WHAT’S YOURS?

II CAN
KNOW
PROVIDE
SOMETHING
DIFFERENT
IMYKNOW
NICHE
IN MY
MARKETPLACE
IHOW
KNOW
I WANT
TO BE SEEN
I KNOW
MY VALUES
BRANDING
DISTINGUISHES YOU FROM YOUR
COMPETITION AND CREATES
MARKET SHARE.

Branding helps you to express your company’s

distinctive essence. Ultimately, it is a long-term
strategy that enables you to maintain your lead,
regardless of the economic climate.
BRANDING
MEANS MORE THAN A FANCY
LOGO. IT MEANS ACCURATELY
COMMUNICATING YOUR VALUES
AND DELIVERING YOUR BRAND
PROMISES.

A brand is the embodiment of everything

associated with your product, service or
company. Yet branding is more than just
creating a catchy logo, name or slogan.
While they are vital components
of branding, they are but one part of it.
BRANDING
SHAPES YOUR COMPANY. IT INSTILS
CORPORATE CULTURE AND VALUES,
WHILE FORMING THE FOUNDATION
THAT DRIVES PASSION AND
CREATIVITY.

When properly defined, developed and used,

your brand can change the public perception
of your company, its value and status. It also
changes the way you communicate with your
employees and customers.
Each brand is unique and
there is no single magic formula to
create a successful brand,
STEP
1 2
TAKE STOCK
Branding is all about
perception. Perception is
reality to your customers.
Find out what people really
think of your brand through
a brand review. Don’t be
surprised if there’s a gap
between what you think
of your brand and how
it is perceived by your
customers, distributors,
suppliers and even your
employees.
THE BRAND
STEP
FIND YOUR FIT
It’s what the experts call
‘positioning’, and the
reason why Volvo is known
for safety and Lexus for
luxury. Where is the best
opportunity for your brand?
How does your brand fit in
the market?
STEP
3
BLUEPRINT YOUR IDEA
Now that you know where
your brand is and what
you want it to become,
you need a strategy to get
there. Blueprint the entire
idea to make sure your
brand stays on track.
 but there are 6 steps you can take
to equip yourself in building your
brand with greater confidence.

VALUE CHAIN
STEP STEP STEP

4 5
ALIGN EVERYONE
Each and every employee
is an ambassador of the
brand. Get everyone,
from the CEO to the most
junior clerk to believe in
it, live it, breathe it, and
deliver the brand promise
consistently.
GET YOUR FANS
Communicate to your
customers and ensure
top-of-mind recall for
your unique brandname,
trademark, slogan,
service, design or
technological ability. Some
brands have become
legendary. Can people
remember your brand?
6
MEASURE SUCCESS
You can only effectively
manage what you
measure. So measure
the right things to see
whether you really have
succeeded in making that
connection with your key
customers.
Many SMEs have made that decision
to invest time and effort in their
brands, and as a result experienced a
boost in customer loyalty, employee
commitment and business performance.

THESE
ARE THEIR
STORIES...
STEP
Assessing your
brand’s strengths
and weaknesses.
Story
True
TAKE STOCK
Branding is all about
perception. Perception is
reality to your customers.
Find out what people really
think of your brand through
a brand review. Don’t be
surprised if there’s a gap
between what you think
of your brand and how it is
perceived by your customers,
distributors, suppliers and
even your employees.
THE TRU-MARINE STORY
A BETTER PERSPECTIVE
INSIDE AND OUT
#1 Having been in business since 1977, Tru-Marine
enjoyed a healthy trade first as a general ship
repairer and later, a specialist for the repair of
turbochargers, the main propulsion system that
enables ships to travel at optimum speed.
The company stood out in its industry as a quality
repair service centre with high standards and
sound technical expertise, garnering a place thrice
in the Enterprise 50 Awards.
To further cement Tru-Marine’s reputation, group
managing director David Loke, who was named
Ernst & Young Entrepreneur of the Year 2007,
decided to embark on branding in order for positive brand
experiences to become a major driver of the Tru-Marine brand.
The first step they took towards building a strong brand was to
do a review to determine just how the company was perceived
by its customers, suppliers and staff.
It turned out that Tru-Marine was already doing an effective
job in the eyes of its customers. “Our customers view us with
confidence,” said Mr Loke. “To them, time is of the essence. The
ships need to unload, reload and get to the next port as quickly as
possible. Our customers choose us because they know they can
rely on us to do a good repair job on time.”

