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Interbrand Thinking
Version 2.0
You’ll find lots of stuff in here. But at heart it’s simple. It’s about where to take brands next. How to get them there. And then actually getting them there. Interbrand Thinking
So let this guide you, not blind you. Seek confidence, not compliance. Interbrand Thinking
We’re not here to just play the game. We’re here to raise it. Interbrand Thinking
We’re not here for more of the same. We’re here to create lasting firsts. Interbrand Thinking
We’re not here to politely conform We’re here to make waves. Interbrand Thinking
We’re not here to deliver decks. We’re here to turn heads. Interbrand Thinking
We’re here to create the next generation of icons.
Version 2.0 Interbrand Thinking
Introduction Context Our philosophy Our approach Our methodology Iconic Moves Brand Strength Our way of working FAQs Our behaviours Interbrand Thinking 2
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
Brands are more
important than ever
before. However,
their role has changed Why are we reimagining
dramatically. our approach?
→ Quite simply, because the
world is changing.
Our clients’ needs have evolved. Our the new rather than the known.
ongoing conversations with leaders In addition to this, our competition
from across industries and markets has changed dramatically. The
show that, at a time of falling category we invented has attracted
barriers and technological shifts, plenty of competitors from a variety
brands are more important than of fields – from management
ever before. However, their role consultancies to design outfits,
has changed dramatically. from innovation agencies to in-
house client capabilities. It’s
From creating differentiation time for us to reinvent it.
in an age of abundance, they
are now key to staying relevant Too many great ideas live and die on
in an era of turbulence. PowerPoint.
People in much of the world are more It’s time to shake up the traditional
informed, connected and wayof working so that it shakes up
demanding than ever before. They our client’s structure and culture
see through traditional marketing to deliver extraordinary results.
and are intrinsically disloyal –
with plenty of choices at their We’re not here to play the game.
fingertips,they are attracted by We’re here to raise it.
Interbrand Thinking 3INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
to
Moving from brand
branding thinking
Moving from branding
Four decades ago, we coined the us from having wider, ongoing
term ‘branding’. Over time, this relationships with our clients’ leaders.
to brand thinking means
concept has come to identify a
number of activities and ‘products’ Increasingly, great brands are
no longer being defined
required to create, manage not defined by what they do -
and evaluate brands – naming, which can quickly evolve - but
by a limited number of
positioning, design, and so forth. why and how they do things.
standard services – but
We want to keep providing all As Interbrand, we must aspire to
of these, and we want to be be known for a unique, powerful
being known for a unique
the absolute best at them. philosophy, and apply that to
the widest possible range of
approach to complex
However, we don’t want to be defined complex business challenges.
by products - for at least two reasons.
business challenges.
The clearer and sharper our How
First, this makes us more imitable and is, the bolder and broader our
comparable, commoditising our offer. What can be. We want clients to
increasingly come to us to apply the
Secondly, being defined by a range Interbrand way to new challenges.
of activities confines our role,
making it limited, delivery-based We frame this step as the transition
and intermittent - preventing ‘from branding to brand thinking’.
Interbrand Thinking 4INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
brand
branding thinking
A standard set of services aimed at A distinctive way to approach
creating, managing and valuing brands. business challenges and opportunities.
A What A How
Visual first Experience-led
Linear Cyclical
Makes brand elements communicate Makes everything communicate
Promise Promise and reality
Relevant to experts in the organisation Relevant to everyone in the organisation
What’s said when we’re in the room What’s done when we’re not in the room
Delivers by handing over Delivers by coaching
Input-based Outcome-driven
Brand briefs Business challenges
Responding to briefs Framing briefs
Interbrand Thinking 5Introduction Context Our philosophy Our approach Our methodology Iconic Moves Brand Strength Our way of working FAQs Our behaviours Interbrand Thinking 6
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
People’s
Courtesy of Glossier
“The one thing I
constantly hear
expectations
from customers
is that they want
more... they
want things that
are moving faster
we never even
considered we EMILY WEISS,
should have any FOUNDER AND
than businesses.
business making” CEO, GLOSSIER
→
For the first time since
the industrial revolution,
people’s expectations are
changing faster than the
fastest businesses.
People are more informed,
connected and demanding than ever
before, as the result of a number
of forces that are likely to continue
to reshape the way categories
evolve, businesses compete, and
people choose – and, therefore, the
way brands are built and grown.
Interbrand Thinking 7 7INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
The keys to growth
Empathy to understand shifting
expectations, Affinity to address
them, Agility to move at their speed.
1.6
1.4
1.2
1.0
0.8
0.6
0.4
Empathy
0.2
Affinity
Agility
0.0
Difference in average Brand Strength
Score (double digit risers vs double
digit fallers), by Brand Strength factor
Interbrand Thinking 8INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
Six forces that are changing
the competitive environment
1/6 2/6
End of Abundance
competitive of choice
advantage In global markets, choices – both
in B2B and B2C environments –
In the words of Columbia are increasing, and are literally at
School Professor Rita Gunther our fingertips.
McGrath, “We used to think of
the competitive environment as Even if customers know, trust
one of punctuated equilibrium, or even love a brand, exploring
where there were long periods of and trying new options has
stability between disruptions. never been cheaper and quicker.
