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Strategic Brand Management
Overview
What is a Brand?
• A brand is a name, term, sign, symbol or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.
• A global brand is a brand that is recognised throughout much of the world.
Power Brands
p.3
The Top Determinants of Brand Strength
Customer Loyalty Price Premium
“An increase in customer loyalty of only 5% can lift lifetime profits per customer by as
much as 95%”
“In some sectors, an increase of customer loyalty of just 2% is equivalent to a 10% cost
reduction”
“Over 50% of customers would be willing to pay 20-25% price premium to the brand that
they are most loyal to”
“A 1% increase in brand equity can result in a 1% increase in stock price”
“50% of customers are willing to try a new product from a preferred brand because of the
implied endorsement, credibility and trust.”
“It takes 7 to 10 times the cost and effort to gain a new customer as it does to keep an
existing customer”
“I Would Travel Further”
“I Would Pay More”
“I Would Wait Longer”
What is Brand Management?
Functional Excellence in
Support of the Brand
Primary Source of Differentiation
• Product/service innovation and
communication
Purpose of the Brand
• Create or reinforce product
distinctiveness
Firm wide Leadership in
Stewarding the Brand
Primary Source of Differentiation
• Customer experience, in addition to
innovation and communication
Purpose of the Brand
• Provide clear set of values along
which to align all enterprise activities
and investments
Source: Corporate Executive Board
What is Brand Management?
Innovative Analysts
Archeologists
Sociologists
Politicians
General Managers
Templar Knights of Equity
Evangelists
Brand Stewards
Brand Champions
CONSUMER
CHAMPION
What is Brand Management?
“You have to maintain and replenish a brand over time or it will die”
What is a Brand Management?
• Brand Building Begins By
– Understanding & anticipating the needs and desires of the consumer
– Understanding the key attributes of the product(s)
• Our Mission is to DISCOVER (rather than Invent) the brand’s CORE VALUES and abide by them.
Customer-Based Brand Equity (CBBE) Model
3 Differential Effect
2 Brand Knowledge
1 Consumer Response to
Marketing
Brand Equity arises from
differences in CONSUMER
response
What CONSUMERS learned,
felt, seen, heard, experienced
over time
Reflected in CONSUMER
perceptions, preferences, and
behavior related to all aspects
of the marketing of a brand
Can there be Positive or Negative
Brand Equity?
How and Why?
Effect of Brand Perceptions
* Miller Lite
* Coors
* Pure Blonde* Heineken
* Guiness
* Budweiser
Taste Perceptions
w/Brand Knowledge
Taste Perceptions w/
“Blind” Taste Test
* Guiness* Miller Lite* Coors
* Pure Blonde
* Heineken
* Budweiser
Consumers Must THINK
Branded products are different
The Key
To Branding
Customer-Based Brand Equity (CBBE) Model
2 Brand KnowledgeWhat CONSUMERS learned,
felt, seen, heard, experienced
over time
Consumers Must THINK
Branded products are different
The Key
To Branding
Brand Knowledge
Creates the differential effect
that creates Brand Equity.
The Key
To EQUITY
UNAWARE
%
NAME AWARENESS
%
BRAND FAMILIARITY
%
TRIAL
%
ACCEPTANCE
%
USAGE
%
REGULAR USAGE
•% Conversion
•Longevity
•Market Presence
•Communication Intrusiveness
% Conversion •Message Communication
% Conversion•Persuasion & Interest
•Trial Inducement Promotions
% Conversion• Benefit Communication/Delivery
•Benefit Importance
% Conversion •Product Performance
% Conversion •Uniqueness
•Relevance
•Value
•Loyalty Building Promotions
Consumer Conversion Model
UNAWARE
NAME AWARENESS
BRAND FAMILIARITY
TRIAL
ACCEPTANCE
USAGE
REGULAR USAGE
3 Differential Effect
2 Brand Knowledge
1 Consumer Response to
Marketing
Consumer Conversion Model
UNAWARE
NAME AWARENESS
BRAND FAMILIARITY
TRIAL
ACCEPTANCE
USAGE
REGULAR USAGE
3 Differential Effect
2 Brand Knowledge
1 Consumer Response to
Marketing
Consumer Conversion Model
Brand Vision
What are you deeply
Passionate About
What you Can
be The Best in
the World at
What Drives
Your Economic
Engine
BHAG
Source: Jim Collins, Good To Great
BIG HAIRY
VISIONS &
GOALS
• Bad BHAGs
set with
bravado,
• Good BHAGS
set with
understanding
