December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Lakmé & its Taxonomy 0
2012
LAKMÉ Assignment Report
Maitreyee Shukla - 122
BRAND MANAGEMENT
18TH DEC
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Lakmé & its Taxonomy 1
Table of Contents Brand Lakmé & its Taxonomy ....................................................................................................................... 2
Brand Awareness .......................................................................................................................................... 3
How Lakmé built a strong brand ................................................................................................................... 3
Advertising Strategies by Lakmé ............................................................................................................... 3
In-store sampling .................................................................................................................................. 3
Brand placement & Event sponsorship ................................................................................................. 3
Internet promotions ............................................................................................................................. 4
Line Branding ........................................................................................................................................ 4
Lakmé - Retail & Distribution .................................................................................................................... 4
POP & POD .................................................................................................................................................... 6
Points of Difference .................................................................................................................................. 6
Brand Audit ................................................................................................................................................... 7
How well the business’ current brand strategy is working ....................................................................... 7
SWOT Analysis........................................................................................................................................... 8
Perceptual Mapping ................................................................................................................................ 10
For The Masses ................................................................................................................................... 10
For The Classes .................................................................................................................................... 11
How strong is the business’ competitive position in comparison to its competitors ............................. 11
What strategic issues / various factors affecting the business? ............................................................. 12
Macro Environmental Factors ............................................................................................................. 12
Micro Environmental Factors .............................................................................................................. 12
Product Strategy ......................................................................................................................................... 13
PRODUCT: Face products .................................................................................................................... 13
PRICE ................................................................................................................................................... 13
PLACE AND PROMOTION .................................................................................................................... 13
Lakmé - Advertising ............................................................................................................................. 13
Getting the spread right ...................................................................................................................... 14
Kapferer’s Brand Identity Prism .................................................................................................................. 15
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Lakmé & its Taxonomy 2
Brand Lakmé & its Taxonomy
Lakmé is an Indian brand of cosmetics, owned by Unilever and run by CEO Anil Chopra. Lakmé started as
a 100% subsidiary of Tata Oil Mills, part of the Tata Group; it was named after the French opera Lakmé,
which itself is the French form of “Lakshmi”, the “goddess of wealth”, also renowned for her “beauty”.
Indian cosmetic Lakmé was started in 1952, famously because the then Prime Minister, Jawaharlal
Nehru, was concerned that Indian women were spending precious foreign exchange on beauty
products, and personally requested JRD Tata to manufacture them in India. Simone Tata joined the
company as director, and went on to become its chairman. In 1996 Tata sold off their stakes in Lakmé
Lever to HLL, for Rs 200 Crore (45 million US$), and went on to create Trent and Westside. Even today,
when most multinational beauty products are available in India, Lakmé still occupies a special place in
the hearts of Indian women.
Lakmé also started its new business in the beauty industry by setting up Lakmé Beauty Salons all over
India. Now HUL (Hindustan Unilever Limited) has about 110 salons all over India providing beauty
services. Lakmé has been ranked as 47th most trusted brand in India by The Brand Trust Report. The
company is the title sponsor for Lakmé Fashion Week(LFW) a bi-annual fashion event which takes place
in Mumbai.
Contemporary Indian beauty expert Lakmé continuously innovates to offer a wide range of high
performance and world class color cosmetics, skincare products, and beauty salons. Combining
international cosmetic technology with an in-depth understanding of the Indian woman’s needs, Lakmé
also offers its consumers a comprehensive beauty experience through its products and services at the
Lakmé Salons and Studios.
KEY FACTS:
Lakmé was the country's first cosmetic brand to introduce make up to Indian women and takes pride in
being the expert on Indian Beauty for over 50 years
It is a complete beauty brand spanning colour cosmetics & skin care and extending to beauty services
through the network of Lakmé Beauty Salons.
