Welcome ladies and gentleman in our journey in our Strategic Brand Managements. We’re looking at the model from brand visions brand evaluation. We’d been looking at the domain of visioning, we’ve in looking at the domain of organization culture. Now what I wanted to do is that I want to look at some of the issues that organizations faces and then start to set brand objectives.
Ladies and gentlemen here, because there is a big over arching view about making the environments that the brand operates in a better environment from that, the organization then needs to start thinking in terms of numbers. Now it may sound difficult but it’s not as difficult as it may appear to be. So if I’m thinking about an organization that has to be nameless and this organization has intent. Intent of becoming the true global player in terms of grocery retailing.
This organization from its vision, its vision of really ensuring the world becomes a healthier place. That vision then becomes translate in terms of a long term goal. And on the long term goal may relate to this organization and not just getting recognition but this organization from a reputation perspective are then gaining respect for its brand. We travel a lot. We have TV channels crossing frontiers, the internet, social media and the organization now starting to port take that vision and now translate that vision in terms of a big over arching objective. And against those two numbers there would be numbers—would be numbers here five, four, three, two back to year one.
Now that may then sound horrible. Gosh! How weird is the management team can just do that with our brand. Well, why is it a problem? It’s a problem because it’s too big. So what you then have to do is you then going to take those big objectives. And then you go and start to say “so what’s smaller objectives will contribute to achieving this much bigger goals that where we’re trying to bring about”. So the short term goals you know now I’m talking to maybe three years. Now what I’m starting to do is, I’m now starting to look in terms of numbers of outlets that I’m going to have by geographical area.
Now I’m starting look at the overall structure of my sales portfolio, you know to what extent is it—a call grocery elements and to what extent is it, the delicate essence, the specialty elements that then make it really interesting to want to come into this particular chain. This organization, it could also then start to look big objectives, disrespect comes about because what it’s doing is it’s innovating in the categories. It’s then going to have to identify categories where there’s been a very stable approach to the category and it’s now starting to think in terms of then transforming those categories that have been dull and stayed by thinking in terms which manufactures, which organizations does it then wants to work with.
In other words does it want to keep on emulating and copying through an own label, a retail label approach or is this organization genuinely now can start to think in terms of we’re not going to lead. We’re not going to lead, when I’m going to start to identify certain manufacturers. Now you can see what’s going on. Initially you would run a mile or you’d run a kilometer and at the problem. Here’s your stretching objective is going to bring about, this vision of a healthier environment. You bring in about by breaking these big things into smaller and smaller things. So people can then start to say yeah, I’ve now got it. I can see what I’m doing.
So when we’re setting an objectives don’t be put off, don’t be daunted by, you know you got to think this long term horizons. I’m deliberately saying long term horizon because if you start thinking short term, you’re being into incremental growth. When looking for step changes. We’re looking for step changes and again think about it. If I’m talking so called fast moving consumer goods, you know I want a horizon of at least five years. But if I’m talking hi-tech, maybe I’m talking a horizon of two years because we expect that technology to just keep on leapfrogging.
So I can’t again be dogmatic to and say to you, you know when I say long, I mean this number of years. You’ve got to understand that the area that you’re operating within. But when we doing it again instead of inspired by some of the ways that organization have done it. Let’s sum an organization that is in the yogurt market and the stretching goal in terms of level of sale is just daunting. Doing things the way I am doing things are never going to get there. I don’t know how I’m going to do it. Well at this stage again you appeal to literature. What have other people done? And in this area came across a writer a lady called Wendy Gordon and Wendy Gordon talks about a concept called “need states” and its great because if I’m a yogurt organization, and I’m trying to grow my yogurt sales through this horrible stretching object to that’s being said. This states thing gives me an idea, Wendy Gordon says when people buy brand what they’re doing really is, they’re reflecting a need they have. And therefore the brands got to come in and do something for me regarding that particular need states that I am in.
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