Corporate brand strategy
Turning the corporate brand into an asset that creates value
I work with executive committees and marketing and communication teams at the moments when the organisation faces an important decision. Together we define the brand’s role in achieving the organisation’s strategic objectives: how it represents the organisation in the market and how it projects it to its own present and future talent.
When should we work together?
The brand is losing competitiveness
Competitors are advancing, differentiation has eroded and the brand increasingly competes on price.
The value proposition is not convincing
Customers do not see what makes the company different and the sales team cannot explain why they should choose it. There is a lack of clarity about the value the brand brings.
The company is entering a new market
A new country, a new category or a new segment requires deciding what place to occupy, what to keep of the brand and what to adapt.
Product brands are causing confusion
Growth has produced brands that do not follow a common logic. Customers do not understand how they relate to one another and investment is dispersed.
The talent you want does not come or does not stay
The organisation competes for scarce profiles, struggles to attract and retain them, and its employer proposition does not stand out from those of other companies.
What do we work on?
Brand concept
A central idea, solid and easy to understand, that guides all the brand’s decisions.
Positioning
A distinctive and relevant place in the category and in the mind of the audience.
Brand architecture
The relationship between the organisation’s brands, so that they reinforce one another.
Value proposition
The functional, emotional and spiritual value the brand brings to its customers.
Brand experience
The coherence between what the brand promises and what people experience at every touchpoint.
Employer brand
The proposition that makes present talent want to stay and future talent want to join.
How I work
Decisions built with the leadership team
Main approach
Workshops with the leadership team
This is the approach I consider most effective. I design and facilitate sessions in which we analyse the situation, make the strategic decisions and turn them into shared criteria. Decisions built with those who must carry them out are sustained over time.
Groundwork
Strategy work
I analyse the market, the category, the competition and the brand itself, and I prepare the strategy document. This work prepares the workshops and consolidates their conclusions.
I held senior marketing positions at Colgate-Palmolive and Nissan, where I led the marketing team that conceptualised the Qashqai, the model that created the crossover category and dominated it for more than a decade.
Since 2012 I have advised companies in technology, food, cosmetics, pharma and public services, among other sectors, and today I teach brand strategy at Esade Business School.
Experience from within leading brands
The first step is a conversation
Tell me what moment your organisation is in and I will suggest the most suitable format.