Define Brands

Bigga Fish

 A youth focused, creative, learning and enterprise organisation

 Delivered over 48 large scale events and festivals, over 5400 hours of music workshops and worked
with young people in 6 different countries.
 Events in 2009/10 included:
o Create Fest (June)
o The Bigga Birthday Bash (September)
o The Bigga Bonfire Bash (November)
o The Lord Mayors Show (November)
o Valentine’s Bash (February)
o The Bigga Camden Payback in association with the NHS (March)
 Bigga Fish delivers a consistent programme of music and lifestyle events, averaging 800 14-21 year
olds per event.

The quality of the events defines the Bigga Fish brand. Great music from popular urban musicians, an
impressive live show, slick production and merchandise give the brand value. However the true value lies in
the young men and women who attend the events, and especially the street team that promote the events.
They choose the artists, promote the events and sell tickets, and are therefore ambassadors for the brand.
What is most important is that they are good role models. Some have been through the Bigga Fish Academy,
the training arm, and have moved through the organisation towards a more permanent position. At first they
have the opportunity to make themselves ticket money, and then can eventually advance to the stage of
receiving a salary. This is a USP, not only is Bigga Fish an urban lifestyle brand as it understands its
audience so well, but it also crosses over to social enterprise and youth development.

BANG Edutainment

 A social enterprise addressing youth social exclusion through training, development & broadcast.
 Offering both accredited and non-accredited training courses that can be delivered over a day, a week
or a term, at one of their two well equipped premises.
 Products and service include:
o Primary Fun (8 – 13 year olds)
o Drop In
o Master Class
o B Logic
o Youth Enterprise
o Internships
 BANG Edutainment helps hundreds of young people to achieve their potential, averaging 9 people
per course.

BANG Edutainment has established an excellent reputation, priding itself on the ability to reach NEAT and
at risk individuals. The organization has strong connections with the local community and agencies. This has
helped develop a trusted brand within the borough of Brent. The courses specialise in music and media, with
a classes in DJing, music production, vocals, film editing, promo, IT and basic skills such as literacy and
numeracy. There have been many success cases, with some pupils becoming tutors. Here the value of the
brand is in the youth workers who spend countless hours mentoring and monitoring these young people, thus
building up trust which is key to the brand.
BANG 103.6 FM

 A community radio station broadcasting pure urban music on FM and the Internet
 The catchment area is populated by around 300,000 across the London Boroughs of Brent, Barnet,
Camden, Ealing, Hammersmith & Fulham, Harrow, Kensington & Chelsea and Westminster.
 Range of music and specialist shows include:
o Hip Hop
o R’n’B
o Reggae
o Grime
o Funky House
o Bashment
o Interviews
o Competitions
o Debates
 BANG Radio has an average online audience of 25,000 a month. The majority (74%) of these are
from the UK, with the remainder being from all over the world.

BANG 103.6 is the only legal radio station in its catchment area playing purely urban music. Their licence is
valid until April 2012 and puts the brand in a strong position. This scope for development gives the brand
longevity. Audiences vary depending on the show; however there is a slight male bias. Targeted audiences
are 15 -25 year olds with a female bias, fashion and trend conscious, with an older audience ranging between
26 – 40. The overall sound is upbeat, vibrant and reflective of the lifestyle of their urban audience, with a
musical variety that caters for all types. With the other brands in the portfolio the radio is a great reflection
of these youths they help develop. It represents a choice, in lifestyle and in consciousness, and therefore is
the perfect platform for the Bigga Fish and BANG Edutainment.

Define Brand Story

Bigga Fish

 Bigga Fish was founded by Nii Sackey in 1999 when he was 21 years old.
 Raising money from the Arts Council he started a DJ workshop in a Camden community centre.
 The name was originally 'Bigg Fish', but some else had it so Nii’s sister suggested 'Bigga Fish’.
 Then it moved on from an MC workshop, to a demand for performances, and eventually events.
 In 2003 Nii was the youngest male recipient of the inaugural year of the Clore leadership program.
During this time, he spent 4 months consulting to the British Council, working in Morocco, Tunisia,
Lebanon and Egypt.
 In 2008 he was awarded the Paul Hamlyn Breakthrough Award to develop a new online model to
stimulate creative and financial independence for young people.
 Alongside his capacity as Managing Director of Bigga Fish, Nii has and continues to advise a range
of individuals, institutions and bodies on youth culture and education, emerging media and
entrepreneurship, these have included BBC Radio 1 and the Royal Palaces.
 Nii also sits on 3 boards, these being: The Mayors Culture Advisory Group, The Music Manifesto
Partners Advisory Group, Stories Of The World 2012 Advisory Group.