Its bond with beauty and fashion is manifested through the Lakmé Fashion Week, which is now the
largest fashion event of its kind in the country.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Awareness 3
Brand Awareness Lakmé Fashion Week has had a very favorable impact on the brand awareness as well as the brand
image. There’s a quantum jump in Lakmé’s brand equity in the last five years. We measure the brand on
a continuous basis in terms of what the perception of the brand is — in the eyes of consumers. The
major attribute of Lakmé brand is that it understands the Indian women the best. With brand activation
around our fashion week, they have succeeded in targeting modern, young women in India. They make
fashion statements every season with new product launches to popularize the brand.
When it comes to mass media and campaigns and below-the-line activities (events) for spreading
awareness, there’s no fixed formula for Lakmé. Your media spend is very much decided by your strategic
plans. Earlier, you had only two options – print and television campaign. But now the communication
world has become more dynamic. Hence, they use SMS and Internet communications to connect to
consumers. It has become a far bigger game now and there are no set rules. If you have a great idea, you
pack it full, it could be mass media ads or brand activations. Consumers are changing, so integrating all
your options to connect with consumers is necessary.
As far as Lakmé Fashion Week is concerned, they are only focused on Indian markets. They are market
leaders in this sector and will continue to sustain the leadership. In fact, they are significantly ahead of
their nearest competitor. With a market share of 32%, they lead the pack and their nearest competitor
has only 9-10% share in colour cosmetics sector. So, they are three times bigger than their nearest
competitor.
How Lakmé built a strong brand
Advertising Strategies by Lakmé
In-store sampling
Lakmé has in-store trail products. Since it in the cosmetics market it is very essential to provide samples,
many stores in Mumbai from time to time have Lakmé sampling offers. Where they allow you to try the
product and then buy it.
Brand placement & Event sponsorship
Brand placement often referred to, as product placement is the sales promotions technique of getting a
marketer's brand featured in movies and television shows. When a firm sponsors or co-sponsors an
event, the brand featured in an event immediately gains credibility with the event audience. The
audience attending an event already has a positive attitude and affinity for the contest that they choose
to attend. When this audience encounters a brand in this very favorable reception environment, the
brand benefits from the already favorable audience attitude. Lakmé India Fashion Week, thus creates a
positive image and has a huge impact on the sales of a brand.
Lakmé’s association with the annual Lakmé India Fashion Week (LIFW) has helped significantly in the
brand's growth chart. A beauty brand, like Lakmé, must always remain contemporary and define trends.
The LIFW has certainly helped Lakmé acquire that position. Product ranges have been launched every
year to coincide with the event and have met with considerable success.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | How Lakmé built a strong brand 4
Internet promotions
They are the most recent form of sales promotions. They are promotions that are done via the Internet.
It is becoming increasingly popular because of the large use of Internet. Lakmé offers its wide range of
skin and hair products as well as salons through its website www.lakmeindia.com.
Line Branding
Lakmé is a brand launched with a distinct concept - "source of radiant beauty". The brand appeals to a
distinct market segment who appreciate and like the brand concept. The core idea is that the brand
connects with the consumer group. Now the customers do not tend to be content with the one product,
which the brand offers. Rather they want additional product which go hand in hand with the brand
concept or application; for example a Lakmé user wants all the products which enhance beauty-beauty
lotion, deep pore cleansing cream, lipsticks, nail enamel, eye make up etc.
Line branding strategy illustrates how well cultivated brand can be extended on to a host of related
products under a common concept. This strategy seeks to penetrate the customer rather than
penetrating the market. It seeks to fulfill all complementary needs that surround a basic need. Line
brands start with a product but later extend too a whole range of complementary products. The
products in the line draw their identity from the main brand. Marketing products as a line enhances the
brand's marketing power rather than selling them as an individual brand.
Lakmé - Retail & Distribution Channels of distribution are categorized as follows:
Broad - Cosmetic discounters, Supermarkets, and mass merchandisers. Examples are D-Mart, Big Bazaar
etc.
