brand management
TRANSCRIPT
BRANDING AND
MARKETING PROMOTION
STRATEGIES (Part I)Core Text:
“Strategic Brand Management”
by
Kevin Lane Keller (2nd Edition)
Presented by:
PROF. HIMMAT ADISARE
BRANDS AND BRAND
MANAGEMENT
Ref: Chapter 1 of Core Text
What is a Brand?
Definition: “A brand is a product that
adds other dimensions that differentiates
it in some way from other products
designed to satisfy the same need.”
Ref: Chapter 1 of Core Text
Why Do Brands Matter?
CONSUMERS:
Identification of
Source of Product
Assignment of
Responsibility to
Product Maker
Risk Reducer
Search cost Reducer
Promise, Bond, or
Pact with Maker of
Product
Symbolic Device
Signal of Quality
Ref: Chapter 1 of Core Text
Why Do Brands Matter? (2)
MANUFACTURERS:
Means of Identification
to Simplify Handling or
Tracing
Means of Legally
Protecting Unique
Features
Signal of Quality Level
to Satisfied Customers
Means of Endowing
Products with Unique
Associations
Source of Competitive
Advantage
Source of Financial
Returns
Ref: Chapter 1 of Core Text
Can Anything Be Branded?
Physical Goods
Services
Retailers and
Distributors
Online Products
and Services
People and
Organizations
Sports, Art and
Entertainment
Geographic
Locations
Ideas and Causes
Ref: Chapter 1 of Core Text
Branding Challenges And
Opportunities
Savvy Customers
Brand Proliferation
Media Fragmentation
Increased Competition
Increased Costs
Greater Accountability
Ref: Chapter 1 of Core Text
The Brand Equity Concept
Basic Principles of Branding and Brand Equity:
Differences in outcomes arise from the “added value” endowed to a product as a result of past marketing
activity for the brand.
This value for a brand can be created in many different ways.
Brand equity provides a common denominator for interpreting marketing strategies and assessing the value of a brand.
There are many different ways in which the value of a brand can be manifested or exploited to benefit the firm.
Ref: Chapter 1 of Core Text
Strategic Brand Management
Process
Identifying and Establishing Brand
Positioning and Values
Planning and Implementing Brand
Marketing Programs
Measuring and Interpreting Brand
Performance
Growing and Sustaining Brand Equity
Ref: Chapter 1 of Core Text
CUSTOMER-BASED BRAND
EQUITY
Ref: Chapter 2 of Core Text
CHAPTER 2
Sources Of Brand Equity
Brand Awareness
Consequences of
Brand Awareness
Learning advantages
Consideration
advantages
Choice Advantages
Establishing Brand
Awareness
Brand Image
Strength of Brand
Associations
Favorability of
Brand Associations
Uniqueness of Brand
Associations
Ref: Chapter 2 of Core Text
Building A Strong Brand
The Four Steps of Brand Building:
1. Identity (Who are you?)
2. Meaning (What are you?)
3. Response (What about you?)
4. Relationship (What about you & me?)
Ref: Chapter 2 of Core Text
Customer-based Brand Equity
Pyramid
Resonance
Judgments Feelings
Performance Imagery
Salience
Ref: Chapter 2 of Core Text
Identity
Meaning
Response
Relationship
Customer-based Brand Equity Pyramid (2)
Brand Salience: This relates to aspects of awareness of the brand
Brand Performance:This relates to ways in which product/ service meets customers’ needs
Brand Imagery: It’s how customers visualize a brand abstractly, with no relevance to what the brand actually does
Brand Judgments: The customers’ personal opinions and evaluations with regard to the brand
Brand Feelings: The customers’ emotional responses and reactions with respect to the brand
Brand Resonance: The ultimate relationship & level of identification that the customer has with the brand
Ref: Chapter 2 of Core Text
BRAND POSITIONING AND
VALUES
CHAPTER 3
Ref: Chapter 3 of Core Text
Identifying and Establishing
Brand Positioning
Basic Concepts
Target Market
Nature of Competition
Points of Parity and Points of Difference
Ref: Chapter 3 of Core Text
Identifying and Establishing
Brand Positioning (2)
Basic Concepts: According to the CBBE
model, it is necessary to decide:-
1. Who the target consumer is
2. Who the main competitors are
3. How the brand is similar to these
competitors, and
4. How the brand is different from these
competitors
Ref: Chapter 3 of Core Text
Identifying and Establishing
Brand Positioning (3)
Target Market:
Segmentation Bases:
a) Behavioral b) Demographic
c) Psychographic d) Geographic
Segmentation Criteria:
a) Identifiability b) Size
c) Accessibility d) Responsiveness
Ref: Chapter 3 of Core Text
Identifying and Establishing
Brand Positioning (4)
Nature of Competition:
Channels of Distribution
Competitors’ Resources
Competitors’ Capabilities
Competitors’ Likely Intentions
Other Competitive Factors (Porter’s 5-
Force Model refers)
Ref to Chapter 3 of Core Text
Identifying and Establishing
Brand Positioning
Points of Parity and Points of Difference:
1. Points of Difference Associations
2. Points of Parity Associations
3. Points of Parity versus Points of
Difference
Ref: Chapter 3 of Core Text
Positioning Guidelines
1. Defining and Communicating the
Competitive Frame of Reference
2. Choosing Points of Parity and Points of
Difference
3. Establishing Points of Parity and
Points of Difference
4. Updating Positioning Over Time
Ref: Chapter 3 of Core Text
Positioning Guidelines (1)
Defining and Communicating the Competitive Frame of Reference:
A starting point in defining a competitive frame of reference for brand positioning is to determine Category Membership. Membership indicates the products or set of products with which a brand competes. Communicating category membership informs the consumer about the goals that they might achieve by using a product or service.
