“What company did you say you were from?” Developing a Strategy to Communicate a New Corporate Brand

1. “What company did you say you were from?”Developing a Strategy to Communicatea New Corporate Brand Linda Rebrovick, Chief Marketing Officer, BearingPoint IABC International Conference 2004 June 7, 2004

2. Communicating the Brand • Why Re-brand? • The Challenges • The Team. The Process. • Communications: Concept to Reality • Spotlight on Launch • The Results • Maintaining the Excitement

3. Why Re-brand?

4. Our Legacy of Growth 2002MAY – SEPTEMBERThe firm acquires 17 premier consulting practices OCTOBER - KPMG Consulting, Inc. becomes BearingPoint and begins trading on the NYSE (Symbol: BE) 1973The firm pioneers the concept of peer review to ensure quality and objectivity in service 1897The company that would become KPMG Peat Marwick is founded 1997Consulting is reorganized into a distinct KPMG LLP operating unit 2000The firm begins to operate as KPMG Consulting, Inc. 1910First US consulting engagement undertaken with Westinghouse Electric and Manufacturing Co. 1987Peat Marwick International merges with Klynveld Main Goerdeler to form what becomes KPMG LLP 1999As an extension of our technology partnership, Cisco Systems becomes a major investor 2001KPMG Consulting, Inc. completes Initial Public Offering and is listed on the NASDAQ (Symbol: KCIN) 2004 $3.1b revenue*15,000+ people 39 countries Fortune 500 * FY03 results

5. Key Drivers of Change • Reinforce independence • Observe SEC requirement • Reduce marketplace confusion • Gain the right to compete in any market • Unify the business through a common identity

6. Re-branding Objectives • Create a distinctive brand • Move target audience to new brand immediately • Build long-term brand awareness • Unify the company under one brand name • Spend shareholder capital wisely Clients InvestorsAnalystsMedia Employees Target Audience

7. The Challenges

8. Intense Cultural Change Abandoning the security of the partnership Transition to publicly listed entity Employee ownership Reporting of quarterly results Single, global P&L Integration of acquired practices Tough Economic Climate Reduced information technology market spend Intense shareholder expectations Continued pressure to drive profit and operate efficiently Higher expectations of marketing to re-brand cost-effectively Internal and External Challenges

9. Expanding Global Footprint • Early acquisitions included KPMG Consulting in Japan, New Zealand, Ireland and Israel • Australia acquired October 2001 • Andersen Business Consulting practices acquired early 2002, doubling our capability in Asia Pacific • KPMG Consulting European practices join late 2002

10. Indicates Launch Countries Global Launch • Must launch in 43 countries simultaneously This was to become the right decision despite it being our biggest challenge

11. The Team. The Process.

12. Advertising Alumni Relations Analyst Relations Brand Tracking Brand Management Content and Collateral Direct Mail Information Technology Internal Communications International Communications Legal Counsel Media Relations Merchandise Shareholder Relations Visual Identity Web BearingPoint’s global re-branding team consisted of a mere 12 full-time resources for just over 90 days We Assembled the “A” Team

13. Challenges Were Significant Proprietary Information On-screen presentation only

14. Considered Contributing Research Consulted Branding Experts Solicited Direct Feedback • Brand Awareness • Brand Imagery • Category Attributes • Perception and Loyalty Attributes • Market Research • Branding • Creative Design • Advertising and Communications • Our Professionals • Industry Analysts • Clients • Business Partners A Comprehensive Approach • A strong focus on market insights, employee feedback and advice from best-of- breed creative firms

15. Re-branding Process

16. Our Value Proposition Proprietary Information On-screen presentation only

17. Our Process Led to One Name

18. What BearingPoint Means Bearing:   (bâr -`ing) n. the situation or horizontal direction of one point with respect to another or to the compass Point: (point) n. An end or object to be achieved: purpose BearingPoint means setting direction to an end point. As business systems integrators, we align business processes and systems in order to achieve end results.

19. The Brand Architecture Is Completely Integrated • The Arc Design • One line represents the business processes of our clients • The other line represents their information systems • Both lines come together representing our commitment to align our clients’ business processes and information systems • The Colors • Black signifies strength and stability • Sandstone represents empowerment • White reflects clarity of purpose

20. What Our Brand Represents • BearingPoint is more than a new name • It is also a new brand position • We will elevate our position in today’s global marketplace by empowering our clients to create enterprise value • By aligning our clients’ business processes and systems, we enable them to access the right information at the right time • Because the right information brings knowledge • Knowledge is power • And sharing it is empowerment

21. The Tag Line Clearly Emerged

22. Communications: Concept to Reality

23. Context and time-sensitivity Secrecy was critical if announcement and execution were to coincide Over 100 non-disclosure agreements signed Secure intranet sites deployed Not one external leak Audience-specific communications Employees Clients Alliance partners Investor community Analysts Alumni Post-launch equally important Launch Critical Success Factors

24. Communication Materials Proprietary Information On-screen presentation only

25. Extraordinary Pre-launch Activities Proprietary Information On-screen presentation only

26. Employee Communications Plan • Launch Day… • CEO and CMO Communiqué, showcase ad campaign, Corporate Identity System, signage changes (selective), Web site, business cards, stationery, office celebrations • Week One… • Launch package, merchandise, collateral, remaining signage • Ongoing… • Reinforcement, completion of Web overhaul, re-branding of all client-facing documents

27. Client Communications Plan • Launch Day… • Worldwide main event, press, e-mail, personal visits, print and broadcast campaign • Week One… • Direct mail, personal calls, Web banner announcements, Mickelson events (USA), print and broadcast • Ongoing… • Ongoing advertising, PR, solution tools and templates

28. Spotlight on Launch

29. Aggressive Brand Launch on Day One • BearingPoint TV videos and toolkits on desktops • 160 global office celebrations • New visual identity • Extensive marketing communication materials • Office signage, business cards, stationery • Proposal and presentation templates • Web site • Merchandise • Print advertising announcing our new name • Press conferences • And more, including the transition to the NYSE!