Alternative - is identified by five different marketing methods:
Direct Sales
Direct Mail/TV/Print
Free Standing Stores
Health Food Stores
Salons
Lakmé’s Retail marketing has evolved, the consumer has become more knowledgeable and demanding,
and cosmetics themselves have become more sophisticated and innovative. About the only thing that
has remained constant in the cosmetics industry over the years is women's love of cosmetics.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | How Lakmé built a strong brand 5
Technological advances have allowed for the creation of multifunctional products of Lakmé — products
that perform more than their basic role. For example, Lakmé cosmetics that contain ceramides and
vitamins, as well as UV protection are popular. Today, foundations protect from ultraviolet rays, lipsticks
moisturize and mascaras thicken and condition. These Lakmé Multifunctional products have enjoyed
much success, thanks to more discerning consumers who are demanding value for money in their colour
cosmetics purchases.
The biggest performance development in Lakmé colour cosmetics has been the creation of "stay-on"
products.
Lakmé has also attracted consumers by products that are easier to apply and convenient to use, such as
pen lipsticks and fast-drying nail polishes
Women buy the majority of their cosmetics from mass, drug or food stores, where selecting products
yourself is the norm. Lakmé has introduced its wide product range at all these facilities.
Research shows that sales doubles when self-service is offered. Giving people the choice attracted new
customers to Lakmé.
Innovative technologies have allowed manufacturers to create dramatically improved cosmetic samples
and to distribute samples beyond the point-of-sale, even into the home. Lakmé believes that the most
effective sampling vehicles are those designed to reach consumers at home.
Greater product penetration in suburban and rural areas, frequent product launches and greater
interest in personal grooming, especially among the younger population, drives growth of Lakmé. Higher
levels of disposable income and lower product prices through smaller packaging sizes made these
cosmetics affordable to more consumers.
SKUs - Selling Kit Unit sizes and packaging can be effectively used to generate trial and initiate demand
for a product, without compromising on price. Lakmé has various SKUs in colour cosmetics.
Lakmé is also emphasizing on making the brand prominently visible in the crowded stores. Their outlet
visibility programmes cover over 25,000 outlets in key cities, deploying a large number of third party
merchandisers and agencies to ensure superior display of their products. Greater interaction is the key
to touching consumers and they are using the point-of-purchase for a much higher level of direct
contact. For example, Lakmé Beauty Advisors in key outlets promote sales and provide specific
information and product testing, facilitating an informed choice to women seeking 4 beauty solutions.
Encouraged by this, they are undertaking a similar initiative across many of their other brands where in-
store facilitators offer promotions and provide product information.
For many developing categories, such in-store sampling, education and experience will play a major role
in building the brand. Lakmé started using CRM. It set up dozens of beauty salons across the country,
where it has Lakmé beauty advisors who interact directly with customers and advise them. This helps
the company get firsthand knowledge of customer preferences. As a result, sales at the outlets are
growing by 42%. This is way above the 10% to 25% enjoyed by the 60,000 outlets that sell Lakmé
products sans advisors.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | POP & POD 6
POP & POD
Points-of-difference (PODs) – Attributes or benefits consumers strongly associate with a brand,
positively evaluate and believe they could not find to the same extent with a competing brand i.e. points
where you are claiming superiority or exclusiveness over other products in the category.
Points-of-parity (POPs) – Associations that are not necessarily unique to the brand but may be shared
by other brands i.e. where you can at least match the competitors claimed benefits. While POPs may
usually not be the reason to choose a brand, their absence can certainly be a reason to drop a brand.
While it is important to establish a POD, it is equally important to nullify the competition by matching
them on the POP. As a late entrant into the market, many brands look at making the competitor's POD
into a POP for the category and thereby create a leadership position by introducing a new POD. POP
may not be the reason to choose a brand, but it's absence can be a reason to drop a brand.
Points of Difference POD for Lakmé are as follows:
It covers ALL facts of beauty care.
Helps arm the consumer with products to pamper her from head to toe i.e. a complete product
range.
The quality of its products is excellent.
