5 - Launching a New Brand COPY

7/28/2019 5 - Launching a New Brand COPY

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LAUNCHING A NEWBRAND

BRAND MANAGEMENT [ELECTIVE]



Launching a Brand!

Stating the obvious:

Every brand s tarts o ff as a NEW BRAND!

What is called for at the time is a strong brand

positioning: dist inc t ive character is t ics,d i f ferent from com pet it ion in order to appeal to its target audience or user.

Most b rands s tart out as names of innovative products o r serv ices

– over time they grow rich inmeaning and value.



Naming the Brand!

How much thought is given to theselection of brand names?

Some... but mostly chosen on a random

basis: Coca-Cola representing the coca in the

formulation;

Mercedes: name of the owner’s daughter;

Citroen owner’s family name;

Adidas, adapted from the name of

Adolphe Dassler, German shoemaker.



Launching a Brand! What’s impor tant?

If the new brand fails to convey itsvalues, from the very outset or soonthereafter, it is unlikely to become amajor brand.

A brand’s „intangible values‟ are just as

important for the brand, at the time of launch as deciding on its ‘key product

advantages’.

Hence, th ink ing through the brand name and acting before it becomes a recognizedbrand symbol, allow s for the creat ion o f a r icher meaning.



How to construct the Brand Platform?

A brand must have v is ion that can justify,internally and externally, why the brand is

being launched, and what is its „raisond‟etre‟.

What follows next is defining the brand program , that underlies the brand ident i ty

and pos i t ion ing.

Questions that need to be asked…



The Brand Platform:Questions that need to be asked…

1. Why must the brand exist? Whatwould customers be missing if it didnot?

2.

What is the brand’s vision within or outside the product category?

3. What does the brand want to change inpeople’s lives?

4. What are the ‘brand values’? What will itnever compromise on?

5.

What are the brand’s specific know-how?What are its unique capabilities?





Branding: Company or Product?

Many companies now emphasize ‘corporatebranding’.

Alcatel, Toshiba, Du Pont, Philips, Siemens,IBM are strong corporate brand names.

On the other hand:

Audi is a Volkswagen brand; Persil is one of Henkel’s;

Dash one of P&G’s…




From an operational standpoint branding at p roduc t level al lows fo r g reater f lexibi l i ty.

In case of corporate brand ing , the

company name becomes the spokesperson , telling the company’s storyto the larger audience.

A „Product Brand‟ aims to sell to customers,a „Corporate Brand‟ must address other

stakeholders and markets. Nestle is a company brand and a

commercial brand – it therefore must havetwo identi t ies in parallel .




Nestle brand is strongly influenced by itscorporate identity.

Values & culture of the company is reflected

in its brand identity even at the product level.

Personalit

y

Physiqu

e

Self-imageReflectio

n

Cultur

e

Relationshi

pValues

Founder’s

Values &

EthicsCompany

Focus &

Culture

Brand

Identity

Corporate

Identity



Identi ty of Strong Brands:Just to recap!

Identity is not just a matter of funct ional attr ibutes.

Choosing a new brand‟s symbolic references is just as important as i ts pro duct references .

Some brands like Apple or Samsung aretrue to their references: influences by high-

tech Californian ‘counter -culture’ on Apple.

Others l ike Toshiba or Mitsubish i appear to have NO SPECIFIC VISION : particularly

outside of Japan.



The Process of creating a strong Brand Posi t ion ing!

Creating a strong brand positioning a major challenge for the Brand Team.

Five-step process for successful positioning:

1. Understanding the brand;

2. Exploring options;

3. Testing & refining;4. Strategic evaluation & selection;

5. Implementation or activation.



The Process of creating astrong Brand Posi tion ing !