Ref: Chapter 3 of Core Text
Positioning Guidelines (2)
Choosing Points of Parity and Points of Difference:
Points of Parity: These are driven by the needs of category membership and the necessity of negating competitors’ PODs.
Points of Difference: These are based on the following criteria:
1. Desirability: In terms of a) Relevance
b) Distinctiveness, and c) Believablity
2. Deliverability: In terms of a) Feasibility
b) Communicability, and c) Sustainability
Ref: Chapter 3 of Core Text
Positioning Guidelines (3)
Establishing Points of Parity and Points of Difference:
1. Separate the attributes: Launch two marketing campaigns, each one devoted to a different brand attribute or benefit.
2. Leverage Equity of another Entity: Link the brand with a well-liked celebrity, cause or event.
3. Redefine the Relationship: Use attitude change strategies to convert negative perspectives about the brand to positive ones.
Ref: Chapter 3 of Core Text
Positioning Guidelines (4)
Updating Positioning Over Time:
1. Laddering: This strategy is to deepen the meaning of the brand to tap into core brand values or other more abstract considerations.
2. Reacting: This could imply no reaction to moderate or significant reactions depending on level of competitive threat.
Ref: Chapter 3 of Core Text
CHOOSING BRAND
ELEMENTS TO BUILD
BRAND EQUITY
CHAPTER 4
Ref: Chapter 4 of Core Text
Criteria for Choosing Brand
Elements
1. Memorability
2. Meaningfulness
3. Likability
4. Transferability
5. Adaptability
6. Protectability
Ref: Chapter 4 of Core Text
Options and Tactics for
Brand Elements
1. Brand Names
2. URLs (Uniform Resource Locators)
3. Logos and Symbols
4. Characters
5. Slogans
6. Jingles
7. Packaging
Ref: Chapter 4 of Core Text
DESIGNING MARKETING
PROGRAMS TO BUILD
BRAND EQUITY
CHAPTER 5
Ref: Chapter 5 of Core Text
New Perspectives on
Marketing
Five Major Drivers of the New Economy:
Philip Kotler identifies them as under:
1. Digitalization and connectivity
2. Disintermediation and Reintermediation
3. Customization and Customerization
4. Industry Convergence
5. New Customer and Company Capabilities
(Remaining topic is for Self-study)
Ref: Chapter 5 of Core Text
Product Strategy
Perceived Quality and Value:
1. Brand Intangibles
2. TQM and Return on Quality
3. Value Chain
Relationship Marketing:
1. Mass Customization
2. Aftermarketing
3. Loyalty Programs
Ref: Chapter 5 of Core Text
Pricing Strategy
Consumer Price Perceptions:
Price Band strategies
Value-based Pricing Strategies
Setting Prices to Build Brand Equity:
Value Pricing based on: a) Product design and delivery b) Product costs, and c) Product prices
Everyday Low Pricing (EDLP): A strategy based on low pricing as well as discounts and promotions to consumers at regular intervals.
Ref: Chapter 5 of Core Text
Channel Strategy
Channel Design: Broadly, channel types can be classified into Direct and Indirect channels.
Direct Channels: a) Company-owned stores b) Leased/Rented shopping-space in larger department stores.
Indirect Channels: a) Distributors and Dealers b) Retailers c) other middlemen
Web Strategies: Today, these are extremely powerful channels if supported by efficient physical “brick & mortar” channels.