India’s first beauty brand and it has been in the market for quite a long time. As opposed to this, a
majority of the foreign brands have come quite recently.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 7
Brand Audit A brand audit is a thorough examination of a brand’s current position in an industry compared to its
competitors and the examination of its effectiveness. The basic concept of a brand audit is to determine
whether a business’ resource strengths are competitive assets or competitive liabilities. This type of
audit seeks to ensure that a business maintains a distinctive competence that allows it to build and
reinforce its competitive advantage. The Brand Audit for Lakmé is as follows:
How well the business’ current brand strategy is working Current Strategy
Loyalty programmes and reward systems: As part of its marketing strategy, Lakmé Unilever Ltd
removed loyalty programmes and encouraged beauty salons. Lakmé Unilever has also launched 'New
Lakmé Beauty Salon Rewards Programme' with a tagline 'Get benefits worth Rs 3,225 for Rs 350 only' to
attract customers. There are also different magazines and booklets designed with acme promotion and
stuffs.
New look of Website: he company also re launched a new looking Website Lakmeindia.com to have a
change in marketing of the company.
Direct Marketing for 'Lakmé Pure Defense': Deviating from the traditional mode of advertising, Lakmé
Unilever opted for direct marketing concept to create awareness for their new launch 'Lakme Pure
Defense'. The company deployed a bevy of beauty advisors at 1200 Lakmé retail outlets across the
country to promote its new launch-dumping mass media ad campaigns. Their strategy is not to use mass
media advertising to promote Lakmé Pure Defense-the first of its kind across the globe. Instead, they
opted for the 'education' route to create awareness for their product.
Tie-up with Schwarzkopf: Lakmé had a recent tie up with FMCG Player Henkel group's high end hair
product brands Schwarzkopf Professional. Currently, Lakmé has over 100 salons across the country.
Under this exclusive pact, Lakmé will use Schwarzkopf hair care products in all its salons. In return,
Schwarzkopf will provide training for hairdressers in the salons.
Future Market Strategy
Online e-group: Lakmé can form some e-group like Sunsilk Gang Of Girls (GOG) to understand consumer
requirement. It requires no formal surveys, easy to administer, reduces paper work. In all it used
technology to effectively to promote the brand and advertises the brand through e-generation.
Online ordering of Lakmé products
Online appointments for Lakmé Beauty Salon
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 8
Strategies under Product Mix
New product lines can be added to the existing one which may be related or unrelated to the company.
Within the product line, they can have different brands at different price points to cater to different
segments of customer.
Growth of Lakmé Beauty Salons can provide better display of products and a beauty adviser can make it
much more attractive in the eyes of the customer.
Packaging can be improved or changed of Lakmé products to make it more attractive to the customer.
SWOT Analysis Strengths
Access to Unilever's global technological capability and sharing of best practices from other
Unilever companies.
HUL distribution network is recognized as one of Lakmé's key strengths.
Lakmé is the overall market leader in the color cosmetic segment with a wide range of products
catering to consumer needs.
Being one of the earliest entrants into the Indian market, it is perceived as one of the most trusted
and reliable brand.
Lakmé has the spread in the premium segment of Indian market in form of 'Aviance' which has
been positioned as a customized beauty solution.
Strong and well diversified range of products including cosmetics, skin and hair care products with
leading share positions.
The Lakmé India Fashion week is an internationally acclaimed event.
Lakmé Salons are another innovative initiative of the company.
Weaknesses
The premium products of Lakmé lack popularity and have a low market share. 80% of this
segment is captured by Revlon alone whereas Lakmé still stands low at 9%
It has entered the Hair Care segment lately, hence still doesn't have a substantial market share.
Promotion for the Hair Care segment lacks.
Lakmé still faces stiff competition from the International brands, as it has not been able to break
their image because of its Indian origin.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 9
Opportunities
The Indian cosmetics and toiletries market grew by 8.4% in current value terms in 2006, with
value sales amounting to Rs172 billion. Hence overall a healthy picture for sales in the cosmetics
industry
The increasing size of the middle-class population in India, representing a growth in disposable
incomes, has led to more consumers for the cosmetics and toiletries market.
With its present technological capability and distribution network it can even diversify towards
the male segment espically due to men becoming more and more conscious of their looks.
