C-PHASE PART TWO // 29-10-2020

The first session on brand identity got Carlijn thinking. According to Carlijn, this session has triggered thoughts to continue. After going to France for a few days, she clearly wrote down her thoughts and ‘brand identity’ herself: 

Mission 

It is my quest to help people stand into the power of their own wisdom and (soul) purpose, to live and create from the heart. The most authentic place of our existence. 

Vision 

I believe that we are all able to move closer to our essence, our authentic selves. I believe this requires us to look at, heal, and integrate all parts of ourselves. This is a courageous act, and nobody claims it to be easy, but it's meaningful and raw, and it is why we are here. Because it is from our true-essence that we are able to bring forward our unique traits in the world, for the world. It is fulfilling, yet not self-centered, it’s simply you following your highest excitement, your heart &  purpose, for the good of all. It is what you need, it is what the world needs. 

Strategy 

I do not hold the world's wisdom, I just hold my own, just like you hold your own. But allow me to be a beacon of light, to simply help you navigate you on your path. 

I do this through the embodiment of Yoga and Imagineering and the unique relationship between those two. 

They will help you open a new dialogue with yourself, integrate what is, create space for you to come home into your own body. To envision the infinite possibilities, even in the most limited range of motion, on and off the mat. It will give you the framework to communicate and connect with yourself and others. 

It is where your everyday self - meets your infinite self. 

Values

Authenticity 

Embodiment 

Community 

Creative 

Heart-Centered 

Liberating 

Daring 

Nature Connected

Brand Name

Carlijn also thought about a new brand name. After all the inspiration she got among other things through the session and our meetings, she came up with the name Reconnect. The Impact Expedition will be a sub-brand of Reconnect. Reconnect will be an overarching brand where Carlijn wants to offer multiple services with regard to You (individuals), Kids, and possibly also Organizations. However, the name Reconnect was not available as a domain name anymore on the internet. Carlijn also doubts whether this is the right name. A name is something you should feel good about and that sometimes just suddenly comes to mind. That is why we parked the name for a while and we went deeper into the target group during this session.

SESSION 2

During this second session, we will delve deeper into brand identity. Specifically, we will focus on the target group. Especially if Carlijn wants to focus on multiple services and multiple target groups, it is important to know what the needs and values of the target group are; they determine partly the image of an organization. Every week we meet up with the three of us, to check how we are all doing and how the process is going. When I asked Carlijn which target group she is targeting, she wasn't really sure. When we started talking about this, she came up with Millennials. This answer was based on the age of the participants of the Nepal trip. This was an answer just to have an answer, without further substantiation and without knowing if this target group is THE target group that Carlijn focuses on. The reason we will go deeper into the target group during this session. I used the book ‘Het merk voorbij’ from Rudy van Belkom (2014) to create this session. 

ACTION + REACTION = INTERACTION

In order to convey the right message as an organization, you must first know who you are as an organization and what you stand for (ACTION). In developing the organizational identity, the image of the target group is often insufficiently considered. People think from the inside out and do not take into account the expectations of the target group. Consumers often make decisions based on emotions and enter into a relationship with the organization (REACTION). Many organizations are not yet geared towards a relationship with the target group. The difference between the broadcast promise and the expectations of the target group is in many cases large. If the organizational values ​​do not correspond with the consumer values, the (potential) target group will not be addressed (INTERACTION). The image of an organization is not a direct reflection of the organization but arises in the field of interaction. The interaction model describes the interaction between action, reaction, and interaction and how value creation comes about.

ACTION

During our first session, it became clear how important it is to create a credible and reliable identity as an organization. For the development of such an organizational identity, it is important to know who the organization is and what it wants to be. Since we already discussed this in more detail in the previous session, we will take the results to this session. We started with positioning. The positioning of an organization is about translating the created identity into the desired perception, in other words: how does the Impact Expedition want to be judged by the (potential) target group? Positioning is about the position that an organization wants to take in the perception of the target groups, relative to other organizations. The positioning of an organization is an important element in the ultimate transfer of identity. The positioning matrix with the four building blocks culture, values, history, and vision can help determine the focus and direction.

Culture: internal orientation, the focus is on internal processes. Examples are the way in which an organization is organized and managed.

Values: external orientation, the focus is on addressing the potential target group. Examples are responding to the (distinctive) values ​​and needs of the (potential) target group.

History: conservative attitude, the focus is on the history (of an organization). An example is making the history of the organization part of the image of the organization.

