Fend Off Commoditization


Establishing durable pricing privilege takes work. It means being able to ask the right questions. It also requires examining whether the organization is delivering against what the customer wants and needs vs. what the organization is actually providing to a customer. This disconnect can take many forms from a marketing perspective. Visit us to learn more

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Fend Off Commoditization


Establishing durable pricing privilege takes work. It means being able to ask the right questions. It also requires examining whether the organization is delivering against what the customer wants and needs vs. what the organization is actually providing to a customer. This disconnect can take many forms from a marketing perspective. Visit us to learn more

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The pace of change and life cycles change rapidly.

 

Off shoring, keeping supply chain costs, and too much complexity to the sales process all can have a deleterious impact unless carefully managed.  

Our Approach

Establishing durable pricing privilege takes work. It means being able to ask the right questions. It also requires examining whether the organization is delivering against what the customer wants and needs vs. what the organization is actually providing to a customer. This disconnect can take many forms from a marketing perspective.   


1. What are we truly trying to deliver to the customer?
And why? How is it changing?  

2. How can we move up the value chain? And who are the right
constituents that we must reach in order to be successful?  

3. How we can best identify high priority, revenue rich business drivers?  

 


Avoid Common Pitfalls

  • A maniacal focus on features, products and delivery at the expense of customer engagement  
  • Drowning customers with the wrong messages that are feature focused in lieu of addressing real business drivers that matter to customers  
  • Failing to establish meaningful customer segments and thereby failing to establish an emotive connection with a customer  
  • Not being able to work across organizational silos (e.g.sales, marketing,  engineering, etc.) to deliver a holistic customer experience.

 

 

Manage Your Brand Portfolio


Manage Your Brand Portfolio


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As organizations grow and acquire; they can end up with a multitude of brands over a period of years.

 

Often times, it can be difficult for organizations to identify which brands to prune and which to invest in.  We help advise and guide clients on how to identify a process for portfolio management that works for them. 

 

 

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Here's how to determine whether your organization may be in need of portfolio management.  

1. How many brands to we currently support that have distinguishable equity in the market place among customers? 

2. Do we have a process in place for how we allocate financial and human capital for brands that are in various stages of their life cycle (how growth, maturity, decline)?  

3. Which of our brands consistently exceed customer expectations? Do we have a concrete handle on which brands are leaders and laggards? Are these in line with our long-term business objectives?  

 

4. How many legacy (acquired entity) business line brands do we currently support? Are these inhibiting or fostering our ability to bundle products/services or move up the value chain as a solutions provider? 

5. To what degree are we making it more difficult for our customers to understand what we offer in the marketplace? For example if a business objective is to sell xyz together does our brand structure, not our organizational structure, currently support this type of business objective? If not, what specifically is getting in our way?  

 

Create | Revitalize


Create | Revitalize


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Technology changes are rapid.  Brands are not static; they must keep up with the times otherwise they become irrelevant quickly. Staying relevant is an imperative. Organizations that fail in this endeavor typically struggle by not being to take advantage of new market opportunities.

 

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Our Approach  

We take a scaled approach by examining your strengths and weaknesses. We don't believe in the throwing the baby out with the bath water.  Sometimes incremental changes work best, but not always; our recommended solution is grounded on what is organizationally and financially feasible.   Every organization has a different threshold and requirements for revitalization. 

 

We view brand revitalization as being a fundamental element for building business strategy momentum.

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Build a New Brand


Build a New Brand


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Whether you are looking to launch a new service offering or launch your latest venture, we love to work on creating new brands.  


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M&A Brand Integration


M&A Brand Integration


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Learn to Quickly Align Your Brands

Executives, namely the c-suite, want to make the smartest, most profitable decisions on behalf of their respective organizations. They are also up to their eyeballs in due diligence; yet habitually overlook the direct and indirect financial and organizational impact of acquiring and merging brand assets. Consequently, this prolongs and often derails the successful integration post-merger and can act as direct barrier toward creating shareholder value and growth.

 

 

 

 

 

 

 

 

 


Tugboat Brand Diligence examines brand assets in a systematic manner that can be distilled down to three primary directives.

1. Do we increase support for certain brands? 2. Do we eliminate or retire brands? 3. Do we continue to maintain and sustain brands?

Brand Diligence Benefits  

  • Gain an immediate foothold on brand assets and their portfolio
  • Depoliticize brand migration opportunities and challenges
  • Decrease the overall cost, fatigue and churn associated with post-merger acquisition
  • Gain clarity into better decision making
  • Take into account the science and art of brand integration
  • Improve executive acumen
  • Use resources more efficiently
  • Expedite the integration process

 

Galvanize Employees


Galvanize Employees


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A Committed & Passionate Workforce

With the advent of social business, the stakes for internal brand engagement continue to grow. A company simply cannot be considered best-in-class without having a committed and passionate workforce that understands what the organization stands for.    

 

 

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Internal Brand Indicators 

If you answer "yes" to any of these questions, there  is a good probability that your organization can benefit by boosting internal brand development.  

 

no real guidelines

 

We don't have any real guidelines beyond logo standards that speak to what our brand represents to different constituents. 

divergent messages

If I put different executives, managers and employees in a room together, I will get totally different answers pertaining to what the company is trying to communicate to the market place. There are too many divergent messages being broadcast. 

lack of message

There is a tendency for our folks to think that if we communicate effectively with out advertising and public relations that we're done.  

 

no process or method

We really don't have a process or method for tracking a customer's overall experience with our offerings.

 

 

not on same page

Sales and marketing are not on the same page in terms of how we are trying to position the company.  

disjointed message

Our message and what we look like to the market place (our visual communications) are disjointed. For example, we say we're about innovation but our execution is stale and dated.  

general malaise

There is a general malaise among our employee base about the corporate brand.  

disconnect with customers

here's a disconnect between how our customers view us and we view ourselves.  

 

Win the C-Suite


Win the C-Suite


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Wow Your Execs

As in don't bore them with tidbits that don't impact the bottom line. Soft and fuzzy brand speak only works when your speaking to the choir, not the CFO. In order to make an impact on the importance and relevance of brand or marketing investment, today's marketers have got to up the ante by being able to pull heartstrings and purse strings.

C-Suite Fast Stats

  • They dig video in a big way! Source: Forbes l Insights
  • Proving ROI is a top priority. Source: IBM
  • Attitudes toward social business varies a great deal. Source: MIT Sloan l Deloitte  

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Our Approach  

Every executive team comes with a unique set of established ideas and biases pertaining to brand and marketing.   What they are willing to spend. What works. What doesn't.  And many teams aren't necessarily on the same page. It is  actually more common to have an exec team made up of both evangelists and skeptics.  At Tugboat, we specialize in constructively working with your team to identify the right strategy for building internal momentum.     

 

Establish Your Brand Baseline

This means getting at what defines success and failure for the organization upfront at the beginning of our assignment together.  Many firms simply focus on what needs to get done tactically.   

 

 

Every Meeting Counts

 

This stems from Sheryl's professional philosophy that every interaction must take a client along a learning curve that builds momentum in understanding and recognizing the value and importance of brand. Significant time and planning goes into crafting presentations and client dialogue that is designed to literally alter team perceptions and recognition regarding brand value.   

 

Recognize Executive Priorities

 

Every team has a different mix; however, we work very closely to make sure you stay abreast of where executive and marketers converge in terms of industry and category trends.  

 

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