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60Minute Brand StrategistThe Essential Brand Book for Marketing Professionals

Idris MooteeCEO, Idea Couture

54

59

AVAILABLE  MAY  2013  

NEW  HARDCOVER  AVAILABLE  MAY  12,  2013  

“A brand is the ‘personification of a product, service, or even entire company.’

Like any person, a brand has a physical ‘body’: in P&G’s case, the products and/or services it provides. Also, like a person, a brand has a name, a person-ality, character and a reputation.

Like a person, you can respect, like and even love a brand. You can think of it as a deep personal friend, or merely an acquaintance. You can view it as depend-able or undependable; principled or opportunistic; caring or capricious. Just as you like to be around certain people and not others, so also do you like to be with certain brands and not others.

Also, like a person, a brand must mature and change its product over time. But its character, and core beliefs shouldn’t change. Neither should its fundamental personality and outlook on life.

People have character…so do brands. A person's character flows from his/her integrity: the ability to deliver under pressure, the willingness to do what is right rather than what is expedient. You judge a person’s character by his/her past performance and the way he/she thinks and acts in both good times, and especially bad.

The same are true of brands.”—Robert Blanchard, former P&G executive

To plan for one year, grow sales.

To plan for three years, grow channel.

To plan for decades, grow a brand.

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 …

YEARS

VALU

E

BRAND

SALES

CHANNEL

A brand is not…

20 21

METAPHYSICAL NEEDS

EXPERIENTAL NEEDS

SYMBOLIC NEEDS

FUNCTIONAL NEEDS

01What is the deep need that we satisfy? What is our raison d’être?

02What is

our core competence?

What are we really good at?

Daniel Kahneman of Princeton describes the Customer Satisfaction Treadmill. The more we make, the more we spend, the more we want. The faster we get it, the faster we want it. The more convenient it becomes, the more we realize just how convenient it could be. The more our unreasonable demands are met, the more unreasonable they become.

The Customer Satisfaction Treadmill

24 25

PRODUCT

In a world predisposed to sameness, there are few things in life more satisfying than building brands that disrupt predisposition. Brands move market share. Brands move advertising award judges. Brands move culture. Some do all.

Brand has meaning beyond functionality that exists in people's minds. Part art, part science, brand is the difference between a bottle of soda and a bottle of Coke, a computer and an iMac, a cup of coffee and a cup of Starbucks, a car and a Mercedes, a designer’s hand bag and a Hermès Birkin. Brand is the intangible yet visceral impact of a person's subjective experience with the product, the personal memories and cultural associ-ations that orbit around it. Brands are also about messages – strong, exciting, distinct, authentic messages that tell people who you are, what you think and why you do what you do.

Brand Taxonomies Title?

Brands that have

almost become product-

independent

Brands that focus on their

meanings and values rather than functions.

Brands that are tightly

identified with the product

or range of products

Brands that focus largely

on their core functions and

purposes26 27

)YHUK� WLYZVUHSP[PLZ� OLSW� ÄYTZ� KPMMLYLU[PH[L� [OLPY� WYVK\J[Z� MYVT� [OL�competition and build brand equity (value).

“Stand for something or you’ll fall for anything!” Consumers don’t buy products, they buy the personalities associated with those products. Big K cola and Coke are equal in taste tests … but not in market share. Consumers don’t buy on taste alone. Brand personalities help JVUZ\TLYZ�KLÄUL�[OLPY�V^U�ZLSM�JVUJLW[Z�HUK�L_WYLZZ�[OLPY�PKLU[P[PLZ�[V�V[OLYZ��7LVWSL�ÄUK�TLHUPUN�VUS`�[OYV\NO�[OVZL�IYHUKZ�^P[O�WLYZVUHSP-ties, not from products.

