3 How can you organize for the customer and simplify the experience?
4 How can you ensure the timing and sequencing of activities will deliver maximum value?
between your product and service brands and your masterbrand, as we did with SLB. Elsewhere, Shell recently rebranded ubitricity to Shell Recharge, bringing its new portfolio offering firmly within its corporate brand universe. Ubitricity benefits from Shell’s existing brand equity, while Shell benefits from the association with electric energy. A mutually beneficial relationship in line with Shell’s business objectives. Alternatively, your business may need to undergo a process of rationalization. Just as there are opportunities to bring brands closer in proximity, there will be times when it is necessary to phase brands out or consolidate them. Brands within the portfolio may need repositioning to meet shifting customer needs, or they may have become redundant in light of the business’s long-term growth ambitions. Or perhaps your portfolio analysis uncovers innovation and growth opportunities— areas where your brand lacks market credibility, and the creation of a new sub-brand or independent brand would make strategic sense. Again, think through the lens of the customer and their perception of the business. Over time, there will be opportunities to evolve or deepen your relationship with them. SETTING COURSE FOR THE FUTURE The next few years offer a pivotal moment for the global energy industry—not a time of upheaval, but of unprecedented opportunity. Portfolio diversification and rationalization is going to play a critical role for businesses hoping to navigate highly complex sector shifts and set themselves up effectively for the future. At Brandpie, we work with organizations to build brands and optimize portfolios at these pivotal business moments. The defining moments where every choice becomes a cornerstone of your brand and business success.
BUILD FOR THE CUSTOMER Once the long-term vision is clear, the next step is to analyze and consider how to get there for your customers. How far from the desired end point are you today? Where are there anomalies or inconsistencies within your portfolio, that might represent opportunities to streamline or expand and ultimately drive value? How clear is it for customers to understand your expanding focus? It’s vital that you conduct this analysis with the present and future objectives of your customer in mind. Optimizing your portfolio often starts with clear segmentation of the market, or clarity around different customer needs. Think: how Asking these questions informed our work reimagining SLB’s portfolio architecture, as the business rebranded to become a global technology leader in the energy transition. With the customer front of mind, we helped to transform a complex group of disparate sub-brands into a simplified portfolio organized around four Strategic Fields of Play—clearly and effectively communicating the business’s capability to drive energy innovation for a balanced planet. CREATE A ROADMAP TO OPTIMIZE With a defined strategy and an understanding of portfolio performance today, the next imperative is to create a roadmap for the brand portfolio— identifying how it should migrate over time to reach a desired end state. That might include considering how close of a connection you should build do they interact with you, and which of your brands has the most equity with them today? Identify the drivers of value for your business—whether it’s brand trust, economies of scale, integrated offers, or skilled staff— and organize accordingly.
50-80 % improvement to an energy company’s risk and return profile through diversification.
Issue 2 - Brandpie Energy 29
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