How we united the brand book of partners from Kamchatka to Kaliningrad (Part 2)

This is the promised second part of our rebranding story ... So that the article is not insanely long, I will try to tell only about the most interesting moments of rebranding.

PS: you can read the first part of the article here .

Mendeleev's table in IT. Variety Grocery Logo


Before talking about product logos, of which we already have 12 pieces, let me remind you what the company logo itself looks like: A spread about the logo and corporate colors in the brand book



So, returning to the topic of product logos or, as we later called it, the "periodic table in IT" The ideas that we pursued when creating product logos: 1. they should be a logical continuation of the company logo; 2. should not repeat the colors of each other; 3. should be simple and concise, given the latest fashion trends; 4. They should stand out among the entire variety of other icons so that the user can immediately find the product icon, and it does not matter on which device it works (PC or tablet). As a result, the colors of product logos should not merge, otherwise it will be difficult to distinguish them, and at the same time in some cases show that we are talking about products that belong to one of the groups. For example, a mobile application group has a purple primary color. As a result, the color solutions of some products had to be processed taking into account their belonging to certain groups. By the way, now on the site you can see how the colors of key products look together, and accordingly imagine what kind of a mess it would be if we hadn't divorced them from different angles.

A treasure of time and money ...

Before telling about treasures and money, I want to tell a couple of stories about our problems that were before rebranding and creating a unified corporate style for the company and partners.

So ...

Bug number 1. Infinity of iterations ... Many tips, but few rules ...

Lack of a single and universal guide for creating marketing and PR tools. Oh, this independent creative ...I’ll tell you about the presentation styles that we previously had a great many (very old; old; seemingly new; surprise styles that only the creator himself saw, etc.). Because Since our company is not a couple of departments and several employees (now there are about 250 people in the company), it often turned out that our colleagues were sometimes particularly distinguished by their creativity in designing and presenting information in presentations. And some, on the contrary, could not make the presentation themselves. Therefore, the lack of uniform rules for registration has confused more than one employee of the company. Accordingly, if earlier an employee of a company who was not from the “Marketing Directorate” himself made a presentation, then at the output it most often turned out to be a creative “Miracle”, which was later edited most often by the designer and, in some cases, marketing management only they could lead the presentation to a more or less common denominator. In the context of a simple case with presentations a little about time (t) and money ($). With the axiom that t = $, I think everyone will agree. • Employee “A” - he needs to make a presentation (employee time - t “A”) • Employee “B” - designer or employee of the Marketing Department (t “B”) + Do not forget about the risks that depend on the number of connections in the process. That is, the more connections, the more risks there can be. Example: • Employee “A” - he needs to make a presentation (employee time - t “A”) • Employee “B” - designer or employee of the Marketing Department (t “B”) + Do not forget about the risks that depend on the number of connections in the process. That is, the more connections, the more risks there can be. Example: • Employee “A” - he needs to make a presentation (employee time - t “A”) • Employee “B” - designer or employee of the Marketing Department (t “B”) + Do not forget about the risks that depend on the number of connections in the process. That is, the more connections, the more risks there can be. Example:



Conclusion on the bug number 1.

1. no longer need to involve employees of the Marketing Department (t1 “B”) in the pptx registration process. And if, nevertheless, help is needed, then the number of iterations can be significantly reduced, and this is also time;

2. no need to wait until the designer can get to the design of this pptx, and yet he may have more priority tasks (Risk 1);

3. no need to waste time explaining any idea that the author wants to convey to the audience, but most often you have to explain more than once, because presentations describe IT products and processes, and pptx also have the ability to develop and adapt to tasks (t3 "A" and t3 "B");

4. there is no employee dependence on the designer, therefore, there is no likelihood of missing deadlines (Risk 2).

In total, the company saves the following amount of time:

$ 1 (company employees) = t1 “B” + Risk1 + t3 “A” + t3 “B” + Risk2

For example, $ 1 = 120 min + ... (skip) + 15 min (A ) + 15 min (B) + ... (skip) = 150 min (2.5 h) PS: Let there be no risks and everything works like a Swiss watch, so as not to complicate the essence of the task

And this is just one presentation, but sometimes it can be an average of 4 per week, which means S1 * 4 = 150 min * 4 presentations = 600 min (10 hours)

PS: then, I think, everyone can roughly estimate the cost of one hour of employee work and calculate how much $ you can save Th ...

Therefore, now we have absolutely such materials available for all employees and partners:

1) More than 30 presentation slide templates describing various examples of text, tables, diagrams, graphic elements, etc. Templates are supplemented if any task suddenly appears, described by current templates

2) About 200 pictograms, icons, infographic diagrams for presentations, leaflets and other materials

Presentation templates

By the way, presentations that are most often used for presentations or demonstrations of something, we also use as an electronic textbook with built-in navigation. It is both simple and time-saving. you don’t need to re-create anything special.

