It all falls down sometimes but great strategy, excellent design and expert execution can stand it all up again. Rebrand or rehabilitate – the choices after crises.
Every business needs to carefully consider their risks and test and validate their approaches to dealing with those risks were they to arise, with a focus on protecting staff, customers and reputation. Business Continuity and staff welfare factors should be well laid out and a clear plan shared across the business for dealing with these risks.
Following high profile disasters in the food service sector, this company decided to review their risk operating model.
The brief was to review and redesign their existing process and highlight gaps per the risk profile, which we also developed with scenarios to develop and test. These scenarios were detailed, spanning legal and logistics, health and safety, staff and reputational damage, with clear and direct mappings to preventive actions for damage limitation in the event of adverse events occurring.
Significant value was added and evidence based primary best practices were implemented when we developed an operational model and timelines per highest risk scenarios regardless of probability, which were then rehearsed and tested across critical roles and responsibilities for the most severe events.
Some businesses are born Ecommerce entities but many businesses don’te even have a web presence and have to transition to selling online, and that’s where payments integration comes in.
As noted by Ronak Patel of readwrite, identifying the best payment gateway for your business’s needs is a challenges that requires consideration and an understanding of the potentials and pitfalls, including compatibility with your website, the ease, accessibility and process of integrations, costs and customer experience. We took away this headache and helped the business understand the best options for their situation and then implemented it.
A Global Bank’s decision to take on the offshoring challenge and offshore critical cross line of business functions required an in-depth and detailed business transformation involving hundreds of people and a massive effort to define, build and deploy new technology platforms.
With experience of end to end transformations, our associates were able to deliver deep insight, industry knowledge and subject matter expertise to plan, prepare and deliver on a challenging project.
We embedded a new offshore report team structure, process and new technology platforms, along with the requisite Business Architecture and supporting target operating models and graduated Standard Operating Procedures.
Having been in business for 20 years, this well known company decided the time had come to make some changes, and have a branded ecommerce website, online inventory and streamline their backend processes. The MD had been reluctant to make the necessary foray into the online marketplace but they knew it was necessary as the founder would be retiring and an outsider would be taking the reins of leadership along with the co-founder.
The new MD was very conscious of the gap in their online capability and was concerned they were losing out on market share in a sector where they were one of the very first to enter in a big way as an independent retailer.
Nonplussed by the by the number of providers and the array of choices for e-commerce implementations, they eventually chose as we were referred to them.
They really wanted to work with a company who understood them, their ethos and their company. They needed a company who understood their dreams and small beginnings and were very pleased to find us.
We were able to deliver an e-commerce site and capability with attendant changes in operations, staff and tools for inventory management.
Taking the difficult and operational decision to embark on a Digital Transformation programme to position to business to compete better, collaborate smarter, communicate with customers and mine and deploy data insights.
With our focus on brand enhancing operational and technical change and readiness, it’s only natural that digital agency would be a capability we have an interest in providing. One of the biggest brand risks that businesses face curently is that of falling behind competitors, simply because of digital deficits. We can help you address these.
Iconify Consulting and Creative help established companies to review their existing collateral and deliver improvements to their technical and digital frameworks to help the your business operate at its best and optimise collaboration within your orgnaisations, with your stakeholders and customers. We also help you prepare your organisation with the changed and highly enhanced capability through a transition and readiness programme.
Working closely with you, and using research and analytics of the data you hold and other sources, we can determine strategies for positioning your product/service and brand and establish leadership in specific categories.
Story is all about developing relationships that can be nurtured and grown as you go deeper into the wants and needs of your target audience, even those they may not be aware they have. It’s about developing a story they can adopt as their own and tell themselves about your brand, a story that keeps them coming back to your business for more. Memorable human stories that are compelling and accessible, that can be seen to be organic and growing are great pillars of brand resonance.
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Who needs new brands? Brand new companies with brand new offerings, surely? Well, certainly new offerings require a brand creation but they are not the only ones by a long stretch. In a recent interview, Al Ries explained that while there are two types of brands, existing brands and new brands, he demonstrated that existing brands are losing their power through expansion and dilution, while new brands of the past 20 years have far outperformed the stock market. He posited, therefore, that the way to cope with changing times, technological advancement and increasing competition wrought by a fundamentally generational issue, is by creating new brands, not expanding existing ones.
Following negative risk and impact assessments from regulators and industry press, a global bank needed to upgrade their technology platforms to support new regulatory requirements, frequencies and data mandated. We worked very closely and at a detailed level to understand the existing business architecture, standard procedures and shortcomings and areas of operational risk. We then, in concert with leaders of all operational teams, built new and standardised high level and very detailed operating models, ensuring that there were agreed operational timelines, clear exception processes and capability to respond to critical emergent events with defined and tested responses.
Researched and reviewed existing business architecture with a view to making process innovations, to consistently prepare submission quality artifacts by the mandated deadlines.
Rolled out and embedded new target ops models supporting global sites across several functions and for a large number of reports on a range of platforms in parallel, testing and validating processes, platform integration, roles and responsibilities.
As well as brand building, content should be used to educate, entertain and above all reinforce the brand benefits and values that customers will recognise as aligned with the brand personality. This makes blending brand strategy and digital capability a worthy concentration for brands intent on growing.
The goal was standardisation across the globe of the Software and Systems Development Testing and Quality Assurance Process. We were able to bring years of indepth experience and broad skills base as well as directive insights to this multinational FMCG company.