Strong brands make a connection with people and communicate a distinct advantage Demonstrates the power ofemotional elements and benefits that contribute to the strength ofa brand Why is building a brand hard? Price pressure Abundance of competition Fragmented markets and media consistency hard to maintain and achieve Complex brand strategiessub brands, brand extensions etc Bias towards changing strategiesnot looking long term Bias against innovation Complacency Short term pressure What is a brand? TRUST Interbrand: Calculates the value of the brand based on what it is likely to earn the company in the future, similar to any other corporate asset Brand remains a far less volatile asset than other business assets —intangible or tangible Gainers: Innovation, Making an emotional connection, Investing in marketing to launch new products, Strong value proposition Losers: Not in tune with consumer attitudes/lack of creativity,unclear brand identity/value proposition, lack of investment and straying from the core Sales formation models: Trial repeat (behavioral): predictive and diagnostic tool of sales (marketing mix issues) oDiagnostic and predictive to set marketing priorities oMarket share= Awareness*Trial*Repeat*Distribution (100%) Diffusion-of-inn ovations (new products ): theoretical phasing framework to product adoption oProduct market position cycles vary in momentum and market share levels as marketers and consumers move across aformation curveoEach segment group mandates a change in value proposition early majority not influenced by same factors as early adopters oMost brands spend most amount of money in trying to jump across t he chasm from early adopters to early majority
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Strong brands make a connection with people and communicate a distinct advantage Demonstrates the power of emotional elements and benefits that contribute to the strength of
a brand
Why is building a brand hard? Price pressure Abundance of competition Fragmented markets and media consistency hard to maintain and achieve Complex brand strategies sub brands, brand extensions etc Bias towards changing strategies not looking long term Bias against innovation Complacency Short term pressure
What is a brand? TRUST
Interbrand:
Calculates the value of the brand based on what it is likely to earn the company in the future,similar to any other corporate asset
Brand remains a far less volatile asset than other business assets —intangible or tangible Gainers: Innovation, Making an emotional connection, Investing in marketing to launch new
products, Strong value proposition Losers: Not in tune with consumer attitudes/lack of creativity, unclear brand identity/value
proposition, lack of investment and straying from the core
Sales formation models:
Trial repeat (behavioral): predictive and diagnostic tool of sales (marketing mix issues)o Diagnostic and predictive to set marketing prioritieso Market share= Awareness*Trial*Repeat *Distribution (100%)
Diffusion-of-innovations (new products ): theoretical phasing framework to product adoptiono Product market position cycles vary in momentum and market share levels as marketers
and consumers move across a formation curve o Each segment group mandates a change in value proposition early majority not
influenced by same factors as early adopterso Most brands spend most amount of money in trying to jump across the chasm from
Hierarchy-of-effects (attitudinal ): understand how consumers learn to buy your product;diagnostic for share/sales issues
o Diagnostic interpretation of extensive consumer data. Consumers move through a seriesof attitudinal and behavioral phases that impact consumer buying patterns and helpgauge market performance
o Learn (awareness and knowledge)o Feel (attitude and preference)o Do (behavioral)
SOV=SOMo Greater the level of ad and promo spend, the larger the market share o Requires $$$ commitment and long term spend program o Multiple variants: defensive and offensive; niche; extraordinary event; risk level
Marketing models:
Diagnostic tools to aid measurement and/or allow for deductive estimates of marketperformance
o Quantitative and Qualitative No model is 100% definitive, needs human interaction
o Different models may result in different results for the same issue Can help define and/or predict the success or failure of a marketing plan Go much deeper than sales and market share Can result in a predictive model Are indicative of marketing tools needed to improve brand weaknesses Allow for what if analysis
Perception vs. preference
Perception: what a respondent thinks or sees about a product or brand Preference: not only what they think but also what they will actually buy
Consumer perceptions:
Analyze how consumers “see” the bran d relative to competitorso Product positioningo Find new business opportunities
o Evaluate your brand vs. competitiono Is value prop. And positioning benefits clear?
Perceptual Analysis o Profile analysis: Snake plots and Spider maps/image profile
Simple designs: rates brands (averages) by attributes Effective with limited number of brands Rate product/brand by attribute on scale; assumes respondents have uniformity
o Perceptual analysis: Attribute rating method Overall similarity method Pictorial representation of statistical data; software selects attributes that best
differentiates brands
Two types: Attributes: best for examining “hard” attributes not subject to
qualitative bias Similarities: best for examining “soft” attribute products
Better understanding of current position and market structure Test or guess how a new product would be perceived Direct r&d to satisfy needs of consumer as “gaps” in the market appear Limitations: static view; no cost provision for achieving desired position
Does not substitute for management judgment o Lead brand managers in tactical planning and understanding consumer attitudes and
beliefs towards the product (or brand)
The Gold Standard of Marketing o What features at what price
Concept testing: Reaction based, cost effective Data interpretation that meets a norm lies at the heart of the concept-
test technique (intent-to-purchase scale) 80% =definitely +probably
Conjoint analysis Insight based; complex, time consuming (greater predictive reliability)
Measures values of trade-offs and/or options to a given concept Doesn’t just examine reactions to a group of attributes but delves into
what may lie behind a consumer’s response to a concept or set of concepts
Based upon hierarchy of effects modelo Examines a product as a bundle of attributes; acknowledges
that individuals place different levels of value to individualattributes
Brand Image Trap:o Brand image becomes the brand identity
Occurs as consumers perceptions take primary role within a brand strategy
Tactical focus rather than strategic focus Brand Position Trap:
o The search for an identity becomes the search for a brand positiono POPS. Functional benefits take too large a role and personality, organization and symbol
are pushed aside.o Creative communication overtakes long term message of the brand
External Perspective Trap: o what does the company stand for gets lost internally.o Sell the core values of the company/brand within the organization
Product-Attribute Fixation Trap: o Brand focused solely on product attributes and lack of understanding that often a
product and brand may not be one and the sameo A strong well managed brand encompasses far more than functional attributeso Easy to copy, doesn’t differentiate, and assumes a rational consumer
Function not fashion Confines a brands meaning to a single attribute Limits the ability to respond to change
• What you want your brand to stand for in the minds of consumers.
