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STRATFOR Global Intelligence Brand Initiative Proposal 24 June 2011.

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Presentation on theme: "STRATFOR Global Intelligence Brand Initiative Proposal 24 June 2011."— Presentation transcript:

1 STRATFOR Global Intelligence Brand Initiative Proposal 24 June 2011

2 2 Agenda Your challenge to us How we’d approach this initiative Timing and cost estimates About T3

3 Your Challenge to Us 3

4 4 Create a clear STRATFOR brand To have a working brand strategy and actionable brand plan that is: –Differentiating –Compelling –Focused on market intelligence as core –Encompassing of culture, value, benefits, offerings –Informative to business trajectory –Viable globally

5 5 What success looks like “We are a global market intelligence brand. We want to dominate the business class through our political insight.” The STRATFOR brand stands on its own –Lesser derivative brand equity –Greater internal and market clarity around STRATFOR’s mission, value and positioning –Decreased reliance on Dr. Friedman It has appeal and resonance with a larger addressable universe –Increased awareness, consideration in key markets –(No direct attribution) Newsletter subscriber growth across individual and enterprise accounts –(No direct attribution) Increased daily traffic to the website

6 How we’d approach this initiative 6

7 Overview of our approach Target profiling & sizing Brand audit Brand architecture development Communications brief Campaign development Campaign deployment & optimization STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates

8 Target profiling and sizing Key activities:  Review existing data on subscribership  Analysis of STRATFOR’s subscriber survey data  Analysis of MRI reporting on target and sizing 8 Desired outputs:  Dimensionalization of US current and prospective target audiences  Sizing of addressable universe Desired outputs:  Dimensionalization of US current and prospective target audiences  Sizing of addressable universe Because it all starts with your readership, in this phase we’ll look to develop a thorough demographic and psychographic crystallization of your current U.S. target audience. Based on this, we’ll be in a position to be able to project the size of your addressable prospect universe (and thus the domestic opportunity for STRATFOR). This phase is the most critical, as it will serve as the foundation for this brand initiative. Additionally, this synthesis may also provide a vital input into determining if the opportunity size meets your business growth expectations.

9 Brand audit: internal Key activities:  Interviews (Dr. Friedman, analysts, sales/affiliates, other staff, individual subscribers and rejecters, enterprise licensees and rejecters, partners/publishers and rejecters)  Incremental scope: In-market qualitative focus group research (see next slide)  Review current financial modelling and product development  Review guiding principles for website redesign 9 Desired outputs:  Synthesis of internal perspective on current brand, and brand opportunity Desired outputs:  Synthesis of internal perspective on current brand, and brand opportunity We begin our brand audit by speaking with as varied a sample of the brand’s stakeholders as possible — it is these people who ascribe meaning and value to STRATFOR as it currently exists. This allows us to get a firm grasp on current and perceived benefits, challenges and opportunities that are uniquely possessed by STRATFOR. The brand audit is a two-part effort that marries the internal discovery with an evaluation of the market landscape (brand audit: external).

10 Brand audit: internal - research Key activities  Option 1: Informal focus group (single market/NYC)  6–8 participants with a mix of subscribers and rejecters in a location where all interested parties sit in an informal roundtable setting  T3 develops screener, solicits participants and provides incentives, creates discussion guide, moderates, and provides transcription, video and report  Anticipated hard costs: $3,000  Option 2: Traditional qualitative focus group (single market/NYC)  Third-party partner provides turnkey, full service solution  Anticipated hard costs: $9, Desired outputs:  As described Desired outputs:  As described The research proposed in this phase would focus primarily on individual/enterprise subscribers and rejecters. Informal setting allows for interaction between the client and the participants, and costs are lower, however a traditional focus group setting makes participants feel more open about what they can say because the stakeholders are not in the same room.

11 Brand audit: external Key activities: Identify known and probable competitive set, validated against:  Third-party research tools  e.g., Quantcast, Nielsen, Compete, etc.  Upstream and downstream website traffic (referring and adjacent content affinities, keyword searches) Competitive analysis, SWOT 11 Desired outputs:  Brand synthesis and distillation  Refinement/iteration and alignment Desired outputs:  Brand synthesis and distillation  Refinement/iteration and alignment We marry our internal brand audit with a robust look at the market landscape, to give us a steer on the “real” competitive set, and what opportunity areas begin to surface for STRATFOR to own.

