DHL 2013 Annual Report Download - page 90

In , consulting rm Semion Brand-Broker calculated that Deutsche Post’s
brand value had remained unchanged at , million. is again ranks us number
six amongst the most valuable German brands. Factors analysed included nancial value,
brand protection, brand image and brand strength.
In total, we invested around  million (previous year:  million) into building
and expanding our brands internationally.
Sports activities strengthen identity with the Deutsche Post brand
Motivated employees understand that they are brand ambassadors who play a role
in winning over and retaining customers. At Deutsche Post, the internal motivational
platform known as the Deutsche Post Fan Club plays a considerable role in strengthen-
ing employee identity with the brand. rough this programme, we support employee
participation in recreational sports and fan activities in the community. Aer ve years,
the response amongst the sta has been impressive, with more than , football
players, nearly , runners and around , cyclists taking part in activities in the
reporting year. Furthermore, many employees joined their colleagues to attend Deutsche
Fußball-Bund ( – German football federation) cup matches, international football
matches and Deutsche Tourenwagen-Masters ( – German Touring Car Masters)
races, of which we are a sponsor.
At the  nal  at Germany’s Hockenheimring race track, the Deutsche Post
brand secured its rst victory as a team partner of . Our co-operation with the 
was also a success in : the German women’s national football team won the Euro-
pean Championship and the men’s team qualied for the   World Cup Brazil™.
An expanding product portfolio
We are systematically expanding our business and have detailed this in the Objectives
and strategies chapter. For example, the online supermarket Allyouneed.com has been
positioned as a modern alternative to traditional food retailing. During the reporting
year, market research was undertaken to determine the potential of this oer, more-
over, we have already increased awareness and reach within the target group with tar-
geted  and marketing campaigns. In October , we entered the deregulated coach
market with the  Postbus. Over and above the eye-catching design of the coaches
in Deutsche Post yellow, advertising in this early phase is primarily concentrated on
regional communication in the areas where we are expanding our network of bus routes.
Global online   campaign
Building on the worldwide digital strategy for the  brand that was developed in
the previous year, we have set our global marketing campaign on a new online course:
since the autumn of , we have, for example, advertised our online benchmarking
tool on banners in international business magazines. A tool which provides above all
medium-sized companies with valuable exposure for their international business, whilst
connecting them to the  brand.
. Marketing expenditures, 
Volume: around  million
18.4 % Public & customer
relations
15.6 % Other
6.8 % Corporate wear
59.2 % Product develop-
ment and
communication
Page  ff.
86 Deutsche Post DHL 2013 Annual Report
Non-Financial Figures
Brands
Group Management Report