To view presentations from this year's conference, click on the session titles

08:45

Introduction and welcome address

Andrew Thomas, Communicate magazine, founder

09:15 

Implementation

(DSM, Purpose, Endpoint)

Strategy, tick. Values, tick. Visual identity, tick.

For some companies, that's when they start working out how they'll achieve it. Yet the implementation will most likely take the bulk of budget. Three companies who tackled implementation from the outset discuss their experiences.

Jos van Haastrecht, DSM, director company branding

Stuart Youngs, Purpose,  creative director

Tony Lorenz, Endpoint, strategy & development director

Cultural & Language Considerations for Global Branding

It's an interesting observation that many communicators can spend tens of thousands of pounds creating a marketing message in English, yet when that same message is needed for foreign markets, a simple translation is deemed to be enough to transfer all the brand values into words that will resonate in a culturally sensitive way within the local market. The fact is, there's a lot more to it than that.

Illustrated via a series of case histories, and real concept research you'll discover how to do it and equally importantly, how not to do it.

Sarah Mrowicki, Mother Tongue, account director

10:20

Brand together: how companies use digital tools (such as online co-creation) to guide the branding process

What are the benefits of co-creating your brand strategy with your stakeholders? What works and what doesn’t? Drawing on their work with Diageo, Volvic and Kraft, Promise Communities, the online division of the co-creation consultancy Promise, will share their experiences of what has worked well – and what hasn’t. They will also leave you with five golden rules that will apply to any co-creative branding process that is facilitated online. 

Felix Koch, Promise Communities, consultancy director

10:45

Digital Asset Management: delivering brand communications to the market after the rebrand

In 2011 Eurostar unveiled their new brand. As part of the strategic planning process for this rebrand, Eurostar looked at how the new identity and marketing communications would be distributed and managed across their multiple channels and stakeholders so that brand recognition and consistency were maintained. 

Eurostar share the key factors for a successful brand launch and the secrets of their brand management going forward.

Lydia Shalet, Eurostar, brand team

Jens Lundgaard, Brandworkz, CEO

Rebranding a local authority

The image of public service as the “faceless bureaucrat” is hard to shake given the size and complexity of some public sector bodies. So how does the public sector change its image? With radical reforms taking place, how can public services reinvent themselves to remain relevant in a changing and challenging environment?

John Shewell, head of communications at Brighton & Hove City Council, shares his insights on how the council’s major rebranding programme, “Creating a Council the City Deserves”, has completely redesigned the entire operating model of the council, improving its reputation and its brand.

Icon to Icon

Rebrands often lead to a loss of iconic imagery, but what happens when its the icon itself that goes?

When Wembley Stadium, one-time home of Olympics, World Cups and Live Aid, lost its twin towers – a symbol of English hope – the nation mourned. But with the rebuilding came a new positioning, a new name (it dropped Stadium) and a new icon – the Wembley arch. 

Yet over the past five years the FA’s reband has led to the footballing nation taking the arch to their hearts. Sarah Hedges, marketing manager for Wembley with the Football Association will tell the story.

Assets, identities and IPOs

There are many experts advising companies on what it takes to launch a successful IPO, but in today’s uncertain economic world, many apparently “solid” companies have been unsuccessful in their attempt to attract interest and support from the financial community.  

In March 2011, Trap Oil succeeded where others have failed, achieving enviable support from a virtually unknown position. CEO Mark Groves Gidney and Brand Consultant Laura Haynes (Appetite) will discuss their recent experience, how they created and delivered a convincing brand to market.  

Mark Groves-Gidney, Trap Oil Group, chief executive

Laura Haynes, Appetite, chairman

The story of internally transforming O2 to Telefonica. Creating a common belief.

How do you get a 260,000 strong global workforce to embrace the changes that result from a rebrand process? Telefónica, O2's parent company, embarked on one of Europe's largest employee brand engagement programmes last year as part of a new global brand strategy.

"Changing the brand internally was all about getting our employees to be proud of Telefónica and at the same time remaining passionate about O2.  We wanted to raise the bar to prove change is for the better.”

Panel: Getting rational about emotional intelligence

Brands built with emotional intelligence reach deeper and run longer. It is as inspirational for the employees of an organisation to focus and believe, as it is for consumers to connect with.

Philip Davies,
Siegel+Gale, president, EMEA

Amanda Clay, Telefónica Europe, head of brand management

From values to style: defining tone of voice

Distinctive brands have a distinctive tone of voice. But so many brands still sound the same. They say they want to stand out, yet something holds them back.

We’ll look at the what happens when brands get it right and wrong, and get you thinking in a different way.

The value of your values

How much should you budget when your brand is worth 1.6 billion and reaches 7 million customers? Legal & General spent 2 million without, they feel, cutting corners.

John Godfrey, Legal & General, group communications director