Vision: progressive attitude, the focus is on the future (of the organization). Examples are renewals and innovations

I gave Carlijn an empty positioning matrix, both in the workbook and on the whiteboard. I asked Carlijn to put a dot on the place where she would place her organization. Carlijn placed the dot between values and vision. I told Carlijn after putting a dot in the matrix when an organization is positioned between values and vision, it means that the focus of an organization is on needs. I asked Carlijn if she supported her choice and was sure this is her main focus. She was happy about her choice and did not want to change it. 

It is important for every organization, including the Impact Expedition, to choose a place in this index. Based on the choice, further transfer of the identity can be shaped. This does not mean that an organization that profiles itself in terms of values ​​and vision does not have a culture or history. This is also important, but it is about where the focus lies in external communication, the image of the organization. When developing an image, it is about managing expectations. The "promises" must be aligned with the expectations of the (potential) target group. Ultimately, the target group determines to what extent you are authentic as an organization.

REACTION

As mentioned before: organizations are formed by the image of the consumer. To respond to this as an organization, you can ask yourself what the target group looks like and how the target group responds. Nowadays, target groups each with their own so-called lifestyle can no longer be clustered into boxes. Philip Kotler's (Kotler, 1967) classic target group segmentation looked at geographic, demographic, and psychographic characteristics, among other things. According to many marketers, behavioral segmentation is the "best" audience segmentation. In behavioral segmentation, consumers are divided into groups based on their knowledge of, attitude to, use of, or response to a product or service. Behavioral segmentation is still widely used today, without really being adequate; nowadays it is increasingly about an attitude in life, based on shared or not shared norms and values, regardless of social class, age, origin, and gender. That is why we looked at mentality groups, instead of target groups during this session. 

There are eight mentality groups, each with their own characteristics such as ambitions, lifestyle, and social relationships. For the session, I created a booklet with these groups and their characteristics. These groups all have a name. I had chosen not to display this name in the booklet. Carlijn therefore only saw the characteristics of the groups. These groups did have a number from 1 to 8 and a corresponding color. I asked Carlijn to look through the booklet, read the features, and choose one or two groups that best suit her organization. In the end, Carlijn chose as number one choice group 3 with the color dark green, post-materialists. As a second choice, she chose group 2 with the color purple, postmodern hedonists.

As you can see in the Mentality model of Motivaction (2014), clustering people in 'boxes' is no longer relevant. Different mindset groups can occur at different status levels. It is the values ​​that make the difference.

The mentality groups are each characterized by a different lifestyle and different values. The different groups must therefore be approached in different ways. It is therefore very important that the organization align itself to the image of the (potential) mentality group. When imaging (beeldvorming) the (potential) mentality group, the question is whether the consumer finds the message credible and whether he can identify with the brand. Imaging is therefore about the assessment of the image of an organization by the (potential) mentality group; is the image credible to the group? It is therefore important for an organization to map out the (expected) image formation in advance so that the image can be optimized. The ACTION and REACTION side are thus closely linked. Organizations need to think "from the outside in", then the promises can be aligned to the expectations that have been mapped out in advance.  

INTERACTION

The consumer is guided by (unconscious) emotions. Therefore, managing expectations is all about addressing the right emotions. These are values: the values ​​emitted by the organization (promise) must correspond to the needy values ​​of the consumer (expectations). This INTERACTION determines the image of the organization.

We call the interaction between ACTION and REACTION, INTERACTION. INTERACTION takes place at the interface between promises and expectations. At this stage, it is determined whether the values ​​of the organization match the values ​​of the consumer. In this phase, the final image of the organization is created.

In the value economy, traditional buying motives such as price and quality (material values) have given way to values ​​such as trust, credibility, and commitment (Intangible values). But how does an organization determine which values ​​to use? The promise is determined by the positioning of an organization, and the expectation is closely related to the profile of the mentality group. It is therefore important to place the different mentality groups in the positioning matrix to determine the values.

I gave Carlijn an empty positioning matrix again. This time I asked her to place all eight mentality groups in the matrix by putting a dot at the place she thinks this group belongs, in the color of this group. I asked her to ask herself: what would this mentality group find important in an organization to actually purchase the service or product? To help Carlijn a bit, I decided to give her a short description per group in addition to the booklet with all the characteristics of the groups.

I asked Carlijn to fill in this matrix to think about the answer herself, without seeing the "real" answer. Below you see the completed positioning matrix of Van Belkom (2014). Carlijn put some dots between History and Culture. But as you can see, no mentality group sees "Culture" as the most important values. The culture of an organization is becoming less and less important to consumers. Organizations that position themselves with this think from 'inside out'. These organizations themselves determine what they think the market needs, although consumers are increasingly determining this. Organizations must translate their internal culture into the external values ​​of the mentality group.

