SlideShare une entreprise Scribd logo
1  sur  40
Télécharger pour lire hors ligne
BRAND PLANNING




                 1
The Concept of
    Customer-Based Brand Equity
    Customer-based brand equity


        Differential effect
    

        Customer brand knowledge
    

        Customer response to brand marketing
    




                                           2
Building
    Customer-Based Brand Equity
    The initial choices for the brand elements


        Brand name, logo, symbol, character, slogan….
    


    Marketing and other activities and


    supporting marketing programs
        Products, services, communications, channels ….
    


    Other associations indirectly transferred


    to the brand by linking it to some other
    entities
        Other companies, brands, places, people ….
    



                                                          3
Benefits of
    Customer-Based Brand Equity
    Enjoy greater brand loyalty & be less vulnerable

    to competitive marketing actions
    Command larger margins & have more inelastic

    responses to price increases and elastic
    responses to price decreases
    Receive greater trade cooperation & support


    Increase marketing communication

    effectiveness
    Yield licensing opportunities


    Support brand extensions


    Bridge between past activities and future

    direction
                                                   4
Three Tools to
Facilitate Brand Planning
    Holistic marketing requires careful planning

    and implementation.
    To help guide these efforts, three models of

    increasing scope are presented:
    1) brand positioning model describes how to guide integrated
       marketing to maximize competitive advantages;
    2) brand resonance model describes how to create
       intense, activity loyalty relationships with customers; and
    3) brand value chain model describes how to trace the value
       creation process to better understand the financial impact
       of marketing expenditures and investments.



                                                                 5
1. Brand Positioning Model
      Kevin Lane Keller, Brian Sternthal, and Alice Tybout (2002),
  

      “Three Questions You Need to Ask About Your Brand,”
      Harvard Business Review, September, 80 (9), 80-89.




                                                                     6
Brand Positioning
    Brand positioning is about how we want target


    customers to think about a brand with respect to
    competitors
    A strong brand positioning helps guide


    organizational activities by clarifying the brand’s
    essence, what the brand helps the customer
    achieve, and how it is unique in doing so
        Everyone in the organization should understand the brand
    

        positioning and use it as context for making decisions




                                                                   7
Classic Brand Positioning Statement

  To ___________________________________________________________________,
                      (Target Group/Need)

  _______________is the brand of __________________________________________.
    (Brand)                                 Frame of Reference (Perceptual)


  Competing Mainly With ___________________________________________________
                                    Frame of Reference (Competitive)

  that ___________________________________________________________________,
                      (Relevant Differentiating Benefit)


  because ______________________________________________________________.
                                    (Reason To Believe)


  The Brand Character is: ___________________________________________________
Amazon.com Positioning
For the young at heart who value an infinite amount of
choices, Amazon.com is the virtual cookie jar, competing
mainly with all brick and mortar stores, that gives you the
perfect combination of convenience, service, selection and
price, because Amazon.com offers a truly global selection
of products.

Brand Character: Simple, Friendly, Empowering




                                                         9
Problems with Classical
Positioning Statement
    Ignores possibility of multiple


    points-of-difference
        Assumes only 1 key point-of-difference
    

    Ignores need for points-of-parity


    Doesn’t provide forward-looking

    growth platform


                                                 10
The Four Components of a
Superior Competitive Positioning
    Competitive frames of reference


        Nature of competition
    

        Target market
    

    Develop unique brand points-of-difference (POD’s)


        Desirable to consumer
    

        Deliverable by the brand
    

        Differentiating from competitors
    

    Establish shared brand points-of-parity (POP’s)


        Negate competitor points-of-difference
    

        Demonstrate category credentials
    

    Brand mantras


        Short 3-to-5 word phrases that capture key POD’s & the irrefutable
    
        essence or spirit of the brand.

                                                                     11
Coca-Cola Positioning
    Competitive frame of


    reference
         Colas?
     

         Non-alcoholic?
     

