Introduction to Visual Identity Management Group

2. Introduction
speaker
date 18 May 2009

3. Why Brand Implementation & Management?
 A guideline by itself has no meaning
 To be effective it has to guide behaviour of suppliers, processes and people
 More important, the correct application has to create the designed brand
experience at the customer touch points
 When a visual identity is not managed well, it will scatter, reducing emotional
impact on the brand touch points
 When your brand identity makes a competitive difference, it‟s application needs to
be managed to maintain the desired effect over time
Introduction
18 May 2009

4. Why Brand Implementation & Management?
2002 2007
To add value: Premier Inn’s increase of average room rate
Introduction
18 May 2009

5. Why Brand Implementation & Management?
2002
2004
To reduce cost: Randstad’s savings on marcom material
Introduction
18 May 2009

6. We implement brands all day, every day
Cross border brand implementations
Physical brand implementation
The VIM Group specialises in the physical application of new or adopted brand identities
in all possible identity carriers of every business unit in every geographical location .
The independent implementation network
The network employs 200 professionals in Europe, North America, Middle East and
Australia with a proven Brand Identity Life Cycle approach based on 700 successful
implementations over the last 18 years
Introduction
18 May 2009

7. Our cross border track record
Heineken Corus TNT (Wilson) Caterpillar
110 locations 220 locations 129 locations 220 locations
50 countries 31 countries 28 countries 157 countries
global global global Europe
USG people Nordea Alcan Premier Inn)
1500 locations 1250 locations 120 locations 506 locations
Europe Scandinavia North America EMEA
Introduction
18 May 2009

8. Our cross road of qualities
RESULT DRIVEN On-time, on-budget, on-brand delivery
CONSISTENT Manage the implementation as a process
INNOVATIVE Provide innovative web-tooling to control brand appearance
INDEPENDANT Optimise the supplier network for visual and financial results
PRAGMATIC Guide and empower the customer‟s organisation
Introduction
18 May 2009

9. Result driven
On time, on-budget and on-brand delivery at the implementation
of the „brand new‟ Allstream identity
Allstream’s new identity statement
Allstream is a new beginning for a new company. Our name change from
AT&T Canada signals our new status as a fully independent company with a fresh
new outlook. We understand that the continuous flow of information that travels
through networks is more than just data - it's the value people create
Angie Specic, Director Marketing, Allstream
“Completing a $ 25 million, marketing focused project ahead of schedule and under
budget is truly a notable feat and one that the branding industry can learn from.”
Introduction
18 May 2009

10. Consistent
Manage the implementation as a process „white to yellow‟ re-brand
and global Exel integration
DHL’s logistics excellence ambition
DHL is the global leader in logistics - with more highly experienced professionals at
more locations in more countries than any other provider. Our goal is to provide world
class services, across all our operations. Excellence is about achieving beyond
expectations for all our customers, whatever their size and wherever they need us.
Henri van Noorloos, Purchasing Manager, DHL
“We are really satisfied. Their smart approach results in shorter lead times, transparent
and clear processes and lower costs.”
Introduction
18 May 2009

11. Innovative
Provide innovative web-tooling to control brand appearance at the
European roll out of the Apple retail stores
Apple’s design philosophy
Design dictates the quantity of raw materials as well as the type and recyclability of
materials used. Our Less is more philosophy also helps to reduce waste and energy
consumption, during manufacturing and product use. Our design innovation optimises
the useful life of our products.
Bob Laughrea, Retail Development, Apple
“They combine innovation with creative technical solutions helping assure
that the Apple brand experience is implemented consistently.”
Introduction
18 May 2009

12. Independent
Optimise the supplier network for visual and financial results
to highlight Heineken‟s premium brand appearance
in thousands of pubs
Heineken’s “Serving the planet” strategy
Our brand strategy is to build a strong portfolio that combines the power of local and
international brands. For the Heineken and Amstel brands, we develop and maintain
central guidelines and standards for brand style, brand value and brand development.
Gerard Straathof, Supply Chain Manager, Heineken
“A real win-win situation, where every party in the chain does what he does best: central
suppliers, local installation and a identity management company to coordinate it all.”
Introduction
18 May 2009

