Slide1: Halifax-Moncton Economic Growth Corridor
Strategic Communications Implications
December, 2002
Introduction: Introduction Project Objective:
To conduct a preliminary assessment of the H-M EGC brand assets, and to provide some potential positioning directions.
It is recommended that this be followed by the development of a cohesive, coherent and customer-driven brand strategy, and brand implementation plan to launch the positioning.
Methodology:
The initial brand audit findings and resulting recommendations are based on the following:
the Shift Central asset mapping summary
Stakeholder planning sessions
Preliminary benchmarks with other corridor initiatives
Introduction: Introduction The Key To Building Powerful Brands:
The strength of a brand greatly exceeds the power of its name or logo
Strength comes from -
Stakeholder relevance and the consistency of delivery at every touch point
Full organizational support, nurtured at all levels, across all departments/ partnerships across the region
Organizational, operational and cultural alignment around the brand values to bring the promise to life.
MAPPING THE BRAND STRATEGY The strength of a brand is a total experience influenced by every point of contact between the stakeholder and the brand: MAPPING THE BRAND STRATEGY The strength of a brand is a total experience influenced by every point of contact between the stakeholder and the brand
BRAND Marketing communications
Advertising
Promotion
Brochures, Web site
Events Corporate / public relations
Investor relations
Sponsorships Public presence
Physical experience
Visual Identity
Logo
Colors Internal communications
Training
Culture / HR
Incentive & Rewards Naming
Corporate name
Product structure
Corporate signature
Brand Fundamentals: Brand Fundamentals The Positioning:
Unique space you want to occupy in your industry as perceived by your customers
Represents the core promise or essence of your company, product or service
The fundamental message we convey in all aspects of communication with our stakeholders
Must differentiate us from our competitors
Neither a slogan nor a corporate signature
Specifically:
The Halifax-Moncton Corridor must articulate its place and value vis-à-vis:
Other corridors
Other peripheral economies in the Maritimes, Atlantic Canada, Northeastern U.S.
The principal issues of Economic Development of the time
Brand Fundamentals: Brand Fundamentals Personality:
A personality defines who we are:
It’s the reflection of our behaviour, our character and our manner, plus our tone, style and difference
The style and manner in which the core promise is delivered
It defines the style (look) and tone or all our communications and culture
Benefits of a strong brand: to H-M EGC: Benefits of a strong brand: to H-M EGC
Identification
Differentiation
Premium
Understanding
Attractiveness
Clarifies corporate identity so customers identify and find us
Gives the company/entity a reason for being that sets it apart from the competitive set
Develops a competitive advantage that is based on the core attributes
Creates perceived added value that supports a premium advantage
Ensures clarity, facilitating internal decision making process, from product development to communication support
Allows for current and future citizens/stakeholders to associate themselves with the brand
Can become an internal/external rallying cry
Benefits of a strong brand: to investors: Benefits of a strong brand: to investors
Simplification
Satisfaction
Guarantee
Relevance
Facilitates choice for investor who is faced with increasingly complex array of offerings
Reinforces investors’ decision, pre and post involvment
Ensures same level of quality at all points of contact with the brand (products, services, sales people etc.)
Ensures high degree of relevance to a specific target’s needs
Slide9: THE Nucleus PROCESS
TOTAL BRAND EXPERIENCE PLANNING: TOTAL BRAND EXPERIENCE PLANNING Our Total Convergence Planning™ process is a practical, highly interactive, proven method of surfacing, testing and validating unique brand properties which form the basis of an organization’s brand strategy.
A disciplined, flexible collaborative approach is at the core of the process. Our goal is “client self-sufficiency”, achieved by involving clients at every stage of discovery and development.