The Involvement Grid

INFORMATIVE AFFECTIVE

HABITUAL SATISFACTIONTH

INK

HIGH INVOLVEMENT

FEE

L

LOW INVOLVEMENT

Designer Hand Bag

Cigars

Perfume

Sneakers

Tea Bags

Diapers

Bottled Water

Plasma TV

Skateboard

Detergent

Paint

Spaghetti

Personal Computer

Air Conditioner

Toaster

Milk

Pencil

Salt

Mini Van

Digital Camera

DVD Player

SUV

Brand and Consumer Personality

76 77

MANAGEMENT DOES NOT UNDERSTAND WHY WE NEED TO HAVE A BRAND STRATEGY.

CANNOT JUSTIFY THE COST FOR BRAND RE-POSITIONING. WHERE’S THE ROI?

SALES AND MARKETING AREN’T READING THE SAME BOOK, LET ALONE THE SAME PAGE.

MANAGEMENT THINKS BRANDING IS JUST ANOTHER LOGO WITH A NEW TAG LINE.

BRAND VISION AND COMPANY REALITY DO NOT MATCH.

The Most Common Issues with BrandingToo Much Advertising with too Little Meaning?

CUSTOMER VALUE

BRAND MEANING

BRAND ADVERTISING

CUSTOMER VALUE

BRAND MEANING

BRAND ADVERTISING

28 29

What is the difference between a Brand Promise and a Mission Statement? The basic difference is one of perspective. A mission statement generally articu-lates an organization’s internal perspective regarding direction and objectives. 6U�[OL�V[OLY�OHUK��[OL�)YHUK�7YVTPZL�PZ�^YP[[LU�WYPTHYPS`�MYVT�[OL�J\Z[VTLYZ»�WLYZWLJ[P]L�� HY[PJ\SH[PUN� [OL� LZZLUJL� VM� [OL� IYHUK»Z� ILULÄ[Z� �M\UJ[PVUHS� HUK�emotional) experienced through a brand’s products and services.

Value’s Elusive Meaning =HS\L�PZ�H�ZPTWSL�^VYK�^P[O�H�JVTWSL_�TLHUPUN��=HS\L�PZ�KLÄULK�PU�[OL�TPUK�VM�the customer. Yet, value is neither a constant nor even a consistent impression. Value depends both on situation and context. A customer’s perception of value can and usually does change with time and circumstances, often unpredictably. Certain attributes of a product or service may be valued while others are not – some features may be valued negatively. Alternatives affect value perceptions, and choices are constantly expanding. Changing needs affect value perceptions, but those needs constantly change too. In spite of the volatility of value’s mean-ing, most of the time people form relatively stable perceptions of a brand’s image, reputation and value promise. Brand marketing’s role is to bring the two together.

Brand Awareness is Not the Same asBrand Differentiation

Brands and Customer Value

MISSION STATEMENT

FROM THE ORGANIZATION’S

INTERNAL PERSPECTIVE

BRAND PROMISE

FROM A CLIENT’S EXTERNALPERSPECTIVE

96 97

In the old culture, the limited production capacity of the economy sharply reduced aspirations to material comfort. Today, much greater material satisfaction lies within the reach of even those of modest means.

Thus a producer culture becomes a consumer culture.

Object ¼ Experience

Product ¼ Process

Problem Resolution ¼ Emotion Seeking

What You Make ¼ What You Buy

What you buy is now more important than what you make. Luxury is not a goal anymore, for many it is a necessity. It starts with a need and an anxiety to resolve it. The experience ends, if successful, with a feeling of relaxation or satisfaction. If it does not satisfy the need, the process is repeated. We judge the act by the experi-ence. We have gone from product to process, from problem resolution to emotion seeking, from object to experience.

160 161

A brand is an intangible asset that resides in people’s hearts and minds. 0[»Z�KLÄULK�I`�[OL�L_WLJ[H[PVUZ�WLVWSL�OH]L�HIV\[�[HUNPISL�HUK�PU[HUNPISL�ILULÄ[Z� [OH[� HYL� KL]LSVWLK�V]LY� [PTL�I`� JVTT\UPJH[PVUZ� HUK��TVYL�PTWVY[HU[S �̀�I`�HJ[PVUZ��;V�I\PSK�H�Z\JJLZZM\S�IYHUK�TLHUZ�KVPUN� [OL�MVSSV^PUN�MV\Y�[OPUNZ!

