Enter your email to receive pure, actionable business insight every Monday at 8am.
Rob Jones is EVP Design at the world's largest one day fantasy sports company, FanDuel. Over the last 7 years it has developed into one of the fastest growing technology companies in the UK and is currently building a brand new one-day fantasy football product for the UK market.
One of the potential pitfalls of such rapid growth is that it’s easy to lose touch with the very thing that made you successful in the early stages. We met with Rob to learn how he’s been able to scale FanDuel whilst always staying true to their brand.
First of all you have to realise that your brand requires protection. Nowadays you are active across so many channels that it can be difficult to ensure consistency of identity, message and tone, but these things are critical. You develop a particular brand for a reason and if the customer sees confused or contrasting messaging then that interferes with their experience of the brand and their path to purchase.
Brand isn’t just the visual look and feel, it’s something the whole company buys into and delivers on
The brand isn’t just the visual look and feel, it’s something the whole company buys into and delivers on. Customer support or the email communication team also heavily re-enforce the brand values when they interact with customers, so it needs to be defined and upheld by the whole organisation.
Your next step is to paint a clear picture of who you are talking to. When we started it was people who were really into fantasy sports; the hardcore fans and early adopters. Now, that has expanded to sports fans. We have a variety of different personas and so we need to understand what form of content will resonate with each. Only then can we build a brand framework that encompasses each of these personas in a cohesive way.
When we first launched FanDuel, it was easy enough to maintain a brand framework without formal documentation as I was able to oversee everything on both the product and marketing side, and instinctively knew if we were ever deviating from the brand. However, as the company scaled it became almost impossible to ensure this consistency. Everyone had different interpretations and it soon became apparent we would just have to sweep it all up and start again, this time with a far more formal structure.
It becomes a case of developing these [brand guidelines] as living documents so that they maintain their relevance as the company evolves
What this taught me was the importance of getting this documentation started early so that you can scale without running into this obstacle. It then becomes a case of developing these as living documents so that they maintain their relevance as the company evolves.
Everyone now recognises the importance of testing. Without it your product will be based on guesswork and assumptions. However, endless testing can also wreak havoc for the brand. Here are a few rules to ensure you strike that difficult balance:
– Test internally first. Before you send it out into the wild you should test clickable prototypes with dummy users. It will ensure you iron out the biggest problems before interfering with the real audience.
– When you start testing with real users, begin with a small sample size, then move onto a slightly larger one only when you are confident it is having the desired effect. And don’t test too much on the same audience as eventually all that inconsistency will ruin their experience of the brand.
– In the early stages, when you’re dealing with small volumes of data, avoid running tests with small changes that alter the user experience without any significant impact on behaviour. Instead group the changes together and see which ones really shift the dial, then dive into the nuances later on.
I’m from an agency background and yet when we first started I was reluctant to involve outside parties. We assumed it would be quicker, cheaper and give us greater control of the brand to do everything in-house. However, what we’ve learnt is that agencies:
– Are able to maintain an objective view on what really defines your brand in the market.
– Ensure a level of speed and quality that you won’t always find in-house.
– Help you to understand the external landscape and can introduce you to new ideas and platforms.
A leading authority in digital technology and marketing, Nigel’s roles have included Vice President of Global Marketing Strategy for Sony, Marketing Director for Quantel and Vice President of Marketing for Apple, Europe. A marketing specialist, Nigel has led teams working across all digital channels – from web and social media... Read more
Stephanie Hyde is the Head of Regions and Executive Board Member at PwC. She joined the firm in 1995 and became partner in 2006, before going on to join PwC’s Executive Board in 2011. Prior to this she led PwC’s mid-cap segment in the South East and its Assurance practice... Read more
Appointed CEO of Porsche at just 32, Kevin Gaskell was credited with transforming the iconic brand from near bankruptcy to the UK’s most profitable importer. Kevin then went onto become CEO for BMW, before founding carsdirect.com in 2000. In 2001 he became group CEO of EurotaxGlass’s Group AG, Switzerland, where... Read more