McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Strategic Brand Management
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McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic BrandManagement
A product is anything that is potentially valued by a target market for the benefits or satisfaction it provides, including objects, services, organizations, places, people, and ideas
STRATEGIC BRAND MANAGEMENT
A brand is a name, term, design, symbol, or any other feature that identifies one seller’s good or service as distinct from those of other sellers.
American Marketing Association
For Buyer, Brand can Reduce …
customer search costs
the social and psychological
risks
the buyer’s perceived
risk
FOR SELLERS, BRANDS CAN FACILITATE:
repeat purchases the introduction of new products, promotional effectivenesspremium pricing market segmentationbrand loyalty
Brand Management Challenges
Intense Price and Other Competitive Pressures
Fragmentation of Markets and Media
Complex Brand Strategies and Relationships
Bias Against Innovation
Pressure to Invest Elsewhere
Short-Term Pressures
TM 5-1
Responsibility for Managing Products
Product/Brand ManagementProduct Group/Marketing ManagementProduct Portfolio Management
Strategic Brand Management
Brand Identity Strategy
Brand Strategy Over Time
Managing the Brand Portfolio
Leveraging the Brand
BRAND EQUITY
MANAGEMENT
STRATEGIC BRAND
ANALYSIS
STRATEGIC BRAND ANALYSIS
Analyses Product Product Line Portfolio of Product Lines
□ Market and Customer
□ Competition
□ Brand(s)
Tracking Brand PerformancePerformance Objectives
Select Method(s) forEvaluation
Identify Problem Products
Decide How to Resolve the Problem
Analyzing Brand
Performance
Product life cycleanalysis
Financialanalysis
Product performance
analysis
Researchstudies Standardized
informationservices
Brandpositioning
analysis
Product Life Cycle Analysis
Determining the length and rate of change of the PLC Identifying the current PLC stage and selecting the
product strategy that corresponds to that stage Anticipating threats and finding opportunities for
altering and extending the PLC
• Product Performance Analysis Management’s performance criteria Strengths and weaknesses relative to portfolio
• Brand Positioning Analysis Perceptual maps for brand comparison Buyer preferences
• Other Product Analysis Methods Information Services Research studies Financial analysis
BRAND EQUITY
Company/Customer Value of Brand Name and
Symbol of a Product
Determined by the brand’s set of
assets (and liabilities)
BRAND IDENTITY STRATEGY
Four Brand Identity PerspectivesProductOrganizationPersonSymbol
Lineof
ProductsPrivate
Branding
CorporateBranding
BRAND FOCUS
CombinationBranding
MANAGING BRAND STRATEGY
Proactive efforts should be devoted to managing each
brand over time.
Strategies for Improving Product Performance
Product lineStrategy
Addnew
product(s)
Costreduction
Productimprovement Alter
marketingstrategy
Eliminatespecific
product(s)
MANAGING THE BRAND PORTFOLIO
LeverageCommonalities to Generate Synergy
Allocate Resources
Reduce Brand
Identity Damage
Facilitate Change and Adaptation
Achieve Clarity of Product Offerings
BRAND PORTFOLIO OBJECTIVES
Strategies for Brand Strength
Adding a New Line
Brand Building Strategies
Fighter Brands
Brand Revitalization
Removing Orphan Brands
BRAND EXTENSION
LINE EXTENSION
Extensions of the brand name to other product categories
Minor variants of a single product are marketed under the same brand name
BRAND LEVERAGING STRATEGY
LINE EXTENSIONS BRAND EXTENSIONS
HorizontalExtension
VerticalExtension
AnotherProductClass
RangeBrand
Co-Branding
Up fromCore
Brand
Down fromCore
Brand
LEVERAGING ALTERNATIVES
BRAND LEVERAGING IN UPSCALE AND VALUE MARKETS
Vertical Brand Extensions*Core
BrandNew
Up-Market Brand
NewDown-Market
Brand
CoreBrand
* ONE OF THE MOST DIFFICULT BRAND PORTFOLIO CHALLENGES
BRAND EXTENSION DECISIONS
Identify product categories for
which the product fits and adds value.
Identify related product category
opportunities
Evaluate each
category
Select the most promising extension concept
Develop a viable Brand
Strategy
CO-BRANDINGCo-branding (dual branding) involves two or more established brands making a joint offer of their product brands —
BRAND LEVERAGING EVALUATION CRITERIA
Brand Relevance/Differentiation
Capabilities/Perceived Value Match
Market/Segment Opportunity
Cannibalization Risks
Potential for Core Brand Damage
Clarity of Product Offerings
Estimated Financial Performance
Brand Equity Impact
SEVEN DEADLY SINS OF BRAND MANAGEMENT*
Failure to fully understand the meaning of the brand. Failure to live up to the brand promise. Failure to adequately support the brand. Failure to be patient with the brand. Failure to adequately control the brand. Failure to properly balance consistency with the brand. Failure to understand the complexity of brand equity
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