Can Unilever age the latest IT technology and position itself across countries as a sourcing hub for
skin care products under Unilever brand, also using Unilever's excellent distribution systems.
The hair care products industry is huge and is growing, there's opportunity to increase its share of
the market through Hair Next range.
Threats
Due to market liberalization there are many competitors within the same market
Earlier it was the case that the products were not priced competitively but alone with the
competition within the market now the market have become more price sensitive.
A counterfeit/spurious product in rural areas and small towns eats away into Lakmé's business.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 10
Perceptual Mapping
For The Masses
The Perceptual Mapping of Lakmé against its competitors with respect to the masses is as follows:
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 11
For The Classes
The Perceptual Mapping of Lakmé against its competitors with respect to the classes is as follows:
How strong is the business’ competitive position in comparison to its
competitors Lakmé is the market leader in beauty services with its offering through Lakmé Salons and Lakmé
Studios across 130+ centers in about 25 major cities. The above salons are made up of a mix of
franchisee salons (105) and company salons (25). It enjoys leadership in the organized beauty
services market.
Lakmé is India's biggest and oldest beauty brand. The Lakmé business expanded into beauty services
in 2002 to leverage the brand in the services arena.
The Lakmé salons business has grown at a (CAGR) of over 35% for the past 4 years, ahead of market
growth, estimated between 25 to 30%. The growth of Lakmé is made up of an average organic
growth of 20 % with the rest coming from inorganic addition. The size of the organized beauty
services market for women is currently estimated at Rs 500 Crore.
Currently Lakmé Salons and Studios interact with more than 150,000 active customers every year.
The majority (90%+) of the customers are in the bracket LSM 10+ and 70% are in LSM 12+ (SEC A+).
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Brand Audit 12
What strategic issues / various factors affecting the business?
Macro Environmental Factors
Demographic factors:
o India has a large population out of which a major segment is the youth, which in turn is a advantage for
the cosmetic industry.
o Out of the large population present, another aspect important for the cosmetics and hair care industry is
the age mix. Our country has a good percentage of the youth which is the major consumer base for the
products.
o Education and increased awareness levels are also additional reasons. The need to look good and
present oneself well is on the rise due to this, thereby giving a boost to the cosmetic industry.
Economic factors:
o The higher income levels of the consumers and the amount of disposable incomes affect their
purchasing powers. The need for personal hygiene and grooming has a high impact on the industry.
Social-Cultural factors:
o With the changing times, there is a change in the people's habits, attitudes and behavior. More and
more prefer to use the latest cosmetics and are generally aware of what they want and what suits them.
This gives a major boost to the sales and scope to the company and the industry.
o Fashion also plays a major role in influencing the consumer's mind and in his decision making abilities
and preference of products he chooses to use.
Micro Environmental Factors
These are internal factors close to the company that have a direct impact on the company's strategy.
These factors include:
Customers: Organizations survive on the basis of meeting the needs, wants and providing benefits for
their customers. Failure to do so will result in a failed business strategy.
Employees: Employing the correct staff and keeping these staff motivated is an essential part of the
strategic planning process of an organization. Training and development plays an essential role
particular in service sector marketing in-order to gain a competitive edge.
Suppliers: Increase in raw material prices will have a knock on effect on the marketing mix strategy of an
organization. Prices may be forced up as a result. Closer supplier relationships are one way of ensuring
competitive and quality products for an organization.
Media: Positive or adverse media attentions to a company's product or service can in some cases make
or break it. Consumer programmes with a wider and more direct audience can also have a very powerful
and positive impact, forcing the company to change their tactics.
