The Co-operative Brand

1. The Co-operative Brand Kristian Mills Head of Brand Governance & Standards The Co-operative Group National Retail Conference 23rd February 2013

2. The Co-operative Group We have over 5,000 outlets across the UK and 120,000 employees and have been serving Britain for over 168 years 2011 Performance Group sales of £13.3bn, Group operating profit of £526m Profits shared with members £142m Community investments £13.6m

3. Numerous logos The cloverleaf has only been around in use for around 40 years but we didn’t always use it

4. The High Street - Pre rebranding project

6. The Co-operative family of businesses

7. 343 Bank inc Britannia The Co-operative Group estate 324 Travel (TCCT JV) 850 Funeralcare inc private name 773 Pharmacy 2,850 Food

8. Through co-operation, regional societies have also rolled the brand out….. As at January 2013

9. and the brand has been developed further…….

10. Customer Strategy With a consistent identity for our family of businesses we needed a consistent customer strategy but firstly we needed to understand who our customers are………

11. We explored our customer base to put the customer at the heart of everything we do…. In the context of serious ambitions for commercial growth, we commissioned research to do three things: • Explain what drives and differentiates consumer behaviour, in order to create and optimise opportunities for the brand • Identify key focus areas in which to focus our strategies and plans • Demonstrate how to leverage our unique assets (e.g. Co-operative values, Membership) to help deliver commercial performance improvements

12. The logic underpinning our work If we understand what matters to consumers Then we can use what we know to attract more of them And create more commercial success and value Which we can invest in fulfilling our purpose as a co-operative

13. A few facts… The Big Insight Project Segmentation (BIP) Face-to-face interviews in home Over 15,000 voices from the marketplace Nationally representative – including customers, members and non-customers • 45 minute survey • 4,000 consumers • 1,000 members * • 467 sample points • 200 interviewers • 25 minute survey • 7,000 consumers • 11 product areas Project Button (Customer Drivers) Online interviews Membership Online interviews • 25 minute survey • 2,142 consumers 13 * 1000 additional surveys completed for additional analysis

14. Our competition is strongly aligned to core drivers. We do ‘own’ Co-operative values – but they are not key for customers Food: Top-up shop The numbered dots relate to the drivers of purchase, which are listed in order of importance. The most important drivers are shown in purple. The map shows which drivers different brands are most closely associated with – the nearer a brand is to a number, the more they ‘own’ it. Hence, we are best known for being British (20) and Ethical (15), and least well known for being Cheapest (6). 18 15 9 20 5 14 13 11 12 16 7 1 3 19 10 2 4 6 23 8 24 21 17 • Value for money • Quality fresh produce • Deals • Range • Location • Cheapest • Stock levels • Quality own brand • Supports British suppliers • Speedy service • Trust • Pleasant experience Helpful Friendly Ethical Consistent service Rewards loyalty Supports local community Easy shopping British Leading brand Online Recommended Non-grocery products/ services The mainstream market for top-up shop 22 Most important drivers The Co-operative core territory 14 14

15. The Main shop food market brand territory is very crowded Food: Main shop • Value for money • Good special offers • Excellent quality fresh produce • Wide range of products • Lowest prices • Excellent quality own brand products • Convenient locations • Good stock levels • Supports British farmers and suppliers • 10. I can trust them • 11. Rewards loyalty • 12. Pleasant shopping experience • 13. Checkout is speedy • 14. Ethical • 15. Consistent stock levels • Helpful staff • Friendly staff • 18. Makes the shopping easier • 19. Supports the local community • 20. Strong online presence • 21. British • 22. Leading brand • 23. Recommended • 24. Offers non-grocery products/ services 14 5 1 19 10 17 21 9 7 16 2 13 8 12 15 23 6 3 18 24 11 4 22 The mainstream market for main shop 20 Most important drivers The Co-operative core territory Competitors’ core territory 15