As mentioned before, consumers are guided by emotions, and emotions are related to values. That explains why all mentality groups have positioned themselves in the profession of "Values". There is a great variation in values: material values, intangible values, traditional values ​​, and modern values. When we place the different values ​​in the matrix, a value index is created. The mentality group that Carlijn considered best suited to her organization are the post-materialists (dark green). As you can see, both Carlijn and Van Belkom position post-materialists between values ​​and vision. This group tends more towards values, which means that the post-materialists mainly consider modern intangible values ​​important. Carlijn's second choice was the postmodern hedonists' mentality group (purple). This group is also placed between vision and values ​​by both Carlijn and Van Belkom. This group tends slightly more towards history and culture so that they will focus more on traditional intangible values.

Identity (organizational values, promise) and image (consumer values, expectations) must be the same. We call this the value-fit. Ultimately, this value-fit comes about by confronting the values ​​of the organization with the values ​​of the consumer. The value index helps to determine the values ​​of the different mentality groups. The positioning matrix helps determine the values ​​of the organization. Specific organizational values ​​can be assigned to the various positions in the matrix. And consumer values ​​have been assigned to the different values ​​in the value index. Below, the organizational values ​​are compared to the consumer values, resulting in various value fits (in Dutch. Sorry for the black areas, I couldn't get rid of them).

Carlijn positioned her organization between values ​​and vision in the positioning matrix. As a result, the focus on needs emerged as an organizational value. After that, Carlijn looked into the eight mentality groups. Carlijn chooses the mentality group post materialists as the best-suited group to her and her organization in terms of characteristics. The post materialists are positioned by both Carlijn and Van Belkom between values ​​and vision. Closer to values ​​than to vision, which is why post materialists mainly see modern immaterial values ​​as important. This means, looking at which organizational values ​​belong to which consumer values, there is a value-fit between Carlijn her organization (focus on need) and the mentality group (modern immaterial values) she wants to approach. We can conclude from these findings that Carlijn's brand identity matches with the mentality group she wants to approach.

Nevertheless, trust and credibility from the consumer only arise when the identity and image match. It is not the case that a value-fit arises because a consumer automatically binds him or herself to an organization when the organization propagates its values. The values ​​of organizations must therefore be translated into meaning for the consumer, not brand values. There are different methods to reach this.  

ACTION + REACTION = INTERACTION

We take another look at the interaction model of Van Belkom (2014). It may now become clearer that the image of an organization does not equal REACTION, but arises in the field of INTERACTION as a result of value creation. The focus of this model is not on the internal organization (identity, internal branding), but on developments in the external market (consumer/consumer branding). In addition, the expected imaging is mapped out in advance. The promises of an organization are therefore also aligned with the expectations of the mentality group (and not the other way around).

The image is not part of branding. It is the other way around: branding is part of the image. The translation from "inner" to "outer" is called branding. Nowadays this branding is increasingly colored by the consumer (consumer branding), with the consumer helping to shape the brand. The image transcends the brand. The creation of the image is a complicated process that can also go wrong.

So one more time: the organizational values ​​(promise) must correspond with the consumer values ​​(expectations), only then can a value-fit arise. Managing expectations is about addressing the right emotions of the consumer. The consumer is looking for meaning, and it is up to the organization to respond to this search (Van Belkom, 2014).

Next Steps

Carlijn has gained more insight into her target group, or rather the mentality group that she wants to address. This session also created more awareness about the importance of aligning organizational values ​​with consumer values. I hope I helped Carlijn to start with the (re) branding of her organization. I put a lot of time and effort into these two sessions, so I hope I have given Carlijn a few 'handles' and tools to continue creating her brand identity. I will therefore leave the C-phase for what it is and start focusing on the E-phase. However, the next blog will still be about the C-phase, but more focussed on a concept level. The Impact Expedition will be central in the next Experience Design Theme Day about the C-phase.

References

Belkom, R. (2014). Het merk voorbij (1st ed.). Bussum, The Netherlands: Coutinho. 

Hengstz, K. (n.d.). Het Mentality-model. Motivaction Marktonderzoek | Motivaction International. Retrieved 25 October 2020, from https://www.motivaction.nl/mentality/het-mentality-model

Kotler, P. (1967). Marketing Management: Analysis, Planning and Control. Englewood Cliffs: Prentice Hall.