Branding
• Measuring Brand Share of Market
Unit $$ Unit $$
Sales Sales Share Share
National 120 $270 100% 100%
Brand A 5 15 4.2% 5.6%
Brand B 15 15 12.5% 5.6%
Brand C 3 7 2.5% 2.6%
Brand Unit Shares
4%13%
3%
80%
Brand A Brand B Brand C All other
Brand Dollar Shares
6% 6%
3%
85%
Brand A Brand B Brand C All other
Strategic Brand Management
Assessing Power Brands
Advantages of Power Brands
• Improved perceptions of product performance
• Greater loyalty
• Less vulnerability to competitive marketing actions
• Less vulnerability to crises
• Larger margins
• More inelastic consumer response
• Greater trade cooperation
• Increased marketing communications effectiveness
• Possible licensing opportunities
Power Brands
Power Brands
• WD-40 has gone against the grain for more than half a century by showing and telling consumers that it’s a product that can do it all
• company’s messages about its 2000 applications and tips from helpful friends
Power Brands
• Assessing BRAND POWER
Power Brands
Source: Interbrand
BRAND DEPTH
BRAND WEIGHT
POWER
The influence or dominance that a brand has over its category or market (more than just market share)
• Assessing BRAND POWER
Power Brands
Source: Interbrand
BRAND WEIGHT
The stretch or extension that the brand has achieved in the past or is likely to achieve in the future (especially outside its original category)
• Assessing BRAND POWER
Power Brands
Source: Interbrand
The breadth of franchise that
the brand has achieved both in
terms of age spread, consumer
types and international appeal
• Assessing BRAND POWER
Power Brands
Source: Interbrand
• Assessing BRAND POWER
Power Brands
Source: Interbrand
BRAND DEPTH
The degree of commitment that the
brand has achieved among its
customer base and beyond. The
proximity, the intimacy and the
loyalty felt for the brand.
• Assessing BRAND POWER
Power Brands
Source: Interbrand
BRAND DEPTH
BRAND WEIGHT
POWER
Brand Vision
To build successful brands while your competitors turn their brands into commodities start with a five-step process
Kevin Clancy, Copernicus, Counter Intuitive
Brand Building
• Kevin Clancy Copernicus’s 5 Step Process
Inspirational
Vision
Transform-
ational
Strategy
Model-Based
Marketing
Planning
Obsessive
Implement-
ation
Diagnostic
Metrics
Source: Kevin Clancy, Copernicus, Counter Intuitive
Brand Vision
MUST BE:
So big, so bold and so audacious that expressing it – never mind executing it – has a transformational effect. You start to become what you want to be. The dream and the reality fuse.
Source: Kevin Clancy, Copernicus, Counter Intuitive
i.e. YOU NEED A BIG HAIRY VISION
Brand Vision Checklist
� Inspirational & uplifting; it moves people
� Exciting; it gets the blood pumping
� Aspirational; it is barely attainable
� Readable; it is clearly communicated
� Unique/special/different
� Very specific, not general
� Connotes superiority or domination
� Bold and brash; it oozes with confidence
� Causes people to want to invest in/work for the company or buy the company’s products
� Transformational, revolutionary, not evolutionary
Brand Vision
• Let’s review some published vision statements
• Assign them a college grade from 0 to 100.
Kevin Clancy, Copernicus, Counter Intuitive
Brand Vision
A beverage company
“We exist to create value for our shareholders on a long-term basis by building a business that enhances the company’s trademarks.”
Kevin Clancy, Copernicus, Counter Intuitive
Grade = 63
Brand Vision
A beverage experience company
“To have bigger brand awareness then
Coca-Cola.”
Source: David Sutton, Zyman Marketing
Big Hairy
Audacious Goal
Brand Vision
A motorcycle company
“Yamaha Wo Tsubusa!”
Kevin Clancy, Copernicus, Counter Intuitive
Brand Vision
A technology company
“To eclipse IBM as the #1 technology company in the world.”
Kevin Clancy, Copernicus, Counter Intuitive
Grade = 91
Brand Vision
A gasoline company
“We will become the dominant brand in the service station industry and beyond – with the friendliest, fastest, cleanest stations everywhere – one of the most admired brands on the planet.”
Kevin Clancy, Copernicus, Counter Intuitive
Grade = 96
• Allow Consumers to clearly identify and specify products which genuinely offer added value.