12 Brand architecture development Key activities: Develop, articulate and refine:  Key differentiator(s)  Brand promise  Functional benefits  Emotional benefits  Brand positioning  Messaging pillars 12 Desired outputs:  Validated brand framework  Assessment of non- communications implications Desired outputs:  Validated brand framework  Assessment of non- communications implications Once we have agreed upon key strengths and opportunities for the brand based on the audit, we can then begin to paint a more detailed picture of the STRATFOR brand. We’d also recommend validating the working brand framework through research to ensure that the directional brand resonates with your audiences in the U.S. and globally. As an outcome, we may find that the brand refinement has implications on the existing business model (e.g., overseas opportunity, new product ideation). In this case, we would advocate a separate work session, which would be scoped and priced separately from this initiative. Validate working brand framework:  Qualitative focus group testing in U.S. and key English-speaking markets (see next slide)  Brand framework refinement based on results

13 Brand architecture validation 13 Desired outputs:  As described Desired outputs:  As described To validate brand architecture, T3 recommends qualitative research that allows for smaller samples in disparate locations by doing focus groups via video conferencing or qualitative research conducted through custom-built research bulletin boards. Both types of qualitative research are professionally moderated and hard costs include screener development, recruiting/incentives, discussion guide development, moderation, and reporting. Both allow for inclusion of a small group of English-speaking international participants. Option 1: Qualitative focus groups using TelePresence  Recommend 4 groups with 7 participants each (2 with subscribers/2 with non-subscribers)  Split subscribers and non-subscribers into separate groups  Split participants in each subset into the following locations:  1 group with 3 participants from NYC and 4 participants from one additional U.S. City  1 group with 3 participants from NYC and 4 participants from London, or an alternative English-speaking overseas city  Anticipated hard costs: $40,000  2 subscriber groups, 2 non-subscriber groups Note: TelePresence video conferencing provide the platform to research respondents in multiple locations

14 Brand architecture validation 14 Desired outputs:  As described Desired outputs:  As described To evaluate brand framework, T3 recommends qualitative research that allows for smaller samples in disparate locations including focus groups via video conferencing or qualitative research conducted through custom-built research bulletin boards. Both types of qualitative research are professionally moderated and hard costs include screener development, recruiting/incentives, discussion guide development, moderation, and reporting. Both also allow us to include a small group of international participants. Option 2: Qualitative bulletin board  Recommend 4 groups with 7 participants each  Qualitative bulletin boards set up for participants; professionally recruited and moderated  Conducted much like a traditional focus group, but discussion guide is revealed a few questions at a time and participants do not see responses of others in the group until after they respond  Split subscribers and non-subscribers into separate groups  No travel costs for T3 or STRATFOR teams  Anticipated hard costs: $24,000

15 The communications brief Key activities: STRATFOR/T3 working session to agree:  Target, markets, campaign budget, timing  Go to market plan  Test strategy  Campaign success metrics Develop and finalize communications brief 15 Desired outputs:  Approved communications brief  Go/no-go on ex-U.S. efforts Desired outputs:  Approved communications brief  Go/no-go on ex-U.S. efforts At this point, we are ready to make the redefined brand tangible. The communications brief (directing media and creative efforts) is the guiding document that allows T3 to begin to create a brand campaign for STRATFOR, and contains all the necessary information for the agency to commence development. At this point, it is imperative that we align and lock on campaign target, budget, success metrics and timing. If STRATFOR wish to deploy an international campaign, at this point we will need to determine countries and engage T3’s local partners in those geographies (scoped and priced separately; see “About T3” for information about the network one).

16 Campaign development Key activities: Media topline, media recommendation, media plan Creative concepts, campaign iteration –Note: Creative deliverables priced separately once identified 16 Desired outputs:  Approved U.S. campaign  Approved ex-U.S. campaign(s), if applicable Desired outputs:  Approved U.S. campaign  Approved ex-U.S. campaign(s), if applicable In collaboration and in parallel, our media and creative teams will provide STRATFOR with recommendations on campaign specifics, including best-fit media properties and formats, and advertising campaign creative. (Any work on internal STRATFOR properties (e.g., website and redesign) will be scoped and priced separately. If this initiative requires an international deployment, our partner agency(ies) from the network one will also be engaged with us to ensure the most resonant transcreation of our campaign in their market(s).

17 Campaign deployment and optimization Key activities: Brand campaign in-market Brand tracking study (e.g. Insight Express, Dynamic Logic, ComScore if digital) –Note: Brand tracking study priced separately once appropriate platform / methodology is selected Weekly and monthly reporting and creative/media optimization 17 Desired outputs:  As described Desired outputs:  As described The final step, of course, is to go to market with the STRATFOR brand initiative. T3 will launch the new brand effort, and ensure rigorous tracking in order to be able to fine-tune the campaign’s media and creative elements to their fullest potential. We also recommend engaging a third party to conduct a pre- and post-hoc brand study, so that we can objectively determine that in addition to the campaign “working,” that the new STRATFOR brand itself is resonating with our key audiences.