    Points-of-difference


         Distinctive taste profile
     

         Optimistic view of life
     

         Classic, iconic symbolism &
     

         imagery
    Points-of-parity


         Contemporary, up-to-date
     

         Refreshing flavor
     

    Brand slogan


         “Coke Side of Life”
     



                                       12
Identifying & Choosing
        POP’s & POD’s
    Desirable? (consumer perspective)

        Personally relevant
    

        Believable & credible
    

    Deliverable? (firm perspective)

        Feasible
    

        Profitable
    

        Pre-emptive, defensible & difficult to attack
    

    Differentiating? (competitive perspective)

        Distinctive & superior
    




                                                        13
Identifying & Choosing
POP’s & POD’s




                         14
Principles Reinforced
By Miller Lite Launch
    Both points-of-parity and points-of-difference

    are needed to be well-positioned
    Points-of-parity and points-of-difference are

    often negatively correlated
    Points-of-parity are NOT points-of-equality –

    there is a zone or range of indifference or
    tolerance
    Points-of-parity may even need to be the

    focus of marketing communications as the
    points-of-difference may be a “given”


                                                15
Miller Lite Update
    Miller Lite had experienced flagging sales,

    falling behind both Bud Lite and Coors Lite
    Management decides to create a powerful

    new position …
        Reaffirm core duality and functional benefit of less filling
    
        & great tasting
        Reinforce strong user imagery and emotional appeal as to
    
        uncompromising character
    By addressing inherent product trade-offs

    and linking performance & emotional
    equities …
        Sales rise 10% during 2004-2005
    



                                                                  16
Accenture
Straddle Positioning Strategy
    Accenture is the company that combines:


        Strategic insight, vision, and thought leadership
    

        Information technology expertise in developing client
    

        solutions
    This strategy permits:


        Points-of parity with its two main competitors, McKinsey &
    

        IBM
        While simultaneously achieving points-of-difference
    




                                                                17
Accenture
Strategy
           Straddle Positioning
& Vision
           (WHAT they do)




                       Technology
                       & Execution
Accenture Straddle Positioning


               McKinsey   IBM

Strategy
                 POP      POD
& Vision

Technology &
                 POD      POP
Execution
Accenture
Proactive, Agile,
                    Straddle Positioning
& Passionate
                    (HOW they do it)




                            Approachable &
                            Collaborative
Accenture Straddle Positioning


                    McKinsey   IBM

Proactive, Agile,
                      POP      POD
& Passionate

Approachable
                      POD      POP
& Collaborative
Accenture
High Performance. Delivered.




                          22
Communicating & Establishing
    POP’s & POD’s
    Create POP’s and POD’s in the face of

    attribute & benefit trade-offs
        Price & quality
    

        Convenience & quality
    

        Taste & low calories
    

        Efficacy & mildness
    

        Power & safety
    

        Ubiquity & prestige
    

        Comprehensiveness (variety) & simplicity
    

        Strength & refinement
    
                                                   23
Strategies to Reconcile
    Attribute & Benefit Trade-Offs
    Design optimal product & services


    Establish separate marketing

    programs
    Leverage secondary association (e.g.,

    co-brand)
    Re-define the relationship from


    negative to positive

                                       24
Brand Mantras
    Short 3-to-5 word phrases that capture the

    irrefutable essence or spirit of the brand.
    Brand mantra must clearly delineate what

    the brand is supposed to represent and
    therefore, at least implicitly, what it is not
    Brand mantras typically are designed to

    capture the brand’s points-of-difference,
    i.e., what is unique about the brand.




                                                     25
Brand Mantra Examples

    Nike


        “Authentic Athletic
    

        Performance”
    Disney


        “Fun Family
    

        Entertainment”
    American Express


        “Worldclass Service,
    

        Personal Recognition”
                                26
Brand Mantra Criteria

    Communicate

         A good brand mantra should define the category (or
     
         categories) of business for the brand and set the brand
         boundaries. It should also clarify what is unique about the
         brand.
    Simplify

         An effective brand mantra should be memorable. As a
     
         result, it should be short, crisp, and vivid in meaning.
    Inspire

         Ideally, the brand mantra would also stake out ground that
     
         is personally meaningful and relevant to as many employees
         as possible.

                                                                    27
Some Positioning Guidelines

1.   A good positioning has …
     •   A “foot in the present” &
     •   A “foot in the future”
2.   Evaluate POP & PODs according to:
     •   Desirable (consumer)
     •   Deliverable (company)
     •   Differentiating (competition)
3.   Identify crucial POP’s
     •   Role play competitor’s positioning
     •   Surface & resolve potential consumer trade-offs
          •   Assess negative correlations & decision-making styles
4.   Ensure duality
     •   Rational (“Head”)
     •   Emotional (“Heart”)
                                                                      28
2. Brand Resonance Model
      Kevin Lane Keller (2001), “Building Customer-Based Brand
  

      Equity: A Blueprint for Creating Strong Brands,” Marketing
      Management, July/August, 15-19.