• Deep respect for the way products fit into consumer’s lives = “core” of success
• Consumer Relationship = Loyalty
• Social Changes in their favor
POWER BRANDS
Strategic Brand Management
Consumer Driven Strategic Branding
Strategic Brand Management
Use The Brand Value Chain to determine Measurement Tactics and Resulting Marketing Strategies
Value
Stages
Marketing
Program
Investment
Customer
Mindset
Market Performance
Shareholder
Value
-Product
-Communication
-Trade
-Employee
-Other
-Awareness
-Associations
-Attitudes
-Attachment
-Activity
-Price Premiums
-Price Elasticity's
-Market Share
-Expansion Success
-Cost Structures
-Profitability
-Stock Price
-P/E Ratio
-Market Capitalization
Use The Brand Value Chain to determine Measurement Tactics and Resulting Marketing Strategies
Value
Stages
Marketing
Program
Investment
Customer
Mindset
Market Performance
Shareholder
Value
MultipliersProgram
Quality
Marketplace
Conditions
Investor
Sentiment
-Clarity
-Relevance
-Distinctiveness
-Consistency
-Competitive reactions
-Channel Support
-Customer size & Profile
-Market Dynamics
-Growth Panel
-Risk Profile
-Brand Contributions
Brand Value Chain & Testing
Strategic Marketing Process
ANNUAL STRATEGIESHow will the objectives be achieved?
Annual
Pla
n &
Ex
ecuti
on
Three Year and ANNUAL ObjectivesWhat do I want to Accomplish
Objectives Should be S.M.A.R.T
Establish
Positioning
Concept
Marketing Plan Execution
Functional Objectives &
Strategies
And Tactical Plan
Physical ProductPackage
Pricing
Advertising
Media
Public
Relations
Consumer &
Retailer Promo
Market
Research
Anal
ysis
& L
ong T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Strategic Marketing ProcessA
nal
ysi
s &
Lo
ng
Ter
m S
trat
egy
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Establish
Positioning
ConceptAnal
ysi
s &
Long T
erm
Str
ateg
y
ANNUAL STRATEGIESHow will the objectives be achieved?
Strategic Marketing ProcessA
nnual
Pla
n &
Exec
uti
on
Three Year and ANNUAL ObjectivesWhat do I want to Accomplish
Objectives Should be S.M.A.R.T
Establish
Positioning
Concept
Marketing Plan Execution
Functional Objectives &
Strategies
And Tactical Plan
Physical ProductPackage
Pricing
Advertising
Media
Public
Relations
Consumer &
Retailer Promo
Market
Research
Initial Strategic Planning Draft TimeLine
• Key TimingEDLONG STRATEGIC PLAN TIMELINEMarketing Team Planning 05/19/03 Announce Global Strat Plan
2003
KEY ACTION June July August Sept October November
Corp Image
Brandscape
* Group Sorts
* Process/Next Steps
* Litmus to Hedgehog
* Final Image
Positioning Statement
* Hedgehog only
* Hedgehog + 'Scape
* Leadership Approval
Translation
* Corporate Identity
* 2004 Objectives
*Sales force update/intro
Objectives
* Marketing team
* Leadership Team
Strategies/tactics
* Training/Development
* Apply Hedghog to current Roles
* Marketing Team
*Leadership Team
*Other teams
EXECUTION
Product Architecture
* Design Sessions
* Presentation to leadership
* Present Prototype to Sales
* IT application
Pricing Optimization
Advertising Plan
* Advertising Strategy
*Media Strategy
* Agency review
* Creative Application
* Final Creative
UK Check points UK Check points UK Check pointsUK Check points UK Check points
Strategic Marketing Process
ANNUAL STRATEGIESHow will the objectives be achieved?
Annual
Pla
n &
Ex
ecuti
on
Three Year and ANNUAL ObjectivesWhat do I want to Accomplish
Objectives Should be S.M.A.R.T
Establish
Positioning
Concept
Marketing Plan Execution
Functional Objectives &
Strategies
And Tactical Plan
Physical ProductPackage
Pricing
Advertising
Media
Public
Relations
Consumer &
Retailer Promo
Market
Research
Anal
ysis
& L
ong T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Brand Marketing ProcessA
nal
ysi
s &
Long T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Strategic Marketing
Market Trends Checklist
Volume & Share•Industry definition & served market
•Category Size & growth rates
•Category Segmentation, trends, importance to category
•Share of market by brand & by segment
Market Conditions•Household Penetration•Seasonality•Regionality (CDI/BDI)
Retail Conditions•Channels of Distribution
•Product Sourcing/availability
•Importance of the category to the retailer
•Retailer focus on private label
•Retailer influence over category marketing activity
Consumer Conditions
•Substitute products
•Changes in tastes/attitudes/needs
Government
Conditions
•Regulations & Reqs.
