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"This is a new thing and by being receptive to new learning, the whole experience was beneficial from a personal and team perspective."
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Knowledge
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Towards the end of 2000, Petronas had embarked on a corporate branding exercise positioning the national oil corporation for greater market visibility as the company globalised across the world. To accelerate the market alignment of the transformed business at Petronas Dagangan, the market-think® method (core to the Trax123™) was first developed on a prototype between 2002 and 2004. The project objective was to build new competencies and align the Petronas brand at retail with the new corporate brand directions of the corporation.
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Innovation
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The innovation was the 7-Module market-think® system which framed and structured the building of new and integrated brand competencies at Petronas Dagangan. The competencies were housed in a new brand function and department on a two-year engagement where 25 full-time employees were designated to participate, experience and share evolving knowledge on how to source, audit and deliver innovative solutions to brand-related business issues. New ways of understanding competitor behaviors as well new methods in process, knowledge and systems mapping and resolutions were created to re-orientate team members and the larger organisation across the multi-disciplinary modules of the market-think® system from strategy, knowledge management, customer management, people alignment, process/systems alignment, communications and performance management.
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Branding
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The objective of the pilot was to start the building of retail brands at Petronas. While the first phase built the foundations for new learning in market and brand orientations within the dedicated brand unit, such as the introduction of the CSE™ to capture and analyse market-critical information in the fuel, lubricant, gas and commercial business, the second phase involved the participation of the entire organisation where frameworks and learning acquired by the brand unit was applied to actual day-to-day business and support divisions. The 24-month engagement which began in early 2002 demonstrated that new organisational processes such as strategic branding will not successfully be deployed without the prerequisite learning in new skills and the support structure and culture. The prototype not only helped to create new mindsets towards how brands can drive and protect market goodwill, but more importantly was the reprioritisation of business directions and investments in alignment with longer term brand and market considerations. At the end of the project in early 2004, Petronas Dagangan achieved one of its best market performances in the history of the company.
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