Think Bigga is to be Bigga…

The brand has developed from one person’s dream into an urban movement. What this history proves is that
with vision and hard work you an achieve anything. That’s why I think Bigga Fish represents opportunity. It
gives people in the same areas where Nii grew up the chance to enjoy themselves, hear their favourite artists,
but more importantly, the chance to develop and achieve their own dreams. When you think of Bigga Fish
you should think of potential and positivity. And this I believe has the ability to show the young people of
London in a better light. Therefore it also represents change, a positive shift in the way the youth are seen
and see themselves.

POSITIVE / TREND SETTER / UNDERSTANDING

Bang Edutainment

 BANG Edutainment was founded by Jennifer Ogole in 1999 (Registered charity since 2000)
 Jennifer Ogole came to the UK as a refugee and asylum seeker in 1980. She got involved in a youth
group at the age of 15, became a single mother at 20, and started BANG Edutainment at the age of
25, from her living room.
 Jennifer has over 15 years experience working in disadvantaged communities and has an MA in
Urban Regeneration.
 As the CEO of BANG, Jennifer has raised funding from trusts, won regeneration contracts,
established partnerships with statutory and public agencies, developed training courses and delivered
activities to over 5000 beneficiaries.
 She is passionate about developing skills and creating opportunities for young people from
disadvantaged backgrounds.

Our projects are not just educational and rewarding but fun...

BANG Edutainment revolves around helping young people achieve their potential over adversity. Even
Jennifer’s own personal history, of coming to England from Uganda to escape civil war invokes an image of
resilience. That’s why the brand has a very acute sense of where their kids come from, and the issues that
face them on a day to day basis. What this means for the brand is a sense of familiarity, of being more than a
training service but a friend too. The courses are not for financial gain, but for the benefit of those involved
and society as a whole. The trainees are encouraged to express themselves creatively, getting a chance to
vent some of their emotions and turn it into something productive.

SUCCESSFUL / EXPRESSIVE / FRIENDLY

Bang FM

 BANG 103.6 has been on air since 2001, Brent’s first community radio station.
 Bidding for the five-year licence, Life FM (pervious name) beat off 11 stations in 2002 to win.
 The name change meant that training and broadcasting would be associated together
 BANG 103.6 has enabled over 800 volunteers to get involved in media broadcasting.
 In November 2008 BANG Radio was awarded The Nations & Regions Award (London Branch) for
Best Local Radio Station 2008, and was nominated for the Sony Radio Academy Awards Station of
the Year.
 BANG has numerous presenters, all with their own style and playlists.

Community radio needs recognition by the government, local councils and the public as tool in promoting
cohesion, supporting local services and a viable route for those who want to become professional
broadcasters...
The personalities that make up the team, the schedule and production are shaped by the community. And
this exactly what you think about when BANG 103.6 is mentioned, the union of all these elements. From its
beginnings as a ground breaker to award winner, these achievements are down to the people who make it all
happen. Jennifer, those behind the scenes and on the airwaves, are able to reach their audience through
music and bring them enjoyment. The station also looks to improve young people’s skills through courses
and internships, putting back in so that the radio can eventually benefit from their input too. These brands
are people-centric, have roots in the communities they serve, and cater for a young, urban audience. As
human relations are important to their success, there should be a shift toward a more personal portrayal of
the brands. There should be focus on the founders and employees as they are the personifications of the
brands. And BANG 103.6 is a great platform to achieve this.

PROFESSIONAL / FASHIONABLE / GENEROUS

Define the Brand Identity

Bigga Fish

Bigga Fish has a consistent use of strong, bold imagery. We can see the progression of the logo that is a
reflection of their history and also represents a stylized approach to their events. The equally strong flyer
design expresses the fun and vibrancy of the parties, and also the professionalism of the events. As an
underage 18s event the brand identity needs to be associated with safety so that concerned parents can be
reassured their children will be in good hands. This is helped by the regularity of the design in the series,
which has clearly influenced the website, facebook and twitter sites. This constant use of the brand’s identity
ensures awareness. The orange, green and purple are now strongly associated with the brand. My only
concern it that there are no guidelines for when the logos etc should be used and how to be used.

