Task are three different elements which create a

Task 2


Characteristics of the organisation’s brand

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The term ‘brand’ has evolved overtime with definitions
replacing one another. Keller suggests a brand is ‘Something that has actually
created a certain amount of awareness, reputation, prominence…in the
marketplace’ (Keller, 2008). Fill suggests ‘Brand consist of two main types of
attributes: intrinsic and extrinsic. Intrinsic attributes refer to the
functional characteristics of the product, such as shape performance and
physical capacity… Extrinsic attributes refer to those elements that are not
intrinsic and, devices such as brand name, marketing communications, packaging
colour and mechanisms’. (Fill, 2016 p.293) Skanwear is one of many organisations
which provide Arc and Flame-Resistant PPE so it’s intrinsic attributes are
similar to others whereas its extrinsic attributes and brand characteristics are what align themselves differently from
their competitors. Skanwear’s Brand Positioning aligns themselves with the
words; Safe, Caring, Knowledgeable and Innovative, which reflect on there brand
personality of being a mature, trustworthy organisation.



Biel suggests that there are three different elements
which create a brand; skills, personality and relationships (Biel, 1997), in
relation to skills, the organisation provides Arc Flash and Flame Resistant
clothing which results in saving lives, the organisation provides services
which ensure a smooth dispatch and provide stakeholders with knowledge on Arc
Flash and its preventions.

For the organisation, the target audience is safe and
caring due to their potential life-threatening work environment therefore the
mature personality of the brand must resonate, supporting that Malhotra’s
theory that ‘…the greater the congruity between human characteristics that
consistently and distinctively describe an individual’s actual or ideal self
and those that describe a brand, the greater the preference for the brand’. (Malhotra,
1988) With the organisation having similar personalities with its audience, it
creates an emotional relationship, as it is consistent and aligned with their
self-concepts resulting in building long-term brand equity with them, as it’s
something they enjoy and specifically relate too.  The organisation should be consistent with a
tone of maturity and authority through various marketing activities and
overtime stakeholders will associate them with the desired perception. In
summary, by Skanwear defining its brand personality the communications with
customers will increase brand loyalty, the perception of the brand will
knowledgeable and caring resulting in a better product performance and more
opportunities for brand extension (Keller, 2013). Poor

Using Kapferer’s Brand Identity Prism (Kapferer,


The first dimension of the model is physique; the physique of any of our
jackets, trousers overalls is ‘safety’ as this is their primary function.
Exploring further would be their features, services, style, colour and imagery.
These intrinsic attributes build brand loyalty and brand awareness for the
organisation leading to a more positive brand image. The organisation’s Global
Account Managers are assigned to different client contracts such as ABB, Rolls
Royce & Western Power that are situated globally which are visited and given
the premium treatment regularly. Creating
positive relationships with the
customers will allow for an easier brand extension of products onto existing
customers .The organization can be seen as a mature, knowledgeable figure
that reflects the wants and needs of our audience and provides purpose for them
to engage with Skanwear. Fostering this personality
for the organisation is important, as it is what created customer loyalty
supporting Arora and Stoner’s theory that ‘brand personality provides a form of
identity for consumers to express symbolic meaning for themselves and others’.
(Arora and Stoner, 2009 p.273)

The safe culture
of Skanwear was created for its purpose to exist, which is to ‘save lives’. The
organisation provides health checks that assess customer’s current situations
providing a seamless experience to ensure the safety of all the workers working
on live electrics. The organisation works alongside global companies with
credible reputations such as ABB, Roll’s Royce, FieldCore and Western Power
that are known globally within the industry. The organisation uses suppliers
such as ZOW who are located in Poland. When generating marketing communications
these companies are referenced too and aim to use as affiliate marketing
partners that other organisations cannot. Using these companies in
communications reinforce the organisations brand image and become a more
credible source to external stakeholders who aren’t supplied by us.