The review revealed that Tru-Marine is highly regarded as a

reliable brand with a loyal following. Mr Loke explained, “We use
state-of-the-art technology to stay at the top of the game. We
enhance our customers’ competitiveness by providing them with
innovative repair alternatives that help them save on operational
and down-time costs.”

Taking a look inwards, the review threw up some startling

results. “What we ourselves think and feel about the brand is
fundamental. It can build or destroy the brand. While Tru-Marine
has a rich brand personality from its years in the business, the
brand values may not have been consistently projected by every
employee,” said Mr Loke.

The company set about overcoming this hurdle through training

sessions, interaction, communication and giving incentives.
“It takes a long time for culture to become ingrained and it’s
something that needs continuous effort,” said Mr Loke. “And it’s
something we are committed to work on.”

The company is all set to grow, and has made moves to extend its
reach in the Middle East and Northern Europe.

“I would definitely encourage

companies to build their
brands for growth and
survival,” said Mr Loke. “If
customers have a need, you
have to be the first name
they think about. You have to
be at the top of their minds.
That is why branding is so
important.”
 STEP
THE ACEZ STORY
REVIEW, REARRANGE,
RESULTS
Sometimes, the review process can prove so enlightening that it
even changes a company’s business model. Such was the case
with Acez, a major supplier for industrial and environmental
measure and control instruments in Southeast Asia.
Managing director Ricky Yeo first saw the need for Acez to focus
on building its brand, back when most businesses thought that
branding was for consumer brands only.
“With the competitive landscape for businesses changing, B2B
businesses, which serve business clients, are competing head to
head with others that seem to offer similar features, benefits
and services. By building our brand reputation in our customers’
mind, we can ‘close the deal’ before the selling even starts,”
said Mr Yeo.
2
ry #
e Sto
Tru
As it turns out, the review stage of the branding process showed
that Acez’s original mission statement, crafted at least 15 years
ago, was no longer in line with what the company was doing.
“We were a one-stop shop selling all kinds of instruments,” said
Mr Yeo. “We had so many brands and our product range was so
ambiguous that there was no focus. Even our sales staff were not
sure what we did. But the most important thing we realised was
that people didn’t think of us when looking for specific products.
We were just a place they called on if they were hoping to find
something obscure.”
With that realisation, the company set about streamlining itself.
Rather than selling a multitude of products that no one could
remember they were selling, Acez began to focus on building
brand equity for their key products.

“Now, we are the first name that comes to mind when people are
looking for top brand industrial and environmental instruments,”
said Mr Yeo.