01 Making a promise02 Communicating your promise03 Keeping your promise04 Strengthening your promise;OL�[HUNPISL�HZWLJ[�VM�`V\Y�IYHUK�PZ�H�WYVTPZL��>OH[�KV�`V\�KV�ILZ[&�>OH[»Z� [OL�WH`VMM&�>OH[�JHU�`V\Y�JVUZ\TLY�JV\U[�VU&�;OPZ�WYVTPZL�ILJVTLZ�HU�PU[YPUZPJ�WHY[�VM�`V\Y�THYRL[PUN�TLZZHNL��0U�VYKLY�MVY�`V\�[V�V^U�P[��̀ V\�T\Z[�JVTT\UPJH[L�Z[YH[LNPJHSS`�HUK�JYLH[P]LS`�HJYVZZ�H�IYVHK�TLKPH� TP_�� )V[O� `V\Y� PU[LYUHS� HUK� L_[LYUHS� H\KPLUJLZ� T\Z[� IL� [Y\L�ILSPL]LYZ�VM�[OL�WYVTPZL��(UK�[OL�VUS`�^H`�[V�THRL�[OLT�[Y\S`�ILSPL]L�PZ�[V�IL�[Y\L�HIV\[�[OL�WYVTPZL�� ;VKH`�̀ V\�TH`�OH]L�H�UHTL�HUK�H�[YHKLTHYR��I\[�P[�̂ PSS�[HRL�[PTL��HUK�T\JO�TVYL��ILMVYL�`V\�OH]L�H�IYHUK��)YHUK�I\PSKPUN�PZ�[OL�JYLH[PVU�HUK�THUHNLTLU[� VM� PU^HYK� JHZO� ÅV^� ^P[O� IYHUK� LX\P[`� HZ� [OL� ZH]PUNZ�HJJV\U[��4HUHNPUN�IYHUK�PZ�HIV\[�OV^�THYRL[LYZ�HUK�JVUZ\TLYZ�JVSSHI-VYH[L�[V�JYLH[L�TLHUPUNZ��)YHUK�I\PSKPUN�PZ�UV[�HU�VW[PVU��960�PZ�VUS`�YLSL]HU[�̂ OLU�JVUZPKLYPUN�HS[LYUH[P]L�THYRL[PUN�WYVNYHTZ��)YHUK�LX\P[`�PZ�H�IPN�LSLWOHU[!�SVVRPUN�H[�ÄUHUJPHS�YL[\YUZ�HSVUL�PZ�\UHJJLW[HISL��@V\�T\Z[�\UKLYZ[HUK�[OL�^OVSL�ILHZ[�

The trust-based, value-producing relationship called a brand is proof that the company is organizationally aligned to repeat the process and sustain the values.

01 Find and establish your niche. Clarify your distinct ability to make an impact.

02 Determine the desired relationship between your customers/prospects and your product.

03 Create intangible, emotional bonds through every customer interaction.

04 Like people, brand requires a name, a personality, a character and a reputation.

Brand management is a crucial element of corporate strategy rather than solely a marketing function. It helps a company break away from the pack in creating shareholder value. Brand strategy is the viable expression of business strategy.

CORPORATE STRATEGYBRAND STRATEGY

What is a Brand? What is a Brand?

32 33

1\Z[�HZ�H�WYVK\J[�M\SÄSSZ�P[Z�HIPSP[`�[V�ZH[PZM`�H�TLYL�WO`ZPJHS�ULLK�P[�T\Z[�satisfy a symbolic need to create our meanings of our selves.

We become consumers of illusions.De Beers’ slogan, “A diamond is forever,” has been so successful in creating the illusion of eternal love that a diamond is that illusion’s material symbol. Now marketers are trying to do the same with platinum.