1. Understanding the brand:

“A brand‟s truth lies within itself”.

a) Understanding a brand’s identity,roots, heritage or perceived currentimage.

b) Customer insight – aspirations &dissatisfactions.

c) Competitive strengths &

weaknesses – gaps to fill,




2. Exploring options :

Suggest ing scenar ios for the brand.

a) Finding brand platform not a ‘one-shot deal’. b) Aligning positioning with market &

customer preference;

c) Applying processes of iteration andelimination – finding ‘fresh angles of attack’.

d) Allowing for subjectivity &

objectivity.




3. Testing & refining:

Picking the „best of the lot‟. a) Testing ideas & creative options.

b) Evaluating credibility & emotiveresonance.

c) Assessing objectivity & impact.




4. Strategic evaluation & selection:

Comparing against def ined cr i ter ia.

a) Compatibility with external and internalattributes.

b) Adaptability to market dynamics.

c) Credibility amongst target audiences.d) Distinctiveness/ uniqueness.

e) Sustainability over time.

f) Capacity to fuel growth anddominance.




5. Implementation & activation:

Putt ing posi t ion ing to test .

a) Delivering on marketing strategy &objectives.

b) Standing up to competition.

c) Translating strategy into behavior & tangible action – on the part of the consumer.

e us omer ec es w a e wan s



e us omer ec es w a e wan sin the end – Int r ins ics? Extr insics? Or Bo th?



Comparing Peugeot 308 & VW

Golf

AS the first car of Peugeot’s new ‘8’ generation, the 308has a lot riding on it. Not only is it expected to repeat the

success of the 307 – of which more than three million

were sold worldwide – but it is also charged with lifting

the quality and image of the French firm’s hatchback

offering.

Peugeot 308

VW Golf

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Golf

Peugeot says that from the outset it wanted to build on

the 307’s strengths. The new model therefore keeps its

predecessor’s shape. Overall, it also bears resemblance

to the 207, with flattened wheel-arches and aggressivefront end and a pointed snout. The rear is neat, with

squared-off bumpers and a clean tailgate.

The cabin has undergone a complete revamp and looks

and feels far superior to the 307’s, featuring soft-touch

plastics, plus stylish white-lit instrument dials and neat

ventilation controls. The full-length glass roof gives it a

strong selling point, too.

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Golf

Despite these improvements, the Peugeot doesn’t share

the robustness of the Volkswagen. Rear passenger

headroom is excellent due to the high roof, but legroom

is no more than modest and little better than that of 307.Here again, the Volkswagen does better, and it’s the

same story when it comes to practicality.

The Peugeot’s boot is bigger – with the rear seats

folded. There’s 1.4 litres of room for luggage, comparedto the Golf’s 1.3 litres. But it’s hampered by a high sill,

which makes loading awkward, while the front seats

have to be slid forward if you want to fold the rears flat.

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Golf

Under the bonnet, the 308 has the stronger engine of

the two cars. Its 1.6-litre unit uses a twin-scroll

turbocharger and produces an impressive 150bhp. But

the best aspect is the 240Nm torque output, which is

available from as low down in the rev range as1,400rpm. This helps the 308 pull away rapidly from a

standstill – although at low speeds around town, you can

find yourself waiting for the turbo to spool up.

Partly to blame for this is the poor five-speed gearbox,

which is a real letdown, with long ratios and a slack

action. It doesn’t stop the 308 from feeling like a junior

hot hatch. The 308 and Golf are evenly matched for

performance and in-gear times but, under braking, the[4 of 5]




Golf In common with VW Golf, the Peugeot provides a well

judged balance of ride and handling – it’s composed

through corners, yet comfortable on the motorway. The

suspension can be a little fidgety over uneven surfaces,

but tight steering and grown-up road manners ensurethat it’s capable, if not especially engaging.

At £16,895, the 308 appears good value – it undercuts

the Golf by £1,200 and has more equipment. Climate

control, the panoramic roof and cruise control are allincluded as standard.

The trouble is, at this price, the 308 is up against the top

end of the class – and when compared to the likes of the

Honda Civic and Ford Focus, it’s not that much of a[5 of 5]

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5 - Launching a New Brand COPY