With the information gleaned from the review process, Acez has
also redesigned their delivery process to better fulfil their brand
promise to provide quality, reliability and good service. The brand
review also uncovered new markets which Acez had previously
overlooked, both locally and overseas, including offshore
industries, pharmaceutical, water treatment and aerospace
industries.
For one who once thought that branding was for consumer brands
only, Mr Yeo now firmly believes that the rigour of undergoing a
branding exercise would help to revitalise any business. He said,
“The branding programme has helped us to strengthen and define
the direction for our business, and we have expanded our horizons
in looking for new customers.”
 STEP
Find your unique
positioning in the
market
FIND YOUR FIT
Now that you know how your
brand is perceived, you’ll need
to find a unique position to
occupy in the market. In an
endless sea of products and
services, standing out from
the crowd is the only way
to ensure that your target
customers pick you. Where
is the best opportunity for
your company and what
helps you connect most
with your customers?
#3
Story
True
THE WOOD DOCTOR STORY
FLOORED BY
LUXURY WOOD
The business of wood flooring isn’t usually viewed as a
glamorous one. Yet Singapore-grown Wood Doctor has the likes
of top designer brands like Armani and Versace beating a path to
its doors to build the floors of their glamorous boutiques. Not bad
for a company started by a pair of army mates who discovered
their dream atop a freezing mountain in Australia during a
training stint.
When Mr Zain and Mr Kevin Toh started the company in 2003, it
had two staff and made just $1.5 million in its first year. Today,
Wood Doctor is a $15 million-a-year business with some 120
employees.
The secret of their success? Daring to stake a claim as the luxury
brand in a market flooded with commodity wood flooring.
“We both had a dream for a wood flooring company that
was better than the rest,” said Mr Zain. “We wanted to offer
uniqueness and quality. We didn’t want to join the price war.”
The duo set to work building a prestige brand targeted at
upmarket clients and top local architects. This clear focus on their
market positioning won Wood Doctor the Singapore Promising
Brand award in 2006 and 2007. By then, business was already on
the up and up, as word of their services spread through the upper
echelons of society.
Keen to take their brand further to reach both business and
consumer clients here and overseas, Wood Doctor decided to
embark on a branding programme.
“The brand exercise helped us identify multiple factors affecting
our brand,” explained Mr Zain. “It’s not just about changing
logos, advertising or printing nice marketing collateral. Branding
encompasses much more. It is a constant communication with
our staff and customers about the passion we have in the quality
of our timber, our craftsmanship, and our service.”
To further entrench their top position in the market, the company
set up the Wood Doctor Academy in 2007, a school offering
courses to timber flooring craftsmen interested in building their
knowledge and expertise on wood.
Indeed, knowledge and expertise is what has kept them on top.
Wood Doctor stocks more than 50 premium wood species, the
largest collection in Asia, ranging from the rich cream Patagonian
Amarelo to the dark lustrous Chinese Emperor wood. It also carries
a Haute Couture Collection of luxurious flooring where every piece
of wood is handcrafted so no two floors are alike. This uniqueness
makes the collection the choice of floorings for multimillion-dollar
homes, designer boutiques and upmarket hotels.
“Before Wood Doctor, wood flooring was considered a sunset
industry,” mused Mr Zain. “It is a dirty business that few scions of
wood business families want to take over.”
“But we saw a gap in the market, brought in new products and
new technologies, and created a desire in the market for luxury
flooring.”
Wood Doctor is today represented in nine countries across Asia,
from neighbouring Kuala Lumpur to faraway Dubai.
From the top of one mountain as young army buddies, to the top of
their game as Wood Doctors, Mr Zain and Mr Toh have certainly
come a long way.
STEP

2
THE ESCO MICRO STORY
FROM ASIA TO THE WORLD
Esco Micro was founded back in the late 1970s
when Singapore’s high-tech industrial and
life sciences sector were just emerging. As a
S tory
True
pioneer of clean air technology in Southeast
Asia, Esco designed and constructed some of our
first cleanrooms – manufacturing environments
in which airborne pollutants are minimised to
prevent product contamination.
These clean manufacturing environments
are critical to developing the quality and
processes necessary for Singapore’s electronics,
semiconductor, pharmaceutical, food,
biotechnology, nanotechnology and other high
technology industries.
Today, Esco is one of the world’s largest players in clean air
and containment equipment technology. The company’s leading
product range for the laboratory and life sciences markets
continues to be unmatched in scope and breadth. More than
30,000 of its laminar flow, biological safety and clean air cabinets
are in use in more than 100 countries.
Yet its global success didn’t come easily. With a name and
clientele firmly established in Southeast Asia, Esco had yet to
prove its world-class technical abilities on a global scale.
“We were still seen as an Asian product. The
perception in those days was that no high-quality
#4 products could come from Asia, especially in our
industry,” recalled Mr Lim Lay Yew, Esco’s chief
executive officer. “And so no one looked at us.”
In order to fix that misperception, Esco embarked
on a brand re-positioning. This time, its focus
was on communicating Esco’s unique experience
and knowledge as a ‘World Class, World Wide’
solutions provider.
“This new global mindset flowed into every
aspect of our business. It was consistently
communicated by our staff to our clients. It helped
us focus our management decisions, communications, sales and
marketing channels, everything,” said Mr Lim. “We’ve seen a
greater sense of pride in our staff as well as an increase in sales
and productivity.”
Esco is now synonymous with innovation, forward thinking
design and quality – testament to their 30 years of experience,
and an immensely successful branding campaign.
 STEP
3
Delivering on the
brand promises
— the substance
behind the name
BLUEPRINT YOUR IDEA
Now that you’ve identified your
desired position in the market,
it’s time to draw up your
gameplan. This is the vital step
that guides how, what, where,
when and to whom you plan
to communicate and deliver
your brand messages. It will
define your brand, support your
positioning, and drive the
way your brand is managed
and perceived.
True Story #5
THE AALST CHOCOLATE STORY
A STRATEGY FOR
SWEET SUCCESS
Young start-up Aalst Chocolate had successfully cornered a
large slice of the quality chocolates market within a short
three years, able to name top food factories among its clients.
Their main strategy was to compete on price and quality in those
initial years.
Planning the next big step for Aalst, founder and chief executive
officer Mr Richard Lee envisioned bringing his delicious chocolate
products into the lucrative food service and retail markets, and
expanding the brand’s global presence.
“To make this big leap, we needed to enhance our image and
work on getting people to recognise our brand,” said Mr Lee.
“We needed to aim for top-of-mind-recall.”
Their strategy was simple: Create unique products and introduce
clear product lines with swish packaging that would appeal to
their target markets.
Two new product lines emerged, each with strong and distinct
identities. Aalst Patissier, offering a wide range of gourmet
chocolate products, suited the exacting needs of professional
chocolatiers and pastry chefs. Aalst Chocolate Line, which
included party paraphernalia like chocolate fountains, was
for people like you and me to make tasty treats for family
and friends.