The reflection
of the organisations customers is that they are hardworking, fearless
individuals in the Energy and Utility industry. The self-image of the organisations customers is that they are part of
a niche industry that is knowledge enough to help and support business of other
sectors. This aligns with our Brand Value of Care as it reflects.


of Branding
In terms of the consumers and the organisation the
benefits each will receive from the brand will differ. For Skanwear the
branding benefits would be customer loyalty – once the customer has ‘bought’
into the brand it will be easier for Skanwear to defend against Arco and
Progarm as the consumer is already on their journey, supported by Keller’s
theory that ‘ …high levels of brand awareness and a positive brand image should
increase the probability of brand choice, as well as produce greater customer
(and retailer) loyalty and decrease vulnerability to competitive marketing
actions’. (Keller, 1991 p.8) For the customer it would reduce the risk of
purchase and they are with a brand they trust with a personality aligned with
their own, this benefits Skanwear is it would allow an easier promotion of a
premium product or service which the consumer would have a higher probability
of purchasing.


Communications that add credibility to the brand

The organisation communicates to it’s target audience
in a variety of ways both online and offline. The main online communications happen
on LinkedIn – as it is a B2B
platform and where the bulk of the target audience lies which include CEO’s of
organisations, Purchasing Managers and Electrical Engineers. When engaging with
customers the organisation uses its SMP, which is at the root of our
communications and gives us the competitive edge of competitors. Although SMP
(Single Minded Proposition) is not directly aimed at the products of services
provided it provides context.


When communicating with the audience the organisation
follows it brand guidelines regarding; style of imagery, tone of voice and
colour in order to maintain a consistent message. As we consistently
communicate with the audience it is important to add value to customers from
our Specialists knowledge such as latest changes in legislation, releases of
new Flame Resistant fabrics baring in mind to not baffle them with jargon
supporting Fill’s suggestion that ‘… each participant in the communications
process need to be able to interpret the meaning embedded in messages, and be
able to respond in appropriate ways’ (Fill, 2016) Overtime this method will
gain the trust of the external audience.


Referencing the
Influencer Model of Communications (Fill, 2002), the organisation could use Arc Flash Personnel, as they are
unbiased stakeholders who are knowledgeable about the industry. The
organisation could provide industry bloggers (opinion leaders) who aren’t
directly involved with garments and allow them to comment and provide feedback
to stakeholders (opinion formers) who either; need the brand reinforcing and
have interacted with the brand before, those haven’t received the message
initially or those who are in the early stages with Skanwear. Opinion Leaders such as bloggers and
can have a powerful effect on the target audience due to their status and can
change customer behaviour when purchasing and engaging with the brand. Rogers
suggests that opinion leaders ‘tend to be of the same social class as
non-leaders, but may enjoy a higher social status within the group’ (Rogers,
1962), with this in mind the influencing process is much more believable as it
is coming from a person of similar upbringing. Opinion formers add credibility back to the brand, as the feedback
hasn’t directly come back from Skanwear or its suppliers.


Live chat
Live Chat gives customer service an opportunity to provide customers with a
memorable experience by informing and reassuring consumers prior to a purchase
leading to recommendations.

LinkedIn can transfer the organisation’s culture and values. This allows for
customers to understand the brand and for collaborative marketing. Skanwear
could also use LinkedIn for to begin conversations based around what do people
think about a change in legislation, or which fabric extra procedures could
external stakeholders take when working on live electrics. The aim of this
would be to force Prompted WoM (Fill,
2016 p.57) to get the opinion
leaders and formers talking and also provides opportunity for the organisation
to track and get involved in the conversation. Not only would this provide
credibility to the organisation for being a figure of authority but would also
affect the behaviour of the opinion formers.