13. Supportive
Guide and empower the customer‟s organisation
at the Alcan-Alusuisse Group merger
Alcan’s corporate value: teamwork
We believe in leveraging the abilities of our stakeholders through a cooperative team
approach to problem solving and project implementation. Team work will
add value by enriching our relationships where we operate, more over it is vital
to the success of our organization.
Dan Gagnier, Sr VP of Corporate and External Affairs, Alcan
“They helped us bring our project in under budget. In doing so, our business group
managers were able to learn from the process and take over the ongoing
responsibilities for managing our brand issues.”
Introduction
18 May 2009

14. Effective
Important role for strategically perfect fitting visual identity
The Transavia brand
Under the brand name “transavia.com”, Transavia Airlines provides competitively priced
air travel along with an up-to-date and innovative range of travel-related products and
services.
Petra van der Peijl, Director Corporate Communications, transavia.com
They‟ve assisted us with gaining insight for the impact of the presumed change of visual
identity. Smart plans of requirements and a lot of tips to avoid all the practical pitfalls.
Our result is a visual identity that stands for what we want to convey as an organisation.
Introduction
18 May 2009

15. Our Brand Identity Life Cycle approach
Critical Success Factors
Start thinking about the
practicalities, processes and
cost savings from start
Look at it as an ongoing
process, not a project which
peaks at design
STRATEGY What are the costs of a re-brand, where do I need assistance?
CREATION How to implement the design with maximum impact and minimal costs?
IMPLEMENTATION How to keep control with so many touch points and parties to deal with?
MANAGEMENT How to maintain my brand assets with limited resources?
EVALUATION How to align brand appearance with brand compliancy and ambition?
Introduction
18 May 2009

16. Strategic planning
Impact valuation Early implementation audit
Gauging the costs of an identity change Determine the roadmap and assess the
or brand enhancement program with client‟s own competences on managing
85% accuracy in five to ten days with a change program in terms of
our unique ImpactValuator™. organisation, processes, and
resources.
Introduction
18 May 2009

17. Creation
Survey & rationalization Value & process engineering
Surveying current use of identity Optimise the physical application and
carriers while reducing formats and deployment process of the new identity
sizes to save cost and determine on all carriers to reduce costs and
production volume to be tendered. enhance visual consistency.
Introduction
18 May 2009

18. Implementation
CI support office & web-tooling Project Management
Aligns delivery processes, manages the Provide hands-on project management
suppliers, handles invoicing, provides support at critical roll out events to relief
pre- and post re-brand photo evidence, customer‟s organisation and assure an
monitors progress to facilitate our on-time implementation.
client‟s organisation.
Introduction
18 May 2009

19. Management
Visual Identity Management Process improvement consultancy
Systems We provide hands on assistance to
With these web-based systems the optimise the usage - supply chain of
brand identity management process is specific identity carriers, such as:
effectively facilitated. This will enforce
consistency, and purchasing policies, - printed matter/office templates
protecting brand investments and - printing on demand/brand portals
saving costs. - outlet branding (signage and interior)
- vehicle branding (livery)
Introduction
18 May 2009

20. Evaluation
Brand health check Brand compliancy monitoring
Every brand identity needs a thorough When a brand is not properly managed it
health check to guide improvements will fragment and lose value. We assist
programs. We have qualified teams to clients to set up brand compliancy
perform these audits. systems to align brand ambition with
brand appearance, reduce costs and help
evolve compliancy control into brand
identity improvement.
Introduction
18 May 2009

21. Case: TNT
 Overnight re-brand of TPG holding company for IPO
 Re-brand of TPG Post to TNT (red to orange) effecting all identity carriers (mail boxes,
work wear, vehicles, buildings)
 Re-brand of Wilson Logistics to TNT (in 28 countries)
 Value engineering vehicle base colour from white to orange
with white TNT decal (saving millions of Euro‟s)
 Global payoff change to “Sure we can”
Introduction
18 May 2009

