out e 1 r out e 1 rout e 1
r out e 1 ro ut e 1 rout e 1 r out e 1 r out e 1
r out e 1 ro ut e 1 rout e 1 r out e 1 r oute 1
route 1route 1 r out e 1r out e 1 ro ut e 1
route 1route 1 r out e 1r out e 1 ro ut e 1
route 1route 1
r out e 1r out e 1 ro ut e 1
route 1route 1 r out e 1r out e 1 ro ut e 1
route 1route 1 r out e 1r out e 1 ro ut e 1
route 1route 1 r out e 1r out e 1 ro ut e 1
53
Removing the frame makes it much more legible at the same size
Iconic logos are not over-designed. It needs to remain as simple as possible and have one recognizable element that is not intrusive
to the legibility of the word.
Route, 1, and the frame conflict with each other and legibility suffers.
We will develop a brand icon in addition to a typographic logo that will sit independently, as is best practise in app businesses. The current logo tries to be both at once and suffers as a result.
54
A lower case ‘r’ will help avoid association with the highway system in the US
Using a lowercase r rather than a capital R makes logo consistent with the URL (www.route1.co)
It also give the icon a more balanced shape, allowing the 1 to be the key feature.
55
To avoid being mistaken for an I or an l we must either make it oversized,
superscript, subscript or a secondary colour
We found superscript to be more modern, sophisticated and legible solution than oversized
Old Logo Version 1 Version 2
1Feedback from extremely experienced desiners, the team and users was that the 1 should be the identifyable
feature of the typographic logo so we make it bolder in Version 2 and introduced a secondary colour.
1 is a very powerful symbol that we can really own.
56
The font
We narrowed the font down to either Futura or Helvetica to help with our premium positioning
Pier Sans font was developed to be used on small screens, works in app but when large and the focus it is quirky.
The existing logo was designed without understanding of our target users or competitive landscape.
The brief was for recruitment technology, HR software. While we solve the same problem as as recruiters, and can’t be frighteningly far from what HR people expect, nobody likes them and we don’t want to look like them!
Explored three of the world’s most popular fonts, Futura, Helvetica and Avenir Next - all regarded to be modern yet smart. Futura is a celebrated typeface designed by the Bauhaus movement. Utterly modern and sophisticated, Futura is efficient and modern because it is composed with almost perfect geometrical shapes only.
Used by brands such as IKEA, Supreme and Volkswagen which share our positioning as modern but sophisticated relative to their competitive landscape.
Pier Sans Regular
57
Two examples of this font used to assist with premium positioning in other sectors
John Lewis use Futura to own the premium end of the department store sector.
58
Two examples of this font used to assist with premium positioning in other sectors
Waitrose use Futura to own the premium end of the supermarket sector.
59
Having made these decisions, we tested a number of options, spacing and weights
Music MusicSafari SafariMail MailPhone Phone
Compass Compass
Health Health
Notes Notes
Weather Weather
Messages Messages
Caculator Caculator
Wallet
iTunes Store iTunes Store
Reminders Reminders
Clock Clock
Calendar Calendar
FaceTime FaceTime
Settings Settings
App Store App Store
Stocks Stocks
Maps Maps
Photos Photos
Podcasts Podcasts
Apple Watch Apple Watch
iBooks iBooks
Game Center Game Center
Videos Videos
Camera Camera
News News
42%Sketch 9:41 AM
Route1
Music MusicSafari SafariMail MailPhone Phone
Compass Compass
Health Health
Notes Notes
Weather Weather
Messages Messages
Caculator Caculator
Wallet
iTunes Store iTunes Store
Reminders Reminders
Clock Clock
Calendar Calendar
FaceTime FaceTime
Settings Settings
App Store App Store
Stocks Stocks
Maps Maps
Photos Photos
Podcasts Podcasts
Apple Watch Apple Watch
iBooks iBooks
Game Center Game Center
Videos Videos
Camera Camera
News News
42%Sketch 9:41 AM
Route1
60
We collected feedback from 70+ users, expert brand designers and the team.
For detailed notes on expert, team and user feedback click here.
“I agree that the new logo is an improvement. The lowercase looks more friendly than the uppercase ones, so I think you’re heading in the right
direction.” Daniel Baer (Studio Baer)
“Second expiation (new logo) feels more modern but it's not grabbing me. Have you considered putting the number 1 on centre stage rather than
support role? Create an icon and then a logotype. Icon is most important. Icon needs to be a '1' I think.” Marc Kremers (Futurecorp)
The feedback supported the above regarding the frame, lower case ‘r’ and font
61
Our prefered typographic logo option
Balanced weight with the 1 as bold feature. Flexible colour combinations to work in different contexts within lockup or without
62
Logo in situ on Facebook adverts
63
New logo in app
64
For the brand/app icon we developed a unique yet meaninful
symbol to accompany the typographic logo
65
For the brand/app icon we developed a unique yet meaninful
symbol to accompany the typographic logo
66
For the brand/app icon we developed a unique yet meaninful
symbol to accompany the typographic logo
67
App icon colour options in situ
68
App icon colour options in situ
69
Prefered app icons for release in V1.2 update on 11th July
70
We need to attract candidates and employers to one brand.
We have digitally savvy candidates with premium tastes and risk averse employers.
Positioning Route1 as the premium job marketplace will give us a competitive advantage.
The design brief that will achieve this positioning can be summarized as ‘modern and sophisticated’.
This positioning will improve acquisition as users expect more from our marketplace.
We have refreshed the website to make it more sophisticated and modern, taking cues from digital brands with premium positioning and broadsheet editorial.
Tweaking the logo will make it more legible and feel more premium. Once we have implemented a logo without a frame, lowercase r and superscript 1
we can iterate around this to optimize without causing confusion.
Recap
71
Next Steps
72
This week
Hub 1.1 live
Team feedback on website and logo development.
User and expert testing of website and logo variations within our brand guidelines.
Finalise edits to website and logo.
June
Implement new website (Max) and logo on all assets.
New adverts and emails with refreshed logo and brand colours (Facebook, Google and LinkedIn).
Hub 2.0 design in line with brand identity
Continue user research and testing of all assets
July
App 2.0 design in line with brand identity
PR and content marketing tests
This week
Hub 1.1 live
Team feedback on website and logo development.
User and expert testing of website and logo variations
within our brand guidelines.
Finalise edits to website and logo.
June
Implement new website (Max) and logo on all assets.
New adverts and emails with refreshed logo and brand colours
(Facebook, Google and LinkedIn).
Hub 2.0 design in line with brand identity
Continue user research and testing of all assets
July
App 2.0 design in line with brand identity
PR and content marketing tests
73
Thank you.
I very much look forward to your feedback and rolling out a more effective brand identity.
74