Bug number 2. Unity is power. A banner that united both the team and partners of the company.

The brand book has seriously helped to unite the company’s team and optimize more than one business process that consumed time and money. By the way, our entire team is not in the same building, so the opportunity to communicate live is not with all employees.

However, in addition to remotely distributed departments of the company, we have about 260 partners in Russia and the CIS who, to varying degrees, also integrate into our company, becoming part of it, continuing to carry the ideas of our products and brand to our customers. And each partner also does not have a couple of people working. And this whole army also needs to be somehow managed, which in some cases is much more complicated than the company's employees.

Just imagine an example from Bug No. 1 and 260 partner companies, which also sometimes need to be helped with designing some kind of marketing or PR toolkit. If at least 1/10 of our partners turn to us for help, we get the following conditional formula:

$ 2 (partners) = $ 1 * (1/10 * 260) In the role of “B” - now only the partner acts. We

continue our calculations a- As in Baga No. 1: $ 2 (partners of the company) = 150 minutes * (1/10 * 260) = 3900 minutes (65 hours or a little more than 8 working days)

TOTAL:

$ 1 (employees of the comp.) + $ 2 (partners of the comp. ) = 3900 min + 600 min = 4500 min (75 hours or a little more than 9 working days)

PS: Wow, the cost of time! Sometimes it was possible to do presentations alone from morning to evening 5 days a week.

The conclusions on Baga No. 2 are partly similar to Baga No. 1, however, there are other advantages:

- there was an opportunity to quickly, simply and clearly familiarize the partner with the rules for marketing and PR tools, so that he could begin to produce materials that he needed for his tasks . For example, now a partner can independently create a leaflet for any of his tasks, using ready-made layouts and rules;

- a single language of communication between the company and partners appeared in the context of managing the company's brand policy and using common standards;

- A brand book was also vital for a number of our partners, who sometimes designed their regional grocery sites, looking at the EOS website. They also needed certain rules and guidelines for application;

- a single format for processing and submitting information throughout Russia and the CIS.

Bug number 3. Uniformity and modernity of spirit ...

Promotional products dedicated to old products of the company often differed in design from promotional products for new products, because it was not always clear with which requirements it was necessary to update it. Accordingly, there was not always an answer, for example, to the question: "What should a modern leaflet look like that meets all our requirements?" At the same time, both the old and most of the new advertising products did not meet modern features of the perception of information. The buyer does not stand still. His requirements are developing, the perception of information is changing. So, for example, one of the tasks we set for Ippiart Studio was the clarity and speed of perception of information when reading an advertising leaflet: so that, literally going over the leaflet, the potential client could understandBrandbook spread about the design of advertising booklets

Bag No. 4. The unity of all channels of information supply ...

As you know, the channels of information delivery to the audience can be both online and offline. All of this is well known and understood, but it’s just not always possible to make both channels meet the same design rules and emphasize the unity of the corporate spirit of the company. As a result, we get a strong heterogeneity in the design of various channels for presenting information - from the site and advertising products to the business cards of employees. Moreover, earlier in the company, in fact, there were no uniform rules for issuing employees' signatures in e-mail. As a result, we needed to create tools that would be perceived as a whole and a continuation of each other, as well as convey the spirit of our company.Business documentation Corporate notebook and pen Company websiteAnd these are all the difficulties that at first glance seemed frivolous and not very priority, but upon closer and detailed examination turned out to be very significant problems.

Also one of the common problems that our customers encountered when contacting the service of those. support, there was an ignorance of the serial numbers of the products, which were usually lost immediately after the box was thrown away, and of course all left the DVD-box and disc. Now all the client’s serial numbers are printed on the inside of the cover of the DVD box, so it’s easier for the client to find the cherished numbers for contacting those. support ...



The Klondike that we opened ...

With the advent of the brand book, we (EOS and partners) received quite clear guidance on creating marketing and PR tools. No matter how you look, a brand book can help both from an economic point of view and from a position of employees' moral satisfaction.



From an economic perspective:

- saving man-hours for the development of marketing and PR tools;

- reduction and optimization of a number of business processes;

- reduction of risk factors;

- reducing the number of iterations;

- Association of employees and partners;

- Promotion of a single branding idea in the market, etc.



From a moral point of view:

- the elimination of a number of routine works that have not yet brought much joy to anyone;

- no need to distract anyone, because All necessary materials are open access to the building. portal and are constantly updated and updated;

- nerves are no longer wasted on disputes “what is good and what is bad”, because There are approved corporate standards, etc .;

- more mutual understanding between colleagues and partners, etc.




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