Now the disruptions are coming This creates an erosion of loyalty
closer and closer together. The as we currently understand it,
competitive environment is in whereby brands must keep on
perpetual motion… attractive addressing customers’ desire
opportunities are more visible for what’s new and what’s next.
to more players, and the resources
needed to go after them are more
available, too.”
Customers are exposed to more Customers are used to an abundance
frequent innovation, deriving from of options competing for their
a hyperdynamic competition attention and money
Interbrand Thinking 9INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
3/6 4/6
Speed Shorter
of adoption feedback loops
Speed of innovation has certainly Smart use of data and artificial
increased significantly, but what has intelligence have set the scene for
also risen exponentially is the rate what is, in many cases, a virtually
at which innovation gets adopted. instant, as well as constant,
feedback loop between customer
Ecosystems have the power behaviour and product innovation.
to propagate and scale the
adoption of new technologies As Amazon founder Jeff Bezos
to millions of customers at points out, “One thing I love about
speeds never seen before. customers is that they are divinely
discontent, their expectations are
never static… they always go up.
Yesterday’s ‘wow’ quickly becomes
today’s ‘ordinary’. I see that cycle of
improvement happening at a faster
rate than ever before.”
Innovation becomes part of people’s lives Consumers expect new, better
very quickly, changing their expectations and different on a daily basis
Interbrand Thinking 10INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
5/6 6/6
Inextricability Shifting frames
of brand and of reference
business Consumers’ frames of
reference are shifting.
A business, its brand
and its leadership are The expectation of Uber’s immediacy,
increasingly inextricable. Spotify’s cornucopia and Netflix’s
intimacy ripples across every aspect
Transparency and reduced of life and line of business, raising the
information asymmetry mean that, threshold of what’s good enough.
increasingly, brands are about what a
business is and does, not just what it Expecting a mortgage to be
says; and businesses are about trust approved in a few minutes is
and relationships, not just delivery. no longer unreasonable.
It’s hard to unbundle the troubled
times of Facebook into brand,
business or leadership.
Customers less and less distinguish Customers’ benchmarks stretch way
the ‘say’ from the ‘do’ beyond a single category
Interbrand Thinking 11Introduction Context Our philosophy Our approach Our methodology Iconic Moves Brand Strength Our way of working FAQs Our behaviours Interbrand Thinking 12
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
Interbrand Thinking is a business growth
philosophy that seamlessly combines a
deep understanding of people, businesses,
and their interactions, through the lens of
Human Truths, Economics and Experiences.
→
These three lenses are not disjointed Each lens may lead to in-depth
perspectives, but the three work or may be considered at a
indispensable components of a lighter touch level, depending on
single, interdisciplinary, philosophy. the challenge, budget and timing.
What is crucial, however, is that
When we compete on a single lens, each of the three perspectives
we face intense competition from is an integral and decisive
numerous parties. When we show component of our approach.
an equal, seamlessly integrated
understanding of all three, we For this reason, we have translated
are providing a unique, distinct these lenses into three simple
approach that can be applied to principles, which must run across
virtually any business challenge. every single piece of work we do.
Interbrand Thinking 13INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
PEOPLE BUSINESS INTERACTIONS
Human Truths Economics Experiences
Ask the Do the
Design for
Why Maths Behavioural
Our Change
behind the
What
Principles
Our clients’ question What do customers demand, What results are we going What moves should we
now and next? to see, now and next? make, now and next?
Our approach We lead with empathy. We understand We build confidence in change by making Instead of trying to change what
what’s changing about people a case for it. We line up the knowns and people see, we focus on how they
that businesses need to know unknowns to determine rewards and risk feel and behave. The ultimate
now – to shape their ‘next’. – and focus on the right opportunities. test of our work is not what
Why it’s important Human Truths inspires change by ensuring Economics inspires change by ensuring Experiences shape change by ensuring
the business is in touch and in tune with the business has the confidence to seize the business influences how people
people, to become and stay indispensable. marketplace opportunities. think, feel and, ultimately, behave.
What it delivers We apply the lens of Human Truths We apply the lens of Economics to We apply the lens of Experiences to
to surface the deep human truths bring quantitative and commercial logic transform insight and intent into actions
a business needs to know now that to decision making. It is not just about that change and improve the way people
is going to change its ‘next’. We apply carrying out traditional research, but interact with a brand, a business, or a
this to uncover not just what’s going on, determining the risks and rewards of category. We make incremental changes
but the deep meanings and motivations ideas and their likely business impact. that make things better for people, and
behind it. What we derive are insights that bold moves that create a new normal.
are fresh, provocative and generative.
How it works We use a variety of techniques to Our Economics viewpoint encompasses Our Experiences viewpoint uses the power
conform to economic and timing a variety of tools and approaches, from of design, language and technology to
constraints, ranging from online quantitative research to concept testing, create effective networks of interactions
communities to in-person Big Talks, from from Brand Strength to business case between brands and customers,
in-depth interviews and vox pops, from modelling, from customer segmentation to ensuring that ‘everything communicates’,
ethnography to social media analysis. the development of consumer dashboards. delivering at every moment the right
combination of desire and utility.