                                                                   29
Create Brand Resonance
    with Customers

    Challenge is to ensure customers have

    the right types of experiences to create
    the right brand knowledge
    Building a strong brand involves a series

    of steps as part of a “branding ladder”
    A strong brand is also characterized by

    a logically constructed set of brand
    “building blocks.”


                                           30
BRAND RESONANCE PYRAMID
                                                           Branding
Stages of Brand              Building       Blocks        Objective at
 Development
                                                          Each Stage

      RELATIONSHIPS:                                          Intense,
4   What about you & me?                                   Active Loyalty
                                    Resonance




       RESPONSE:                                             Positive,
3    What about you?                                        Accessible
                               Judgments   Feelings         Reactions



     MEANING:                                             Points-of-Parity
2   What are you?                                          & Difference
                           Performance          Imagery



                                                           Deep, Broad
     IDENTITY:
1                                                            Brand
    Who are you?                     Salience
                                                           Awareness
Brand Resonance Pyramid
    Terminology

    Salience


        Depth and breadth of brand awareness
    

             Recognition and recall at purchase and consumption
         


    Performance


        What the brand does to meet customers' more functional needs.
    

             Brand performance refers to the intrinsic properties of the brand in terms of
         

             inherent product benefits.
    Imagery


        How people think about a brand abstractly rather than what they
    
        think the brand actually physically does.
             Brand imagery is thus more extrinsic properties of the brand.
         

        Four important intangible dimensions are:
    

             Type of user
         

             Brand personality
         

             History & heritage
         

             Experiences
         

                                                                                      32
Brand Resonance Pyramid
Terminology
    Judgments


        Customers overall brand evaluations
    

             How customers combine performance and imagery
         

             associations to form different kinds of brand opinions
    Feelings


        Customers emotional responses and
    

        reactions to the brand
             Can be mild or intense; positive or negative; or
         

             experiential or enduring in nature.
             Can also relate to the social currency evoked by the
         

             brand.
                                                                      33
Dimensions of Brand Feelings

Brand feelings can be divided into two broad categories:
 Experiential – immediate, short-lived during purchase/consumption
 Enduring – private, possibly part of day-to-day life

Brands should have one, or ideally both, types of feelings



             Experiential Feelings     Enduring Feelings
             • Warm                    • Sense of Security (Inner-directed)
Increasing
             • Fun                     • Social Approval (Outer-directed)
level of
intensity

             • Exciting                • Self-Respect (Actualization)

                                                 Self-Respect            Higher
                                                                         level of
                                                                         values &
                                     Sense of Security Social Approval   needs


                                     Inner-Directed     Outer-Directed
Brand Resonance Pyramid
Terminology
    Resonance


        The extent to which customers feel that
    

        they are “in synch” with the brand
             Intensity or depth of the psychological bond that
         

             customers have with the brand
             Level of activity engendered by this loyalty
         

                   Repeat purchase rates
               

                   The extent to which customers seek out brand information,
               

                   events, or other loyal customers
                   Etc.
               




                                                                       35
Sub-Dimensions of Brand Resonance Pyramid


                               RESONANCE
                               LOYALTY
                               ATTACHMENT
                               COMMUNITY
                               ENGAGEMENT


                                       FEELINGS
                                       WARMTH
                   JUDGMENTS
                                       FUN
                   QUALITY
                                       EXCITEMENT
                   CREDIBILITY
                                       SECURITY
                   CONSIDERATION
                                       SOCIAL APPROVAL
                   SUPERIORITY
                                       SELF-RESPECT


       PERFORMANCE                        IMAGERY
       PRIMARY CHARACTERISTICS &          USER PROFILES
         SECONDARY FEATURES               PURCHASE & USAGE
       PRODUCT RELIABILITY,                 SITUATIONS
         DURABILITY & SERVICEABILITY      PERSONALITY &
       SERVICE EFFECTIVENESS,               VALUES
         EFFICIENCY, & EMPATHY            HISTORY, HERITAGE,
       STYLE AND DESIGN                    & EXPERIENCES
       PRICE

                         SALIENCE
                         CATEGORY IDENTIFICATION
                         NEEDS SATISFIED
Brand Resonance Model:
Brand Building Implications
1. Customers own brands
2. Don’t take shortcuts with brands
3. Brands should have a duality
  •   Performance & imagery
  •   Judgments & feelings
4. Brand should have a richness
5. Brand resonance provides
   important focus
                                  37
3. Brand Value Chain Model
      Kevin Lane Keller and Don Lehmann (2003), “How Do
  

      Brands Create Value,” Marketing Management, May/June,
      26-31.