18 Recap: overview of our approach Target profiling & sizing Brand audit Brand architecture development Communications brief Campaign development Campaign deployment & optimization STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates STRATFOR re-evaluates

19 Timing and cost estimates 19

20 T3 charges a fee for service against an agreed scope of work. Our time is all that you pay for. There is no mark-up on production, media, travel or hard costs, ever. While this engagement would be led from our Austin headquarters, STRATFOR will have access to talent and resources in all three of our offices. Because our offices operate with a single P&L, we can cast T3 talent to the project's needs, regardless of location. 20 How we’d work

21 21 A preliminary estimate on investment PhaseAgency FeeHard Costs* (if any) 1: Target Profiling and Sizing $53,000- 2: Brand Audit $75,000$3,000 - $12,000 3: Brand Architecture Development $175,000$24,000 - $40,000 4: Communications Brief Development $44,000- 5: Campaign Development $220,000- 6: Campaign Deployment and Optimization $98,200- Subtotals$665,200$27,000 - $52,000 TOTAL ESTIMATED INVESTMENT$692,200 - $717,200 Tool Kit Materials 58% (1,910 hrs) Logo & ID 18% (590 hrs) Discovery 9% (300 hrs) Research & Comms Plan 11% (380 hrs) Based on what we know today, we anticipate that an assignment of this nature would require an overall investment of $692,200 – $717,000, about 4–7% of which would go into pass-through hard costs. The agency fee assumes various rates by role. The pie chart illustrates the level of effort and the percentage of budget committed within each phase. Note: Media planning and implementation labor considered in Phase 5: Campaign Development is based on a $1.5 MM – $3.0 MM media buy. Phase 1: Target Profiling & Sizing 7% 12% 30% 6% 31% 14% Phase 2: Brand Audit Phase 3: Brand Architecture Development Phase 4: Communications Brief Development Phase 5: Campaign Development Phase 6: Campaign Deployment & Optimization

22 Timeline 22 Stratfor Milestones T3 Research, Analysis, and Definition T3 Brand and Communication Development 1w2w Brand architecture development 5w Develop, articulate, refine 2.5w July 2011August 2011September 2011October 2011November 2011December 2011January 2012February 2012 T3 Campaign Development and Optimization Target profiling and sizing Brand audit (Internal) 2w Brand audit (External) Validate working brand framework 2.5w 2w Develop and finalize communications brief Media planning 6 – 8 w Campaign development (Concept creation and presentation) 5w Campaign production* (Execution of campaign deliverables) 5w 12W Campaign optimization Campaign deployment 2 – 3 w Mid-July re-evaluate Early August re-evaluate Early October re-evaluate Mid-October re-evaluate End of November re-evaluate

23 About T3 23

24 24 We find smarter ways to connect people and brands.

25 25 We work collaboratively: a fusion of strategy, creative, technology, media and measurable proof.

26 About us thinkers. Independent since $313MM capitalized billings. 57 on Ad Age’s largest agency list. 17 among independent agencies. Top 100 Agency

27 What we do 27 StrategySocialBrandingMobileDigitalMediaWebsitesAnalyticsVideoPrint Rich Media

28 Our clients 28

29 An unconventional, yet practical alternative to a traditional multinational network Custom-builds international agency networks — on demand, thus affording speed, agility and flexibility 330+ agencies in 65 countries Net fee income $1bn Media billings $6bn Multi-award winning agencies 29 We are a member of the network one

30 30 Partner agencies on demand Albania Algeria Argentina Armenia Australia Austria Azerbaijan Bahrain Bangladesh Belarus Belgium Brazil Bulgaria Bosnia Canada Chile China Colombia Costa Rica Croatia Cyprus Czech Republic Denmark Ecuador Egypt Estonia Finland France Georgia Germany Greece Hungary Iceland India Indonesia Iran Ireland Israel Italy Japan Jordan Kazakhstan Kuwait Latvia Lebanon Lithuania Macedonia Malaysia Malta Mexico Moldova Morocco Nepal Netherlands New Zealand Nigeria Norway Oman Pakistan Panama Paraguay Peru Philippines Poland Portugal Qatar Romania Russia Saudi Arabia Serbia & Montenegro Singapore Slovakia Slovenia South Africa Spain Sri Lanka Sweden Switzerland Taiwan Tajikistan Thailand Tunisia Turkey Turkmenistan Ukraine United Arab Emirates United Kingdom United States of America Uruguay Venezuela Vietnam Uzbekistan Agency in-market Managed from another country

31 Thanks. 31

32 32 Lee Gaddis Chief Operating Officer O: M:


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