Work quality question Is there a powerful insight? Is it going to deliver results? Is it going to change people’s
perceptions and behaviours?
Interbrand Thinking 14INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS Use Interbrand Thinking’s three lenses as the way to approach any kind of challenge. Looking at the customer, the of view. As an example, applying business and their interactions is a Human Truths, Experiences and simple way to start breaking down Economics to a naming process might any type of business challenge or mean listening to, and involving, the opportunity, giving us the permission customer, identifying and shaping the to do new things. For instance, key interactions through which the we’ve applied our three lenses name can drive behavioural change, to the full fledge development and applying modelling to identify of a start up and to addressing a the name candidate with the highest client’s loss in market share. likelihood of delivering returns. Our three lenses also provide a way Whether it’s a new or typical to approach traditional challenges challenge, our three lenses are our with a unique and more rounded point unique way of approaching it. Interbrand Thinking 15
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
BUSINESS
Helping clients make more
informed, and therefore
less risky, decisions.
The
HUMAN TRUTHS ECONOMICS EXPERIENCES
What do customers What results are we going What moves should we
demand, now and next? to see, now and next? make, now and next?
Confidence
to make
Iconic PEOPLE
Uncovering what
Interbrand
Thinking
Moves is going to capture
people’s imagination.
INTERACTIONS
Defining and delivering new ways
of creating utility and desire,
changing the competitive landscape.
Interbrand Thinking 16Introduction Context Our philosophy Our approach Our methodology Iconic Moves Brand Strength Our way of working FAQs Our behaviours Interbrand Thinking 17
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
Beyond
Positioning
→
Our new approach to brand building
stems from a simple observation –
that today positioning is a temporary
status quo, not a strategic tool.
First and foremost, within Finally, brands can no longer
accelerating markets where be considered as separate from
customer expectations are businesses; the two have never
perpetually moving ahead of been so inextricable. Transparency
businesses, any positioning defined and reduced information asymmetry
in a static way is destined to become mean that, increasingly, a brand
obsolete and lose relevance before is about what you do and are, not
it is able to make any difference just what you say; and a business
in the customer experience. is about trust, not just delivery.
Secondly, businesses will no longer All of this means that the
be defined by categories, but by traditional notion of brand
customer needs. Needs stay and positioning – a static, category-
evolve, categories not necessarily; based, abstract construct to be
it is safe to assume that the need checked and reviewed every so
to move financial resources often – is increasingly inadequate
will outlive banks. The future of to build successful brands.
competition will take place in fluid,
open arenas such as movement, Today’s fastest growing
connection and entertainment, organisations move along
populated by players with diverse trajectories that bring the business,
business models. Increasingly, the brand and the customer
brands will replace sectors. closer than they’ve ever been.
Interbrand Thinking 18INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
What are we
doing differently?
Our new approach to brand building is a radical departure from the
conventions of branding – so before going into more detail, let’s take
a quick look at six key changes in our new way of growing businesses.
1 2 3 4 5
Strategy should be less A business’s most effective moves We must therefore establish a An ambition cuts through the brand/ We don’t only want to change
about defining what a should reflect what it wants to north star Purpose and set a clear, business dichotomy, by determining: what people see, but also what
business stands for - and be, rather than what it is. measurable, timebound Ambition - What customers and human they feel, remember and do.
more about determining that inspires a roadmap. truth to address
where it should go next. - Through what interactions
- With what business model and results.
Interbrand Thinking 19Introduction Context Our philosophy Our approach Our methodology Iconic Moves Brand Strength Our way of working FAQs Our behaviours Interbrand Thinking 20
INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
Our
methodology
→
Departure Purpose Ambition Trajectory Moves Feel Signatures Behaviours
Point
A diagnosis of the The business’s north The objective(s) A Trajectory defines The strategic actions The consistent, Signatures are the key The way people in
brand’s current situation star: the ultimate the business wants the journey the brand that propel the brand unmistakable sensation memorable and flexible an organisation act
and how it is likely to reason why it exists. to achieve within a must be on to move along its Trajectory through which all sensorial assets (from as a result of strategy
change, distilled into a What it aims to achieve given timeframe, from its Departure towards the Ambition. moves are instinctively graphics to product, and culture.reates an
limited number of shifts. in the world and for underpinned by KPIs. Point to its Ambition. attributed to the brand from verbal to sound attribution of moves
people generally. and are connected to space) that create and interactions.
across all channels. distinctiveness
and coherence.
Interbrand Thinking 21INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
The Interbrand Thinking Canvas
Purpose
RELEVANCE
Ambition
Iconic
Moves
Trajectory
Moves
Departure Point
Today 20xx TIME
Feel
Signatures
Behaviours
Interbrand Thinking 22INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Departure Point
What is it?
A diagnosis of the current
situation and the forces that
are likely to affect it, seen
through the lenses of
Human Truths, Experiences
“If snow melts from
and Economics.
the edges, how do
It answers the question,
‘What’s going on here?’
we make sure we see
through a limited number of
challenges and opportunities.
when this is happening?”