                                                              38
Brand Value Chain

       Marketing                  Customer                Market                  Shareholder
VALUE   Program                   Mindset               Performance                  Value
STAGES Investment

                                                       - Price premiums
        - Product              - Awareness                                       - Stock price
                                                       - Price elasticities
        - Communications       - Associations                                    - P/E ratio
                                                       - Market share
        - Trade                - Attitudes                                       - Market capitalization
                                                       - Expansion success
        - Employee             - Attachment
                                                       - Cost savings
        - Other                - Activity
                                                       - Profitability


                    Program                                             Investor
                                            Marketplace
MULTIPLIERS
                    Quality                                            Sentiment
                                            Conditions

                  - Relevance            - Competitive reactions     - Market dynamics
                  - Distinctiveness      - Channel support           - Growth potential
                  - Consistency          - Customer size and profile - Risk profile
                  - Cohesiveness                                     - Brand contribution
Conclusions
    Three helpful brand planning models are:

        Competitive brand positioning model
    
             Points-of-parity & points-of-difference
         

        Brand resonance model
    
             Six building blocks: Salience, Performance, Imagery,
         
             Judgments, Feelings, & Resonance
        Brand Value Chain
    
             Value stages & multipliers
         


    These models can be used …

        Qualitatively to guide & interpret possible marketing
    
        actions
        Quantitatively to measure marketing effects
    


                                                                    40

Contenu connexe

Tendances

Brand Personality
Brand PersonalityBrand Personality
Brand PersonalitySj -
 
Brand personality
Brand personalityBrand personality
Brand personalityEkta Gupta
 
Measuring Brand Equity
Measuring Brand EquityMeasuring Brand Equity
Measuring Brand EquityCarol Phillips
 
How to define your brand positioning
How to define your brand positioningHow to define your brand positioning
How to define your brand positioningBeloved Brands Inc.
 
Brand Revitalization, Brand Enhancement & Brand Elimination
Brand Revitalization, Brand Enhancement & Brand EliminationBrand Revitalization, Brand Enhancement & Brand Elimination
Brand Revitalization, Brand Enhancement & Brand EliminationKushal Kaushik
 
Kapferer Model Brand Identity Prism
Kapferer Model Brand Identity PrismKapferer Model Brand Identity Prism
Kapferer Model Brand Identity Prismnitin59
 
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITYCHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITYAvinash Singh
 
Brand Management - Levi's Brand Exploratory & Inventory
Brand Management - Levi's Brand Exploratory & InventoryBrand Management - Levi's Brand Exploratory & Inventory
Brand Management - Levi's Brand Exploratory & InventoryAlexandra H.
 
Functional and emotional benefits
Functional and emotional benefitsFunctional and emotional benefits
Functional and emotional benefitsBeloved Brands Inc.
 
branding and positioning
branding and positioningbranding and positioning
branding and positioningNishant Pahad
 
Brand positioning
Brand positioning Brand positioning
Brand positioning Er Gupta
 

Tendances (20)

Brand Personality
Brand PersonalityBrand Personality
Brand Personality
 
Brand personality
Brand personalityBrand personality
Brand personality
 
Brand Revitalization
Brand RevitalizationBrand Revitalization
Brand Revitalization
 
Measuring Brand Equity
Measuring Brand EquityMeasuring Brand Equity
Measuring Brand Equity
 
How to define your brand positioning
How to define your brand positioningHow to define your brand positioning
How to define your brand positioning
 
Brand Revitalization, Brand Enhancement & Brand Elimination
Brand Revitalization, Brand Enhancement & Brand EliminationBrand Revitalization, Brand Enhancement & Brand Elimination
Brand Revitalization, Brand Enhancement & Brand Elimination
 
Kapferer Model Brand Identity Prism
Kapferer Model Brand Identity PrismKapferer Model Brand Identity Prism
Kapferer Model Brand Identity Prism
 
Brand Personality
Brand PersonalityBrand Personality
Brand Personality
 
Brand management nike
Brand management nikeBrand management nike
Brand management nike
 
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITYCHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITY
 
Brand Management - Levi's Brand Exploratory & Inventory
Brand Management - Levi's Brand Exploratory & InventoryBrand Management - Levi's Brand Exploratory & Inventory
Brand Management - Levi's Brand Exploratory & Inventory
 