•Legislative issues
• Assessing Competitive Trends
Strategic Marketing
Competitor Identification
•Key direct competitors• Competitive Scope:
•Regional/National/Global
Competitive Strategy•Overall mission/priorities
•Target Audience
•Brand Turf/Positioning
•Class of Trade (COT) importance
Advantage
• Assessing Competitive Trends
Strategic Marketing
Competitor Identification
•Key direct competitors• Competitive Scope:
•Regional/National/Global
Competitive Strategy•Overall mission/priorities
•Target Audience
•Brand Turf/Positioning
•Class of Trade (COT) importance
Advantage
Brand Marketing ProcessA
nal
ysi
s &
Long T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Measuring Brand Equity
SWOT
• Purpose: to guide thinking and help distill the key issues and opportunities facing the Brand AND the category
• Can be done in competitive analysis
STRENGTH
Inherent source of competitive
advantage within the Brand (of
genuine relevance to the consumer)
WEAKNESS
Inherent cause of competitive
disadvantage within the Brand (of
genuine importance to consumer)
OPPORTUNITY
Unsatisfied or poorly satisfied need
in the marketplace which our
company can perform profitability
THREAT
Potential problem from external source
which could undermine our Brand’s
competitive position if not addressed.
Strategic Marketing
SWOT
• Purpose: to guide thinking and help distill the key issues and opportunities facing the Brand AND the category
• Can be done in competitive analysis
STRENGTH
Inherent source of competitive
advantage within the Brand (of
genuine relevance to the consumer)
WEAKNESS
Inherent cause of competitive
disadvantage within the Brand (of
genuine importance to consumer)
INTERNAL to the brand
Caused by the inherent nature of the Brand or our
management of it
Strategic Marketing
SWOT
• Purpose: to guide thinking and help distill the key issues and opportunities facing the Brand AND the category
• Can be done in competitive analysis
OPPORTUNITY
Unsatisfied or poorly satisfied need
in the marketplace which our
company can perform profitability
THREAT
Potential problem from external source
which could undermine our Brand’s
competitive position if not addressed.
EXTERNAL to the brand
Markets, competitors, retail, social trends etc.
Brand Marketing ProcessA
nal
ysi
s &
Long T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Consumer Insights
“Another way to create new marketing opportunities is through better understanding of your customers and their full array of needs”
Dave Sutton, Zyman Marketing Group
Consumer Insights
In order to improve your consumer understanding:
– Rather than identify consumers, identify WITH them
– Knowledge only gets you halfway there-you need a plan to put into action
– Know what is in your consumers hearts and minds…as well as the market research numbers
– Be curious about the world around and human behavior
Dave Sutton, Zyman Marketing Group
Measuring Brand Equity
• There are MACRO TRENDS that impact each touch point
Pre-Purchase
•Category &
Consumer
Segmentation
•Role of Branding
•Role of
Communication
•Role of Distribution
Point of Purchase
•Role of Pricing &
Promotion
•Role of Packaging
& Merchandising
•Role of the Retailer
Post Purchase
•Tasks & Activities
•Usage & User
Behavior
•Product Benefits
•Product Details
WHAT is
happening
(Information)
WHY is it
happening
(Understanding)
Macro Trends
Measuring Brand EquityConsumer Insights
• Centrum Herbals:– Line of herbal supplements, including Echinnacea,
St John’s Wort…
– Positioned as naturally complete and backed by the research of Centrum
– Addressed the trend toward herbal remedies, but recognizes the insight that consumers don’t always have confidence in the manufacturers of herbal remedies and can be skeptical about what they’re buying…
– Did it tie to the brand essence?? Did it work?
Measuring Brand Equity
Consumer Insights
• Thermasilk:– A line of shampoos, conditioners and styling
products that actually improves the condition of hair when activated by heat…
– Positioned as the hair care line for healthy hair (for heavy stylers/users)
– Addressed the insight that women worry that they are damaging their hair by styling with heat, but are unwilling to give up the styling benefits
– Was the insight relevant? Did the product meet expectations? Did it work?
Measuring Brand Equity
Consumer Insights
• Facts = “Duh”
• Insights = “AHA”
Central
Expressive
Functional
Very meaningful in
differentiating our Brand but
very difficult to deliver
consistently to our
consumers
Easy to deliver and explain
to consumers but also easy to
imitate
Beliefs &
Core
Values
Benefits
Features &
Attributes
Brand Value Corresponding to Brand Hierarchy Pyramid
Source: Hierarchy : Timothy D. Ennis, Ennis Associates, Inc.
