army brand group draft 4 apr11

US ARMY ENTERPRISE BRAND STRATEGY

IMCOM/FMWRC CONFERENCE

SAN ANTONIO, TEXAS

12, APRIL 2011

James Ortiz

Robert Strahler

Army Brand Group

Office of The ASA:

Manpower & Reserve Affairs

1

OBJECTIVE

Strengthen the US Army Enterprise Brand through the development of a mutually beneficial and synergistic relationship with the FORSCOM and IMCOM marketing communities.

2

Agenda

• Introduction: ASA Manpower & Reserve Affairs– James Ortiz

– Robert Strahler

• The Power of Branding

• Building the US Army Enterprise Brand

• “Army Strong” • Brand Architecture

• Brand health Assessment

• The Way Ahead

3

US ARMY ENTERPRISE BRAND MANAGEMENT

•We all have a role in sustaining the all volunteer force.

•A strong Army Brand enables us to achieve this

collective objective at a reduced cost and benefits us all.

•We all need to be Army Brand managers and brand advocates.

•The Army Brand Group serves as the Army Brand managers at the enterprise level, standing ready, willing and able to assist.

5

Everything & Everybody Communicates!

Direct relationship between a strong Army brand (equity) and our ability to sustain the all volunteer force.

All Enterprise marketing actions & communications affect the Army brand (equity).

.

6

US ARMY ENTERPRISE BRAND MANAGEMENT

US ARMY BRAND ENTERPRISE MANAGEMENT

VISION

Army is better connected with America-the value of being a Soldier or Army civilian is understood and the importance of Army families is recognized, the Army is seen as an organization American’s support, recommend and want to become a part of (consider joining).

7

I could succeed there

Trained by real leadersNever accept defeat

Will never leave fallen comrade

Qualities for success in life

Builds personal strength

Will never quit

Military tasksdrills

Honor, loyalty, courage

Strongest in the worldWell-respected

Technology Training

Better job once I get out

Offers interesting work

Builds real leaders

Send me to exciting places

Ordinary

Requires the most discipline

Go where the real action is

Requires courage bravery

Feared as a fighting force

Most dangerous jobs

Good for women

Has very high standards

Low skill

For an average person

For the average person

Elite

Requires teamwork

Always places mission first

Requires being mentally tough

Requires being physically tough

I'd become a real expert in my field Best represents the US military

Last resort

Offers the most job specialties

Likely to end up in combat

Treats women fairly

Treats minorities fairly

Widest choice

of rolesPeace-keeping role

Feels like a 'place' for me

Occupational opportunities

Educational opportunities

Air Force

Marines

ArmyNavy





Builds personal strength

Will never quit



Strongest in the worldWell-respected

Technology Training



Builds real leaders


Ordinary



Requires courage bravery


Most dangerous jobs

Good for women


Low skill



Elite

Requires teamwork





Last resort



Treats women fairly


Widest choice





Air Force

Marines

ArmyNavy

Physical (Combat likely, Dangerous)

Ordinary, For Average Person

For better

educated and good

for women

Elite and high standards

Top three box ratings on an 11 point scale, where 10 = “Describes this service very well” and 0 = “Doesn’t describe this service at all

PERCEPTUAL MAP AMONG 16-24 YEAR OLDS

PERCEPTUAL MAPS—2008 FULL MAP AMONG 16-24 YEAR-OLDS

Top three box ratings on an 11 point scale, where 10 = “Describes this service very well” and 0 = “Doesn’t describe this service at all

For better educated and

good for women

Ordinary, For Average Person

Physical (Combat likely, Dangerous)

Elite and high standards





Builds person

al strengt

h

Will never quit



Strongest in the world Well-

respected

Technology Training



Builds real leaders


Ordinary



Requires

courage

bravery


Most dangerous jobs

Good for women


Low skill



Elite

Requires teamwork





Last resort



Treats women fairly


Widest choice





Air Force

Marines

ArmyNavy

0

20

40

60

80

1st Choice For ServiceBase: Total

Rolling 12 weekly data Weighted General Market Prospects

(c) Millward Brown Inc.PRO9833 PRO202

J A S O N D2009

J F M A M J J A S O N D2010

J F M A M J J A S O N D

Air Force

Marines

NavyArmy

US Army as a First Choice Preference

A/B/C/D/E = Statistically significant at the 95% confidence level Base size: N = Approx 750 per quarterQ.17: And now thinking about the four major services, that is the (read list), if you were to join the military, which service would be your first choice?