Brand Plans
Brand PlansBrand Plans
Brand Plans
 
Functional and emotional benefits
Functional and emotional benefitsFunctional and emotional benefits
Functional and emotional benefits
 
Branding strategies
Branding strategiesBranding strategies
Branding strategies
 
Brand strategy
Brand strategyBrand strategy
Brand strategy
 
branding and positioning
branding and positioningbranding and positioning
branding and positioning
 
Chapter08
Chapter08Chapter08
Chapter08
 
Developing a Brand Strategy
Developing a Brand StrategyDeveloping a Brand Strategy
Developing a Brand Strategy
 
How to be a Brand Manager
How to be a Brand ManagerHow to be a Brand Manager
How to be a Brand Manager
 
Brand positioning
Brand positioning Brand positioning
Brand positioning
 

Similaire à Brand

Brand architecture
Brand architectureBrand architecture
Brand architecturesue woodward
 
Brand Building 101
Brand Building 101Brand Building 101
Brand Building 101simderob
 
Brand strategy & building tool kit
Brand strategy & building tool kitBrand strategy & building tool kit
Brand strategy & building tool kitReggie Aspelund
 
BRAND POSITIONING & VALUES
 BRAND POSITIONING & VALUES BRAND POSITIONING & VALUES
BRAND POSITIONING & VALUESAvinash Singh
 
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending SmallHow to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending SmallKatz Marketing Solutions
 
Brand architecture
Brand architectureBrand architecture
Brand architecturezender1
 
3-Steps: Identify Your Brand Niche
3-Steps: Identify Your Brand Niche3-Steps: Identify Your Brand Niche
3-Steps: Identify Your Brand Nichesheri
 
About Brand Management By Speakerhead.com
About Brand Management By Speakerhead.com About Brand Management By Speakerhead.com
About Brand Management By Speakerhead.com speakerhead-com
 
Branding and business strategy
Branding and business strategyBranding and business strategy
Branding and business strategyBolaji Okusaga
 
Is your brand truly unique
Is your brand truly uniqueIs your brand truly unique
Is your brand truly uniqueRob Kempton
 
Brand mgt by sachin
Brand mgt by sachinBrand mgt by sachin
Brand mgt by sachinshovitsingh
 
Brand Perception & the 10 Brand Trigger-Points
Brand Perception & the 10 Brand Trigger-PointsBrand Perception & the 10 Brand Trigger-Points
Brand Perception & the 10 Brand Trigger-PointsMichael Cowen
 
Kolota Cm Capabilitities
Kolota Cm CapabilititiesKolota Cm Capabilitities
Kolota Cm CapabilititiesTed Kolota
 
Brand management ppt
Brand management ppt Brand management ppt
Brand management ppt Babasab Patil
 
福特汽車 產品策略及品牌管理
福特汽車 產品策略及品牌管理福特汽車 產品策略及品牌管理
福特汽車 產品策略及品牌管理Jing Wen
 

Similaire à Brand (20)

Brand planning
Brand planningBrand planning
Brand planning
 
Brand architecture
Brand architectureBrand architecture
Brand architecture
 
Brand Building 101
Brand Building 101Brand Building 101
Brand Building 101
 
Brand strategy & building tool kit
Brand strategy & building tool kitBrand strategy & building tool kit
Brand strategy & building tool kit
 
BRAND POSITIONING & VALUES
 BRAND POSITIONING & VALUES BRAND POSITIONING & VALUES
BRAND POSITIONING & VALUES
 
Keller sbm3 03
Keller sbm3 03Keller sbm3 03
Keller sbm3 03
 
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending SmallHow to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
 
Brand management
Brand managementBrand management
Brand management
 
Brand architecture
Brand architectureBrand architecture
Brand architecture
 
3-Steps: Identify Your Brand Niche
3-Steps: Identify Your Brand Niche3-Steps: Identify Your Brand Niche
3-Steps: Identify Your Brand Niche
 
About Brand Management By Speakerhead.com
About Brand Management By Speakerhead.com About Brand Management By Speakerhead.com
About Brand Management By Speakerhead.com
 
Branding and business strategy
Branding and business strategyBranding and business strategy
Branding and business strategy
 
Is your brand truly unique
Is your brand truly uniqueIs your brand truly unique
Is your brand truly unique
 