RITA MCGRATH,
COLUMBIA BUSINESS SCHOOL
Remarks
- A Departure Point is more than an - Specifically, each lens looks - This amount of information,
audit of the status quo – it combines at the business from both however, should then be
multidisciplinary insight and an external and internal condensed into a limited number
foresight to uncover the nexts that perspective, providing of challenges and opportunities to
the business needs to know now. a very rich analysis. address – the things we want our
clients to focus on – for example,
- Structuring the Departure Point - This framework is designed to five strategic bets. This summary
through our three lenses ensures bring together a vast array of shifts the complexity of reality with
we are not missing out on anything, diverse inputs – quantitative/ a simpler story that calls attention
providing a deep understanding qualitative, primary/secondary, to its most crucial aspects.
of the brand and its context. field/desk, and so forth.
Interbrand Thinking 23INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Approach Now
Insight
Typically acquired through client
Next
Foresight
Typically acquired through
interviews & material, customer customer communities,
listening, ethnography, market industry experts, Big Talks
intelligence and primary research and trend analyses
This framework provides a guide
to ensure a thorough and well What types of needs are we How are trends and weak
rounded diagnosis of the brand External NEEDS addressing today, for whom? → signals likely to change them?
and its context. It combines our
lenses with an internal/external
and now/next dimension. Human Truths
What defines our How should our
It can be used to design work Internal CULTURE culture today? → culture change?
plans, as well as structure
questionnaires, interviews and
conversations. It also acts as a
check box to ensure our departure What kind of products, services and How are expectations
point is sufficiently informed. External OFFER experiences are we delivering now? → likely to change?
This framework owes much to the
4C model (Context, Customer, Experiences
Company, Competition), but Through what key assets (skills, What assets are likely to
lends it further detail, breadth, Internal ASSETS tech, etc.) are we delivering them? → be critical going forward?
as well as a dynamic nature.
Whom are we directly and How is our arena
External ARENA indirectly competing with? → going to change?
Economics
How are we currently How might that need
Internal MODEL →
making money? to change?
↓
Departure
Point
Interbrand Thinking 24INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Competitive
Panorama
Framework
As barriers between sectors
blur, it is helpful to open up our
diagnosis to our clients’ wider
environment. Often the most relevant
Category Space Arena Context
challenges and opportunities
may come from far beyond the
immediate competitive space.
Competing for Competing for Competing for Changes in
For instance, an airline’s competitive the same time & money the same time & money the same time & money available time & money
space may include high speed rail, (society & economics)
and its arena video conferencing; By addressing By addressing By addressing
and its future performance will the same needs & desires the same needs & desires different needs & desires Changes in
be strongly affected by rising needs & desires
environmental concerns. Through Through Through (culture)
the same types of different types of different types of
This framework is a useful products & services products & services products & services Changes in
reference, and can be used products & services
internally or in client workshops. (tech & innovation)
We actually compete with sleep.
REED HASTINGS,
NETFLIX
Interbrand Thinking 25INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
What it looks like An example: Ferrari
DEPARTURE POINT
Departure Point The Italian luxury GT, racing and sports car par
excellence, facing a global shift in mindset.
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
1. 2. 3. 4.
NEW NEW NEW NEW
Shift no.1 Shift no.2 Shift no.3 Shift no.4 MEANING INTERACTIONS AUDIENCES FOCUS
The Italian With F1 Ferrari is a Ferrari’s goal
luxury GT, becoming a very effective of playing in
NOTE: CONFIDENTIAL AND NOT TO BE SHARED OUTSIDE OF INTERBRAND
PART OF THE TEXT DELIBERATELY LEFT OUT.
Interbrand Thinking 26INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Purpose
What is it?
Encapsulated in a concise
statement, a Purpose defines
a business’s ultimate reason to
exist: what it aims to achieve in the
world and for people generally.
As such, it becomes a north star
for the business – a metaphor that
suggests that a Purpose isn’t a
destination, but a perpetual guide.
A note of caution
At its best, defining an organisation’s
purpose involves a transformational
journey that draws from fields such as
philosophy, psychology and economics.
Entire careers, organisations and books
have dealt with and evolved this notion.
These pages can only scratch the surface
- and look at the concept of purpose
from a purely strategic and structural
point of view. A deep collaboration
with clients and their constituents
is particularly relevant, and further
reading is strongly recommended.
Interbrand Thinking 27INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
What makes a
strong Purpose
SATYA NADELLA
CEO, MICROSOFT
A strong purpose has some
interconnected qualities. It is:
ROOTED IN AN IRREFUTABLE RELATIVELY UNCHANGING AUTHENTIC TO THE WAY FOCUSED, BUT WITH NOT A STATEMENT.
HUMAN TRUTH. OVER TIME. THE BUSINESS OPERATES SUFFICIENT LATITUDE.