Bang Edutainment

The BANG Edutainment logo has been developed once, from an old clipart file to a relatively corporate
looking incantation. It is difficult to tell what the recent version is trying to say, whereas the old one at least
expresses an explosion possibly meaning creativity and enthusiasm. As the new logo looks professional we
can assume that this is an intentional change of direction towards being taken more seriously. This I think is
summed up best in the B Logic logo. It is a perfect representation of the course and what it has to offer. As it
shows the music, film, computer and book smart nature of the product, you can already tell what is behind
this logo. This is then reflected in the flyers which have a clear description, and also look professional as
they are part of a series. The website in its entirety is not clear, but is in a similar format to BANG 103.6’s
website. This helps in associating both brands with each other. The facebook again is problematic as it is
borrowing from the radio station’s imagery. Without its own logo, strapline or image for the profile picture,
BANG Edutainment is missing out on a great opportunity to develop brand awareness.

BANG 103.6
From Life to BANG FM, there’s a story to be told, but I don’t think the logos do this justice. The
amalgamation of BANG Edutainment and BANG 103.6 logo didn’t seem to have a long shelf life, and from
there evolved into the blue, black, strapline and web address version. As an increasingly professional FM
radio station the logo looks very simple and amateur. This isn’t helped by the event flyers that are associated
with the brand. They too seem unprofessional as they are cluttered and the colours clash. If keeping in with
the simplicity of the logo, the flyers would have be more affective clearer with minimal information. This
works well on the website as it is set out well and the relevant information is available, with logos featuring
on all pages. This is seen on the numerous social networking tools, with twitter having the logo repeated as
wallpaper. Because these aren’t very striking images I don’t think they’ll be memorable, which is key to a
radio identity as you want people to remember your frequency.

BiggaBANG

This logo I have created for the merged entity, BiggaBANG. I have combined both the Bigga Fish and
BANG 103.6 font. I use it as an example of what the identity could look like after all 3 brands are combined.
In keeping with a professional outlook the 2 tone logo stays simple, yet represents both the creative and
service based nature of the company.
Define the Brand Positioning

Bigga Fish

As a unique brand that caters for urban youths I’ve been told that there isn’t any competition in this field.
However I have used 2 similar brands to position Bigga Fish in relation to the events industry. Even though
they hit different demographics it is clear that the style of music is steadily heading towards being more
urban. This puts Bigga Fish ahead of the trend, however also puts them in difficulties with the more
problematic nature of their audience. With a younger crowd they are able to shape the future of the music
and events industries as they are showcasing urban and at times underground talent. This puts them in a
great position as the brand is becoming a taste maker, and also sits comfortably in a place that will soon be
crowded by other brands trying to cash in on the changing market.
Bang Edutainment

Keeping the same variables in this diagram is an easier way to view the audience. As in Bigga Fish and
BANG 103.6’s demographics, BANG Edutainment is divided by age, and to some respect background and
tastes. For instance the people who BANG Edutainment attract are NEAT and at risk individuals who listen
to urban music and like to partake in similar activities. I have placed them central on the axis but I believe
when aligned with Bigga Fish and BANG 103.6 they will have an opportunity to offer a wider range of
courses that will bring them into competition with brands like DV8 and Urban Development. There are a lot
of companies in London doing similar training in the media and music, what will set BANG apart from the
rest will be this association with leaders in urban lifestyle brands.
BANG 103.6

BANG 103.6 has carved its own place out of a highly competitive landscape. As the urban market is
saturated the brand has to ensure differentiation to stands out and encourage a loyal listenership. As the only
legal station it its catchment area playing urban music, BANG 103.6 is well on the way to creating a niche
that promises quality and reliable broadcasting to a young urban audience. As the leaders in the market,
BBC’s 1xtra and Choice FM have moved away from catering for just the black community, and have left a
space that should be exploited. As the top right of the diagram is inhabited by Bigga Fish and BANG
Edutainment, the opportunity to best understand and service this demographic is there for the taking.
Merger Case Studies

Adidas Strengths Reebok Strengths

Technology Trend Identification
Customer focus Ability to market to a niche segment
Brand recognition Women’s shoe design
Supply chain Design expertise
Collaboratively competitive Celebrity relationships

1997 - Adidas acquired the Salomon Group for $1.4 billion

2003 - Nike acquired Converse for $305 million
2004 - Reebok acquired The Hockey Company for $330 million
2006 - Adidas-Salomon AG acquired Reebok for $3.78 billion.
2009 - Retail sales grew 10% to € 1.906 billion (2008: € 1.738 billion)
Gross profit increased 4% to € 1.116 billion (2008: € 1.069 billion).