Ref: Chapter 5 of Core Text
LEVERAGING SECONDARY
BRAND KNOWLEDGE TO
BUILD BRAND EQUITY
CHAPTER 7
Ref: Chapter 7 of Core Text
Conceptualizing the
Leveraging Process Creation of New Brand Associations:
By making a connection between the brand and another entity, consumers may form a mental association from the brand to this entity and, consequently, to any or all associations, judgments, feelings and the like linked to that entity
Effects on Existing Brand Knowledge: Three factors are important in predicting the extent of leverage resulting from linking the brand to another entity:
i) Awareness and knowledge of the entity
ii) Meaningfulness of the knowledge of the entity, and
iii) Transferability of the knowledge of the entity
Ref: Chapter 7 of Core Text
Company
The branding strategies adopted by a company that makes a product or offers a service are an important determinant of the strength of association from the brand to the company and any other existing brands. Three main branding options exist for a new brand:
1. Create a new brand
2. Adapt or modify an existing brand
3. Combine an existing and new brand
Ref: Chapter 7 of Core Text
Country of Origin
Besides the company that makes the product,
the country or geographic location from which
it is seen as originating may also become linked
to the brand and generate secondary
associations. Thus, a customer may choose to
wear Italian suits, exercise in American sports
shoes, drive a German car, and drink English
beer.
Ref: Chapter 7 of Core Text
Channels of Distribution
Channels of distribution can directly affect the equity of the brands they sell by the supporting actions that they take. Retail stores can indirectly affect the brand equity of the products they sell by influencing the nature of associations that are inferred about these products on the basis of the associations linked to the retail stores in the minds of consumers.
Ref: Chapter 7 of Core Text
Co-Branding
Co-branding: Also called brand bundling or brand alliances-occurs when two or more existing brands are combined into a joint product or are marketed together in some fashion.
Ingredient branding: This is a special case of co-branding that involves creating brand equity for materials, components, or parts that are necessarily contained within other branded products.
Ref: Chapter 7 of Core Text
Licensing
Licensing involves contractual
arrangements whereby firms can use the
names, logos, characters, and so forth of
other brands to market their own brands
for some fixed fee. Because it can be a
shortcut means of building brand equity,
licensing has gained popularity in recent
years.
Ref: Chapter 7 of Core Text
Celebrity Endorsement (1)
Using well-known and admired people to
promote products is a widespread phenomenon
with a long marketing history. The rationale
behind these strategies is that a famous person
can:
1. Draw attention to a brand, and
2. Shape the perceptions of the brand by virtue
of the inferences that consumers make based on
the knowledge they have about the famous
person.
Ref: Chapter 7 of Core Text
Celebrity Endorsement (2)
Potential Problems:
1. Celebrity endorsers can be overused by endorsing so many products that they lack any specific product meaning or are just seen as overly opportunistic or insincere.
2. There must be a reasonable match between the celebrity and the product.
3. Celebrity endorsers can lose popularity thus diminishing their market value to the brand.
4. Many consumers feel that celebrities are doing the endorsement only for money.
Ref: Chapter 7 of Core Text
Sporting, Cultural, or Other Events
1. A brand may seem more likable or even trustworthy by becoming linked to an event.
2. Sponsored events can contribute to brand equity by becoming associated to the brand and improving brand awareness, adding new associations, or improving the strength, favorability, and uniqueness of associations.
Ref: Chapter 7 of Core Text
DEVELOPING A BRAND
EQUITY MEASUREMENT
AND MANAGEMENT
SYSTEM
CHAPTER 8
Ref: Chapter 8 of Core Text
The Brand Value Chain
Value Stages:
1. Marketing Program Investment
2. Customer Mindset
3. Market Performance
4. Shareholder Value
Ref: Chapter 8 of Core Text
Value Stages (1)
Marketing Program Investment: The ability of a marketing program investment to transfer or multiply further down the chain will depend on qualitative aspects of the marketing program via the program multiplier.