Brand Value: Brand Hierarchy Pyramid
Beliefs &
Core
Values
Benefits
Features &
Attributes
The emotional beliefs and
values that consumers feel
are being addressed by our
brand (CENTRAL)
The functional and emotional
benefits that our
product/services provides to
the consumer
(EXPRESSIVE)
Product/Service features
and/or attributes that must be
addressed (FUNCTIONAL)
Very meaningful in
differentiating our Brand but
very difficult to deliver
consistently to our
consumers
Easy to deliver and explain
to consumers but also easy to
imitate
4 Steps of Brand Building
Consumer Questions Brand Actions
1 WHO Are You?Ensure Identification & association
w/category or need
2 WHAT Are You?Firmly establish TOTAL brand
meaning by strategically linking
associations w/certain properties
3 WHAT About You?Elicit consumer response to brand
meaning and Id
4 WHAT About You
AND ME?Convert Brand Response to create
an intense, active loyal relationship
4 Steps of Brand Building
Consumer Questions Brand Actions
1 WHO Are You?Brand Identity
2 WHAT Are You?Brand Meaning
3 WHAT About You?Brand Responses
4 WHAT About You
AND ME?Brand Relationships
Consumer Conversion Model
UNAWARE
%
NAME AWARENESS
%
BRAND FAMILIARITY
%
TRIAL
%
ACCEPTANCE
%
USAGE
%
REGULAR USAGE
•% Conversion
•Longevity
•Market Presence
•Communication Intrusiveness
% Conversion•Message Communication
% Conversion•Persuasion & Interest
•Trial Inducement Promotions
% Conversion• Benefit Communication/Delivery
•Benefit Importance
% Conversion •Product Performance
% Conversion•Uniqueness
•Relevance
•Value
•Loyalty Building Promotions
4 Brand Relationships
(WHAT About You
AND ME?)
1 Brand Identity (WHO
Are You?)
2 Brand Meaning
(WHAT Are You?)
3 Brand Response
(WHAT About You?)
Consumer-Based Brand Equity Pyramid
Brand Salience
Consumer-BrandResonance
ConsumerJudgments
ConsumerFeelings
Brand
Performance
BrandImagery
4 Brand Relationships (WHAT About You
AND ME?)
1 Brand Identity (WHO Are You?)
2 Brand Meaning (WHAT Are You?)
3 Brand Response (WHAT About You?)
Consumer-Based Brand Equity Pyramid
Salience
Resonance
Judgments
Feelings
PerformanceImagery
Loyalty
Attachment
Community
Engagement
Quality
Credibility
Consideration
Superiority
Warmth, Fun
Excitement,
Security, Social
Approval,
Self-Respect
4 Brand Relationships (WHAT About You
AND ME?)
1 Brand Identity (WHO Are You?)
2 Brand Meaning (WHAT Are You?)
3 Brand Response (WHAT About You?)
User Profiles
Purchase and Usage
Situations
Personality & Values
History, Heritage, &
Experiences
Brand Characteristics
& Secondary Features
Product Reliability,
Durability & Serviceability
Service Effectiveness, Efficiency,
& Empathy
Style and Design; Price
Category Identification
Needs Satisfied
Consumer-Based Brand Equity Pyramid
Brand Salience
Consumer-BrandResonance
ConsumerJudgments
ConsumerFeelings
Brand
Performance
BrandImagery
4 Brand Relationships (WHAT About You
AND ME?)
1 Brand Identity (WHO Are You?)
2 Brand Meaning (WHAT Are You?)
3 Brand Response (WHAT About You?)
Consumer-Based Brand Equity Pyramid
Brand Salience
Consumer-BrandResonance
ConsumerJudgments
ConsumerFeelings
Brand
Performance
BrandImagery
4 Intense, Active Loyalty
1 Deep Broad Brand Awareness
2 Points of Difference
3 Positive Accessible Reactions
Consumer-Based Brand Equity Pyramid
Brand Salience
Consumer-BrandResonance
ConsumerJudgments
ConsumerFeelings
Brand
Performance
BrandImagery
4 Intense, Active Loyalty
1 Deep Broad Brand Awareness
2 Points of Difference
3 Positive Accessible Reactions
THIS is
Where the
Insight
Lives
So WHO is Our Target?
Source: Jim Collins, Good To Great
What are you deeply
Passionate About
What you Can
be The Best in
the World at
What Drives
Your
Economic
Engine
A Hedgehog Concept:
•Is not a goal to be the best,
•not a strategy to be the best,
•not an intention to be the best
•not a plan to be the best
•It is AN UNDERSTANDING
of what you CAN be the best
at.
So WHO is Our Target?
The consumer that
1) Is most attracted to our essence
2) We understand well
3) That is the most profitable growth
segment to attract
Brand Marketing ProcessA
nal
ysi
s &
Long T
erm
Str
ateg
y
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Strategic Brand Management
Brand Switching
Branding
• Measuring Brand Share of MarketBrand Sales
Category Sales= Brand Share
Unit $$ Unit $$
Sales Sales Share Share
National 120 $270 100% 100%
Brand A 5 15 4.2% 5.6%
Brand B 15 15 12.5% 5.6%
Brand C 3 7 2.5% 2.6%
Brand Dollar Shares
6% 6%
3%
85%
Brand A Brand B Brand C All other
Brand Unit Shares
4%13%
3%
80%
Brand A Brand B Brand C All other
Branding
• Do consumers use more than one product within a category?
• Do brands gain or lose sales or consumers from/to other brands?
• Can brands increase consumer consumption of the category?