The reasons behind the merger were clear; both companies competed for the No. 2 and No. 3 positions
behind Nike. Adidas struggled in the U.S. – the world’s biggest athletic-shoe market with half the $33
billion spent globally each year on athletic shoes. They were perceived to have good quality products that
offered comfort, whereas Reebok was seen as a stylish or hip brand.

Adidas-Salomon AG Chairman and CEO Herbert Hainer said, "The brands will be kept separate because
each brand has a lot of value and it would be stupid to bring them together. The companies would
continue selling products under respective brand names and labels..."

In relation to BiggaBANG we can see that by having a holding company and not combining the brands will
guarantee a better position in their respective markets, as each brand complements the other. They will
benefit from a more competitive platform, well-defined and complementary brand identities, a wider range
of products, and a stronger presence across the urban youth markets.
HP Strengths Compaq Strengths

Manufacturing & selling printers Manufacturing & selling PCs

Integrating business with technology Producing quick leading-edge technology

Global Position Centralized purchasing

New product development Environmentally friendly

Customer Care Ethical business practices

1997 - HP acquired VeriFone (electronic bill payment) for $1.18 billion

1998 - Compaq acquired Digital Equipment Corporation for $9.6 billion
2002 - HP acquired Compaq for $254 billion (largest ever deal in computer history)
2003 - HP acquired Proctor & Gamble IT for $3 billion
2008 - 62% decline in profits in the first quarter

The merger was meant to enable HP to leverage Compaq's strong market share and brand recognition in the
commercial PC market. It also sought combined strengths in expertise, overhead reductions, increased
buying power and cross-selling technologies. This was to enable them to perform better against their major
competitors IBM and Dell.

HP wanted to emulate IBM's push into consulting and outsourcing, although the merger did little to bring
them closer to this objective. As these services are key to landing big contracts with corporations and
governments, analysts predicted that HP would still need to make more acquisitions due to them making up
less than 20% of the company's revenue. Share prices fell as industry analysts failed to understand the
benefits of the merger. In two days an estimated $13 billion was lost (in terms of market capitalization).

For BiggaBANG the main issue here is morale. Employees from HP and Compaq spent more than 1 million
hours planning the merger. They also had to cut $3 billion in annual costs by 2004. In the end most of these
cuts came from eliminating overlapping corporate functions in the legal, marketing and HR departments.
The merger alone required 15,000 job cuts. This resulted in increased stakeholder earnings, but ensured the
CEO was unable to win over opponents to the deal. Both internal and external audiences must be taken into
account, or else there is a loss in communication. Brand awareness is then affected as both companies
struggle with divergent corporate cultures.
Capital Radio Strengths GWR Strengths

Nationwide portfolio Owned by Daily Mail & General Trust plc

Advertising revenue Digital services

21 local analogue, 58 digital stations & 4 digital 30 local analogue licences, 35 digital stations &
multiplexes 14 local digital multiplexes

1996 - GWR acquires Classic FM

1998 - GWR wins Digital One license
1999 - Digital One begins broadcasting and launches Internet radio
2000 - GWR acquires DMG Radio.
2005 - Capital Radio Group and GWR Group merger to form GCap Media
2008 - GCap Media acquired by Global Radio for £375

CAPITAL Radio and GWR Group’s all-share merger created the UK's leading commercial radio group.
They were toted as supplying over 25% of national radio advertising in the country. Capital shareholders got
52% of the group, which had a combined market capitalisation of around £711 million.

For the first five months the group was run by Ralph Bernard (ex-GWR) as Executive Chairman, and David
Mansfield (ex-Capital Radio Group) as CEO. Within weeks of the merger rumours had started about
disagreements between Bernard and Mansfield regarding the future direction of the company. David
Mansfield stepped down on the afternoon of 19 September 2005 with Ralph Bernard taking over both roles.
This was followed by a £184 million loss on the stock market, as commentators felt that the savings brought
about by cost cutting and elimination of duplicated departments across the company were far outweighed by
large drops in audience and advertising revenue across the newly formed group.