22. Case: Nordea Bank
 Recommending a brand management organisation for the launch and ongoing
maintenance of the new identity
 Rationalisation of printed matter and stationery
 Front office IT-tooling (Word, PowerPoint)
 Roll out of signage, interior and way finding on all 1,250 branches in the
Scandinavian region
Introduction
18 May 2009

23. Case: Toyota
Corien Plaisier, Dealer Support Louwman & Parqui B.V, Toyota Netherlands
They are a full service, corporate identity management bureau. They can arrange
everything for you in a CI/CD project, from applying for planning permits with the
municipalities, accompanying the tender for illuminated signage suppliers and rolling
out the installation of signage and showroom concepts to providing the management
and maintenance.
In addition, they have been able to realise serious cost savings for us. I have come to
know them as a straightforward, pragmatic company where nice people work that are
reliable and expert.
Introduction
18 May 2009

24. Case: Heineken
 Pre-roll out audits and project management for the world wide roll out of the enhanced
„Heineken International‟ identity
 Rationalisation of printed matter and stationery
 Front office IT-tooling (Word, PowerPoint)
 Implement visual identity management for buildings to reduce signage maintenance
cost of 11,000 pubs in the Netherlands
Introduction
18 May 2009

25. Case: John Lewis retail stores
 Translation of two dimensional design to a signage and graphics package set in close
cooperation with the design team
 Traffic analysis and optimisation of customer navigation and way finding system
 Prototyping, sourcing and turnkey delivery of three pilot stores
 Roll out management of stores in the UK
 Assisted with the special Peter Jones outlet renovation (way finding system)
Introduction
18 May 2009

26. Case: Randstad
 Project management for brand portal development
 Development of user friendly wizards to facilitate content creation of market
communication material within corporate guidelines
 Publishing on demand for market communication material (business cards, window
posters, brochures) and on-line media
 Realised structural savings of 30% of overall marketing budget
Introduction
18 May 2009

27. Case: DHL
 Implement the new DHL corporate identity on 3,300 vehicles in the Benelux using
mobile re-branding tents
 Implement visual identity management for vehicles to reduce damage repair costs
with 25%
 Facilitate the world wide re-brand of 11,000 Exel units to DHL with our CI support
office and flying doctors project management
Introduction
18 May 2009

28. Case: Gonzales BBQ restaurants
 Overall planning and management of the new chain launch
 Set up of flexible turn key costing schemes to accelerate the time to market (from outlet
selection to opening)
 Select outlets, contract construction, wet works, interior decorating and sourcing of
branded and non-branded items
 Permit planning and approval communication with municipalities
 Formula and concept management during national roll out
Introduction
18 May 2009

29. Case: ABN AMRO
 Project management with various identity updates
 Brand Portal to accommodate the one logo brand architecture
 Value engineering, prototyping and specification and tender assistance of all branded
environment carriers (external and interior) for the new bank-shop retail formula
 Web tooling and process/help desk support of the clean shop brand revitalisation program
Introduction
18 May 2009

30. Case: British land – Regent’s place
 Pedestrian way finding for striking business development
 Develop a seamless signage and way finding system, visually consistent with the
landscape, street furniture and landscape
 Prototype, specify, contract production and installation
 Manage implementation, quality control and supply chain management
Introduction
18 May 2009

31. Case: CIBC
 Project revitalisation of one identity brand program. Impact analysis to determine which
processes, competences and resources were covered by the CIBC organisation
 Set up and source the in-branche merchandising program
 Successful completion of 2400 forms, 30 cards, 3300 ATM‟s and all internet and third
party websites
 Brand revitalization team won the CIBC Achievers award (transition halted
unsuccessfully several times before)
Introduction
18 May 2009

32. Thank you for your attention!
www.vim-group.com