Creating brand equity
Creating brand equityCreating brand equity
Creating brand equity
 
Brand mgt by sachin
Brand mgt by sachinBrand mgt by sachin
Brand mgt by sachin
 
Brand Perception & the 10 Brand Trigger-Points
Brand Perception & the 10 Brand Trigger-PointsBrand Perception & the 10 Brand Trigger-Points
Brand Perception & the 10 Brand Trigger-Points
 
Brand equity
Brand equityBrand equity
Brand equity
 
Kolota Cm Capabilitities
Kolota Cm CapabilititiesKolota Cm Capabilitities
Kolota Cm Capabilitities
 
Brand management ppt
Brand management ppt Brand management ppt
Brand management ppt
 
福特汽車 產品策略及品牌管理
福特汽車 產品策略及品牌管理福特汽車 產品策略及品牌管理
福特汽車 產品策略及品牌管理
 

Dernier

BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 

Dernier (20)

BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 

Brand

  • 2. The Concept of Customer-Based Brand Equity Customer-based brand equity  Differential effect  Customer brand knowledge  Customer response to brand marketing  2
  • 3. Building Customer-Based Brand Equity The initial choices for the brand elements  Brand name, logo, symbol, character, slogan….  Marketing and other activities and  supporting marketing programs Products, services, communications, channels ….  Other associations indirectly transferred  to the brand by linking it to some other entities Other companies, brands, places, people ….  3
  • 4. Benefits of Customer-Based Brand Equity Enjoy greater brand loyalty & be less vulnerable  to competitive marketing actions Command larger margins & have more inelastic  responses to price increases and elastic responses to price decreases Receive greater trade cooperation & support  Increase marketing communication  effectiveness Yield licensing opportunities  Support brand extensions  Bridge between past activities and future  direction 4
  • 5. Three Tools to Facilitate Brand Planning Holistic marketing requires careful planning  and implementation. To help guide these efforts, three models of  increasing scope are presented: 1) brand positioning model describes how to guide integrated marketing to maximize competitive advantages; 2) brand resonance model describes how to create intense, activity loyalty relationships with customers; and 3) brand value chain model describes how to trace the value creation process to better understand the financial impact of marketing expenditures and investments. 5
  • 6. 1. Brand Positioning Model Kevin Lane Keller, Brian Sternthal, and Alice Tybout (2002),  “Three Questions You Need to Ask About Your Brand,” Harvard Business Review, September, 80 (9), 80-89. 6
  • 7. Brand Positioning Brand positioning is about how we want target  customers to think about a brand with respect to competitors A strong brand positioning helps guide  organizational activities by clarifying the brand’s essence, what the brand helps the customer achieve, and how it is unique in doing so Everyone in the organization should understand the brand  positioning and use it as context for making decisions 7
  • 8. Classic Brand Positioning Statement To ___________________________________________________________________, (Target Group/Need) _______________is the brand of __________________________________________. (Brand) Frame of Reference (Perceptual) Competing Mainly With ___________________________________________________ Frame of Reference (Competitive) that ___________________________________________________________________, (Relevant Differentiating Benefit) because ______________________________________________________________. (Reason To Believe) The Brand Character is: ___________________________________________________
  • 9. Amazon.com Positioning For the young at heart who value an infinite amount of choices, Amazon.com is the virtual cookie jar, competing mainly with all brick and mortar stores, that gives you the perfect combination of convenience, service, selection and price, because Amazon.com offers a truly global selection of products. Brand Character: Simple, Friendly, Empowering 9
  • 10. Problems with Classical Positioning Statement Ignores possibility of multiple  points-of-difference Assumes only 1 key point-of-difference  Ignores need for points-of-parity  Doesn’t provide forward-looking  growth platform 10
  • 11. The Four Components of a Superior Competitive Positioning Competitive frames of reference  Nature of competition  Target market  Develop unique brand points-of-difference (POD’s)  Desirable to consumer  Deliverable by the brand  Differentiating from competitors  Establish shared brand points-of-parity (POP’s)  Negate competitor points-of-difference  Demonstrate category credentials  Brand mantras  Short 3-to-5 word phrases that capture key POD’s & the irrefutable  essence or spirit of the brand. 11