• Measuring Brand Switching and Source of Volume Interpretation
Brand Switching
SI Brand
Period 1
Competitors
Period 2Brand Switching
(+) (-)
SI Brand (# units)
Changes in Category
Consumption
SI Brand (+/- # units)Decreases - Increases
SI Brand (# units) SI Brand (+/- # units)Lost/new brand buyers
Competitors (+/- # units)
SI Brand Bought/Didn’t BuyCategory
New/Lost/Infrequent
Category Buyers
Brand Switching
Brand Switching
• The total amount of a brand’s volume gained from (or lost to) competitive brands in the category.
Brand Switching
Category Consumption
• The total amount of a brand’s volume gained (or lost) due to increased (or decreased) category consumption among households that bought the category in both periods.
• The brand may have been purchased in one or both periods. Consumption is driven by either of the following components:– Decreases/Increases
– Lost/New Brand Buyers
Brand Switching
Category Consumption Changes
• Decreases/Increases
• Lost/New Brand Buyers
Consumer Changes
• New (or Lost) or Infrequent Buyers
Brand Switching
Decreases/Increases
• Total amount of brand volume lost/gained due to decreased/increased category consumption among households that bought the brand in both Period 1 and Period 2.
Brand Switching
Lost/New Brand Buyers
• Total amount of the brand’s volume lost/gained due to decreased/increased category consumption among households that bought the category in both Period 1 and Period 2, but bought the brand in only one Period.
Brand Switching
New (or Lost) or Infrequent Buyers
• The total amount of a brand’s volume gained (or lost) from buyers who purchased the category in one period but not the other.
Brand Switching
SI Brand
Period 1
Competitors
Period 2Brand Switching
(+) (-)
SI Brand (# units)
Changes in Category
Consumption
SI Brand (+/- # units)Decreases - Increases
SI Brand (# units) SI Brand (+/- # units)Lost/new brand buyers
Competitors (+/- # units)
SI Brand Bought/Didn’t BuyCategory
New/Lost/Infrequent
Category Buyers
Personal Care Issues to address:
• From where is S brand growth coming? – Determine the sources of volume due to:
• brand switching• increased/decreased category consumption• lost/new category buyers
• Did S Product Line contribute to overall category growth?
• What are the switching dynamics between “S” and other leading brands in the Category?
• With which competitive brands does “S” show the greatest interaction?
• What implications did volume switching and altered category consumption have on consumer purchase dynamics for “S”?
• What are the sources of volume for the other leading Category brands? Particularly Key Competitors?
•Brands
-St. Ives
-Suave
-Soft-soap
-Dove
-*Dial
-Caress
-Olay
-Private Label
-Clairol Herbal Essences
* Denotes brands that will have interaction indices only. Quantified sources of volume will not be provided for
these brands due to coverage and/or trend issues.
•Volume Equivalency = 1 ounce
•Geography
- Total U.S. Food/Drug/Mass (including Wal*Mart)
•Time Periods-(Pre-period) 52 Weeks ending December 17, 2000-(Post-period) 52 Weeks ending December 16, 2001
Personal Care Brand SwitchingAnalysis Parameters
-*Lever 2000
-*Neutrogena
-Jergens
-Tone
-Zest
-Aveeno
-*Calgon
-*Healing Garden
-Sarah Michaels
18,684
26,268
Period One Volume Period Two Volume
Net Volume Gain:
+40.6%
“S” Brand(Net Volume)
VOLUME
SUMMARY OF GAINS:
2.3
13.7
11.3
13.3Brand Switching
New Brand Buyers
New Category Buyers
IRI Multi-Outlet Panel data, 104 weeks ending Dec 16, 2001
Increases consumption of SI
Increased consumption
(+25.0)
“S” grew 27.3% versus YAG just
through new/ increased category
consumption. Brand Switching added another
13.3%.
“S” Net Volume Gains (graphically represented as a percentage of total brand growth)
New Category
Buyers
6%
New Brand Buyers
33%
Switching to SI
33%
Increased
Consumption of SI
28%
� “S” volume growth was spread amongst several different sources. Switching, increased consumption, and new brand buyers made up the majority of growth.