AND MAKES MONEY. There is a major difference
It should not invite a further A strong purpose will transcend A purpose that is rooted in a between a purpose and a purpose
‘yes... but why?’. Nike’s purpose technologies, sectors and A purpose should be sharp human truth will be by definition statement. A purpose is a deeply
to “unite the world through categories. Take, for instance, enough to act as a filter, draw too broad to be, in and of itself, rooted ethos that is actively
sport to create a healthy Microsoft’s purpose to “empower a line and override profit in unique. Its function is not to create pursued. It is then summarised
planet, active communities and every person and every decisions. As DDB founder Bill differentiation, but direction. It into a statement to create clarity
an equal playing field for all” organization on the planet to Bernbach observed, “a principle should therefore define a role and inspiration around it. We
identifies an ultimate benefit. achieve more.” A strong Why isn’t a principle until it costs you to play. Moleskine’s purpose to shouldn’t therefore be “writing
will stay unchanged as the What something.” Beware of purposes “contribute to the expansion a purpose”, but defining one by
changes; in fact, it should guide that are too vague or bland and dissemination of culture and working together with clients. The
the way the ‘What’ changes. to do that. A strong purpose knowledge” isn’t what makes the reality is that many businesses
creates forks in the road. brand unique – it does, however, have a purpose statement – far
define a clear role that has fewer actually live by a purpose.
sufficient breadth.
Interbrand Thinking 28INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Defining a Purpose:
Microsoft Interbrand
“Empower every person and “To inspire growth for all”
Three key dimensions
every organization on the
planet to achieve more.” ETHOS: equity
FIELD: personal & business growth
ETHOS: inclusion ROLE: inspirer
FIELD: productivity
ROLE: empowerer
As the examples on this page show,
a strong, authentic Purpose is usually Nike Ferrari
underpinned by three key dimensions. “To unite the world through “To create timeless
sport to create a healthy planet, icons of passion and
active communities and an human achievement”
equal playing field for all”
1 2 3
ETHOS: progress
ETHOS: equity FIELD: self-realisation
FIELD: sport ROLE: maker
ROLE: unifier
ETHOS FIELD ROLE
What is the single irrefutable By acting in what field does Lastly, what is the role that
truth at the heart of the the organisation pursue the organisation can credibly
purpose? Fairness? its ethos? What will be its aspire to play in its field
Progress? Equity? Justice? sphere of influence? to pursue its ethos? What
What is the needle that the can the business credibly
organisation aspires to move? This defines the organisation’s aspire to actually do? Moleskine
latitude, making the
This defines the single ethical purpose elevated enough, This defines the part “To contribute to the expansion
conviction that is dearest to without being vague. organisation will play. and dissemination of
its leadership. If it were for A kind of archetype. culture and knowledge”
the organisation, what would This dimension defines a
the world be more like? domain for the organisation. This dimension can be seen ETHOS: inclusion
As such it can be seen as an amplification of our FIELD: culture and knowledge
This dimension can be seen as an amplification of Economics lens – from what ROLE: contributor
as an amplification of our our Experiences lens – the organisation does to
Human Truth lens – from from a competitive arena sustain itself to what is its
the need the organisation to a broader field of role in the bigger picture.
addresses to a single action and influence.
fundamental ethical calling.
Interbrand Thinking 29INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Approach Now & Next North
NEEDS
Human Truths → Ethos
CULTURE
OFFER
Experiences → Field
ASSETS
ARENA
Economics → Role
MODEL
↓ ↓
Departure Purpose
Point
Interbrand Thinking 30INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Co-creating a Purpose
through its dimensions
The following is a line of thinking for a workshop
or co-creation session. While the Purpose draws
from the work on the Departure Point, it is a leap.
It will require brave, out of the box thinking, and a
combination of left- and right-brain thinking.
1
WHAT’S
2
WHAT’S
OUR ETHOS? OUR FIELD?
1 2 3 Purpose
ETHOS FIELD ROLE
What would the organisation What is the field of What role can the
want the world to be action through which organisation credibly
more like? What is the the organisation can play within that field?
wrong it wants to right? make a difference?
How can the Economics
What is the single ethical How can the Experiences now & next of the Departure
3
conviction at the heart now & next of the Departure Point be expanded and
of the organisationand Point be expanded and made more universal?
its leadership? made more universal?
Note: define a role that WHAT’S
How can the Human Truth Note: strike a sweet spot is sufficiently incisive, OUR ROLE?
now & next of the Departure – identify a field that is but equally credible.
Point be expanded and broad enough to rise above
made more universal? fast-changing categories,
technologies and benefits,
Note: this will be a but is sufficiently defined
universal truth. In defining to be meaningful.
this dimension, don’t
pursue differentiation,
but authenticity.
Interbrand Thinking 31INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Ambition
What is it? What makes a
The objective(s) the business wants strong Ambition?
to achieve within a given timeframe,
underpinned by clear KPIs. - A Purpose is set too high to - Articulating the Human Truths, SIMPLE: In 1997, we used Apple as the living
create momentum. An Ambition Experiences and Economics Can the Ambition’s achievement case in the UCLA Anderson MBA
How is it built?
translates it into a timebound, components of an Ambition is be measured or, at least, strategy course. I and several other
measurable objective that people an important reality check, and objectively assessed? If not, faculty members met with Jobs.
within an organisation know forces us to be very clear about it is not a commitment, but a
An Ambition should be encapsulated they can potentially accomplish. the implications of that Ambition. pure statement of intent. “I know Stanford,” he said,
in a succint formulation. As such, an Ambition is able to “but am not all that familiar
drive change and create focus. - An Ambition is not just a lofty CHALLENGING: with UCLA Anderson.”
