BRACKET SALONSIssue#1

Developing a brand book for a global company: a four-step process

a Bracket initiative

Bracket Salons are our way of showing what can happen in a short space of time when you bring together a selected team of experts to brainstorm and explore a topic.We provide a synthesis of the discussion here, and invite you to hire the team to work on a project within your company.

“This event brought together specialists from across

marketing and communications to look at how

global brands can explore the process of developing

a ‘brand book’ - a tangible reference piece used

to achieve consistency, a shared language and

understanding amongst its employees.”

A ‘brand book’ defines and influences the intersection between the brand, the business and the behaviours of every employee: if a company is developing a brand book for the first time, it is likely that this will entail significant changes across many parts of the organisation.There needs to be a clear methodology for producing a practical piece that motivates employees to use and refer to it on a daily basis.Done effectively, a brand book can have a positive impact on all parts of a business - not least its bottom line - and its successful implementation has as much to do with internal communications as external strategy.For example, the ’That’s Halford’s, that’s helpful’ campaign put a premium on the company’s training program and has been instrumental in turning around the fortunes of this UK retailer.A brand book enables people to think more deeply and strategically, considering the design of every aspect of the brand from scratch - from corporate identity and tone of voice through to a ‘manifesto’.The brand book serves as a useful set of guidelines for everyone throughout the company - including those at the top, and the creators of the brand itself - to work from. The development of a brand book requires a multidisciplinary team with skills including: strategy, research, facilitation, cross cultural awareness, marketing, design and visual communications, and messaging.

A four-step PROCESS1. Initial understandingAsk a set of customised and emotion-driven questions to explore the motivations for the project, goals, draw out any existing ideas for what might work, clarity about the intended audience, the perceived opportunity and what might be missing. For a global brand, success will depend on a good balance of maintaining consistency across international markets, whilst also customising to the local market. Companies will also need to assess the various cultural reactions to the brand book development process and its implementation.

2. ResearchThis is a challenging process that requires change management at many levels, and so in-depth research is a valuable and essential aspect. This should take the form of a mix of both qualitative (e.g. 1-2-1 interviews) and quantitative (historic data), as well as designing studies to explore core values across the various international locations.

3. Achieve buy-inGetting active consent and enthusiastic buy-in within and around the organisation and get employees excited is central to the success of the project. It also addresses the difficult issue of using the brand book internationally. Ensuring buy-in across all locations will energise people.This part of the process involves assessing internal

relationships, hierarchy and politics, and completing a full stakeholder analysis. Create ownership by identifying key individuals to speak to, as they will provide more information on existing projects and ambitions. The aim is to develop ambassadors and engaged champions.For those not at the ‘centre’ explore how they feel about ‘centralisation’. Find ways to involve people and consider their ideas. Provide a framework for discussion, and set of choices they can make, in order to manage the process of involvement. Throughout the process, ensure transparency, fairness, trust and integrity in all actions.

4. Design process and roll outThe design of the physical brand book will be an iterative process. This manages risks, and also enables it to evolve and be refreshed over time. It should be considered not just a brand book, but also a model for organisational change.This physical piece should be developed together with employees, particularly the key influencers. If ‘ownership and buy-in’ is achieved well at the previous stage, and the ambassadors are included at milestones, they’ll be on board throughout.Imagery and information design are important features of the brand book, particularly to communicate emotion. Ambassadors will need to be trained and ‘guided’ to understand this framework. Cultural differences across the global company will also mean differences in content, context and the process of communication - localisation isn’t just translation.

Kathryn McMann.Holistic Marketing pioneer – strategic cross-platform marketing, design and communications; user-experience service-design; and omnichannel project management for practical application for any industry.Kathryn has a background in behind-the-scenes communication and design management roles in the creative, cultural and production industries, whilst collaboratively growing several online and brand communication start-ups. Combining her multi-disciplinary background (e.g. PR, copywriting, live-performance design - choreography, video, lighting) with her analytical digital expertise over the last 10 years, led Kathryn to establish The Holistic Marketing Company, working with the public sector, corporate financial, scientific, mobile and cultural sectors.

Iain Halpin.Strategic communicator and media strategist.Iain has worked in high tech PR, offered full service marketing to startups after the dotcom boom, and evolved into a master practitioner specialising in content development, media training, messaging and pitching. He gained experience in Germany working in internal communications, for companies such as Shell and Nokia Siemens. Iain has particular expertise working at the intersection of brand, behaviour and business, and in exploring the internal dynamics of a company in terms of visions, values and words.

Riley Salyard.A visual storyteller and creative problem solver.Riley has a background in theatre and costume design, and following that successfully ran a high end womenswear brand for 6 years. She moved to Amsterdam in 2007 to provide design consultancy through the International Trade Commission to help women business owners based in Peru and Central Asia re-brand and create products for the European market. Riley now works with startups, artists and designers to help them create their online visual identities.

Duncan Chapple.Specialist in international relationship marketing with particular interest in marketing, cross-cultural communications and business relationships.Duncan started his career as a project manager and IT developer, which developed into a role as an industry analyst specialising in CRM (customer relationship management), and then as a Chartered Marketer. Duncan is a trained business psychologist, helping teams and individuals to develop their capacities, and provides executive coaching to corporate clients.

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For more information, or to hire this team, contact:

Alison Coward | FounderBracketW: www.bracketcreative.o.ukE: alison@bracketcreative.co.ukT: +44 (0) 7903654149

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