IRI Multi-Outlet Panel data, 104 weeks ending Dec 16, 2001
Net Volume Gain:
+40.6%
0.4
0.70.8
0.1
2.53.5
1.0
0.3
0.7
0.30.2
-0.60.6
1.6
0.6
0.1
-0.1
0.6
DOVE
OLAY
SUAVE
CLAIROL HERBAL ESSENCES
NEUTROGENA
JERGENS
HEALING GARDEN
TONE
SARAH MICHAELS
Interaction Index
56
119
56
80
118
125
180
81
55
82
168
83
85
NA
NA
204
129
106
% Net Volume Gains/Losses
“S” Brand
Source: IRI Multi-Outlet Panel, 104 weeks ending Dec 16, 2001
-965
-422-548
-1,177
-428-442
-266
-16
-185
-129-12
-138-19
-1,226
-440
-197
-21
-432
Source: IRI Multi-Outlet Panel, 104 weeks ending Dec 16, 2001
Volume Losses & Gains Due to Switching
“S” Switching
1,039
560688
1,203
8901,103
447
67
311
18057
21136
1,529
557
209
0
549
DOVE
OLAY
SUAVE
HERBAL ESSENCES
NEUTROGENA
JERGENS
HEALING GARDEN
TONE
SARAH MICHAELS
Losses Gains
Brand Switching
SI Brand
Period 1
Competitors
Period 2Brand Switching
(+) (-)
SI Brand (# units)
Changes in Category
Consumption
SI Brand (+/- # units)Decreases - Increases
SI Brand (# units) SI Brand (+/- # units)Lost/new brand buyers
Competitors (+/- # units)
SI Brand Bought/Didn’t BuyCategory
New/Lost/Infrequent
Category Buyers
• Assessing BRAND POWER
POWER BRANDS
Source: Interbrand
BRAND DEPTH
BRAND WEIGHT
POWER
The Key to the power of the brand and
It’s Ultimate Value to the Company
The Key
Is with
The Consumer
Strategic Marketing ProcessA
nal
ysi
s &
Lo
ng
Ter
m S
trat
egy
Measure Brand Equity
Business
Analysis
Market &
Competitive
Trends
Consumer
Insights
SWOTs
Marketing
Mix
Financial
Health
Strategic Implications & Strategy DevelopmentCore Competencies, External Opportunities
Brand Vision
Brand Strategy
Strategic Role
Establish
Positioning
ConceptAnal
ysi
s &
Long T
erm
Str
ateg
y
Strategic Brand Management
Brand Positioning Basics
Brand Positioning Basics
“Act of designing the company’s offer and image so that it occupies a distinct and valued place in the target consumer’s minds”
Philip Kotler
“ Pretty much everything today can be seen in relation to a love-respect axis. You can plot any relationship – with a person, with a brand – by
whether it’s based on love or based on respect. It used to be that a high respect rating would win. But these days, a high love rating wins. If I don’t
love what you’re offering me, I’m not even interested.”
- Kevin Roberts, Saatchi and Saatchi
Branding
Trademark
Branding
Love *
Mark
Trust-Mark
POWER BRANDS
•Attached to Consumers
•Deep respect
for the way products
fit into Consumer’s lives
= “Core” of Success
Brand Equity
• A set of stored values that consumers associated with a Product/Service.
• These associations add value beyond the basic product functions due to past investments in marketing the Brand.
Timothy D. Ennis, Ennis Associates, Inc
Strategic Brand Management
• Identifying & Establishing Brand Positioning/Values
Grow and Sustain Brand Equity
Measure & Interpret Brand
Performance
Plan & Interpret Brand Marketing
Programs
Identify & Establish Brand
Positioning and Values
Strategic Brand Management
• Identifying & Establishing Brand Positioning/Values
Grow and Sustain Brand Equity
Measure & Interpret Brand
Performance
Plan & Interpret Brand Marketing
Programs
Identify & Establish Brand
Positioning and Values
•Mental Maps
•Competitive Frame of Reference
•Points of Parity and POD
•Core Brand Values
•Brand Mantra
What is Brand Positioning?
• Brand Positioning is the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market.
Brand Positioning Basics
“A positioning must be…One, two or three words, phrases or sentences
about your brand that you want to imprint in the heads of key stakeholders….
Kevin Clancy, Copernicus
Brand Positioning Basics
“So clear, so succinct, and so powerful that once launched, it begins to move people toward your new evolving brand”
Kevin Clancy, Copernicus
Brand Positioning Basics
• All about identifying the optimal place of a brand and its competitors in the consumer’s mind
• Maximizing company potential benefit
• The compass that guides marketing strategy
Positioning =
The Heart Of
Marketing
Strategy
Brand Positioning Basics
• THE POSITIONING STATEMENT DRAWS ON THE STRONGEST ASSETS OF THE BRAND’S EQUITY
– Clarifies what brand is all about
– Uniqueness/Point of Difference
– Why consumers should BUY & USE (Addresses their needs better than competition)
Positioning =
The Heart Of
Marketing
Strategy
Brand Positioning Basics
• WHO are you going to give this positioning to?
• WHO are you going to market your product to?
• Are all consumers created equal?
• WHAT do they want and need
• What CONSUMER INSIGHT is your positioning based on?
Positioning =
The Heart Of
Marketing
Strategy
Top Brands 2010
Top Australian Brands
Brand Positioning Basics
TASK:
Create the most powerful
Positioning you can own and
feel passionately about ….