Past YearQ1'09 Q1'10 Q3'10 Q4'10 Q1'11

A B C D E% % % % %

Army 18 17 20 22 B 21Air Force 35 34 35 35 33Marines 23 26 24 22 23Navy 20 20 17 19 19

10

BRANDING 101

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US ARMY BRAND MANAGEMENT

A Brand is –

MUCH more than the physical representations of logo’s & taglines.

What the organization stands for in the minds of its

constituents

–A promise of the organization’s mission, consistent in every word, image

and interaction

–A unifier of staff, constituents and stakeholders

–A connector between the organization and the people it serves

12


What a Brand is NOT

– Not a LOGO• “A logo is a concise and effective graphic gesture designed to

symbolize and communicate the essence of a brand.”*

– Not a TAGLINE: • Taglines help us position our product/organization the way we

want in the minds of our customers. Taglines reflect The positioning and brand personality, the core values and the brand message of the organization

– Not a slick marketing tool

* Ken Boost

13


What a Brand is NOT

– Not a LOGO• “A logo is a concise and effective graphic gesture designed to

symbolize and communicate the essence of a brand.”*

– Not a TAGLINE: • Taglines help us position our product/organization the way we

want in the minds of our customers. Taglines reflect The positioning and brand personality, the core values and the brand message of the organization

– Not a slick marketing tool

* Ken Boost

14

LOGOS /TAGLINES/SLOGANS

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Be All You can Be

An Army of One

Army Strong

The Few …The Proud

It’s Not A Job…It’s An Adventure

We’re Looking For a Few Good Men

Semper Fidelis

Above All

Into The Blue

A Global Force For Good

TAGLINES• “I’m Lovin It” ‘ “You Can Do it.. We Can Help • “Reach Out & Touch Someone” “Betcha Can’t Eat just One” • “We Bring Good Things to Life” “Good To The Last Drop”• “Quality is Job One” “I’ve Fallen & I Can’t get Up” • The Ultimate Driving Machine” “It Does A Body Good” • “Let You Fingers Do the Walking” “When it Rains ..It Pours” • “Have it Your Way” “ Just Do It” • “Taste great..Less Filling” “You’ve Got Questions..We’ve Got Answers” • “Where’s The Beef” “ Made from The Best Stuff on Earth”• “Takes A Lickin & Keeps on Tickin” “ Obey Your Thirst” • “What happens Here ..Stays Here” “Eat Fresh” • “You’ve Come A Long Way Baby” “ I’d Rather Fight than Switch” • “We Bring Good Things to Life” “ The Mind is A Terrible Thing to waste” • “I Can’t Believe I Ate The Whole thing” “ The Breakfast of Champions” • “ Think Different” “ We Try Harder” • “Something Special In The Air” “ It’s Everywhere You want to Be” • “Better Living Thru Chemistry” “Think Outside The Bun” • “Leave the Driving To Us” “Solutions for a Small Planet”

16


A Strong brand:•Strengthens operations by :

•Guiding programming and strategic decisions according to mission• Unifying staff around what makes the organization special•Targeting key audiences to make the most of constrained resources ( ROI)

•Builds loyalty by:•Creating an emotional bridge between the Brand and stakeholders•Increasing your credibility through a consistent message and experience

•Increases value by:•Defining what you do best•Clarifying what makes you different than your completion•Communicating the benefits you will provide to all members of your audience

•Builds Brand Equity

17

BRAND EQUITY: THE VALUE OF A BRAND

Brand Equity: Is the sum of all distinguishing qualities of a brand, drawn from all relevant stakeholders, that results in personal commitment to and demand for the brand; these differentiating thoughts and feelings make the brand valued and valuable

Brand Equity is based on the extent to which the brand has: – high brand loyalty,– name awareness, – perceived quality– strong product (organizational) associations

18

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Source: Millward Brown Optimor’s BrandZ Top100 Most Valuable Global Brands, 2010 report

US ARMY POSITIONING STATEMENT

A positioning statement:

Describes the “mental space” a brand should occupy in the minds of a target audience. It serves as an internal document which guides most of an organization’s marketing communication strategies, programs and tactics…

Requirements: •Unique •Ownable•Credible •Valued

20

Being a Soldier strengthens you today and for the future , because the Army develops your potential through relevant challenging training, shared values and personal experience(s). Soldiers consistently take pride in making a difference for themselves, their families and the Nation

21

US Army’s Strategic Positioning Statement:

• Rooted in the ‘strength based positioning” – Physical– Mental – Emotional

•Must be relevant and meaningful to diverse target audiences to have value.