Not surprisingly, the Aalst Chocolate Line range found huge

success in the retail market through the chocolate fountains
and the dark, milk and white chocolate couvertures which went
into them. Aalst quickly became a much-mentioned brand name
on the lips of chocolate lovers here and retail sales reached $1
million in 2007.

“It was a unique product combination that Singaporeans fell in

love with after enjoying them at hotel buffets,” said Mr Lee.

Much of Aalst’s focus, however, still remains on the export

market, which accounts for about 90% of its sales revenue. Its
brand strategy was crafted at creating the greatest impact in this
area. With clear identities for separate brand lines, Aalst was
able to distribute their products much more effectively overseas.

“We can now appoint multiple agents within

the same market, while still being able to give
exclusive rights to the different sub-brands,”
Mr Lee explained.

As a result, revenue has expanded six-fold

since the company’s first year, and Aalst is
exploring plans to establish a direct presence
outside Singapore at the right opportunity, in
order to get closer to its customers.

Indeed, success is sweet, and the possibilities remain endless.

Said Mr Lee, “We know that branding is an ongoing process. But
now that we have our strategy right, we are confident that we
are heading in the right direction.”
 STEP
THE GREEN ART STORY
DIVIDE & CONQUER
If you appreciated the well-designed signage pointing the
way to a restaurant or pub at one of Singapore’s hotspots,
admired the unusual serving counter when you bought snacks at
the food court, or took pleasure in the soothing atmosphere of a
shopping centre while out doing some retail therapy, you might
just have come across some of the work that Green Art is proud
to put its name to.
The company has built a shining track record and reputation as
a specialist in designing and developing the advertising, visual
communication and environmental branding needs of its clients.
With its own business founded on media strategy and branding,
Green Art keenly understood the importance of having a strong
brand strategy. Hence, it was only a matter of time before
business development manager Mr Lee Chong Han took the
crucial step of embarking on a branding exercise to revitalise the
business founded by his father, Mr Lee Yock Peng, close to 30
years ago.
Key to Green Art’s branding strategy was separating the company
into three specialised divisions, so that each could focus on
building a strong brand name in its target market. Green Art took
True Story #6
the opportunity to create three unique brand
names – D’Adze, which provides media
consultancy in advertising design; D’Spaze, which specialises
in the environmental branding of events, exhibitions and retail
space; and D’Printz, which produces the large glossy banners
and displays seen in shop windows and transforms vehicles into
mobile advertisements.
With the creation of these new subsidiaries, the company can
now channel their innovative juices into projects that truly play
up their competencies and allow them to shine. Mr Lee says that
though they are so new in their brand journey, they have already
seen an improvement in sales and public awareness.
“On top of being more focused about the work we take on,
we have discovered more marketing channels to enhance the
recognition of our brands. Also, there has been better customer
retention. We now enjoy better growth by working directly with
our clients, instead of being a sub-contractor,” he added.
Having won reputable multi-nationals like global human resource
agency Manpower, Giordano and SingTel as their clients, Green
Art’s new brand strategy has certainly helped them capture new
markets and build the foundation for their next phase of growth.
 STEP