Slide11: Building the Brand Pyramid Brand Features
(Proof Points to delight stakeholders) Non-Functional Brand Benefit
(How a stakeholder feels) Stakeholder Value/Experience
(What stakeholder value it touches) Price of entry for the category The rational expression
of the brand The emotional
expression of the brand Basis for connection Category Context
(Tablestakes) Functional Brand Benefit
(What a stakeholder gets) Functional brand features
Slide12: SITUATION ANALYSIS
Where we are now: Where we are now Asset mapping suggests opportunity for viable, marketable Corridor
Internal stakeholders are currently meeting to agree on:
qualitative and quantitative goals
makeup of the Corridor
strategy for growth
Where we need to get to: Where we need to get to Build an organization to meet stated goals
Develop a sustainable brand (a customer-driven positioning and personality) and secure a powerful value proposition, by:
determining an emotional expression of the brand
creating a basis for the connection with the business customer/investor
Develop and implement a strategic marketing plan to attract investors to the Halifax-Moncton Economic Growth Corridor
to help determine the optimal way to express the proposition - as delivered through the brand to the investor
Communicate and increase awareness around the brand to:
resonate strongly with all internal and external stakeholders
attract potential new customers/investors
differentiate this Corridor from other competitors
competitively position the Corridor within the market
begin to position the H-M EGC as the Corridor of choice
How do we get there: How do we get there Determine the Corridor’s goal and criteria for success
Uncover the brand’s key equities for growth
from an internal stakeholder perspective, i.e. where do you want to be in 2008
what are the positive and negative forces impacting growth and achievement of these goals
Develop positioning hypotheses
Undertake primary research with key stakeholders
Construct the brand
Slide16: Key Facts
The most viable strategy for stimulating economic growth in the region is by attracting outside investment
Asset mapping enables us to re-focus on opportunities (I.e. local growth sectors such as food and woodworking; local weak points such as immigration) Key Assumptions
There are multi-layers of political support behind the development of the Corridor
Communities and residents will be supportive of growth and change in their region
Further investment will be made in developing and implementing a solid marketing strategy to generate awareness and stimulate interest
Our assets are both competitive and unique
SWOT Analysis - STRENGTHS: SWOT Analysis - STRENGTHS
Labour Force
Significant and growing population base (633,045) an advantage for employers
Mobile population (a lot of migration within the corridor)
Highest concentration of students and education resources than any other province or state
A working population with the attendant skills
Asset Heavy for the Region
Bulk of existing population and population growth
Bulk of Students
Commerce
Links to thriving rural communities
Movement Already Exists in the Corridor
Population movement
Commerce
SWOT Analysis STRENGTHS, cont’d: SWOT Analysis STRENGTHS, cont’d Low Cost of Resources
Inexpensive development costs: land, construction, leasing, utilities
Lower average wage costs
Abundant Intellectual Capital
Concentration of learning institutions
Impressive undergraduate and graduate-level enrollment
Abundant Natural Resources
Sound Infrastructure
Telecommunication
Education
Transportation within and without the region, including proximity to markets
SWOT Analysis - STRENGTHS, cont’d: SWOT Analysis - STRENGTHS, cont’d Existing Industry sectors:
Food
Energy
Manufacturing
Education and eLearning
Life Sciences
etc
Attitude
A new spirit; Willingness to Change
Quality of Life
International linkages
In-migration from both Canada and international sources
International student population
International linkages through and within the academic, research and government sectors
Significant French-language, and bilingual, population
Link to European markets
SWOT Analysis - WEAKNESSES: SWOT Analysis - WEAKNESSES
Higher than average tax costs compared to other provinces
Seasonal mindset of a part of the labour force
R&D under funded
Corridor lost ground in terms of commerce through the area.
Export and import trade through the region is down significantly
Air freight traffic down
Parochial thinking
Lack of inter-provincial co-operation
SWOT Analysis - OPPORTUNITIES: SWOT Analysis - OPPORTUNITIES Consolidate industry sectors’ marketing to strengthen profile among relevant customer groups
Intra-provincial partnering efforts
Strengthening research and development initiatives to industry
Potential to develop tourism-related economy
Opportunity to focus on ONE key strength
SWOT Analysis - THREATS: SWOT Analysis - THREATS
Geographically concentrated assets of competitive corridors
External perception is of slow, lazy, stagnant region
Lack of profile and/or awareness among potential customers
Out-migration of skilled and educated workers
High population of other corridors offers ready-made market for corridor-users
SWOT Analysis - THREATS, (cont’d): SWOT Analysis - THREATS, (cont’d) Other corridors offer better tax incentives
Other corridors are more naturally occurring, and thus hold a more readily apparent and advantageous profile:
through dense population
obvious geographical advantages, offering access to markets, ease of export
though the growth and concentration of a high profile sector (e.g., Silicon Valley)
Insufficient marketing activities
What makes us competitive???: What makes us competitive??? Economic Advantage
Affordable land/development
Low cost of living
Room for expansion
Support
Infrastructure
Educated labour force
Significant Population
?????