•Not an Afterthought or Add-on

22

US ARMY TAGLINE: “ARMY STRONG”

23

http://www.army.mil/-images/2009/02/06/29716/army.mil-29716-2009-02-09-080257.jpg

PINNACLE

24

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INSERT ARMY STRONG VISUAL W/ CORRECT LOGO TREATMENT AND TAGLINE

PREFERABLY NON-RECRUTING

How does it relate or not to the FMWRC audience(s) ?

•Soldiers ( past & present)

•Families/Prospects

• Influencers • Parents• Business leaders• Politicians• Business community • Educators

26

“ARMY STRONG”

MOVING TOWARD AN ENTERPRISE BRAND

27

BLUF

An enterprise brand and enterprise brand strategy allows for the creation of a single, universal brand positioning (message) that will clearly and succinctly identify what the Army stands for while allowing tailored and strategically linked messaging to address specific audience and component requirements.

The creation of an enterprise brand begins with a valid Brand Architecture and continues with the development/refinement of the Brand Positioning, Value Propositions, Messaging Platform and finally a Go-to-Market Enterprise Brand Strategy.

MARCHING ORDERS29

Army OutcomesAn All-Volunteer Force of High Quality Soldiers, Civilians and

Leaders

Army ImperativeSustain the Army’s Soldiers, Families

and Civilians

Overarching RequirementEffectively and Efficiently Allocate

and Use Resources to Build the Best Possible Force

Campaign ObjectivesMan the Army & Preserve the All-

Volunteer Force

GoalThe Army is seen as a valued,

organization that Americans support, recommend and want to be a part of

(consider joining)

ObjectiveWithin three to five years create a

successful Enterprise Brand

StrategyBuild Army Brand Equity, utilizing the

results of the Brand Assessment study to create a bona fide Enterprise Brand Architecture (and messaging platform)

RationaleA successful, Enterprise Army Brand

allows the Army to achieve its goals with fewer resources. (Time, People, Money)

Army Campaign Plan Strategic Marketing Plan

GREAT BRAND ARCHITECTURE BUILDS EQUITY AND MEANING IN THE ENTERPRISE BRAND

30

Products Brands

Time

Bra

nd

Eq

uit

y

Sub-brands

Build and draw equity

A BRANDING SPECTRUM

House of Brands

Highly consistent

Highly differentiated

Branded HouseEndorser Brands

Highly consistent

Hybrid Brands

1, 3, 5, 7

Businesses

Business Units

Corporate Brand/Enterprise Brand

GE Commercial Finance GE Industrial GE InfrastructureGE MoneyGE Healthcare

BRANDED HOUSEEXAMPLE: GE

ENTERPRISE BRANDS HAVE GREATER VALUE, TRUST, CONFIDENCE, EXPECTATION/GROWTH

CREATING THE ARMY ENTERPRISE BRAND

WHY THIS APPROACH – WHY NOW!

Narrowing Resources Army Brand Perceptions

Association with Strength Mixed Messages

35

0

20

40

60

80

Being Physically, Mentally And Emotionally StrongBase: Total

Rolling 12 weekly data Weighted General Market Prospects

(c) Millward Brown Inc.PRO9833 PRO2032007 2008 2009 2010

Navy

Marines

Air Force

Army

Army TV TRP's Males 18-24

0

500

Army

In this window, there is a

potential to notice the effects of the economy

(contract mission failure; EP or enrollment

reductions in this window 36

ECONOMIC AND PROPENSITY ESTIMATES (ENVIRONMENTAL FACTORS)

Step-1

Step-2

Step-3

Propensity Steps

0

1

2

3

4

5

6

7

8

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10

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20

0

1

2

3

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5

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2020

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2012

2013

2014

2015

2016

2017

2018

2019

2020

Per

cen

t Nat

ion

al U

nem

ploy

men

t or P

rope

nsi

ty

Calendar Year

Unemployment (Actual) Cong_Budg_Off

Historical Forecast Global_Insights

Propensity Youth (M) Unemployment

Step-4b

Step-4a12%

10%

• Veteran Population & Army Footprint ()• Tuition costs ()• Propensity is current stable but has seen

3-downward steps over the last 25-years. • Rely more on non-propensed group to

succeed.