Over the following months, amid rumours of a GWR putsch and continuing dissatisfaction from the City, a
stream of executives from the former Capital Radio Group side of the business left the company, including
David Mansfield himself. In October 2005 GCap Media announced around 100 job losses and the sale of
nine non-core radio stations as part of a restructuring initiative. By this time, over £300m had been wiped off
the market capitalisation of GCap Media and the group was frequently touted as a take over target by City
commentators. For BiggaBANG this serves as a warning over the restructuring of the company and how
employees should be treated.
Define the Mission Statement

Bigga Fish

Creative - Bigga Fish uses events and creative activities to directly engage and inspire young people to get
them involved in the learning and entrepreneurial aspects of the organisation.

Learning - Through learning services, they provide workshop based courses in music, dance, business
development, events management and training for tutors.  They also facilitate training workshops in filming,
graphic design, and stage and set design.

Enterprise - Through the entrepreneurial programme Bigga Fish seeks to provide opportunities for young
people to use their entrepreneurial spirit in a constructive and financially sustainable way. 

“Our mission is to provide opportunities to young people to fulfil their potential through the medium of their
creativity and the creative industries.”

BANG Edutainment

BANG Edutainment (to educate and entertain) offers young people a chance to take part in arts, music and
multimedia activities to develop creative and personal skills. They are accredited with learning through
membership of several accrediting bodies.

BANG leads the field as an organisation with a long, strong track record of engaging young people who
have often found themselves on the outside of opportunities.

Reflecting this is the large proportion of the young people aged 16 to 25 who fall in to the NEET group (not
in education, employment or training).

The organisation’s expertise is should be utilised by others through “train the trainer” schemes across the
country.

“Our mission is to be a nationally recognised youth development company that addresses youth social
exclusion through music & media.”

BANG 103.6
The overall music sound of BANG 103.6 FM is upbeat, vibrant and reflective of the lifestyle of the urban
audience, it does not drift into one music style but has the music variety to cater for all types of the audience.

“Our mission to be true to the streets”

BiggaBANG

BiggaBANG is a socially focused but commercially sustainable integrated media, training and entertainment
group that foster this culture by:

Providing education, skills and training that is responsive to young people’s reality & desires;

Creating content that speaks to the needs and interests of young people in the city and empowers them;

Delivering content created with and for young people across all channels that are important in their lives.”

“Bigga Fish & BANG are dedicated to enabling young people develop a sense of belonging and a positive
way of live that is rooted in a culture of opportunity.”
Define the Vision Statement

I conducted an online survey where I asked the employees questions about Bigga Fish, BANG Edutainment
and BANG 103. In their own words they described what their perception was of their employers. I have
highlighted some of the main points that came up whilst talking about vision.

To become the leading YOUTH brand in the UK

To be a LEADER in training for young people
To address youth SOCIAL EXCLUSION through CREATIVE channels
We want to be the DISNEY LAND for young people's events
A BETTER FUTURE for young people
To help youths achieve their full POTENTIAL through music / media training
A FINANCIALLY SUCCESSFUL and INDEPENDENT company
Working towards a LESS FRAGMENTED company
To ENCOURAGE POSITIVE CHANGE for all
A successful place where people are HAPPY to work and excelling - STAFF AND BENEFICIARIES
To become a COMMERCIALLY VIABLE radio station in a competitive market

CREATIVE LEADERS securing A BETTER FUTURE for urban YOUTHS.

A FINANCIALLY SUCCESSFUL business that ENCOURAGES POSITIVE CHANGE & KEEPS STAFF

& BENEFICIARIES HAPPY J

Conclusion:

Branding Guideline

• Visual ie. Logos

• Rules on how and when to use the visuals of the brand

 • What type of font is used in different situations i.e. emails

• What pictures are used for websites, social media etc.

• Verbal i.e. Strapline

• Rules on how and when to use different verbal representations of the brand

• What is the tone of voice used in different situation i.e. presentations

• What information should be included on websites, social media etc.

Internal Comms

• Data Organization

• Arrange folders so that information is easily accessible

• Update whiteboard / notice board with what’s going on in and out of the office

• Use http://biggabang.tumblr.com and email updates to kozbuw249@tumblr.com