Competitors: The name of the game in marketing is differentiation. What benefit can the company offer
which is better than their competitors? Can they sustain this differentiation over a period of time from
their competitors? Competitor analysis and monitoring is crucial if the company is to maintain its
position within the market. Competitors include Revlon, Oriflame, Mac, Avon, Maybelline etc.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Product Strategy 13
Product Strategy Product: Lakmé Pure Defense
Deviating from the traditional mode of advertising, Lakmé Lever, part of the Hindustan Unilever Ltd
(HUL) has opted for a different strategy to market its new launch ‘Lakmé Pure Defense’. The company
has deployed a bevy of beauty advisors at 1200 Lakmé retail outlets across the country to promote its
new launch-dumping mass media ad campaigns. On the other hand, HUL’s arch rival Procter & Gamble
India (P&G) has kicked off an aggressive consumer activation programme to popularize its skin care
brand ‘Olay’ in Mumbai. Clearly, the accent seems to be on ‘direct consumer contact’ in the Rs 2,200
crore Indian skin care market.
On Lakmé’s new initiative, Anil Chopra, vice-president, HPC Hindustan Unilever Ltd said “Our strategy is
not to use mass media advertising to promote Lakmé Pure Defense-the first of its kind across the globe.
Instead, we have opted for the ‘education’ route to create awareness for our new product.” With the
help of Unilever skincare technology, the company has developed ‘Lakmé Pure Defense’ in India,
informed Chopra.
According to industry analysts, Indian skin care majors are increasingly opting for direct marketing
concept to create awareness for their products.” Recognizing the growing significance of targeted
marketing, HUL is now using this method to woo consumers at malls, retail outlets and departmental
stores,” explained an analyst based in Mumbai. With increasing competition, the sector is expected to
register a healthy growth this year. To support its new launch, Lakmé is also introducing ‘Pure Defense-
Anti Pollution facials’ at Lakmé Beauty Salons across the country.”
PRODUCT: Face products
A complete line of foundations, powders and blushers for all skin types and complexions. Come in a
range of flattering finishes and beautiful shades.
PRICE
As the product umbrella of Lakmé is vast, which caters for cosmetic and skin care need for almost all
kind of women, hence the pricing structure reflects variation in market-segment requirements, purchase
timings and order levels. Lakmé product's price is uniformly administered across the country with slight
variation for the products delivered abroad.
PLACE AND PROMOTION
Lakmé - Advertising
By not following the traditional mode of advertising, Lakmé Unilever, adopted different strategy for the
product launches. The company does not use mass media marketing for the launch or advertising Lakmé
Products; They have adopted the education' strategy that means they educate their customer about the
use of the products.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Product Strategy 14
Getting the focus right
The 'aspirational' qualification would mean Lakmé would compete at what the company terms the
'upper-mass' (premium) end of the colour cosmetics spectrum (products priced between Rs 85 and Rs
250) where a slew of competitors are already slugging it out.
And fashion consultants like Meher Castelino believe the brand commands an edge at the high-end: ''By
appropriating the fashion platform for itself, Lakmé has entrenched itself at the glamour-end.''
Getting the spread right
The premium segment, however, is just a slice of the Indian market for colour cosmetics (estimated size:
Rs 275 crore). Today, the company has three brands: Lakmé itself, which will be positioned as a fashion-
brand.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Kapferer’s Brand Identity Prism 15
Kapferer’s Brand Identity Prism
Physical Facet: The basis of the brand.
Lakmé: Cosmetics / Beauty Products
Personality: Answers the question “what happens to this brand when it becomes a person?”
Lakmé: India-inspired beauty line, helps the Indian woman discover not just the fine art of makeup but
also the beauty that she possesses.
Culture: Symbolizes the organization, its country of origin and the value it stands for.
Lakmé: Customer centric and Indian
Relationship: The handshake between consumer and the organization.
Lakmé: Trust and wide range of beauty products (from top to toe, everything ranging from hair care to
skin care to beauty salons).
Reflection: The consumer’s perception of what the brand stands for.
Lakmé: Glamour
Self Image: What the consumer thinks of himself.
Lakmé: Looking good & feeling great.
December 18, 2012 [Maitreyee Shukla (122) - LAKMÉ]
BRAND MANAGEMENT | Kapferer’s Brand Identity Prism 16
Externalization:
This is the external brand experience consisting of the name, logo, advertising, brand identity and the
products & services.
Internalization:
This is the internal brand experience consisting of the customer relations, brand values, training, quality,
staff motivation, recruitment policies etc.