Sustained contract mission failure () & shrinking FSTP precede accession mission failure

• Most likely: 7% national unemployment by 2015

• Youth unemployment & underemployed will still be high for all segments

Mission Failure

Mission Failure Mission

Failure

1 2

1

TRANSLATED INTO ARMY VALUE, AN ENTERPRISE BRAND WILL…

•Align the internal organization (the message)•Drive positive perceptions and focus the message on what is salient, credible and motivating

Increases likelihood to support, recommend, join

Engenders efficient and effective marketing and advertising communications

37

Helps sustain the All Volunteer Force

BRAND KEYS SPECIFICATIONS

•2-part questionnaire•Psychological and rational•On-line, telephone, in-person interviews•Test/re-test reliability: .93•Used in 30 countries around the world•B2B and B2C category and brands•Predictive, insightful, and strategic•Validated

38

BRAND KEYS MODEL39

Factor Analysis +

Regression Analysis+

Causal Path Modeling

FUSINGEmotional Psychological Jungian-based PersonificationQuestionnaire

Rational Category

Attributes, Benefits & Values

Determine if an enterprise-wide brand architecture is viable—one that can be used internally across commands and externally across constituencies—to inform enterprise wide cohesion, drive positive perceptions and create the foundation for a unique and ownable position for the US Army.

US ARMY RESEARCH OBJECTIVE

© Brand Keys, Inc. 2011

SOLDIERS, FAMILIES AND CIVILIANS5,223 INTERVIEWS CONDUCTED: 1,719 INTERNAL 3,504 EXTERNAL

41

External Audience*

Pre-Prospects14-16 year-olds

ROTC1ST-4th year Cadets

InfluencersProspectsOfficerEnlisted

Active Enlisted

National Guard

Army Reserve

Active Officer

National Guard

Army Reserve

Professionals

Chaplain JAGArmy Corp

of Engineers

AMEDD

Caucasian

African American

Hispanic

Other

17-24 year-olds

25-29year-olds

Caucasian

African American

Hispanic

Other

Caucasian

African American

Hispanic

Other

Parents of Prospects

Spouse/ Partner of Prospects

Business Community

Leaders

Coaches

Community Advocacy Groups

Educators/ Guidance

Counselors

Religious Leaders

Veteran Organizations

Veterans

Caucasian

African American

Hispanic

Other

Caucasian

African American

Hispanic

Other

All with different objectives and missions

Civilian

Internal Audience

* In addition, talked to 950 civilians about working in civilian Army capacity

SOLDIER

Has high standard for its membersIs an organization that values and financially supports member educationIs worth the risk because I'm doing something meaningful with my lifeOffers good benefits and support to my familyOffers incentives to make staying in the service a good long-term career choiceWould give me advantages I would not have otherwiseEarns me respect from my community, friends, and familyGives me a sense of belongingIs a place where anyone can do something extraordinary in lifeIs for everyone who is qualified and wants to serveMakes me feel a part of something bigger than myselfMakes me feel it is about more than just combat and warMakes me feel part of a special groupHas other people in it like meIncreases my self confidenceIsn't just for a select fewMakes me feel I am carrying on an American tradition of serviceMakes me feel proud of the branch of service I choseRepresents values that I aspire to live up toChallenges me with experiences outside my comfort zoneDevelops a combination of physical, mental, and emotional strengthHelps me to improve myself and develop potential for the futureMakes me feel stronger when it comes to handling life‘s challengesOffers me a chance to make a fresh startOffers me the opportunity to work with and learn from strong leadersOffers me training and experience I can really use after I leaveRecognizes my talents and builds on themStrengthens me for lifelong successTrains me to be a leaderWill equip me with the qualities needed for success in life

42ARMY: THE IDEAL MILITARY ORGANIZATIONFOCUSED TO TOP-2 DRIVERS

4 Category Drivers

Support, Expectations, and Rewards

Belonging and Respect

Training for Success

Pride and Values

Top-2 Drivers

Support, Expectations, and Rewards

Belonging and Respect

Category Attributes, Benefits and Values

100% Together accounting for 55%-73% of positive

decision making

SYNERGY AMONG ABV’S WITHIN TOP DRIVERS BY SEGMENT

43

Internal Audience

OfficerEnlisted

Active Enlisted

National Guard

Army Reserve

Active Officer

National Guard

Army Reserve

Professionals

Chaplain JAGArmy Corp of Engineers

AMEDD

• Offers good benefits and support to my family• Has high standards for its members• Is worth the risk because I’m doing something meaningful with my life

• Makes me feel a part of something bigger than myself•Earns me respect from my community, friends, and family.•Gives me a sense of belonging

• Makes me feel a part of something bigger than myself• Gives me a sense of belonging• Earns me respect from my community, friends, and family.