When every part

of an organisation
holds and lives
up to the brand’s
core values

ALIGN EVERYONE True Story #7

A successful brand is everything

you do as an organisation and
every action taken internally
and externally that shapes
the perception of the brand.
In fact, each and every person
working in the company is
an ambassador of the brand.
When every ambassador holds THE bYSI STORY
to the brand’s core values and
consistently delivers on its THE PEOPLE BEHIND
brand promise to customers, THE FASHION
they create a competitive Offering affordable luxury to trendy women is brisk business.
With new merchandise expected twice weekly at bYSI’s 12
differentiation that is truly stores all over Singapore, operations are streamlined and staff
impossible to copy and a long- are self-driven to work together seamlessly and intelligently.
Retail assistants mix and match eye-catching pieces on
lasting brand that is worth the displays daily to give customers fresh ideas on creating
every valuable investment of different looks.

time and money. This did not come about overnight.

bYSI director Mr Tan Yew Kiat founded the brand a decade
ago after he was inspired by the fashion industry in Italy and
how it offered myriad fashion options so that its women could
always dress in style. He envisioned bYSI as a fashion label that
would provide every woman with access to the latest luxury
fashionwear and accessories for every day and every occasion.

The business grew quickly, and as Mr Tan sought to expand his

empire, he came across the concept of branding. That was the
turning point.

“In the past, we were just selling fashion. We didn’t realise how
crucial branding was until a brand consultant told us that bYSI
had good growth potential. Then we took a second look and
started believing that we could really grow into a global brand.”

As part of the brand journey, intensive sessions were held to

align all staff with the brand’s core values and attributes.

In the process, the bYSI staff forged a strong bond through the
shared experience of creating a brand together. “Everyone was
encouraged to contribute their ideas and views about the brand’s
attributes. Because when the ideas come from our people rather
than the consultants, those are their ideas that are being adopted
and they are that much more passionate about it,” said Mr Tan.

Today, bYSI’s vision is for every woman around the globe to have
access to a chic, functional and fashionable wardrobe. And of
course, its staff fully understand bYSI’s brand promise, and are
able to deliver it impeccably to customers amidst a fast-paced
environment, because they played a part in creating it.

“One lesson we learned from our branding experience is that our

people are very important,” said Mr Tan. “We had a good brand,
and our people brought it to life. If your staff don’t embody your
brand promise, it will never become memorable to people outside
the company.”

Inside and out, like a reversible jacket, bYSI’s branding has

indeed been a success.
 STEP
A strong identity
unique enough
for people to
remember and
choose.
GET YOUR FANS
Your brand is your most
powerful differentiator.
It is the sum total of your
products, services, brandname,
trademark, slogan, heritage,
design and technological
abilities. Whether you are a
consumer or industrial brand,
you need a strong identity that
is distinct and unique enough
for people to remember, and to
choose, time and again.
THE MR BEAN STORY
EMBODYING LIFE’S
SIMPLE PLEASURE
For the longest time, think ‘soya bean milk’ and you’ll think of
buying it at a hawker stall. But ask any Singaporean to name
their favourite soya milk drink today, and they’ll quite likely say
‘Mr Bean’s Super Soya Milk’ or one of its many
True Story #8
variations.
This now-iconic Singaporean brand had its humble
beginnings in 1995 as a hawker stall too. But its
founders Mr Kang Puay Seng and Mr Loh Jwee
Poh had bigger dreams for their business. To bring
their delicious food and drinks to more people, they
adopted a fast food concept for Mr Bean, opening
stores throughout the island to serve not just fresh
soya milk, but also tasty soya bean-based snacks like
pancakes, biscuits and even ice cream – perfect for
people looking for fast and healthy treats to enjoy on
the go.
The concept proved so successful that other
businesses began following suit, flooding the market
with similar products. So to maintain their lead and
distinguish themselves further, the founders decided
it was time to embark on a branding exercise.
A review of their brand showed that Mr Bean needed to build
a stronger brand personality so that customers could identify it
immediately among a host of similar products. One of the first
things to go was the brand’s original logo, which was perceived
as too old-fashioned.

“We wanted a more vibrant and refreshing image. Our smiling

bean logo fits that image perfectly,” said Mr Kang.

Mr Bean also improved its packaging and store displays. With the
smiling bean in all its designs – from the cutesy illustrations of
the bean playing on a swing, to a drawing of colourful flowers in
the grass – everything to do with Mr Bean thoughtfully evokes a
sense of happiness. These designs tug at the heartstrings of Mr
Bean’s customers so well that there is even an unofficial fan club,
who make collectors’ items out of everything, from the quirky
cookie boxes to the limited edition discount coupons.

