Gautrain Marketing Strategy
Brand Positioning Strategy
Summary Report
Thebe Ikalafeng
Group MD
The Brand Leadership Group
25 October 2007
Contents
1.
2.
3.
4.
BRIEF
APPROACH
SUMMARY INSIGHTS & BEST PRACTICE
POSITIONING THE GAUTRAIN BRAND
5.1. BRAND ESSENCE
5.2. BRAND BLUEPRINT
5.3. BRAND ARCHITECTURE
5.
6.
ACTIVATING THE BRAND ACROSS PHASES
NEXT STEPS
The Brief
Develop an integrated project overarching brand proposition: what the Gautrain brand stands for, what it does, and what makes it unique or different, in order to:
•
Define the ideal position of the Gautrain service brand in the minds of South African stakeholders throughout the various phases of the project.
•
Guide the expression of the brand identity and visual communication.
•
Inform the integrated marketing and communication plan.
•
Define the ideal brand architecture, i.e., the brand interrelationships structure between the Gauteng, Gautrain and Bombela brands.
The Impact of the Brand
ORGANIZATION
EXPERIENCES
(ACTIONS + COMMUNICATIONS)
PERCEPTIONS
BELIEFS
INFORMS DECISIONS
ALIGNS ACTIONS +
COMMUNICATIONS
CUSTOMERS
(BEHAVIOURS)
INFORMS CHOICES
STEERS BEHAVIOURS
BRAND
ALIGNS THE ORGANIZATION
A strong brand allows consistent delegation of decision rights and enables em ployees to act in alignm ent with business objectives.
LINKS EMPLOYEES
WITH CUSTOMERS
As a m utual reference point, a strong brand serves as organizing principle aligning em ployees’ actions to best m eet the needs of the custom er.
DRIVES CUSTOMER
BEHAVIOUR
A strong brand informs choice making and drives the custom er behaviour in highly predictable and consistent ways.
A brand promises to deliver a value beyond its tangible physical attributes upon which consumers and prospective consumers can rely to be consistent over time.
Summary Insights
Context Key Legislations
Summary Report
Thebe Ikalafeng
Group MD
The Brand Leadership Group
25 October 2007
Contents
1.
2.
3.
4.
BRIEF
APPROACH
SUMMARY INSIGHTS & BEST PRACTICE
POSITIONING THE GAUTRAIN BRAND
5.1. BRAND ESSENCE
5.2. BRAND BLUEPRINT
5.3. BRAND ARCHITECTURE
5.
6.
ACTIVATING THE BRAND ACROSS PHASES
NEXT STEPS
The Brief
Develop an integrated project overarching brand proposition: what the Gautrain brand stands for, what it does, and what makes it unique or different, in order to:
•
Define the ideal position of the Gautrain service brand in the minds of South African stakeholders throughout the various phases of the project.
•
Guide the expression of the brand identity and visual communication.
•
Inform the integrated marketing and communication plan.
•
Define the ideal brand architecture, i.e., the brand interrelationships structure between the Gauteng, Gautrain and Bombela brands.
The Impact of the Brand
ORGANIZATION
EXPERIENCES
(ACTIONS + COMMUNICATIONS)
PERCEPTIONS
BELIEFS
INFORMS DECISIONS
ALIGNS ACTIONS +
COMMUNICATIONS
CUSTOMERS
(BEHAVIOURS)
INFORMS CHOICES
STEERS BEHAVIOURS
BRAND
ALIGNS THE ORGANIZATION
A strong brand allows consistent delegation of decision rights and enables em ployees to act in alignm ent with business objectives.
LINKS EMPLOYEES
WITH CUSTOMERS
As a m utual reference point, a strong brand serves as organizing principle aligning em ployees’ actions to best m eet the needs of the custom er.
DRIVES CUSTOMER
BEHAVIOUR
A strong brand informs choice making and drives the custom er behaviour in highly predictable and consistent ways.
A brand promises to deliver a value beyond its tangible physical attributes upon which consumers and prospective consumers can rely to be consistent over time.
Summary Insights
Context Key Legislations