Interbrand，成立于1974年，是全球最大的综合性品牌咨询公司之一，致力于为全球大型品牌客户提供全方位一站式的品牌咨询服务。Interbrand的客户群体覆盖约2/3全球财富100强的公司。作为全球广告、营销和公司传播领域领导先驱 — 宏盟集团（Omnicom Group）的成员企业，Interbrand拥有覆盖全球的资源网络。
受访人：Andy Payne / Interbrand 全球创意总监
采访人：Adam Wong（黄华清）/ ooogo.com 创始人
以下部分图片由 Interbrand 纽约办公室提供
如何诠释Interbrand名片背面的‘Creating and Managing Brand Value’?
我们的工作流程力求完美地结合左脑和右脑思维。我们有相同数目的顾问和视觉表达创作者，这两个技能团队有着非常紧密的伙伴关系和合作流程。首先，我们把自己融入客户的世界里，发展完全的信任和协作，因为这是一个工作过程，一个我们共同经历的旅程。我们要了解他们的问题，需求和想法，然后评估什么是可行的，什么是不可行的。接下来是“创作”阶段，我们以深刻的见解，创作更丰富的品牌体验 -- 这不是单纯的视觉，而是一种对行为的改变，环境的改变，产品的改变更为丰富的表达。接着是测试，我们要确保这些改变已经开始朝着正确的方向进行。这正是顾问和创作团队共同决定了什么是正确的视觉表现或表达，确保它将在市场上产生回响，并引起员工的兴趣。其后就是首次展示，当中可以看到新品牌或翻新品牌的初次投入使用，以及全体员工的培训。然后呢，我们将进行另一个测试阶段，包括一些指标的测量，确保品牌朝着正确的方向，最后，与客户建立持续的咨询服务。
IBM曾经提出“Stop Talking, Start Doing”，Interbrand如何帮助客户管理品牌？怎样保证你们的方案在客户公司完整的执行和实施?
杰出的品牌管理和执行，就如IBM，世界一流的专业技术与经营思想的结合 -- 品牌管理和执行就是品牌战略与业务整合的联姻。在一开始接触的时候，会先考虑关于正在启用的品牌，我们的客户总是能够以最好的准备迎接一个新品牌或变革品牌关于发布和管理的挑战。Interbrand对于品牌管理有一套完善方法，整个框架由以下几部分组成：启发和激励，培养和合作，工具和系统，支持和最终测量与跟踪。要成功地管理品牌，就要结合所有这些部分，一同执行。我们一直努力明确界定这一框架 -- 最终支持企业成功地成长，使他们能够得到稳固的提升一致的品牌形象。
Andy Payne manages, enhances, and develops Interbrand's creative global offering. He joined Interbrand in 1994 and quickly established a track record for great success. Andy has worked on some of the firm’s most prestigious projects and has experience in a diverse range of industries.
What’s the meaning on the back of Interbrand’s business cards: ‘Creating and Managing Brand Value’?
‘Creating and Managing Brand Value’ on the back of every Interbrand business card is at the heart of what Interbrand does as an organization. Simply put, we work with clients to help instill their brand as the pivotal, central-organizing principle of their organization; informing their internal culture, driving management decisions, and working to ensure that the overall experience for consumers is consistent and relevant to the brand’s promise. Taken together, these components are not separate entities, but the sum of the parts of creating an engaging brand experience, which if managed properly, creates value, influence, and builds loyalty.
Each time when chatting with friends about Interbrand, we would also talk about Landor spontaneously, what do you think is the most significant difference between Interbrand and your competitors?
While other companies may think of brand as a pure marketing vehicle, communications device, or as a logotype or identity, I think Interbrand has a very particular point of view of the industry that our competitors do not have. For Interbrand, the underlying principle is about value. How does a brand add value to your business? What is the role that your brand plays in your business? How does it generate demand for your products and services? We partner with clients to understand their business so we can create greater value, and ultimately earnings. Because of our positioning, I think and hope, that we engage clients in such a way that our competitors don’t.
Could you share with us some details of how Interbrand runs a project? What is the process? How does your team work together?
Our process strives to perfectly integrate both left and right brain thinking. We have the same number of consultants as we do visual expression creators, and it is very much a partnership and collaborative process among those two skill sets. We start by immersing ourselves in the world of the client, developing complete trust and synergy because it is a process and a journey we go through together. We understand their problems, needs, and wants, and then evaluate what is working, and what is not.
Next comes the ‘creation’ phase where our insights create a more enriching experience of the brand – which is more than solely visual, but a richer expression of behavior change, environmental change, and product change. Testing is where we make sure the changes that have begun are heading in the right direction. This is where consultancy and creativity really come together to decide what is the right visual representation or expression to make sure that it will resonate in the market and make sure that it will engage staff. This is followed by rollout, which sees the introduction of the new or revitalized brand, as well as the education of the workforce. We will then undertake another testing phase, involving the measurement of metrics to make sure that the brand is headed in the proper direction, and ultimately – establish an ongoing consultancy basis with the client.
IBM proposed ‘Stop Talking, Start Doing’, how does Interbrand help customers to manage the brand? How do you ensure your plan is fully implemented?
Exceptional brand management and implementation. Much like IBM’s marriage of world-class technology expertise and business thinking – brand management and implementation is a marriage of brand strategy and operational integration. With considerations around activating the brand being made at the onset of an engagement, our clients are always best prepared to meet the challenges of launching and managing a new or evolved brand. Interbrand approaches Brand Management through a framework consisting of inspiration and motivation, education and collaboration, tools and systems, support and finally measurement and tracking. Successfully managed brands are the sum of all these parts performing in concert. We always strive to clearly define this framework – ultimately aligning an organization for successful growth and enabling them to promote a strong and consistent brand presence in the marketplace.
For the customers, the most direct experience for brand comes from the product and visual graphics, in Asia, many companies and graphic designers also consider that a good product and graphic design can achieve a brand, what does Interbrand think of this situation?
Trying to sell design and visuals alone does not make a brand nor will it succeed in generating long-term value for a brand. The most dynamic and iconic brands are not necessarily the brands that intrigue us by the way they look, but rather the meaning and story they share that make us want to learn more. A brand must have a point of view; a belief in itself and what it provides that it can communicate to its customers as well as on how it is different from its competitors. While good product and graphic design are important, all channels and touch-points are interrelated and affect the perception of the brand.
To be a successful brand, what factors should it have?
A great brand drives demand, commands premium products, and engenders loyalty from customers, consumers, and employees. Behind every brand is a compelling idea, which captures customers’ attention and loyalty by filling an unmet or unsatisfied need, or by doing it better than the competition. Many businesses focus their marketing and brand strategies only on the customer. Leading brands understand that an internal culture supportive of the brand strategy have a far better chance of delivering a consistent, relevant, yet differentiated experience. The internal values are aligned with the brand values to shape the organization’s culture and embed the core purpose. The true test of a leading brand is whether employees’ commitment to the brand is high, as that will help keep customer commitment high. If those who make and sell the brand are not committed to it, why should anyone else be? In other words, those who live the brand will deliver the brand.