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Building on a Common Insight to Create a Global Brand MARKETING EXCELLENCE Dulux Building on a common insight to create a global brand Marketing Excellence 2 | About The Marketing Society Foreword | Marketing Excellence 2 | About The Marketing Society Foreword By Roisin Donnelly, President of The Marketing Society INSPIRING BOLDER MARKETING LEADERSHIP What is marketing excellence? The Marketing Society is a not-for-profit organisation owned by its members, with over 2500 senior marketers. Over the Marketing excellence can drive breakthrough more than 25 years, and they have always been past 50 years it has emerged as one of the most influential drivers of marketing in the UK business community. business results for the short and long based on the principle of searching out the best term. Marketing excellence requires great examples of different marketing techniques in The Society challenges its members to think differently and to be bolder marketing leaders by supporting the development strategic thinking, great creative thinking and action, that showcase great strategic thinking, of leading-edge thinking, and promoting the evidence of effective marketing. The Society does this through the Marketing perfect execution. great creativity and perfect execution. Society Awards for Excellence; its publications Market Leader, Our Week and rich online Knowledge Zone; a national programme of world-class events; innovative professional development, such as the annual Marketing Leaders But how do we assess marketing excellence? In order to be a winner of one of the Society’s Programme; and extensive on-and-offline networking opportunities. First we choose brilliant industry judges who are Awards, marketers have to demonstrate that what Roisin Donnelly all experienced and successful practitioners of they have done is outstanding in comparison with President of excellence and we ask them to pick out the cases marketing in all industries not just their own The Marketing Society which they see as remarkable. We ask them to particular sector. Corporate Marketing look for two key qualities from our winners: www.marketing-society.org.uk Director and Head of creativity and effectiveness. If a marketing story has been good enough to Marketing at Procter & impress our judges, then all marketers can learn Gamble UK and Ireland But marketing continuously changes and evolves, from it – however senior they have become. The as consumers become more sophisticated and collection of case histories brought together in demanding and the media for communicating this book is the best of the best from the past four with them ever more diverse. So the standards years of our Awards, and I am confident that it truly for marketing excellence change and in turn demonstrates marketing excellence. I have been become more demanding. truly inspired by these case studies and I hope you will be too. We believe that The Marketing Society Awards for Excellence in association with Marketing set the standard of marketing excellence in the UK. They have established this reputation over a period of Marketing Excellence 2 | About The Marketing Society Foreword | Marketing Excellence 2 | About The Marketing Society Foreword By Roisin Donnelly, President of The Marketing Society INSPIRING BOLDER MARKETING LEADERSHIP What is marketing excellence? The Marketing Society is a not-for-profit organisation owned by its members, with over 2500 senior marketers. Over the Marketing excellence can drive breakthrough more than 25 years, and they have always been past 50 years it has emerged as one of the most influential drivers of marketing in the UK business community. business results for the short and long based on the principle of searching out the best term. Marketing excellence requires great examples of different marketing techniques in The Society challenges its members to think differently and to be bolder marketing leaders by supporting the development strategic thinking, great creative thinking and action, that showcase great strategic thinking, of leading-edge thinking, and promoting the evidence of effective marketing. The Society does this through the Marketing perfect execution. great creativity and perfect execution. Society Awards for Excellence; its publications Market Leader, Our Week and rich online Knowledge Zone; a national programme of world-class events; innovative professional development, such as the annual Marketing Leaders But how do we assess marketing excellence? In order to be a winner of one of the Society’s Programme; and extensive on-and-offline networking opportunities. First we choose brilliant industry judges who are Awards, marketers have to demonstrate that what Roisin Donnelly all experienced and successful practitioners of they have done is outstanding in comparison with President of excellence and we ask them to pick out the cases marketing in all industries not just their own The Marketing Society which they see as remarkable. We ask them to particular sector. Corporate Marketing look for two key qualities from our winners: www.marketing-society.org.uk Director and Head of creativity and effectiveness. If a marketing story has been good enough to Marketing at Procter & impress our judges, then all marketers can learn Gamble UK and Ireland But marketing continuously changes and evolves, from it – however senior they have become. The as consumers become more sophisticated and collection of case histories brought together in demanding and the media for communicating this book is the best of the best from the past four with them ever more diverse. So the standards years of our Awards, and I am confident that it truly for marketing excellence change and in turn demonstrates marketing excellence. I have been become more demanding. truly inspired by these case studies and I hope you will be too. We believe that The Marketing Society Awards for Excellence in association with Marketing set the standard of marketing excellence in the UK. They have established this reputation over a period of 1 | Global Branding | Dulux | Building on a common insight to create a global brand Dulux Building on a common insight to create a global brand Snapshot By rethinking its approach to cultural differences and finding common ground in the regenerative power of colour, Dulux became a truly global brand. Key insights complex brand portfolio of over 40 brands. Although it had scale and a powerful global footprint, it was • ICI Paints embarked on its journey from local to struggling to turn this into a competitive advantage, global back in 2007 in the face of slowing growth with the aim of operating a much simplified and In 2007, inspired by a universal insight into the harmonised brand portfolio and investing in one ‘regenerative power of colour’, ICI Paints identified global priority— Dulux. the opportunity to drive growth by building a powerful global brand — Dulux. Over a three-year • A major needs-state segmentation study, based period the marketing team worked in new cross- on both global and local findings, uncovered border and cross-cultural ways to get the brand similarities the brand could build on and gave to travel successfully, including developing a the global marketing team a shared language. common marketing language. • Working together this way had the added bonus The result was the creation of a global innovation of helping what were once fierce competitors find strategy for the brand centred around five common a new organisational spirit when AkzoNobel platforms and the development of the company’s acquired ICI Paints. first global communications campaign. Summary The business derived significant financial benefit from ICI Paints, which was acquired by AkzoNobel, one of this new global approach, with brand share rising in the world’s leading industrial companies, in 2008, had most major markets. for some time run as a multi-local organisation with a Building on a common insight to create a global brand | Dulux | Global Branding | 2 Laying the foundations consumer segments existed across the globe with common needs. In 2005 ICI Paints appointed its first chief marketing officer (CMO). Until then the organisation had been The quantitative study was further enriched by run as a multi-local organisation, with each of the 50 an ethnographic study across the top 10 markets countries determining its own marketing strategy. where rich insights into the segments were captured There were examples of local success but through video diaries and in-home interviews. performance was patchy, the company struggled to Some gems of local differences were uncovered leverage good ideas and, more importantly, growth and the team learned that taste is certainly was slowing. subjective. However, the commonality among the needs of consumers whether in China The task for the CMO was twofold: improve the or Brazil, India or Poland was astounding. performance of the marketing organisation and create competitive advantage from global scale. For the first time the company had a common Its major competitors were local or regional players, framework and a language to describe its market so global reach and scale set the company apart. that was understood and embedded in its marketing However, its multi-local operating model was limiting teams across the globe. This became a powerful its ability to realise this advantage. tool in the development of a global marketing organisation and a first step in uncovering A pivotal question the company asked itself was opportunities to develop global strategies. whether it could win against its competitors through simply building local capability and Finding common opportunities leveraging best practice. Or was there actually an opportunity to create advantage through building a The next stage of the journey was the co-creation of global brand? The Dulux name was present in many a global brand portfolio strategy. Each market arrived markets but it was far from being a global brand. independently at a remarkably similar brand portfolio strategy, targeting the same segments with just two To answer this question the company first had to or three brands required to deliver the businesses develop a common language across the marketing growth objectives.
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