Towards the most profitable consumer targets
Power
Positioning
Brand Positioning Basics
State the thought you wish to implant in your target’s mind:
• TO (core target audience), (Brand Name),
• IS THE (frame of reference)
• THAT (owned benefit)
• BECAUSE (support or reason to believe)
Power
Positioning
Brand Positioning Basics
State the thought you wish to implant in your target’s mind:
TO oral health concerned adults, Listerine IS THE only brand of therapeutic mouthwash THAT kills germs that cause bad breath, plaque and gingivitis.
Power
Positioning
Brand Positioning Basics
State the thought you wish to implant in your target’s mind:
TO adults concerned about fresh breath, Scope IS THE brand of cosmetic mouthwash THAT prevents morning breath.
Power
Positioning
Power Positioning
“Where deep understanding of your brand equity or essence links directly to a core consumer insight or value”
Soni Simpson, Your Prof
POWER POSITIONING
Source: Soni Simpson
POWER
Power Positioning
Insight Driven Platforms link to Brand Essence
“I want to look and feel sophisticated everyday but without having to pay salon prices”
Tresemme: Professional Affordable Solutions
“Men’s Hair Needs are Different. I want my hair to look in control without the fuss”
Consort: Distinctively male hair care that puts you in control.
“I believe Swiss have near perfect skin. I want the secrets to blemish-free, smooth healthy-looking skin”
St Ives: Discover the Swiss Secrets to Smooth, Radiant Skin
“I like feeling and smelling feminine. Feeling and smelling fresh and clean are an important part of my daily routine in being feminine”
FDS: A gentle all day fresh and clean made just for women.
Product GAP Map
• Expanding Portfolio – Understanding the business
– Leveraging Brand Essence and Consumer Insights
Sample Competitive Map
Traditional Innovative
“Adult
Sophistication”
“Youthful Fun”
Godiva
Tootsie
M&M
Skittles
Rolo
Starburst
Reese’s
Competitive Map
Strategic Brand Management
Building Brand Loyalty
Customer-Based Brand Equity (CBBE) Model
3 Differential Effect
2 Brand Knowledge
1 Consumer Response to
Marketing
Brand Equity arises from
differences in CONSUMER
response
What CONSUMERS learned,
felt, seen, heard, experienced
over time
Reflected in CONSUMER
perceptions, preferences, and
behavior related to all aspects
of the marketing of a brand
Customer-Based Brand Equity (CBBE) Model
2 Brand KnowledgeWhat CONSUMERS learned,
felt, seen, heard, experienced
over time
Consumers Must THINK
Branded products are different
The Key
To Branding
Brand Knowledge
Creates the differential effect
that creates Brand Equity.
The Key
To EQUITY
Consumer Conversion Model
UNAWARE
%
NAME AWARENESS
%
BRAND FAMILIARITY
%
TRIAL
%
ACCEPTANCE
%
USAGE
%
REGULAR USAGE
•% Conversion
•Longevity
•Market Presence
•Communication Intrusiveness
% Conversion•Message Communication
% Conversion•Persuasion & Interest
•Trial Inducement Promotions
% Conversion• Benefit Communication/Delivery
•Benefit Importance
% Conversion •Product Performance
% Conversion
•Uniqueness
•Relevance
•Value
•Loyalty Building Promotions
Consumer Conversion Model
UNAWARE
%
NAME AWARENESS
%
BRAND FAMILIARITY
%
TRIAL
%
ACCEPTANCE
%
USAGE
%
REGULAR USAGE
•% Conversion
•Longevity
•Market Presence
•Communication Intrusiveness
% Conversion•Message Communication
% Conversion•Persuasion & Interest
•Trial Inducement Promotions
% Conversion• Benefit Communication/Delivery
•Benefit Importance
% Conversion •Product Performance
% Conversion
•Uniqueness
•Relevance
•Value
•Loyalty Building Promotions
4 Brand Relationships
(WHAT About You
AND ME?)
1 Brand Identity (WHO
Are You?)
2 Brand Meaning
(WHAT Are You?)
3 Brand Response
(WHAT About You?)
Nine ways to manage your brand as an asset
1. Formally link business and brand strategy
2. Create a unique and relevant Brand Identity
3. Create a clear and distinct Positioning
4. Extend your brand strategically
5. Build a strategic Brand Architecture
6. Evaluate and align touch points
7. Consistently deliver on your Brand Contract
8. Practice effective global brand management
9. Set the organization up for success
You are welcome to contact Nigel Bairstow at B2B Whiteboard your source of B2B Asia / Pacific marketing advice
http://www.linkedin.com/pub/nigel-bairstow/6/41b/726
www.b2bwhiteboard.com
http://twitter.com/#!/b2bwhiteboard