•Offers good benefits and support to my family•Has high standards for its members•Is worth the risk because I’m doing something meaningful with my life

ARMY = Army Active Enlisted, Army National Guard Enlisted, Army Reserve Enlisted , Army Active OfficersArmy National Guard Officers, Army Reserve Officers, AMEDD, Army Corps of Engineers, Chaplain, and JAG.















Civilian

SOLDIER

• Makes me feel a part of something bigger than myself• Makes me feel it’s about more than combat and war• Earns me respect from my community, friends, and family.•Offers good benefits and support to my family•Has high standards for its members•Is an organization that values and financially supports member education

External Audience

Pre-Prospects14-16 year-olds

ROTC1ST-4th year

Cadets

Influencers

Prospects

17-24 year-olds

25-29year-olds

Parents of Prospects

Spouse/ Partner of Prospects

Business Community

Leaders

Coaches

Community Advocacy Groups

Educators

Religious Leaders

Veteran Organizations

Veterans

Training and experience for post-service lifeLeadership and multi-dimensional strengthEquips me for a successful life

Pre-Prospects: 14-16 year-olds. Prospects: 17-24 year-olds, 25-29 year-olds. Influencers: 17-29 year-old Spouses, 34+ year-old Parents, Business Community Leaders, Coaches, Community Advocacy Group, Educators, Guidance Counselors, Religious Leaders, Veterans, Veteran Organizations. ROTC: ROTC 1st – 4th year cadets.

SYNERGY AMONG ABV’S WITHIN TOP DRIVERS BY SEGMENT

Part of a special groupSomething bigger than myselfEarns respect

Family benefits and supportValues and supports educationHas high standards

Something bigger than myselfEarns respectMore than combat and war





Sense of belongingMore than combat and warSomething bigger than myself

Has high standardsFamily benefits and supportValues and supports education

















Guidance Counselors



ARMY = Army Active Enlisted, Army National Guard Enlisted, Army Reserve Enlisted , Army Active Officers

Army National Guard Officers, Army Reserve Officers, AMEDD, Army Corps of Engineers, Chaplain, JAG Corps.

BRAND KEYS RECOMMENDATIONS

• The highly unified perceptions among both the Army Enterprise and external constituencies creates a viable foundation of an enterprise-wide brand architecture. This is a logical next step in unifying diverse marketing and communications efforts, and will deliver economies in future U.S. Army initiatives.

• A U.S. Army Brand Architecture is essential for achieving actionable marketing efforts across the Army, consistent with the Army’s overarching goal of sustaining the all volunteer force – Soldiers, Families, and Civilians.

• Development of a unique Enterprise Brand Architecture will greatly improve the effectiveness and facilitate the construction of a comprehensive and unified communications platform that is both meaningful and ownable.

• The brand architecture research serves as a foundation for the creation of brand positioning concepts to be tested among the appropriate constituencies against these findings.

• Conduct internal alignment sessions to create consistency across the Army Enterprise.

46

MAJOR MILESTONES47

TODAY

Gain alignment development of

Enterprise Brand

4-6 months

Conduct Enterprise

positioning & value

proposition research

2-4 months

Finalize Enterprise messaging

platform

Within 8-10 months

Go to market strategy for Enterprise

Brand

IN SUMMARY

This is our window of opportunity

Industry best practice reveals strongest brands are often enterprise brands

Research to date has illuminated the path

Clear next steps to an enterprise brand strategy

Creating a strong enterprise brand will help the Army achieve its goals with less resources

•CONSIDER THE ARMY BRAND

•UNDERSTAND THE ARMY BRAND

•CHAMPION THE ARMY BRAND

•BUILD THE ARMY BRAND

•PARTICIPATE IN THE ARMY BRAND PORTAL

•BENEFIT FROM A STRONG ARMY BRAND

49

THE WAY AHEAD