The Program Multiplier: Four factors are important:
1. Clarity 2. Relevance
3. Distinctiveness, and 4. Consistency
Ref: Chapter 8 of Core Text
Value Stages (2)
Customer Mindset: Five dimensions have emerged
from research as important measures of the customer
mindset:
1. Brand Awareness 2. Brand Associations
3. Brand Attitudes 4. Brand Attachment
5. Brand Activity
Customer Multiplier: Three essential factors are:
1. Competitive Superiority 2. Channel and other
intermediary support 3. Customer size and profile
Ref: Chapter 8 of Core Text
Value Stages (3)
Market Performance: Six dimensions need to be addressed:
1. Price Premiums 2. Price Elasticities
3. Market Share 4. Brand Expansion
5. Cost Structure 6. Brand Profitability
Market Multiplier: Following factors need to be considered:
1. Market Dynamics 2. Growth Potential
3. Risk Profile 4. Brand Contributions
Ref: Chapter 8 of Core Text
Value Stages (4)
Stakeholder Value: Based on all available and forecasted information about a brand and many other considerations, the financial marketplace then formulates opinions and makes various assessments that have direct financial implications for the brand value. Three important indicators are:
1. Stock price
2. Price/earnings multiple, and
3. Overall market capitalization of the firm
Ref: Chapter 8 of Core Text
The Brand Value Chain
Implications:
1. A necessary condition for value creation is a well-funded, well-designed, and well-implemented marketing program.
2. Value creation involves more than just the initial marketing investment.
3. Each of the three multipliers can increase or decrease market value from stage to stage.
4. The brand value chain provides a detailed roadmap for tracking value creation enabling market research and intelligence efforts.
Ref: Chapter 8 of Core Text
Designing Brand Tracking
Studies What to Track:
1. Product Brand Tracking
2. Corporate or Family Brand Tracking
3. Global Tracking
How to Conduct Tracking Studies:
1. Who to track
2. When and where to track
How to Interpret Tracking Studies
Ref: Chapter 8 of Core Text
Designing Brand Tracking Studies (1)
What to Track: Three distinct surveys can be conducted for:
1. Product-Brand Tracking: The six-block pyramid for brand-building can be used as a basis for design of the questionnaire.
2. Corporate or Family Brand Tracking: Some additional questions may be added to establish levels of corporate credibility and corporate brand associations.
3. Global Tracking: A broader set of background measures are needed to put brand development in those markets in the right perspective .
Ref: Chapter 8 of Core Text
Designing Brand Tracking Studies (2)
Who to Track:
1. Current Customers
2. Potential Customers
3. Channel Members
4. Frontline Employees (Services sector)
When and Where to Track: Options are:
Continuous Tracking Studies
Based on Stage of Product Life Cycle
Based on depth of Brand Equity
Ref: Chapter 8 of Core Text
Designing Brand Tracking Studies (3)
How to Interpret Tracking Studies: For tracking measures to facilitate actionable insights and recommendations, they must be reliable and sensitive as possible. This may require framing of questions in a comparative or temporal manner. It is also necessary to decide on appropriate cutoffs. For example:
What is a sufficiently high level of brand awareness?
When are brand associations sufficiently strong, favorable, and unique?
How positive should brand judgments and feelings be?
What are reasonable expectations for the amount of brand resonance?
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System
Brand Equity Charter
Brand Equity Report
Brand Equity Responsibilities:
1. Overseeing Brand Equity
2. Organizational Design and Structure
3. Managing Marketing Partners
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System (1)
Brand Equity Charter: A formalized document should spell out the following:
The firm’s view of the brand equity concept.
The scope of the key brands of the firm.
Specify the actual and desired equity for a brand at all relevant levels i.e. at individual product level and corporate level.
Strategies for managing brand equity.
Outline specific tactical guidelines for marketing programs.
Trademark usage, packaging & communications
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System (2)
Brand Equity Report: Important market information that should be included:
1. Product shipments and movement through channels of distribution.
2. Relevant cost breakdowns
3. Price and discount schedules
4. Sales and market share information
5. Profit assessments
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System (3)
Brand Equity Responsibilities:
1. Overseeing Brand Equity: Aspects that are important:
a) Review brand sensitive material
b) Review the status of key brand initiatives
c) Review brand sensitive projects
d) Review new product and distribution strategies with respect to core brand values
e) Resolve brand positioning conflicts
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System (3-contd)
Brand Equity Responsibilities:
2. Organizational Structure & Design: The
current market trends are redefining job
requirements and duties. The traditional
marketing department is disappearing from a
number of companies that are exploring other
ways to conduct their marketing functions
through business groups, multidisciplinary teams
and so on.
Ref: Chapter 8 of Core Text
Establishing a Brand Equity
Management System (3-contd)
Brand Equity Responsibilities:
3. Managing Marketing Partners: The
performance of a brand also depends on the
actions taken by outside suppliers and marketing
partners. Hence, these relationships must be
managed carefully. Many leading global firms
have been consolidating their marketing
partnerships and reducing the number of outside
suppliers. (Ex: Levi Strauss value chain)
Ref: Chapter 8 of Core Text (END OF PART I)