30. Signage And other photos…

31. The Results

32. Media Coverage Is a Success! Proprietary Information On-screen presentation only

33. PR Keys to Success • Effective, targeted media outreach by the team • Coordination between the media relations team worldwide • Development of an extensive press kit • Translated in 9 languages • Early access to press materials • Global spokesperson preparation • Held multiple conference calls for designated spokespersons, complete with key messaging materials

34. We Moved Target Audience to New Brand in First 75 Days Proprietary Information On-screen presentation only

35. We Are Tracking Long-Term Brand Awareness Proprietary Information On-screen presentation only

36. Web Hits High Proprietary Information On-screen presentation only

37. Industry Analysts Media • “Using a name that connotes what the company does may prove for BearingPoint to be a very basic means of differentiation from its competitors.”– Gartner Group, October 2002 • “The name works.” – Forrester, October 2002 • “BearingPoint's positioning is well aligned with customers' needs.” – IDC, October 2002 • “Highly visible platform. [The firm] worked hard to build services that a tough market wants and needs: practical, straightforward engagements with a beginning, middle and end. Clients respect and appreciate this approach.” – AMR Research, October 2002 • “Speed of rebranding effort ‘simply remarkable’.” – Thomas Rodenhauser, Consulting Information Services, January 2003 • “[BearingPoint] has spent…’far less than what some of the others have’... Deloitte Consulting intends to spend about $70 million launching the Braxton brand. A similar effort cost Accenture Ltd. about $150 million." – Wall Street Journal, October 2002 • “KPMG Consulting Resolves Identity Crisis. Renames Itself 'BearingPoint‘.” – The Washington Post, October 2002 • “None of the consulting firms has pulled off rebranding with the speed, secrecy and relative thrift that KPMG Consulting managed in changing its name to BearingPoint.” – Corporate Counsel, January 2003 • “[BearingPoint] showed itself to be especially nimble when it executed a rebranding effort in the amount of time most companies set aside to introduce a new letterhead.“ – PR Week, November 2002 Supporting Information

38. Why Did We Do So Well? • Compelling business reasons to change • Passionate and involved CEO sponsoring project • Outstanding internal team • Partnered with best-of-breed advisors • Global advertising agency allowed for local “interpretation” • Invested heavily in internal communications • Our team is proud of our new name and brand position

39. Maintaining the Excitement

40. Shift in Strategy • Identified the need to: • Improve brand awareness and loyalty in all regions to drive more business for BearingPoint • Special emphasis to increase brand awareness in EMEA, Japan and China • Continue to develop a comprehensive global brand program • Design a program that serves as air cover and complements region/industry activities • Create a synergistic end-to-end brand and voice across the company to optimize budget and resources • Develop a consistent client “message experience” across all regions and communication channels

41. Focus on Integrated Strategies

42. Integrated Global Partnership Program • Establish a macro-level partnership to supplement regional activities • Align with a leading media and communication company that has high concentration and mind share of business decision makers • Leverage the media’s brand strength and loyal customers to support our direct marketing activities and sponsorships • Leverage unparalleled venues only offered through partnership for events and promotions • Gain access to exclusive business authorities, in-demand editorial staff and c-level audience

43. Established sport figures who personify our company values and strengthen our brand attributes of competence, integrity, determination, value, and results Secured highly visible logo placement to build brand awareness and name recognition Aligned with sport areas in key countries that have high reputation among our target audience Incorporated elements of high-touch opportunities with clients and prospects Developed solid communication program to strengthen internal brand ambassadors Sports Sponsorships

44. Solution Themes • Execute global rollout of identified solutions that are critical growth initiatives for the company • Coordinate regionally planned activities across every aspect of marketing • Leverage industry, solution and alliance interlock to maximize return on our investments • Build global message platform for consistent communication • Summary points of the Solution sets • Promote internal training • Spokespeople in different regions • Build awareness of Solutions as a key BearingPoint offering

45. Target Segments and Key Initiatives Proprietary Information On-screen presentation only

46. Representative Activities Proprietary Information On-screen presentation only

47. Internet User Experience • Improved the breadth and depth of available content delivered to any web context • Powerful personalization and customization functions (e.g. “My BearingPoint”) • Dynamic page creation and navigation— automatically delivers links to repositories of contextual content • Significant enhancements to search and sort functions • Everything on-line—business intelligence exposure • More intuitive navigation • Integration with back office systems (e.g. OneView) • Single Sign-On/User Authentication

48. Interactive Campaigns • Traffic Generation Activities: • Home Page Features: Opportunity to reach 170K visitors per month • eMail Campaigns: Targeted, multi-stage campaigns • Key Word Buys: Google, Overture • Directory Placement: IT Content Directories integrate our content in key .com vehicles including Forbes, Information Week, Government Technology and major search engines • Flash Banners and Adverts: Resident or externally placed—designed to target specific users and drive traffic to lead-gen content • Traditional Marketing: Advertising, collateral, press relations, events all optimized to drive visitors in a follow-on dialogue

49. Measurement Tracking Strategy Proprietary Information On-screen presentation only

50. Measurement Tracking Strategy Proprietary Information On-screen presentation only