It is helpful however to get to this desired state, but implicitly Can the Ambition be very easily
statement “bottom up” through - An Ambition must be timebound. represents a choice, setting achieved? If it can’t be missed, The department chair, Jack
our three lenses, building on the A rule of thumb may be 5 years an inherent guiding policy it’s not an Ambition, but simply a McDonough, responded by offering
Departure Point; i.e., by defining into the future, which usually – a principle of action to projection of the way things are. the school’s party line: “We like to think
what customers and human aligns to a business plan and follow that rules out a vast that we are the entrepreneurial school.”
truths will be addressed, through is sufficiently distant to allow array of possible actions. CREDIBLE:
what experiences, and how the for brand building, but close Can the Ambition be realistically “That’s interesting,” said Jobs.
business is going to make money. enough to be grounded and - A strong Ambition should be a achieved within the timeframe? If “Which Silicon Valley entrepreneurs
realistic. That said, its date will be simple, challenging but credible not, it’s merely a daydream which have come out of your program that I
Articulating the Ambition through influenced by business-specific commitment. If it can’t be is not going to guide any action. would recognise?”
the three lenses provides it with factors such as, for instance, missed or reached, it will fail to
a robust backbone, anchoring product development timings. drive the business forward. Jack grimaced, then answered
it in reality and preventing it truthfully, “There aren’t any.”
from being a lofty statement. - An Ambition should be measured
through one or more KPIs. “Well, then you’ve failed,”
These may be monetary or Jobs said with finality.
could relate to perceptions
or behaviours. They may be
based on Brand Strength.
They could also be absolute or
relative to the competition.
RICHARD RUMELT
GOOD STRATEGY
BAD STRATEGY
Interbrand Thinking 32INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Approach Now & Next New North
NEEDS
What human truths will we
Human Truths address, for what customers?
→ Ethos
CULTURE
OFFER
Through what products,
Experiences services and experiences?
→ Field
ASSETS
ARENA
How are we going to
Economics make money?
→ Role
MODEL
↓ ↓ ↓
Departure Ambition Purpose
Point
Interbrand Thinking 33INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
What it looks like An example: Ferrari
AMBITION
Ambition To consistently take the Ferrari experience to new heights, captivating existing
and new enthusiasts, elevating the brand’s equity to contemporary luxury.
↓ ↓ ↓ ↓ ↓ ↓
HT XP E$ HT XP E$
What human What kind How are we Expressing the power of Cars, adjacencies, The economics and
truths will of products, going to make passion and the beauty extensions and the arena of luxury
we address, services and money? of achievement. entertainment that embody
for what experiences will the power of beauty and
customers? we deliver? the beauty of power in
unpredictable ways.
+ +
Gen X&Y increase on selected BSS factors
KPI’s
NOTE: CONFIDENTIAL AND NOT TO BE SHARED OUTSIDE OF INTERBRAND
PART OF THE TEXT DELIBERATELY LEFT OUT.
Interbrand Thinking 34INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Purpose
and Ambition
In recently celebrating the fiftieth
anniversary of the Apollo 11
mission, astronaut Michael Collins,
who was part of the expedition
crew, emphasised how John F.
Kennedy’s 1961 commitment – to
put an American man on the moon
within the decade – had been
a powerful driving force in the Our Purpose is clear: to support
years leading up to the mission. the world’s health —for health is
a fundamental human right that
The singlemindedness and clarity underpins every human aspiration.
of that statement, Collins recalled,
worked as a true north throughout Our Ambition must be to deliver
the years leading up to the mission – against our triple billion target
helping overcome obstacles, speed of universal health coverage;
up processes, providing everyone safety from health emergencies
JFK’s NASA’s
with a clear aim and timeline. “We and disease; and better health
could quote him, get things done, & wellbeing through Science,
Ambition Purpose
accelerate people,” he noted. “the Solidarity and Solutions.
simplicity, the stark beauty of
John Kennedy’s mandate… really DR TEDROS
helped us along to the moon.” ADHANOM GHEBREYESUS
“I believe that this nation should To reach for new heights and DIRECTOR GENERAL,
This story provides a clear commit itself to achieving the goal, reveal the unknown for the WORLD HEALTH ORGANISATION
illustration of the difference before this decade is out, of landing benefit of humankind.
between Purpose and Ambition. a man on the moon and returning him
safely to the Earth.”
President John F. Kennedy, 1961
-
Timebound -
Evergreen
-
Measurable -
Not measurable
-
Serves as a destination -
Serves as a north star
-
A commitment -
A principle
-
Is achievable one step at a time -
Is never fully achievable
-
Sets people in motion -
Gives people a direction
Interbrand Thinking 35INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Trajectory
What is it?
A Trajectory defines the journey the
brand must be on to move from its
Departure Point to its Ambition.
Having established where the
brand needs to go, the Trajectory
determines how it’s going to get
there. In other words, it determines
what Moves the brand is going
to make from day one to grow its
relevance and achieve its Ambition.
