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.