Best Practices Day 2008 6 th October 2008

Best Practices Day 2008 6 th October 2008 When a brand needs to move on Understanding Brand Transition Needs & Challenges By Nadia Munawar Siddiqui Director - Office of Corporate Affairs JS Group Page 1

Road Map • • About JS Brand reengineering - Compelling reasons New Brand Vision Brand Transition Page 2

About JS Group • JS Group is one of the largest financial services groups and a diversified investor in Pakistan. In addition to financial services, the Group has five core areas of operation Industrial Transportation Financial Services Resources Infocom Property Page 3

Financial Services JS Group Financial Services Businesses Banking Insurance JS Bank Commercial Bank EFU General Insurance Bank Islamic Bank JV with Dubai Bank and DCD EFU Life Assurance Network Microfinance Bank Microfinance JV with Network Leasing Allianz EFU Health Insurance JV with Allianz Non Banking JS Global Capital Securities Brokerage and Corporate Finance JS Investments Asset Management Financial Services Infrastructure Credit Chex Consumer Credit Bureau Licensee of Experian Web. DNA Independent ATM Network Provider Mobex Mobile Payments Solutions 4 Page 4

Non-Financial Businesses JS Industrial JS Infocom Al Abbas (MDF, Ferro Alloy) Eye TV Network (TV Channels) Al Abbas Sugar Mills JS Transportation Azgard 9 (Denim/Textiles) Airblue (Commercial airline) Dadex (Piping & Services) JS Air (Charter airline) PICT (Container Terminal) PAFL (Fertilizer) RAK Ghani Glass LLC (Glass) JS Property JS Resources Mo. U with Accor for IBIS hotels Sprint Energy (CNG retail) Investments in the US, Hascombe Oil (Oil Marketing Co. ) UAE, and Pakistan Investments in E&P Oil and Gas Significant property development portfolio in Pakistan Exploration in US, Pakistan, Oman & UAE Page 5

Road Map • • About JS Brand reengineering - Compelling reasons New Brand Vision Brand Transition Page 6

Jahangir Siddiqui & Co. in 2003 • Companies • • • Jahangir Siddiqui & Co Jahangir Siddiqui Capital Markets Jahangir Siddiqui Investment Bank ABAMCO DCD JS Factors • Trustworthy reputation in finance sector • Business vision of growth and diversification Page 7

Brand re-engineering – Compelling Reasons Page 8

Brand re-engineering – Compelling Reasons Page 9

Brand Inconsistency – Impacts • Looks unprofessional • Shows a lack in group cohesion • Gives an unclear message • Creates the impression of poor attention to detail Page 10

Brand Consistency - Impacts • Give meaning to our name • Set us apart from the competition • Make us recognizable • Create a feeling of trust • Communicate the nature of the group Page 11

Road Map • • About JS Brand reengineering - Compelling reasons New Brand Vision Brand Transition Page 12

New Brand Vision Develop the brand as the driver of JS Group’s growth strategy. Page 13

Brand Vision Grow and diversify BRAND Recognized Consistent Adaptable Page 14

Brand Vision - Milestones • Develop a brand that could be recognized and understood in a global consumer market • Brand that showed a consistent identity and represented all the brand values: Strong, trustworthy and dynamic • A brand which was flexible to suit the needs of the groups diversified business portfolio sectors, from banking to funds management, from aviation to hospitality and beyond Page 15

Road Map • • About JS Brand reengineering - Compelling reasons New Brand Vision Brand Transition Page 16

Transition Framework 2) Implement 3) Sustain Change the mindsets Brand Image & Identity Infrastructural Changes Governance framework Perform & sustain Strong Consistent Brand 1) Establish Page 17

Transition Framework 2) Implement 3) Sustain Change the mindsets Brand Image & Identity Infrastructural Changes Governance framework Perform & sustain Strong Consistent Brand 1) Establish Page 18

Transition – How? What the JS brand needed to represent Group values History and heritage Vision Services / Business areas Experience / Perceptions Unique Identity Page 19

Addressing Perceptions üIndirect interaction – logo, advertising, printed publications, press releases, news, sponsorship, etc üDirect interaction – The service a customer receives, the appearance of localities, the experience a customer has of services Page 20

Moving Forward • • Create a Brief Work with experts Get Feedback Invest time, money and resource Page 21

The Transition Page 22

The JS brand • 7 Attributes of the JS brand Progressive Dynamic Innovative Diversity Direction Established track record of success Strength & adherence to traditional business values Page 23

Transition Framework 2) Implement 3) Sustain Change the mindsets Brand Image & Identity Infrastructural Changes Governance framework Perform & sustain Strong Consistent Brand 1) Establish Page 24

Brand Experience Employee Interactions Advertising PR / Media Word of Mouth Product Experience Partnerships Page 25

Infrastructure New brand image rollout across the company • • • Website Marketing Approach Advertising – External Communications Annual Reports and Publications Stationery Signages Page 26

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Annual Reports Page 28

Mindset Management Page 29

Mindset Management - Internal Ownership and pride in communicating the new brand image 1. Training on brand identity 2. Connect identity with services offered 3. Rethink recruitment, induction and performance appraisal Page 30

Governance Framework Ensure consistency in your image and brand messaging • • Identify Brand Custodians Create brand usage guidelines Work with trustworthy printers Standards of Practice - PR and marketing Page 31

Coordinating Implementation Office of Corporate Affairs • Responsible for consistent implementation of the brand across the Group • Development of efficient printing and marketing processes • Hold each division accountable to brand implementation standards • Working with people to find solutions to problems with implementation as they arise Page 32

Bringing Change Together Brand Logo - Values - Behaviors External Internal Engagement Culture Communications Awareness Recruitment Brand Guidelines Understanding Management Brand Architecture Engagement Performance Dev. Marketing and Comms. Human Resources Client and Employee Brand Experience Page 33

Brand Relationship • Master brand is the main driver • Single brand architecture • Common look & feel • Sub-brands • Master-brand followed by descriptors • Master brand remains the frame of reference, but is stretched by sub-brands that add associations Page 34

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Transition Framework 2) Implement 3) Sustain Change the mindsets Brand Image & Identity Infrastructural Changes Governance framework Perform & sustain Strong Consistent Brand 1) Establish Page 42

Sustaining and Monitoring the Brand • Create and introduce success benchmarks & control measures • Consistently audit the implemented measures • Don't be afraid to change • Monitor branding and marketing strategies implemented by group companies • Conduct brand audits – to keep a check on brand failures • Ensure in all activities, that the brand is always the driver of JS Group’s growth strategy Page 43

Measuring Performance Business Impact üAccuracy of implementation üEmployee commitment to brand Financial Impact üMeasurable return on investment üEfficiency of new processes Customer Impact üCustomer loyalty üConsumer perception Page 44

Conclusion • Your brand is the backbone of your business strategy • Constantly ask yourself if your image and customer experience is consistent with your desired brand positioning • Don't be afraid to change things Page 45

Conclusion • Clarity – within a brand’s image is what makes it successful • Customers must recognize that your master brand stands for something Page 46