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1) Knowledge
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At Phase 1 or the Knowledge Phase, participants are asked to deepen their vision of their organisation and look outside the confines of their day-to-day work to explore the hidden potential of individual and team capabilities from within and outside the company. What information does a company have and what information is missing to drive business and brand strategies of the company? What new information is required to trigger innovative thinking or the improvement of processes in the delivery of existing or future strategy? New ways of thinking on the value of data, sourcing and capturing information are introduced where structured group interactions and knowledge-sharing activities result in creative analysis of existing and new information for use to trigger the Innovation or Phase 2 of the program.
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2) Innovation
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At Phase 2 or the Innovation Phase, the results of Phase 1 (the Knowledge Phase) are clarified where the innovation potential of the company is investigated and re-prioritised for corporate action within the current and future competitive environment. During this phase, existing business, market and brand growth strategies are reviewed and assumptions examined from different perspectives to question whether planned business initiatives should be maintained, enhanced or executed in alignment with group decisions as to what will, or will not work in the context of the new brand-centric thinking and management preferences. The objective here is to agree on an innovative blueprint for strategic market and brand action.
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3) Brand
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At Phase 3 and or the Brand Phase, the blueprint for action is developed and resources allocated over the short, medium and long term where management decisions on how to enhance or protect product and/or service innovations through structured brand development are made prior to the development of the brand plan. Here commitments to sequence brand projects (or portfolios) with specific goals and measures are initiated. This final phase puts into position how the integration of knowledge, innovation and branding can accelerate organisational learning on how to use brand-centric thinking and processes effectively within predetermined business strategies and scopes.
From experience, brand alignment programs executed in tandem with business strategies usually take between 12 to 24 months to effectively evolve. It is at Phase 3 or the Brand Phase where many companies get derailed prematurely due to a combination of reasons from lack of executive commitment, ineffective communications on the value of the brand, to organisational inertia or fatigue. Through years of learning on client engagements, Trax Associates learned that with good information and a culture to innovate, the organisational ability to create and sustain market value through branding is enhanced through the structured convergence of form (identity elements), character (corporate values) and delivery (market and customer experience).
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