Other Corridors
Act as business resources for their individual industry clusters (e.g., Richmond, Texas; Baltimore, Washington)
Offer their population as a key market. (e.g., Ontario east corridor)
Actively broker multiple and different services to external customers (e.g., Asiabc Industries Network)
Focus on one key strength of the area (e.g., “A center for the processing and distribution of food and fibre products” of the I-5 Business Development Corridor in central California)
What makes us unique??? :
What makes us unique??? Quality of Life
Slower pace of life
Caring communities
Balance of work and leisure
Entertainment opportunities
Unexploited Resources
Natural Resources
Tourism
Educational Focus
?????
Positioning Opportunity Areas: Positioning Opportunity Areas Based on the asset mapping, the following are potential positioning avenues for the H-M EGC brand that build on both functional and emotional benefits:
Endless Possibilities / Untapped potential
Living Rewards / the Possibility for a Balanced Life
Knowledge / Smart minds and resources / Progressive
Slide27: THE BRAND PYRAMID - POSSIBILITIES Brand Features
(Proof Points to delight stakeholders) Non-Functional Brand Benefit
(How a stakeholder feels) Stakeholder Value/Experience
(What stakeholder value it touches) Low Cost Inputs and Infrastructure Support Economic and Timing Advantage Confident Category Context
(Tablestakes) Functional Brand Benefit
(What a stakeholder gets) Un-exploited Resources Entrepreneurial Spirit
Slide28: THE BRAND PYRAMID - LIVING REWARDS Brand Features
(Proof Points to delight stakeholders) Non-Functional Brand Benefit
(How a stakeholder feels) Stakeholder Value/Experience
(What stakeholder value it touches) Needs of family unit met, business support
Chance to pursue holistic
approach to life
Category Context
(Tablestakes) Functional Brand Benefit
(What a stakeholder gets) Life
Balance Fulfilled
Slower pace of life, caring communities, asset rich
Slide29: THE BRAND PYRAMID - KNOWLEDGE CORRIDOR Brand Features
(Proof Points to delight stakeholders) Non-Functional Brand Benefit
(How a stakeholder feels) Stakeholder Value/Experience
(What stakeholder value it touches) Service industry opportunity
Growth
Category Context
(Tablestakes) Functional Brand Benefit
(What a stakeholder gets) Elitism Pride
Concentration of education, arts
and culture; Smart people
Potential Positioning: Potential Positioning Positioning Opportunity Key Messages Untapped potential, endless possibilities, it hasn’t all been done before. Live life and prosper. Balancing a strong work ethic with a desire to get the most out of life. Always learning. Always growing. Always progressing. Possibilities Living Rewards The Knowledge Corridor
Next Steps: Next Steps Complete the process of Insight Mining to align Brand, Consumer and Category Unique Brand Property
The single most motivating idea of the brand
Next Steps: Next Steps Complete the process of Insight Mining to align Brand, Consumer and Category 1.Shift Central has completed one of three components: Brand asset mapping
now we must ensure that Investors want what we have and that we can stand out from the crowd
2. Complete insight mining into the Category, for context:
who is the greatest competition
how have they grown, marketed their Corridor
what are the current trends for growth
what must the H-M EGC offer to be competitive
3. Complete insight mining into the Consumer:
what are the investors looking for
which investors/industries are primed for expansion
what must the H-M EGC offer to be unique
Next Steps: Next Steps Based on linkages between Brand, Category and stakeholder, develop a number of strategic hypotheses about how the H-M EGC brand can be positioned for maximum growth
These hypotheses will be based on exhaustive research, not assumption
The hypotheses will be explored with potential investors to ensure that our positioning is competitive, relevant, meaningful and sustainable over time
Desired 2003 End State: A tightly articulated brand strategy which will provide:
The framework for the entire organization
A consistent positioning (direction, voice, look and feel) that links our business strategy to the operations of our organization:
A single minded articulation to all stakeholders of what we stand for as a company
A competitive differentiator to help defend against and defeat competition
A rallying cry for stakelholders
Desired 2003 End State
Slide35: APPENDIX
NUCLEUS - BRAND SPECIALISTS: NUCLEUS - BRAND SPECIALISTS Cossette is a family of entrepreneurs with 10 specialty companies that work independently and on a convergent basis to provide clients with brand building solutions.