• Aaker insists there is value in expanding the concept of a brand.
• Aaker’s Brand Identity Planning Model helps ensure the brand identity has texture and depth.
– Core Identity
– Extended Identity
• Brand Identity traps are result in brands being too narrow and conflict with brand identity best practices.
• Brand Identity is a critical link in the Brand Equity chain – aiding brand managers indeveloping the value proposition and personality of the brand.
Customer Value Proposition
A brand’s value proposition is a statement of the functional, emotional, and self-expressivebenefits delivered by the brand that provide value to the customers and creates brand customerrelationships that drive purchase decisions
o Functional: benefit based on product attribute Beware of product attribute trap Ignores non-rational buying motives Price; limits options; Expand the brand as an organization, personality, and symbol
o Emotional: when the brand gives a consumer a positive feeling Adds richness and depth to the brand
o Self-expressive: brand provides a way for a person to communicate his or her self-image
Self-expressive benefits allow a brand to cement a strong consumer connection Closely related to emotional benefits
Aspirational and future oriented are felt by the act of using the product Kopp says: Value is the benefits for the money
o Delivering an unmatchable CVP is the basis for marketing success and brand franchisegrowth. Customers buy brands because of the real value they deliver
o Value=benefits minus cost Benefits build value Costs include both the money spent on the purchase and maintenance, and the
Only for the very rich where money was not an object; no need to worry about CVP, buyingprimarily for prestige/status
New view:
Entrepreneurs find holes in value map Strong understanding of CVP Propensity to spend Brand power spreads to masses
New luxury leaders:
Never underestimate the consumer Acknowledge the complete benefit ladder- technical, functional and emotional Drive innovation and quality Do not let your product become obsolete Emphasize the few Focus on the core customers and make them a part of the development process Extend the brand- price range and positioning with distinct attribute differences
Enhance the brand at the high end while avoiding diluting at the low end
Bain three “golden rules” to capturing additional growth during industry upswing
Push for organic growth Build a smart cost culture Improve consumer targeting
Brand personality:
A set of human characteristics associated with a given brando Makes the brand memorable
o Method used to blend emotional and self-expressive benefits into CVPo Solidifies brand equity
Sincerity, ruggedness, sophistication, excitement, competence Kopp argues that human like characteristics are too limiting
o Context/cultural relevance meets needs of target consumer o Laddering emotional ladder o User imagery Hierachial value map
o Brand personality is the net of thinking and feeling associations surrounding a brand It is a gestalt=unified concept which is greater than the sum of its parts Thinking based and feeling based= brand personality=mutually supportive and
consistent Attributes benefits values
Self expression model: o For some consumers brands are pathways to express their actual or aspirational
personal identity Brand-Relationship model:
o Brand becomes a friend, can speak to consumer. Brands actions impact a consumersview of that brand.
Functional benefit o The brand image or symbol can cue the products personality which reinforces the
brands benefits o Brand personality insulates the functional benefit from a direct attack; reduces me-too
impact Identity CVP Personality Brand Position Communication (advertising)
• Establish a marketing department and strategic plan
Become customer centric
Brand Equity Models Provide measures of a brands current strengths and weaknesses and in some cases is a
predictive tool for future potential an “audit” tool “Big picture” Consumer centric: research driven Long-term focus Embraces non-rational buying motives in decoding how the consumer thinks and behaves
– Competitor Analysis – relevant strengths and attackable weaknesses
– Self-Analysis – are my brand associations strong or weak; and where
Aaker and Joachimsthaler: provide a brand architecture model that acknowledges that the needs of the business mandates that brands need expand.
Branded house:
Does the MB contribute to the offering by addingo Associations that enhance CVPo Credibility with organizationo Visibilityo Communication
Is The MB strengthened
House of brands:
Is there a compelling need for a separate brand because it willo Create and own an associationo Represent a new offeringo Avoid confusiono Capture a brand bondo Simplify channels
Will the business support a new brand
Creates impact, clarity, synergy, & leverage
House of Brands; each brand has its own driver
Endorsed Brand; endorser plays a minor role
Subbrands; master brand shares the driver role*
Branded House; master brand has the primary driver role
o . Branded House – single master brand w/ descriptive sub-brands where MB is thedriver; e.g. Virgin, Nike, Sony
Driver Role: linked to and reflects the value propositioncommunicated to a consumer