Ask this important question: What illusions does your product help consumers to create or maintain?

The Material vs. The Symbolic

= ILLUSIONBRAND

=

=

=

=

=

=

=

XXX

24hrs

$$$

We become consumers of illusions.

168 169

;OL�Z`TIVSPJ�TLHUPUNZ�VM�WYVK\J[Z�VWLYH[L�PU�[^V�KPYLJ[PVUZ!�V\[^HYK�in constructing the social world, and inward towards constructing our self-identity.

Products help us to become our Possible Selves.Most SUVs and sports brand images are built on the very powerful concept of becoming ourselves, just better. SUVs speak to ‘sporty’, ‘powerful’, ‘tough’ and ‘rugged’. They appeal to men (and some women) who may not travel anywhere more treacherous than the local supermarket. The Hummer sold to civilians is radically different from the one used by the military, yet the brand’s image, as an enduring, robust all-terrain vehicle remains intact. Expensive and ‘cool’, SUVs hold a carpool full of kids and their hockey equipment without saddling their upscale owners with a minivan.

Ask this important question: What are your target luxury segments’ ideal possible selves?

The Social vs. The Self

PRODUCTS HELP US

TO BECOME OUR

POSSIBLE SELVES.

170 171

Most executives have no idea how to add value to a market in the metaphysical world. But that is what the market will cry out for in the future. There is no lack of ‘physical’ products to choose between.”—Jesper Kunde, A Unique Moment [on the excellence of Nokia, Nike, Lego, Virgin et al.]

PRODUCTS IN THE PHYSICAL WORLD

PRODUCTS IN THE METAPHYSICAL WORLD

124 125

1

2

35

64bench

bench

bench

bench

loiter and commenting bar

COMMENTING CUP

cup sleave

Commenting Cup allows visitors to leave a remark or a thought, that is immediate in nature.

Title:

VisitorCommentBooklet

VISITOR COMMENT BOOK Research artifact

blank pagesfront cover blank pagesdouble page spread x 3 back cover

ideacouture

ideacouture

The Visitor Comment Book is in itself both an authentic approach to visitor feedback and an honest engagement with people.

Desired outome:Legitimacy of experience

As a Research Artifact, the Visitor Comment Book provides invaluable insight into how visitors and future consumers view and percieve “the new category”. These insights reveal latent consumer behaviours related to new and unexperienced produts, as well as brand perception.

It is also an opportunity for the product and the brand to legitmately socialize a new and emergent product category without the marketing hooplah, and disenting public responses.

The book entrusts visitors and consumers to have honest and legitimate conversations about future products. The experiene acts as as a prototypzing tool that helps understand and develop appropriate responses to unantitipated consumer reactions and behaviours.

The Visitor Comment Book is also a keepsake for the client.

R Research artifact

As a Research Artifact, the Commenting Cup gives a sneak peak into first impressions. Argueably, every person that tastes “the next category” will have an initial impression. The commenting cup makes room for consumer first impressions via a simple series of questions, with room for a hand written comment.

The quantifiable nature of the Commenting Cup gives researchers a measurable tool from which to guage consumer first impressions.

It also helps researchers and planners develop appropriate responses for uninformed preconceptions that may have arisen early on.

R Conversational Agents

Insi

ghts

Conversational Agents are primarily listeners. Lounging about at street level, agents engage with groups of people in authentic dialogue while at the same time listening for subtle thoughts and light comments visitors make regarding the experience and “the next category”.

This informal commenting platform provides researchers with insights into the types of conversations people have after the “brainstorming” sessions, which are usually reserved for more private occasions.

RBENCHES

Four Benches help frame the outside space to form an informal social setting conducive to loitering and conversation.

R

John Audubon

CONTEXTUAL POSTERS

Contextual posters are silk screened large format posters. Commissioned from local artists, they help frame spaces and inform and enlighten visitors.

Posters have beeen inspired by John Audubon posters.