Recommendations in the form of positive testimonials on the organisations products or services add credibility to the
brand. Herr suggests that ‘ … consumers consider WoM more credible and reliable
than information generated by firms’. (Herr et al, 1991) With this in mind the
organisation can take advantage of WoMM
(Word of Mouth Marketing) (Fill, 2016) by prompting a review in regards to; a
product, customer service call or a virtual meeting. These testimonials given
by customers can be included on the organisations website, social media or PR
in order to raise the organisations profile. When opinion formers read the testimonials
they feel more at ease with the brand and what they are offering, this supports


Defining The 4
Essential Levels of Value Proposition (Burstein, 2002) for the organisation is crucial as it clearly defines the why the
audience should engage or purchase the product. SMP the Value Proposition of Skanwear is also Saving Lives. This
proposition directly addresses what the products and services aim to do, in
such a serious industry this proposition hits hard as the products are the last
line of defence in the event of an Arc Flash. What defines the organisation
from the competitors is the experience they receive when engaging. The
organisation provides procedures such as Health Checks, Control Measures and
Arc Flash Training prior to the discussion of products to ensure they receive
the correct equipment.


As discussed the CVP
must target customers needs in terms of benefit e.g. customers don’t buy Arc
Jackets for the features; Arc Flash protection and Hi-Visibility, they buy for
the benefit of the jacket so they can go home to their families every single
night. It is crucial that the CVP is concise and planned and integrated with
each form of communication as it affects the overall purchasing decision. By
using the formulae Rowe’s formula (CV=B-C)
(Rowe, 2009) the
organisation can see that the benefits they provide are comfortable life saving
garments, services such as branding and bespoke delivery and the ability to get
an account on Safeline to reorder garments when
necessary. The image benefits being that Skanwear is working with organisations
globally therefore buying into a trustworthy and credible business. These
benefits outweigh the monetary costs as lives are being saved and their
problems and needs are being solved.


The organisation will then communicate the benefits
that the they can offer can offer on platforms such as social media,
newsletters, blog and offline channels such as tradeshows and magazines to
reduce the gap of perceived risks stakeholders may have. The organisation will
use a mixture of both emotional and
rational appeals (Fill, 2016); content of emotional appeal of such as
customers who were involved in Arc Flashes but the garments saved their lives
and rational appeal such as statistics of the occurrence of an Arc Flash.
Regardless of the appeal the organisation brand message remains consistent with
the same focused message that positions Skanwear as a safe, caring company.

Media planning and the execution of a communications
campaign helps as it allows the organisation to define the key objectives of
the communication and whether it was successful or not. Media planning will
also help Skanwear understand which forms of advertising on what media are the
most effective for the organisation in terms of reaching it’s desired target
audience and desired response. When launching a communications campaign about
the occurrence of an Arc Flash for example, the organisation media plan will
take into consideration the length of the campaign, the timing and repetition
and be displayed on a Gantt chart. In relation to brand building this would
ensure stakeholders aren’t exposed to campaigns related messages numerous time
which negatively would lead to a poor brand image as it goes against the
organisations brand values.


The process for selecting and managing an external
agency to deliver a brand message

When selecting a digital or experiential marketing agency to work alongside the
organisation, the marketing manager, directors and graphic designer must ensure
that they agency are aligned with our brand message/culture of safety and care.
They must also understand the SMP of ‘Saving Lives’. When selecting the
marketing agency Skanwear could use the Agency
Selection Process (Smith & Taylor, 2004)


Defining the
requirements is the first step to selecting the agency – this step will require
Skanwear to break down the annual goal for the organisation and align with
marketing objectives. At this stage, the organisation must decide what they
want to achieve; for example, promote a service such as Virtual Meetings with
Arc Flash Technical specialists. The next step would be for the organisation
the define it’s target audience, how they are going to communicate the message
and desired results baring in mind the departments annual budget.


a list – When developing a list of agencies, the
organizations firstly honours recommendations through other stakeholders such
as the graphic designer of the company and then search online to find 8 maximum
in the local area i.e. Doncaster/Sheffield. It is crucial for the agency to be
in the local area in terms of accessibility, the short distance would allow face-to-face
communication resulting in a better relationship. At this stage, the
organisation will filter through the lists website and previous campaigns to
see how they have adapted to an organisation’s brand personality.