  • 12. Coca-Cola Positioning Competitive frame of  reference Colas?  Non-alcoholic?  Points-of-difference  Distinctive taste profile  Optimistic view of life  Classic, iconic symbolism &  imagery Points-of-parity  Contemporary, up-to-date  Refreshing flavor  Brand slogan  “Coke Side of Life”  12
  • 13. Identifying & Choosing POP’s & POD’s Desirable? (consumer perspective)  Personally relevant  Believable & credible  Deliverable? (firm perspective)  Feasible  Profitable  Pre-emptive, defensible & difficult to attack  Differentiating? (competitive perspective)  Distinctive & superior  13
  • 15. Principles Reinforced By Miller Lite Launch Both points-of-parity and points-of-difference  are needed to be well-positioned Points-of-parity and points-of-difference are  often negatively correlated Points-of-parity are NOT points-of-equality –  there is a zone or range of indifference or tolerance Points-of-parity may even need to be the  focus of marketing communications as the points-of-difference may be a “given” 15
  • 16. Miller Lite Update Miller Lite had experienced flagging sales,  falling behind both Bud Lite and Coors Lite Management decides to create a powerful  new position … Reaffirm core duality and functional benefit of less filling  & great tasting Reinforce strong user imagery and emotional appeal as to  uncompromising character By addressing inherent product trade-offs  and linking performance & emotional equities … Sales rise 10% during 2004-2005  16
  • 17. Accenture Straddle Positioning Strategy Accenture is the company that combines:  Strategic insight, vision, and thought leadership  Information technology expertise in developing client  solutions This strategy permits:  Points-of parity with its two main competitors, McKinsey &  IBM While simultaneously achieving points-of-difference  17
  • 18. Accenture Strategy Straddle Positioning & Vision (WHAT they do) Technology & Execution
  • 19. Accenture Straddle Positioning McKinsey IBM Strategy POP POD & Vision Technology & POD POP Execution
  • 20. Accenture Proactive, Agile, Straddle Positioning & Passionate (HOW they do it) Approachable & Collaborative
  • 21. Accenture Straddle Positioning McKinsey IBM Proactive, Agile, POP POD & Passionate Approachable POD POP & Collaborative
  • 23. Communicating & Establishing POP’s & POD’s Create POP’s and POD’s in the face of  attribute & benefit trade-offs Price & quality  Convenience & quality  Taste & low calories  Efficacy & mildness  Power & safety  Ubiquity & prestige  Comprehensiveness (variety) & simplicity  Strength & refinement  23
  • 24. Strategies to Reconcile Attribute & Benefit Trade-Offs Design optimal product & services  Establish separate marketing  programs Leverage secondary association (e.g.,  co-brand) Re-define the relationship from  negative to positive 24
  • 25. Brand Mantras Short 3-to-5 word phrases that capture the  irrefutable essence or spirit of the brand. Brand mantra must clearly delineate what  the brand is supposed to represent and therefore, at least implicitly, what it is not Brand mantras typically are designed to  capture the brand’s points-of-difference, i.e., what is unique about the brand. 25
  • 26. Brand Mantra Examples Nike  “Authentic Athletic  Performance” Disney  “Fun Family  Entertainment” American Express  “Worldclass Service,  Personal Recognition” 26
  • 27. Brand Mantra Criteria Communicate  A good brand mantra should define the category (or  categories) of business for the brand and set the brand boundaries. It should also clarify what is unique about the brand. Simplify  An effective brand mantra should be memorable. As a  result, it should be short, crisp, and vivid in meaning. Inspire  Ideally, the brand mantra would also stake out ground that  is personally meaningful and relevant to as many employees as possible. 27
  • 28. Some Positioning Guidelines 1. A good positioning has … • A “foot in the present” & • A “foot in the future” 2. Evaluate POP & PODs according to: • Desirable (consumer) • Deliverable (company) • Differentiating (competition) 3. Identify crucial POP’s • Role play competitor’s positioning • Surface & resolve potential consumer trade-offs • Assess negative correlations & decision-making styles 4. Ensure duality • Rational (“Head”) • Emotional (“Heart”) 28
  • 29. 2. Brand Resonance Model Kevin Lane Keller (2001), “Building Customer-Based Brand  Equity: A Blueprint for Creating Strong Brands,” Marketing Management, July/August, 15-19. 29
