BBN Regionalisation

Focus and relevancy

Because it just made sense

The concept of there being regional operations within BBN has been discussed at a conceptual level on a number of occasions. Previously there was no pressing requirement for this and though in principle it was seen as having merit, it was not regarded as a priority nor something requiring immediate action.


About nine months ago a number of factors transpired that required us to reconsider the implications and viability of progressing in part or whole with a regional operating model.


Drivers and consideration factors

With new partners coming on board, particularly in Asia and the Nordics the opportunities for regionalised inter-partner collaboration have become more prevalent.


In Scandinavia, we now have a full house of partners (if you exclude Iceland) covering Sweden, Norway, Denmark and Finland. It is widely acknowledged that the Nordic region is very different to the rest of Europe in terms of culture and values as illustrated in their Welzel-Inglehart cultural map. This is recognized by all the Nordic partners. Beyond this, ID BBN envisage a commercial collaboration that plays to the major Nordic corporations through adoption of the BBN matrix model, which is regionally attuned, combined with in depth expertise and specific industry experience, whilst also being able to offer global implementation. All the relevant partners seem enthusiastic about this.


Unusually, we have four partners based In Singapore, or with regional offices. For some time, discussions on a localized joint venture to optimize resources and create a greater marketing impetus have taken place. As a result INL and Fifth Ring share office space there and more recently, McCorkell have placed two members of their team in the ImpactM office in Tokyo. These are two great examples of collaboration beyond the consdiered BBN norm, but these types of deeper collaborations are something we see more and more of on a weekly basis.


There are other potential regional opportunities, such as Eastern Europe, and our European agencies are already in regular discussions around new business opportunities.


If you have any questions regarding BBN's plans for regionalisation please contact Annette or Clif at BBN Central

Though not finalised these are the Basic principles of regionalisation:


1. Any regional group would involve all of the relevant partners in a steering group.

2. Due to the importance of maintaining unanimity and for the avoidance of silos, a BBN board member would sit on each group.

3. That group would report their activities to BBN Central via the existing communication systems provided in The Hive.

4. Any regional group would have to work within the BBN brand guidelines and dovetail their marketing activities with the BBN marketing plan.

5. Though core messaging relating to BBN and how it operates must remain consistent, regionalised messaging relating to particular market requirements should be incorporated.

6. The current BBN website has already moved toward regional groupings of partners and we are working on provding a template for regional information on a micro-site for each region.

7. The steering group would be expected to produce an action plan which would outline their intentions for levels of collaboration in the areas of marketing, business development, specific product development and localised learning and development.

8. If the steering group cannot arrive at agreement on any fundamental decision/s, these would be referred to the BBN executive board for intercession.