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.
Having guided over 20,000 business leaders in 48 countries, Roger Harrop, aka The CEO Expert, is ranked in the top ten management and strategy speakers worldwide. Roger has led multiple international businesses, including a PLC which was listed by Forbes as 1 of their top 100 overseas companies and used... Read more
Oded Ran is CEO of the award winning technology startup, Touchnote. In 2015, the startup became one of the UK's top 10 fastest growing tech companies and, as the world's most popular post card app, has gone on to sell over 6 million post cards world wide. Previously, Oded was... Read more
Karl Brandt is the CEO of Mealtek, one of the UK’s leading personalised meal delivery services. An ex part time professional athlete, Karl got sick of the one size fits all food on offer wherever you go so he set about using technology to make food to each person’s wants... Read more