Interbrand: 无意仅仅成为全球最大的品牌咨询公司，我们要成为最有价值的
文：ad110
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发表于 2011-11-9
早些时候，ooogo.com 及 AD110.com 创始人 Adam 在纽约采访 Interbrand 全球创意总监 Andy，访谈超过4个小时，访谈期间， Adam 与 Andy 对品牌管理、创建及管理品牌价值，品牌设计等多个领域进行交流，访问整理后文字多达7万字，现节选部分访谈内容予大家分享，本文为中英文对照，后部分为英文。
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
ANDY PAYNE于1994年加入Interbrand后迅速完成了一系列成功的项目。ANDY参与了公司一些最重要项目，在众多行业拥有丰富的经验。
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’?
“创造及管理品牌价值”，在每一张Interbrand名片的背面都印有这句话，这正是Interbrand作为一家品牌机构所做的核心。简单地说，我们与客户合作，帮助他们逐步认识，品牌是他们的关键和中心原则；帮助他们活跃内部的文化，推动管理决策，并努力确保为消费者提供的整体品牌体验是一致的，以及与品牌承诺相关联。这些要素都不是单独的个体，而是创造一个有吸引力的品牌体验，如果管理得当，这将创造出价值、影响力、以及建立忠诚度。
每次和朋友聊起Interbrand，我们都会不约而同的聊到Landor，你觉得Interbrand和Landor最大的不同是什么?
当其它公司可能把品牌看作为一个纯粹的营销手段，交流工具，或看作为一个标识，我想Interbrand对行业有着非常独特的观点，而我们的竞争对手是没有的。对于Interbrand，最根本的原则是关于价值。品牌如何为您的业务提升价值！你的品牌在你的业务中扮演着什么角色？它如何为你的产品和服务产生需求？我们与客户合作，了解他们的业务，使我们能够创造更大的品牌价值，及最终收益。由于我们的定位，我认为我们吸引客户的方式，是我们竞争对手所缺失的。
能否谈谈Interbrand的工作流程，比如从接受项目到竣工，团队之间如何合作?
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。
品牌对于顾客（消费者）而言，最直接的感受是产品和视觉图形，在亚洲，很多企业主、平面设计师也同样认为好的产品和平面设计可以成就品牌，Interbrand如何看待这样的状况？
只试图出售设计和视觉效果不足以成就一个品牌，也不会成功为品牌创造长期的价值。最具活力和代表性的品牌不需要靠外表吸引我们，而是分享他们的含义和故事，使我们想要了解更多。品牌必须有自己的观点、价值，和自己的信念，使它能够与顾客沟通，以及展示其如何有别于竞争对手。而好的产品和平面设计同样重要，所有渠道和接触点都是相互关联的，这些都直接影响着品牌形象。
你认为一个成功的品牌需要具备那些因素？
一个伟大的品牌能够驱使需求，掌握优质的产品，并使客户，消费者和员工产生忠诚度。每一个品牌的背后都有一个引人入胜的构思，以填补一个未知的或未得到满足的需求，或做得比竞争对手更好，来赢得顾客的关注和忠诚度。许多企业只注重针对客户方面的营销和品牌战略。领先的品牌明白，有内部文化支持的品牌战略，会有更好的机会传递品牌，企业内部价值要与品牌价值保持一致，塑造企业文化必须嵌入品牌核心价值。一个领先品牌的真正考验是，员工对品牌的信奉是否高，因为这将有助于保持消费群体的高度信奉。如果那些制造和销售品牌的人都不全心全意投入其中，那消费者为什么还会呢？换句话说，演绎、创建、管理品牌的人，才是传递品牌首要人群。
英文原文节选
ANDY PAYNE
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.
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
ANDY PAYNE于1994年加入Interbrand后迅速完成了一系列成功的项目。ANDY参与了公司一些最重要项目，在众多行业拥有丰富的经验。
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’?
“创造及管理品牌价值”，在每一张Interbrand名片的背面都印有这句话，这正是Interbrand作为一家品牌机构所做的核心。简单地说，我们与客户合作，帮助他们逐步认识，品牌是他们的关键和中心原则；帮助他们活跃内部的文化，推动管理决策，并努力确保为消费者提供的整体品牌体验是一致的，以及与品牌承诺相关联。这些要素都不是单独的个体，而是创造一个有吸引力的品牌体验，如果管理得当，这将创造出价值、影响力、以及建立忠诚度。
每次和朋友聊起Interbrand，我们都会不约而同的聊到Landor，你觉得Interbrand和Landor最大的不同是什么?
当其它公司可能把品牌看作为一个纯粹的营销手段，交流工具，或看作为一个标识，我想Interbrand对行业有着非常独特的观点，而我们的竞争对手是没有的。对于Interbrand，最根本的原则是关于价值。品牌如何为您的业务提升价值！你的品牌在你的业务中扮演着什么角色？它如何为你的产品和服务产生需求？我们与客户合作，了解他们的业务，使我们能够创造更大的品牌价值，及最终收益。由于我们的定位，我认为我们吸引客户的方式，是我们竞争对手所缺失的。
能否谈谈Interbrand的工作流程，比如从接受项目到竣工，团队之间如何合作?
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。
品牌对于顾客（消费者）而言，最直接的感受是产品和视觉图形，在亚洲，很多企业主、平面设计师也同样认为好的产品和平面设计可以成就品牌，Interbrand如何看待这样的状况？
只试图出售设计和视觉效果不足以成就一个品牌，也不会成功为品牌创造长期的价值。最具活力和代表性的品牌不需要靠外表吸引我们，而是分享他们的含义和故事，使我们想要了解更多。品牌必须有自己的观点、价值，和自己的信念，使它能够与顾客沟通，以及展示其如何有别于竞争对手。而好的产品和平面设计同样重要，所有渠道和接触点都是相互关联的，这些都直接影响着品牌形象。
你认为一个成功的品牌需要具备那些因素？
一个伟大的品牌能够驱使需求，掌握优质的产品，并使客户，消费者和员工产生忠诚度。每一个品牌的背后都有一个引人入胜的构思，以填补一个未知的或未得到满足的需求，或做得比竞争对手更好，来赢得顾客的关注和忠诚度。许多企业只注重针对客户方面的营销和品牌战略。领先的品牌明白，有内部文化支持的品牌战略，会有更好的机会传递品牌，企业内部价值要与品牌价值保持一致，塑造企业文化必须嵌入品牌核心价值。一个领先品牌的真正考验是，员工对品牌的信奉是否高，因为这将有助于保持消费群体的高度信奉。如果那些制造和销售品牌的人都不全心全意投入其中，那消费者为什么还会呢？换句话说，演绎、创建、管理品牌的人，才是传递品牌首要人群。
英文原文节选
ANDY PAYNE
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.