A powerful Trajectory must be
at once sharp and inspiring. Mastercard Pirelli Juventus
In its push towards being recognised In 2010, Pirelli set a 2015 Ambition We have been helping Juventus
Sharpness comes from first as the technology enabler of a world to become the global leader in the pursue its Ambition to engage with
answering the question, What beyond cash, Mastercard’s Trajectory premium tyre segment. In order to high-potential audiences beyond
perceptions and/or behaviours is about expanding the brand’s role do that, the brand had to change its football fans as a premium pop icon
must we change in order to from being a payment system to role – from being a commodity to by setting the brand on a journey
achieve our Ambition? connecting people to the things that being a coveted ingredient for the that transforms a traditional football
matter most, creating engagement world’s most desired cars (based club into an attitude expressed
Inspiration comes from then beyond the norms of its category. on the observation that, while across new interactions.
summarising this in a simple, being indifferent to tyres, its target
powerful way that everyone This Trajectory may be summarised audience was passionate about cars). Such a Trajectory can be
can understand: a big idea as Meaningful experiences. summarised as Fearless off the pitch.
that is compelling enough to Embodied in the Priceless platform, This Trajectory was summed up It has inspired brave moves that have
inspire a variety of Moves. it has inspired moves that have in the Engineered to Excite idea, taken Juventus into unchartered
created completely new touchpoints connecting the best tyre technology territory for a football club – from
A sharp, inspiring Trajectory for the brand - from its Pride to the best driving experience. partnerships with the likes of Boiler
acts, in all respects, as the Day activations to personalised Moves along this trajectory included Room in New York and Palace in the
promise that the brand experiences, to actual restaurants - the return to F1, the celebration UK, to the development of the Icon
delivers through its Moves. ultimately increasing its relevance. of the iconic Calendar and the fashion line. As a result, the brand
piloting of a premium flagship has successfully grown its relevance
The examples on this tyre dealership concept. far beyond the football sphere.
page illustrate this.
Interbrand Thinking 36INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Approach
1 2 3
ARTICULATE FOR SHARPNESS ENCAPSULATE FOR INSPIRATION STRESS-TEST FOR EFFECTIVENESS
Start from addressing these It’s now time to sum up the Co-creating this with customers The Trajectory’s function is to
(interconnected) questions: Trajectory into a concise, is obviously ideal - their framing inspire diverse and effective Moves
compelling idea. Note that this and language around the job that – including one or more Iconic “We have started shifting
How is the brand going to move from idea must not substitute the the brand does will create richness ones. So stress test the Trajectory money away from the traditional
its Departure Point to its Ambition? agenda above – but, rather become in concepts and vocabulary, against the following criteria: advertising model towards more
What are the perceptions the Trajectory’s headline and and help make the trajectory a use of experiential marketing...
and behaviours that we must most inspiring encapsulation. concise, engaging promise. Has it got texture? Exemplify the Priceless Cities, Surprises,
change, starting now? diversity of moves the Trajectory Causes, and Specials… a
How are we going to increase This exercise may lead to a In the case of Pirelli, the three-point can actually inspire. Make these as significant rationalization of our
the brand’s relevance? formulation that is powerful agenda was summed up into the idea realistic and tangible as possible. 168 previous activation platforms,
enough to potentially serve of Engineered to Excite (which, yes, Avoid presenting a Trajectory without aiming to simplify and amplify
Start listing answer statements as a tagline. Remember that’s was also briefly used in campaigns). some prototypes of related Moves. the things that we believe really
beginning with “by”. not the goal, though. matter to our consumers..”
Has it got longevity? A Trajectory’s
DESIRE
Don’t try to simplify – yet – and Many powerful trajectories combine role is to act as a platform for RAJA RAJAMANNAR,
don’t be abstract. Seek clarity. A utility and desire by combining investment. Therefore, it should CHIEF MARKETING &
powerful Trajectory always starts explicitly a functional and an avoid becoming quickly obsolete. COMMUNICATIONS
from a pragmatic marketing agenda emotional benefit, and/or using OFFICER, MASTERCARD
expressed in one or a few sharp points. a metaphor or analogy to push Is it authentic? Is the Trajectory
utility into an emotional sphere. a promise that can be delivered
For Pirelli, for instance, we through its moves.
concluded that the Ambition of An approach to conceive a
leading the premium segment trajectory is therefore to start by Does it express a relevant benefit? A
could be pursued in three ways: brainstorming the functional and Trajectory is ultimately a promise of
emotional benefits that the brand what the brand will deliver through
1. By shifting the brand’s role aspires to deliver in addressing its its moves. Remember, the journey
to a high value ingredient. human truth. Open the exploration towards an Ambition is a brand’s
2. By celebrating the brand’s to different terms. Use creative journey to increase relevance.
technological edge. techniques to build metaphors and
3. B
y connecting it to premium analogies that can be inspiring
lifestyle experiences. and universally understandable.