16. The good news is that there is more opportunity to win in banking. Only First Direct and Nationwide are uniquely associated with core drivers – and no-one can lay claim to the most important driver: Trust Banking: Current Account • Trust • Value for money • User-friendly online advice • Makes my life easier • Excellent quality • Rewards loyalty • Customer service is joined up • Helpful staff • Best deals for existing customers • Keeps in touch • Telephone advice • Simple choice of accounts • Lowest rates • Ethical • Flexible approach to charges • Convenient locations • Leading brand • Only tries to sell things that are good for me • Industry expert • Provides a relationship manager • British • Recommended • Fee paying packages • Pleasant branch environment • Supports the local community • Does things differently • Offers non-financial products/ services The mainstream market for Current Account 13 27 6 3 9 26 2 11 12 7 15 23 4 17 22 16 1 10 8 19 5 18 20 24 21 25 14 The Co-operative potential territory Most important drivers 16

17. All this insight, enabled us to develop a customer strategy…

18. Earning Trust is the key objective of this customer strategy • It is a vital component of any future-facing brand in a world where consumers are both increasingly sceptical and powerfully connected • But for The Co-operative, Trust is imperative because we deliver such wide-ranging products and services • It sets expectations as to why customers should do business with us, providing reassurance and nurturing advocacy while protecting against dissatisfaction and criticism from potential detractors • Critically, our customers told us it was a key factor in their choice of brands they want to deal with

19. And we know that Trust is a key driver in many of our markets Rational Trust is earned by delivering on key drivers

20. The combination of rational and emotional Trust will deliver long term changes in behaviour • On my side • Delivers through brand values • Does what I want • Delivers what matters to me Builds sustainable relationships We are advantaged as it is harder for competitors to get emotional Trust Competitors struggle to convince Co-operative heritage and DNA convinces Competitors lead The Co-operative in process of developing

21. Our Trust strategy has three key objectives…. Remove barriers to show “it works really well” more rational and functional capabilities • Focus on getting the basics right so consumers have the confidence in us to consistently deliver Drive relevance by being “right” for consumers relevance breeds likeability; spans rational and emotional • Better understand their needs, make their lives easier, and flex our most trusted assets Earn emotional engagement via mutual benefit • Express our unique difference in ways which are relevant, human, contemporary and motivating more emotional reasons-to-consider

22. We need to focus on the things that matter to our customers and we have engaged Leo Burnett Group to deliver a new brand creative………

23. Drive relevance with customers • Perform a wide range of marketing tasks across business units • Drive brand affinity • Deliver a new younger, family heartland • Appeal to a range of different audiences • Give The Co-operative a role throughout life The Leo Burnett creative will help too…….

24. Diverse range of businesses connected by one trusted brand • Customers walking past competitors to visit The Co-operative • Significant numbers of multiple business users • A growing and engaged membership • Greater efficiency of marketing spend Looking back five years from now……

25. Key challenges • Food dominates, and connections between the businesses are not strong in people’s minds • The Co-operative performs on ‘emotional’ trust but not on ‘rational’ trust

26. We need a new brand idea

27. The new brand idea has a lot of things to do

29. 2. The idea must focus on things that matter to customers

30. 3. The idea must be able to serve a broad range of marketing objectives

31. Today’s heartland Tomorrow’s heartland 4. The idea must help deliver a new younger, family heartland

32. 5. The idea must appeal to a range of different audiences

33. 6. The idea must give The Co-operative a role throughout life

34. The idea has a lot to do • Build on what’s gone before • Focus on what matters to customers • Serve a range of marketing objectives • Deliver a younger, family heartland • Appeal to a range of audiences • Give The Co-operative a role throughout life

35. Customer research helped identify the building blocks of the new idea

36. You can trust that The Co-operative will be close by whenever you need us. You can trust that we’ll do the right thing for you, your family and society. You can trust us to deliver. And that the products and services we offer will be right for you. That whoever you are, wherever you are, and whatever you need in life, we’ll be here for you.

40. Five core principles of the Brand creative The Square - size, positioning and opacity HFYFL logotype – size and position Font and alignment – Helvetica neue The Tone of voice - inc ‘Life insight’ Photography – true, honest, real, not contrived These principles should always be consistently delivered as they are the DNA of the Brand creative