Each Mr Bean stall also boasts its own unique touches as

Mr Bean staff are encouraged to decorate their stalls. So the
Eunos outlet boasts a seven-metre long mural of Mr Bean
enjoying a ride on the MRT train!

Certainly, appearances alone are not enough to sustain a

brand’s success. Mr Bean’s promise of ‘bringing you life’s simple
pleasures’ is embodied in its friendly service and rich variety of
products that are freshly made at each outlet daily to ensure
ultimate freshness.

“Every transaction has to be of the best quality and service,”

explained Mr Kang. “The customers get a great experience and
our staff feel good that they’ve made and served something of
quality. That’s enjoying life’s simple pleasures.”

Mr Bean has certainly connected with its customers. As a

measure of success, Mr Bean scored 100% brand recognition
among Singaporeans in a survey conducted by Nanyang
Polytechnic earlier this year. Put simply, everyone immediately
recognised the Mr Bean brand.

Their proudest moment came when Mr Bean was asked to be

the drinks sponsor for the 2008 National Day Parade - which they
were glad to do as a truly home-grown Singapore brand.
 STEP
6 “Because of our branding
Monitor progress
regularly to move
forward
MEASURE SUCCESS
Looking forward requires
looking back. Monitor how your
brand is doing and how well
you are connecting with your
customer. Make it a regular part
of your business process. Only
then can you know what you’ve
achieved, which will spur
you on to attain the next
level of success.
programme, our staff handle
customers better. As a result,
the number of complaints has
decreased. Our principals are also
more impressed with us. They’ve
seen our growth and they’re
pushing our targets too!”
Mr Ricky Yeo, managing director
“There are no specifics to measure Acez Instruments Pte Ltd
brand success, it encompasses
all areas. We have definitely seen
an increase in sales and profits. I
would encourage brand building
– it promotes growth, business and
survival.”
David Loke,
group managing director
Tru-Marine Pte Ltd
“We’ve seen remarkable
changes after our branding
efforts. Our staff are better
informed and more aligned
with our goals. Wood Doctor
has also become a global
brand.”
Mr Zain, managing director
Wood Doctor (Far East) Pte Ltd
 “Branding has helped us create
an international product. Sales
and productivity have increased
and there is a new sense of pride
among our staff.”

Mr Lim Lay Yew, chief executive officer
Esco Micro Pte Ltd
“We are so new in our brand
journey, yet we’ve already seen
improvement in sales and public
awareness, and we’ve captured
some new markets as well.”
“We’ve seen an increase in sales
Mr Lee Chong Han after our branding exercise, and
business development manager market recognition has also
Green Art Design & Products (S) Pte Ltd improved. Because of good
branding, our staff are more
committed – they have a better
sense of belonging and pride.”

Mr Kang Puay Seng, managing director

Super Bean International Pte Ltd
“In all, you could say
that in one year, we sold
680,000 Singaporeans
100g of Aalst Chocolate
each.”

Mr Richard Lee
founder and chief executive officer,
Aalst Chocolate Pte Ltd

“Besides better customer satisfaction,

which shows in our increased sales
figures, the proof of our brand success
can seen in our gaining greater
popularity with the banks and even
other retailers, who have asked for
exclusive tie-ups with us. We enjoyed
$15 million in group sales in 2007, up
from $9.7 million in 2006.”

Mr Tan Yew Kiat, director and founder

bYSI International Pte Ltd
ACKNOWLEDGEMENTS

AALST CHOCOLATE PTE LTD

ACEZ INSTRUMENTS PTE LTD
bYSI INTERNATIONAL PTE LTD
ESCO MICRO PTE LTD
GREEN ART DESIGN & PRODUCTS (S) PTE LTD
SUPER BEAN INTERNATIONAL PTE LTD
TRU-MARINE PTE LTD
WOOD DOCTOR (FAR EAST) PTE LTD
BRANDPACT was launched by SPRING Singapore
and IE Singapore in April 2005 to promote branding as a
capability for companies. It creates platforms for companies
to equip themselves with branding knowledge. These include
brand exploratory workshops, expert help from brand
specialists and online resources.

For more information, visit our website www.spring.gov.sg/brand