UTILITY
Interbrand Thinking 37INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Moves Talent and
Organisation
Drivers and
attributes
Participation to
shaping trends
Rethink the category’s
desire/utility orientation
By creating a shadow board of Millennials, Gucci built an Harley-Davidson is an inspiring example of how to compete With Nike+, Nike has not only created a community The creation of the Moleskine Cafè was a move aimed at
exceptional understanding of their desired audience, making on drivers of choice that deviate from the category norm, and data platform - it is riding the rising wave of accelerating a critical shift in the business’s perception -
What are Moves?
customers part of their decisions - as well as ambassadors. creating and monetising a high role of brand. wellness and health consciousness. from functional stationery to a creative ecosystem.
A Move is a visible strategic
action that implies a credible Channels Improved New categories Launch a new brand
commitment from the business, interactions
making it vulnerable in the
absence of follow through.
Moves are therefore not simply Apple opened its stores at a time when consumer
GE leapt ahead of the conversation about sustainability by
aunching a standard-setting new business that, according
campaigns or announcements, electronics was withdrawing from physical retail. By building new partnerships and addressing new to Fast Company, “became the lynch pin of a remarkably
The stores fuelled the brand’s myth and accelerated Uber disrupted a legacy category by using technology categories, Juventus is shifting consumer expectations, successful reinvention of GE, (and) the foundation of the
but credible commitments that the business along its trajectory towards luxury. to remove friction and barriers, and leverage data. as well as attracting new audiences. company’s future.”
require a follow through.
Moves must be meaningful.
They must add an emotional or Partnerships Complementary Refocus or expand Reframe the category
functional value to people’s lives. and M&As Products and the target audience
Services
Most importantly, moves are not
merely about communications –
and this gives us an immense The Louis Vuitton-Supreme collaboration brought the
permission field. marriage between luxury and streetware to scale, By expanding its offer to local experiences and, more Born as the quintessential B2C business, Amazon Starbucks reimagined the role of coffee shops, reframing
changing the luxury zeitgeist and creating a blueprint recently, building design, AirBnB has moved successfully has successfully expanded its target audience to them as the third place - a space outside the home and work
for many subsequent collaborations. towards epitomising the notion of belonging. the B2B audience, reaching massive scale. where people can gather and build a sense of community.
There are, however, types of
moves that are more frequent
and/or successful than others.
Business Model Alternative Customer Social commitment
and Customer industries engagement
Relationship
Adobe was one of the pioneers in moving from A significant portion of Red Bull’s organisation focuses on Yvon Chouinard founded Patagonia so that people could
one-and-done software purchases to a business model A bold move from Amazon a few years ago: create content and experience creation. Red Bull has captivated explore wild places, which led him to believe the company
with predictable revenue, more innovation and the use and market the Kindle – in theory, the strongest audiences worldwide through moves along a single should also protect them. In 2019, Patagonia redefined itself
of data to drive customer understanding and interactions. threat to its original core business - books. trajectory - ‘Giving You Wings’. as being “in business to save our home planet.”
Interbrand Thinking 38INTRODUCTION • CONTEXT • OUR PHILOSOPHY • OUR APPROACH • OUR METHODOLOGY • ICONIC MOVES • BRAND STRENGTH • OUR WAY OF WORKING • FAQS • OUR BEHAVIOURS
→ DEPARTURE POINT → PURPOSE → AMBITION → TRAJECTORY → MOVES → FEEL → SIGNATURES → BEHAVIOURS
Conditions Customer
Conditions
Operational
Conditions
Competitive
Conditions
Performance
Conditions
for Moves Customers must work hard to
create a cost-efficient solution.
There are low value-adding
intermediaries, typically creating
The products, services and
experiences provided by different
Average NPS in the industry is low,
with no competitor standing out.
an opaque cost structure. operators are interchangeable.
Moves should always
There are some unserved or There is a low average Role of Brand
underserved customer segments. There is strong staff turnover. The industry is highly fragmented. in the category, with no outliers.
be inspired by a There is widespread friction The business is siloed There is declining loyalty in There is high pressure on price
dissatisfaction with
and frustration with the category. internally, with a negative the category, with customers
impact on the experience. switching frequently. There is margin erosion
the status quo.
One or more of the standard
practices collides with the The business or category The industry is highly concentrated. Innovation is becoming incremental
cultural/social climate. is losing customer contact and showing decreasing returns.
and data to other players. New businesses are entering the
The four areas on this page are There is a strong information market with new business models. Revenue is highly volatile.
populated with examples of some asymmetry between customers Innovation is R&D led, not
of the most typical conditions and businesses. customer collaboration led. High regulatory barriers are
for a move, leading to four discouraging innovation.
typical impacts of a move. Customers are using There are inefficiencies and no
outdated technology. network effects in the supply chain. The business’s skills or
This array of conditions is technology could be employed
usually a good place to start. There are no premium or The organisation is lacking to create a new proposition
value options for clients. a service mindset.
Compare this with what has been The category has limited and/
unearthed in the Departure Point. or low engagement interactions
Subsequently, use the types with its end customers.
of Moves on the page before
↓ ↓ ↓ ↓
to start narrowing the possible
spectrum of potential Moves.
Meet customer Evolve the Drive choice Sustaining and
expectations organisation and loyalty improving performance
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