Considered Informational and Educational Artifacts.

sugar cane

THE SUGAR CANE HARVESTERTHE SUGAR CANE HARVESTERAGAAR CANE HARAR CANE HAAR

Sugarcane is harvested byarcane is harvested bycane is harvesteds hharvestes harvestegarcane is harvestane is h stt hand and mechanically. H hand and mechan and dndnddddand nddandnharvesting accounts for marvesting acarvesting accounts foarvesting accountsvesting accounts for mesting acrvesting accounts fcounts foccounts ftiarvesting acccounts fc ore than half of productiore than half of production, n, , oand is dominant in the dend is dond is dominant in thed is dominant in thend is dominant in thes dominant in the ded is dominanand is dominant in thed iand is do nd is dominant in thi d a veloping world. veloping world

In hann hand harvesting, the In hand harvesting, the fn hand harvesting, the fhand harvesting, the fand harvesting, theand harvesting, thed harvesting, the f harvesharvestaarand harvesting, tshand harvesting, theand harvesting, trvesting,h harvesting, thharvesting, theaarvesarvestrvesting, thng, thethe fn aarvesting, ieldieieldiellddd is first set on fird is first set on fireis first s first set on firt set on fireet on firef rreeeeld n f ed Th. The fire. The fire Th. The fehe fif. The firirereee. The fire. The fire The firehe fburns dry leaburns dry leaves, and kilburns dry leaves, and kilurns dry leaves, and kilurns dry leaves andrns dryns dry leaves, and kburns dry leaves, ans dry leaburns dry leaves, and kild ly leaves, andleavs dry leaverns dry leavesns dry leaves, and ki, anurns dry leaves anns dry leadburns dry leavesleavvrns dry leaves, and kis d aves, and d e s lls ls s any lurking venomous sany luany lurking venomousy lurking venolurking venomous srking venomous ss sany lurking venomous surking venomsls any lurking venomoen naaaknakkes, es,akes,es,ak ,without harming the stalkwithout harming the stalkwithout harming thiththout harming the stalkwithout harming the stalkout harminhout harming the stalkharming the stalkt harming the stalkhout harming the stalkthout harming thwithout harming the stalkming thwithout harming the uout harmmwithout harming thout harmthout harmuthout harming the stalku rmin s s s and rootsand roots.annd roots.dand rootsroots.

HHarvesters then cut the crvesters then cut the carvesters then cutHarvesters then cut the ct thsters then cut thsters then cut thearvesters then cut the crvesters then cut the cHarvesters then cut hen cut the cHarvesters then cut the ccucut the cHarvesters then cut the ces ent ennsters then cut the csters thenhhe cane just above ground-lane just above groane just above groane just above groane jusst abovt aboaboabovane just aboveane just above grouund-levlnd-levnd-leva und-levnd-levjust above gr vd-levelel el el eusing cane knives or machg cane knives or machusing cane knives or macusing cane knives orkusing cane knives or mackniusing cane knives uusing cane knives orane knives or macusing cane knives sing ca ksing cane knivesng cane knives or mace knives or makknnives or machane kna k etes. A skilled hareetes. A ses. A skilled haetes. A skilled hakites. A skilled harvesterhetes. A skilled haarvesterrvestervestervestervesteresteretes. A skilled harvester. A eilled stv ste ca canccancann can c n cut 500 kilograms (1,100 cut 500 kilograms (1,100cut 500 kilograms (1,100 500 kilograms (1,100 ogramcut 500 kilograms (1,1cut 500 kilogram00 kilograms (1,1000 kilograms (1,100 kilograms (1,1ut 500 kilograms00 kilograms (1,100ogg0 kilograms (1,100 g5 0 kilogragc gg , lb) olb) of sugarcane peb) of sugarcane per houugarcane per hourlb) of sugarcane peof sugarcane pesugarcanlb) of sugarcane per hourr hourr er hourhoullb) of sugarcane per hourcane pelb) of sugarcane per hourr hourourne of sugarcane p r hp ....

