TRG EMERGENCY TOOL KIT Practical Tools for Difficult Times In the face of the rapidly changing economy, there is a crucial need for groups to promptly re-assess their situation, adjust their planning, and then, if necessary, move quickly toward a stronger brand perception. Our Goal is to help a wide range of companies, groups, and associations develop winning plans today to match a rapidly changing business environment. At TRG, we recommend that groups that are either functioning without a plan, or that are pursuing a plan based on assumptions that may no longer be valid, should immediately start an accelerated planning process, leading to a more competitive posture. In an effort to help, the TRG Team has developed a unique kit of crisis tools. They’re yours to use. While some of you may need to use them all, each tool can easily stand alone. REGIS EMERGENCY ASSESSMENT TOOL Helps you realistically reassess your current situation and make critical course adjustments. REGIS EMERGENCY PLANNING TOOL Helps you achieve a revised set of Goals, dictated by current conditions. REGIS BRANDING FOR STRENGTH TOOL Helps you reassess and re-structure your identity package to reassure your customers that you are: strong, proactive, and competitive; in other words, a reliable resource in tough times. TOOL I. REGIS EMERGENCY ASSESSMENT TOOL STEP I: DEFINE A WINNING OUTCOME The general nature of the intended results should be clarified in writing by the Senior Leadership in advance Defined in terms of improved positioning, enhanced functionality and new competitive advantages both internal and external STEP II: TEAM BUILDING To succeed, you must first select the correct team and establish solid working processes. The strength of the project will depend largely on the coordinated strengths of the team. A working sequence should be established in writing at the start, including: Solid working processes Measurable targets for development that follow a projected time-line Designated owners for each step Receiving and providing correct and timely information from and to that team is essential to crafting a winning approach STEP III: REVIEW The critical needs of the group must be clarified and prioritized. While time is of the essence, you must first establish a full understanding of the marketplace and the group’s potential position within it, in order to successfully compete. The Leadership should review: Special Circumstances Determine the level of priority for each of the current needs Urgent Adjustments The Past Year: Methods and Results Strengths and Weaknesses Profitability Measures Working Systems Critical Positioning: Current Market Position Brand Recognition / Perception (See Branding below) STEP IV: FUTURE OPTIONS Set of Key Options for the Next Level of Development Relative resource required and relative difficulties for each option Including Skills, facilities and direct costs associated with achieving each incremental objective > Top TOOL II REGIS EMERGENCY PLANNING TOOL In the absence of a well-conceived and comprehensive plan, the group will be driven by outside forces. A revised set of Goals, supported by measurable actions, will greatly enhance the group’s overall prospect of success STEP I: SET A REVISED STRATEGIC DIRECTION Identify and define the most productive objectives and plan the most direct path forward Form a planning team whose composition represents the group at large Planning Team recommends both a Positioning and a sequence of actions Based upon market research Proposing Business Types and Scope of Effort Setting company-wide business development objectives CEO Sets Priorities, and Challenges based upon the recommendation Unit Planning Major Steps: Proposed/Defined by Each Division/Unit Includes Proposed Outcomes and Related Commitments Defines Proposed Coordination with All other affected Units Includes Requests for Budget/Resources STEP II: COMPILING, TARGETING, SCHEDULING AND PROJECT OWNERSHIP Harmonization into Plan and Budget by small team designated by: CEO/ COO/CFO Enterprise and Unit Objectives ratified and/or set Incentives Proposed that are Connected to Measurable Objectives STEP III: COMMUNICATION AND COMMITMENT OF OWNERSHIP Overall Schedule Reviewed with Full Management Preview Points with Senior Leadership Annual Full Review Meeting Targets and "Best Practices" Clarified STEP IV: TRACKING Quarterly Reviews set to include all through Senior Leadership to CEO/COO Interval Measures "Best Practices" Reviewed Targeted Improvements CFO/COO Is responsible for scheduling to connect to the Budget Process > Top TOOL III REGIS BRANDING FOR STRENGTH TOOL STEP I: ESTABLISH OR REDEFINE THE GROUP’S BRANDING Establish a strong impression of the group, its mission and its relative value in the minds of a carefully targeted audience. In this climate, only the strong brands survive Effective Branding today goes well beyond a unique benefit. It is a very sophisticated process. It creates an aura around your product, company, or organization. It is an expression of your core values, an almost spiritual component widely called Brand Essence. Today, your Brand Essence must say that you are solid, adapted, and competitive; that you’re not going to go away STEP II: CURRENT POSITIONING Conduct a current assessment of Perception / Positioning Do you understand exactly what your Brand is? Do you know what competitive Brands stand for? Do you know how your customers feel about your Brand? Do you feel your Brand is as strong as it should be? How would you evaluate your brand’s value proposition? Do you understand what your intangible brand characteristics are? Who in your category owns the top value proposition? Who is watching over your brand at the company/organization? Do you have a chief brand officer? What is your brand promise? Is that important to customers? Are you delivering it? How do your employees/members feel about your brand? Is your brand promise in line with your organization’s core mission? Are you competing in the right segment? STEP III: CREATE A BRANDING CREATIVE BRIEF Conduct an In-depth analysis of your target Understand their psychology "Face the Target" (visualize them!) Create an ownable emotional component, a unique Brand Essence Articulate a Tone and Style for all communications Create a response akin to: "That's a club I'd better join" If possible, do qualitative research with your Target STEP IV: SOME LEFT & RIGHT BRAIN EXERCISES Create a concise "elevator speech" (Left Brain) Pick a color palette, typeface, logo & tagline consistent with your Brand Essence (Right Brain) STEP V: CHECK LANGUAGE Examine your tagline Does it pass the “Hammerstein Simple” test (is it as simple and emotional as a Hammerstein lyric?) Weed out overt cleverness (puns, etc.) Does it precisely express your position and Essence? Insist on message development consistency (Integrated Marketing Communication) Be certain that all corporate communications (Logo, advertising, promotion pieces, newsletters, letterhead, business cards, PR Releases, interviews, speeches & convention booths, accurately reflect your Branding Brief All must speak with the same voice Pay particular attention to your web site; it’s often the all-important first impression of your group Establish a style guide and/or Chief Brand Officer ("Style Tsar") to ensure compliance STEP VI: TRADEMARK REGISTRATION Be certain all elements are ownable STEP VII: SCHEDULE A COORDINATED LAUNCH Internal External > Top THE TOOL KIT These three tools are yours to use to provide emergency guidance to your group as you prepare to meet the sudden challenges that now confront us all. Taken together, they are an essential tool kit designed to withstand the rough times ahead. To further help you on your journey, if you would like a complimentary copy of Marc Chinoy's text on the basics of planning, "Getting Started," if you need more information, or if you would like some hands-on Regis guidance, please contact TRG. Good luck, and may you have safe passage in these troubled seas! NEW LEADERSHIP TOOL   |   LEADERSHIP TOOLS ARCHIVE   |   5 KEY QUESTIONS   |   REGIS FORUM
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