  • 30. Create Brand Resonance with Customers Challenge is to ensure customers have  the right types of experiences to create the right brand knowledge Building a strong brand involves a series  of steps as part of a “branding ladder” A strong brand is also characterized by  a logically constructed set of brand “building blocks.” 30
  • 31. BRAND RESONANCE PYRAMID Branding Stages of Brand Building Blocks Objective at Development Each Stage RELATIONSHIPS: Intense, 4 What about you & me? Active Loyalty Resonance RESPONSE: Positive, 3 What about you? Accessible Judgments Feelings Reactions MEANING: Points-of-Parity 2 What are you? & Difference Performance Imagery Deep, Broad IDENTITY: 1 Brand Who are you? Salience Awareness
  • 32. Brand Resonance Pyramid Terminology Salience  Depth and breadth of brand awareness  Recognition and recall at purchase and consumption  Performance  What the brand does to meet customers' more functional needs.  Brand performance refers to the intrinsic properties of the brand in terms of  inherent product benefits. Imagery  How people think about a brand abstractly rather than what they  think the brand actually physically does. Brand imagery is thus more extrinsic properties of the brand.  Four important intangible dimensions are:  Type of user  Brand personality  History & heritage  Experiences  32
  • 33. Brand Resonance Pyramid Terminology Judgments  Customers overall brand evaluations  How customers combine performance and imagery  associations to form different kinds of brand opinions Feelings  Customers emotional responses and  reactions to the brand Can be mild or intense; positive or negative; or  experiential or enduring in nature. Can also relate to the social currency evoked by the  brand. 33
  • 34. Dimensions of Brand Feelings Brand feelings can be divided into two broad categories:  Experiential – immediate, short-lived during purchase/consumption  Enduring – private, possibly part of day-to-day life Brands should have one, or ideally both, types of feelings Experiential Feelings Enduring Feelings • Warm • Sense of Security (Inner-directed) Increasing • Fun • Social Approval (Outer-directed) level of intensity • Exciting • Self-Respect (Actualization) Self-Respect Higher level of values & Sense of Security Social Approval needs Inner-Directed Outer-Directed
  • 35. Brand Resonance Pyramid Terminology Resonance  The extent to which customers feel that  they are “in synch” with the brand Intensity or depth of the psychological bond that  customers have with the brand Level of activity engendered by this loyalty  Repeat purchase rates  The extent to which customers seek out brand information,  events, or other loyal customers Etc.  35
  • 36. Sub-Dimensions of Brand Resonance Pyramid RESONANCE LOYALTY ATTACHMENT COMMUNITY ENGAGEMENT FEELINGS WARMTH JUDGMENTS FUN QUALITY EXCITEMENT CREDIBILITY SECURITY CONSIDERATION SOCIAL APPROVAL SUPERIORITY SELF-RESPECT PERFORMANCE IMAGERY PRIMARY CHARACTERISTICS & USER PROFILES SECONDARY FEATURES PURCHASE & USAGE PRODUCT RELIABILITY, SITUATIONS DURABILITY & SERVICEABILITY PERSONALITY & SERVICE EFFECTIVENESS, VALUES EFFICIENCY, & EMPATHY HISTORY, HERITAGE, STYLE AND DESIGN & EXPERIENCES PRICE SALIENCE CATEGORY IDENTIFICATION NEEDS SATISFIED
  • 37. Brand Resonance Model: Brand Building Implications 1. Customers own brands 2. Don’t take shortcuts with brands 3. Brands should have a duality • Performance & imagery • Judgments & feelings 4. Brand should have a richness 5. Brand resonance provides important focus 37
  • 38. 3. Brand Value Chain Model Kevin Lane Keller and Don Lehmann (2003), “How Do  Brands Create Value,” Marketing Management, May/June, 26-31. 38
  • 39. Brand Value Chain Marketing Customer Market Shareholder VALUE Program Mindset Performance Value STAGES Investment - Price premiums - Product - Awareness - Stock price - Price elasticities - Communications - Associations - P/E ratio - Market share - Trade - Attitudes - Market capitalization - Expansion success - Employee - Attachment - Cost savings - Other - Activity - Profitability Program Investor Marketplace MULTIPLIERS Quality Sentiment Conditions - Relevance - Competitive reactions - Market dynamics - Distinctiveness - Channel support - Growth potential - Consistency - Customer size and profile - Risk profile - Cohesiveness - Brand contribution
  • 40. Conclusions Three helpful brand planning models are:  Competitive brand positioning model  Points-of-parity & points-of-difference  Brand resonance model  Six building blocks: Salience, Performance, Imagery,  Judgments, Feelings, & Resonance Brand Value Chain  Value stages & multipliers  These models can be used …  Qualitatively to guide & interpret possible marketing  actions Quantitatively to measure marketing effects  40