I’m a strong advocate of businesses collaborating internally to deliver a strong brand proposition to their markets. It’s a vital culture which fosters creativity, team work, success and above all improves the flow of communication.
It’s also key for external brands to collaborate together to take advantage of each others strengths to increase revenue.
Let me talk through a few examples.
Tesco clubcard, launched in 1994, has built an invaluable sales and marketing tool, with over 15 million members as of 2010. Points were not only earnt with customers buying instore but was available across all Tesco brands and external partners
Services that take part in the Clubcard scheme (from Wikipedia):
Tesco stores, Tesco.com, TescoDiets.com, TescoEntertainment.com, Tesco Petrol stations, Tesco Direct, Tesco Bank, Tesco Telecoms, The Nutri Centre @ Tesco, AVIS (Earning Points Ended 1 Feb 2009), E.ON UK, Marriott Hotels (Earning Points Ended 1 April 2008), National Tyres Nationwide Autocentres.
Now. there are over 600 external rewards consumers can use their clubcard points to convert vouchers with major brands involved; Pizza Express, Cafe Rouge, Hilton, Madamme Tussards, Virgin Holidays, Eurotunnel and so many more.
Tesco were able to collaborate internally and ensure the reward scheme was extended across all their brands. They were able to become the no.1 UK supermarket and ensure competitors could never hope to launch a better customer rewards scheme
External partners equally benefit from additional exposure. Brands talking together and benefiting from the strength of each other’s brands leads to continued success.
One of my former exhibitions, the Insight Show, part of Marketing Week Live, opened this week. When I left Centaur Exhibitions in early 2010 the recession had led to a fundamental shift from operating in silos to greater collaboration. The best example is Marketing Week Live. Previously, 3 seperate marketing shows ran indvidually. By harnessing the brand power of Marketing Week, Centaur have been able to successfully launch a new exhibition concept with several shows under one umbrella brand without, on the face of it, damage each of the individual shows. We wait with baited breath to see how the 2012 event unfolds.
My company, UBM, is becoming increasingly keen on greater collaboration between brands, teams, departments, and even countries. With over 6000 employees worldwide, it’d be foolish not to harness all our expert knowledge and best practice to better serve our markets. I can’t say too much more but it’s an exciting culture to be part of.
We also collaborate heavily with our key stakeholders. We work with exhibitors, partners, associations, and visitors on the IFSEC portfolio to:
- allow us to understand how we can make our events better serve the market place
- exhibitors learn from our experience and expertise to ensure they deliver better ROI from our events and explore other year round advertising, lead generation, webinars, awards and bespoke solutions
- we share market knowledge together
Our key stakeholders see IFSEC as a year round vehicle to get closer to the market. It’s only right they feel included within our decision making process.
I’m also currently planning a marketing strategy for the next 12 months. I need to involve all our team to take on board their feedback, comments and importantly ideas. Marketing is a creative environment. I want all the good ideas from my immediate and wider teams to flourish and contribute to our success.
Collabartion is also communication. Involving colleagues in your work allows them to take a fresh look at what you’ve done and allows you to create stronger contributions. It also removes internal conflict.
Marketing teams have all the data at our disposal to identify new collaboration opportunities to strengthen our brands. We can use this to demonstrate our value to the company and ensure we’re right at the heart of the strategy decision making process.
I firmly believe collaboration is one of the keys to success.
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