A credentials
meeting is the next step, to see what they; resources, size of agency,
portfolio work, and why they exist which is an important factor for the
organization, it is important that the agency exists to ‘help people’ as
Skanwear does and not just for monetary benefits. It is also important to find
out information on the members of staff of the agency as Skanwear is currently
is classed as a small sized business. After the meeting Skanwear could use the 5M’s  (to define what the agency can offer in terms
of mainly machinery methods and men. This information would make it easier for
the organisation to shortlist agencies. From evaluating the credentials meeting
the Marketing Manager and the Graphic Designer cut the agency number in half
and collaborate to issue a brief to
short listed agencies which they will get two weeks to complete. The brief
will include the goals from the marketing department and the overall
organisation. At this stage Skanwear would provide information such as their
products, services, target audience and client base. It is important to
introduce how it is key for the agency to understand the brand personality and
brand message, each agency must understand that the target audience is mature
and sensitive.

The full pitch stage will allow each
agency to meet the marketing manager and the graphic designer and show their
capabilities, this stage will show whether they have understand the purpose of
the brand and it’s personality – this is important as they will be responsible
for representing the brand and they wouldn’t have conflicting ideas and respect
the Skanwear’s culture. Analysis of Pitch
would include the cost for the agency, whether the desired brand message was
effectively delivered in a way that didn’t lack originality and how they
understand the direction of Skanwear in terms of vision and goals. Select Winner – this stage will not be
purely down to the full pitch, as other factors will be taken into
consideration. Factors such as personality – as the designer and manager will
be working alongside them regularly, their location, their accessibility and collaboratively
define the contract details, as it
will be important to keep a transparent and open relationship. The announced winner will be featured both
digitally and in Skanwear’s quarterly magazine.

2.5 In terms of managing an external
agency the building and maintain a relationship is the key to successful brand
building. Fill suggests ‘…clients might be advised to consider the agencies in
their roster as an extended department of the core organisation.’ (Fill, 2016) By meeting and communicating regularly
with the agency they can establish a mutual respect for one anther and build
trust the agency will understand what the is expected of them. Once this trust
is built a lower likelihood of agency procrastination will happen and will want
a higher involvement with the brand – leading to an increase in productivity
and a better understanding of the brands culture.



Within the contract building stage a collaboration
between the marketing manager, the graphic designer and the agency should
discuss the level of power one another has in communications so there isn’t
confusion down the line. Skanwear should create a relationship with the
external agency doesn’t necessarily follow the organisation structure to where
tasks are allocated top to bottom but from a collaborative perspective –
accepting ideas as long as the brand values and brand personality are



Another way Skanwear can use to maintain a quality
relationship is to understand the needs of the agency through remuneration. For
example, a method Skanwear could use that could be easily monitored would be PBR (Payment by results). This method
in relation to the organisation could be product based in how many were sold
over a suggested time frame and receive a percentage of what was sold – agreed
by both the agency and the department. But if targets not met a benchmark
payment will still be provided.


& Transparency
Hakansson suggested that there were many contexts,
which relationships can develop. The contexts dimensions he suggested were
‘closeness/distance, cooperation/conflict, power/dependence, trustworthiness
and expectations’ (Hakansson, 1982) which all break down back to communication.
 Fill suggests that ‘…clients maybe
advised to consider agencies in their roster as an extended department of the
core organisation’ (Fill, 2016), with this in mind hen the organisation
performs quarterly annual meetings it will be crucial that the agency attend,
as they will learn about the performance of the business in the previous
quarter. As stakeholders and an extension of the marketing department the
agency will identify with the organisation and understand how their contribution
has made an impact and provides a sense of belonging strengthening the
client/agency relationship for the future. In the form of transparency with the
quarterly meetings it will allow the agency to understand the direction and key
targets of the business in the next quarter, therefor they are not left in the
dark and told snippets of information.



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