Storytelling and Brand Integrity: Infusing Emotional Resonance into Brand Identity for Optimal Engagement • Exploring the advantages of emotional resonance in marketing campaigns • Instilling integrity in your brand identity • Importance of strategic storytelling into your brand campaigns • To comment on the marketing strategies of word-of-mouth and subliminal marketing campaigns

1. STORYTELLING AND
BRAND INTEGRITY
Kenny Ong
Infusing Emotional Resonance into
Brand Identity for Optimal
Engagement

2. 2
I buy them because….

3. INTENT FIRST
The real goal of storytelling and brand building

4. 4
What is the purpose?
Ultimate Objective :
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
“Retention and Loyalty are useless if
No Conversion is happening.”

5. 5
What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”

6. 6
What is the Objective?
Loyalty is Useless…
• Virtual Consumption vs.
Real Consumption

7. 7
What is the Objective?
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption

8. 8
What is the Objective?
1.Obj = Relationship (something like
Dating)
2.Obj ≠ Media glitz
3.Obj ≠ ATL/BTL/BwTL/ArTL/FTL
4.Obj ≠ CSR
5.Obj ≠ Social Media
6.Obj ≠ Points / Redemption / Discounts
7.Obj = Get more people, to buy more,
more frequently, at higher prices

9. THE BUSINESS MODEL
Instilling integrity in your brand identity

10. “Cow don’t drink
water cannot push
cow head down”

11. 11
USP: The Product is Not the Product
The Product is Not the Product
Job To Be Done (JBTD)

12. 12
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?
• What is the JTBD ?

13. 13

14. 14
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007

15. 15
What is the Business
Model?
USP
Market
Discipline
Profit Model
•Google
•Tata Nano

16. 16
What is the Business
Model?

17. 17
What is the Business
Model?

18. 18
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
Air Asia
Apple
Ramly

19. 19
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines

20. 20
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Strategy: Market Disciplines

21. 21
Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Market Discipline: Priorities and KPIs
Air Asia Apple Ramly

22. 22
Each Market Discipline Requires A Different Emphasis
Operational
Excellence
• Production,
Logistics,
Finance
• Order fulfillment,
Resource
Customer
Intimacy
• Marketing Sales,
Service
• Market
mgmt, Customer
satisfaction
Product
Leadership
• R&D, Legal
(Licenses),
Engineering
• Product
development,
Concept-to-
Customer
Functional
emphasis
Process
Emphasis
• Transactions,
costs, time
• Costs, quality,
speed
• Satisfaction,
cust. success,
share, anecdotes
• Today, Relation-
ships, Employee
empowerment
• Linkages, insight,
comm, groupware
• Ideas-thru-
funnel, patents
• Tomorrow,
Product
Portfolio, Ideas
and Risks
Information
emphasis
Key
metrics
Key
concerns
Customer
analysis, linkages
• Trends (past),
Transactions
Employee
tools/tasks
Air Asia Apple Ramly

23. 23
Market Discipline: Audience Messaging
Operational Excellence: Quality and selection in
key categories with unbeatable prices
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Quality
Product/Service Attributes
Price Time
Selection
√
√
Smart
Shopper
Relationship Image
•Air Asia

24. 24
Product Leadership: Unique products and services
that push the standards
Product/Service Attributes
√
Brand
Time
Function
√
√
Best
Product
Relationship Image
•Apple
Market Discipline: Audience Messaging

25. 25
Customer Intimacy: Personal service tailored to
produce results for customer and build long-term
relationships
√
Product/Service Attributes
√ √
√
Trusted
Brand
Relationship
Service
Image
Relations
•Ramly
Market Discipline: Audience Messaging

26. 26
Alignment: 4-Wheels Model
Story
Business
Model
Brand
Creatives
Media
Message
Timing

27. END NOTES
Good. Cheap. Fast.

28. 28
How not to talk to Individuals
“It has been determined not to be in the public
interest that United Airlines continue to provide
air transportation services between San Diego
and San Antonio”
“I forbid United Airlines to fly between San Diego
and San Antonio”
Civil Aeronautics Board, 1977

29. 29
Zig Ziglar
“Most prospects that
don’t buy are confused
about the offer”
End Note 1

30. 30
End Note 2
Storytelling Consistency
Internal External
Mgmt Distributors
Suppliers
Media
Government
Public
Authorities
Associations
Universities
NGOs
Investors
Proactive Reactive Proactive Reactive
COMM Tools COMM Tools
Employees

31. 31
End Note 3
Brand
Touchpoints
Gov./
Politics
Customers
Public
Events
Economics
AGM
Ads
Internet
Annual
Report
Media
Analysts
Ex-
employees
Relatives
Friends
Pasar
Malam
Employees
Employee
Bloggers
Mgmt
Actions
Newsletter

32. 32
Working with Influencers
Followers VS Fans
- look beyond the
numbers
- demographic +
geographic
- followers ≠ exposure
- followers ≠ fans
- buying followers + Bots
Posting VS Marketing
- look at past posts, how
they work with brands,
and type of engagement
- more than uploading
selfie with product
- marketing component
before and after post
Influencers VS Ads
- influencers ≠ ads
- influencers do things
their way
- authenticity: allow
influencers freedom to
showcase
https://techwireasia.com/2018/07/what-should-brands-
consider-when-working-with-influencers/
if brands want full control over content, then influencer marketing is not
the thing for them.
End Note 4

33. 33
…AT THE RIGHT TIME
End Note 5

35. Thank You.
soft copy of slides:
https://www.slideshare.net/kennyong