AMBASSADOR

Ambassadors are conversational agents knowledgeable about the context and subject matter.

Ambassadors dress in white lab coats to give the feel of a lab type setting.

tasting bar

commenting stations

2

3

1

tasting

mingle and exit

Research Artifacts and Commenting PlatformsCapture Tools

VISITOR COMMENT BOOK

COMMENTING CUP

VIDEO CAPTURE

TRAVEL TAGS

R esearch

CONVERSATIONAL AGENTS

EXIT

ENTER

Customer Experince Mapping

216 217

BRAND  EXPERIENCE  DESIGN  

*VTWHU`� 5HTL!�______________________+LWHY[TLU[� �� )\ZPULZZ� <UP[!�_____________________(ZZLZZTLU[� 7LYPVK!�______________________

05

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StrategicBrandingAssessment

218 219

NEW  UPDATED  EDITION  WITH  A  STEP-­‐BY-­‐STEP  STRATEGY  DEVELOPMENT  GUIDE  AND  TOOL  FOR  STRATEGIC  BRAND  ASSESSMENT  

09 Long-term brand vision: Clear and emotive 0 Vision exists but always referred to2 Identity guidelines exist 4

10 Explicit brand promise:� >LSS�KLÄULK� �JYHM[LK� �� >LSS�KLÄULK���ULLKZ�Z\WWVY[� � Exists but not too credible 2 Does not exist 3

11 Emotive brand story: Brand story is known and authentic 0 Good story but less authenticity 1 A product story more than a brand story 2 Nonexistent 4

12 Product/brand segmentation strategy: � =LY`�JSLHY�HUK�^LSS�KLÄULK�� � Yes but not effectively 1� 6]LYS`�MYHNTLU[LK��[VV�THU`� � Does not exist at all 3

13 Marketing support and communications budget: Enough to do the job 2� 0UZ\MÄJPLU[�[V�HJOPL]L�V\Y�NVHS� � It comes and goes 2 Severely under-resourced 4

14 Brand marketing investment ROI: We have a very good idea 0 Limited to soft measurement 1 Periodically we measure results 2 Absolutely no idea 3

15 All marketing communications are integrated:� 6]LYHSS�^LSS�PU[LNYH[LK�� � Needs more improvement 1 Depends on vendors & timing 2 Integration is not possible at all 3

16 Knowledge of customer: Good feedback system in place 0 Adequate research done 1 We should be doing more 3

17 Committed, profitable customers: Strong loyalty, measured 0 We’re competitive enough 1 Who really knows? 3

18 Brand awareness: High awareness in key markets 0� 6RH �̀�I\[�JV\SK�IL�IL[[LY� � Not at competitive levels 3

19 Brand quality perceptions: Clearly the brand quality leader 0 Perceived as quality brand 1 Not one of our strengths 4

20 Familiarity: Most of our target knows us well 0 It’s getting better 1 Way below what it should be 3

21 Internal understand of what our brand stands for: Most staff have a good idea 0� 6US`�[OL�THYRL[PUN�MVSRZ�RUV^� � Nobody has any idea 3

22 Brand image and personality: We have a desirable image 0 Image could be in tighter focus 1� 5V[�JSLHY�VY�^LSS�KLÄULK� ��

23 Associations attached to the brand: Strong associations 0 Differentiated but not strong 1 Undifferentiated and weak 3

24 Overall customer experiences are aligned with the brand:� *\Z[VTLY�L_WLYPLUJL�YLÅLJ[Z�[OL�IYHUK� � Sometimes but not consistent 1 Very disconnected 3

25 Does the brand reflect organizational culture:� )YHUK�]HS\LZ�YLÅLJ[�V\Y�J\S[\YL� � To some extent but not sure 1 Not at all 3

222 223

SELF  GUIDED  BRAND  ASSESSMENT  AND  AUDIT  

NEW  UPDATED  EDITION  HARD  COVER  EDITION  AVAILABLE  ON  ALL  LEADING  BOOKSTORES    MAY  12,  2013.