brand positioning and values

To establish the right brand identity and image the following must be decided- Identify and establish the Brand

Positioning ▪ Points of parity and ▪ Points of difference

Determine Core Brand Values and the Brand Mantra

Specific Brand Strategies to build brand equity

1 .Define competitive frame of reference Target market Nature of competition

2. Define desired brand knowledge structures Points-of-parity (how it is similar to the competition)▪ Necessary to belong to the category▪ Competitive PODs are neutralized

Points-of-difference (how it is different to competition)▪ strong, favorable, and unique brand associations

Define competitive frame of reference – Target Market – segmentation bases can

be - Descriptive / customer-oriented (kind of a

person) and / or Behavioral / product-oriented (how customer

thinks / uses brand)▪ More useful for understanding branding issues – clearer

strategic implications (ideal points of parity & differences to establish positioning) eg. toothpaste segmentation

Sensory segment – taste and flavor Sociables – brightness of teeth

▪ Rational for descriptive segmentation - involves behavioral considerations also (children for sweets as they are heavy users)▪ Demographic segmentation

advantages – media vehicles demographics are well known

But Data bases and innovative media has reduced its importance

Competitive frame of reference – Target Market Criteria –

1. Identifiable – easily determined2. Size – adequate sales potential3. Accessibility – distribution outlets,

media availability4. Responsiveness – how favorably they

will respond

Competitive frame of reference – Nature of Competition –

TM implicitly defines competition (they consider other brands / that other have targeted them)

Important not to be too narrow in defining competition

Competition at the benefit rather than the attribute level (furniture / stereo)

Competition can be defined at different product category levels

products are organized in the mind at a hierarchical fashion – product class, category, type etc.

Other issues can also determine the nature of competition – distribution channel

Define desired brand knowledge structuresPoints of Difference – a strong, favorable,

unique associations (USP in an ad)▪ Based on any type of attribute or benefit

association▪ CBBE broadly classifies them in terms of

▪ Functional / performance related considerations Performances attributes – cheese singles Performance benefits – user friendly Mac

▪ Abstract / imagery related considerations Superior quality Low cost provider

▪ Could be based on business practices – HR policy

Define desired brand knowledge structures

Points of Difference – Consumers must -

▪ evaluate it positively ▪ believe that the same cannot be found in

competition It must be a sustainable competitive

advantage (SCA) – ability to deliver superior value for a prolonged period of time

Major Challenges in Positioning - find compelling & impactful points-of-difference (MacMillan & McGrath, HBR, ‘97) How do people become aware of their need for your

product and service? How do consumers find your offering? How do consumers make their final selection? How do consumers order and purchase your product or

service? What happens when your product or service is

delivered? How is your product installed? How is your product or service paid for?

Find compelling & impactful points-of-difference (cont.) How is your product stored? How is your product moved around? What is the consumer really using your product

for? What do consumers need help with when they

use your product? What about returns or exchanges? How is your product repaired or serviced? What happens when your product is disposed of

or no longer used?

Define desired brand knowledge structuresPoints of Parity – associations shared with

other brands come in 2 basic forms1. Category points of parity –

Important when a brand enters a new category▪ Necessary to be a legitimate, credible offering in the

category (but not sufficient conditions for brand choice)

These attributes are at the Generic and Expected Product levels▪ May change over time because of tech. advances,

legal developments, consumer trends

Define desired brand knowledge structuresPoints of Parity – associations shared with

other brands come in 2 basic forms2. Competitive points of parity –

Designed to negate competitor’s POD by matching if not better on that attribute

Sometimes POD and POP may be conflicting ▪ calls for source credibility to overcome consumer

resistance

Define desired brand knowledge structuresPoints of Parity versus Points of

Difference Brand must be perceived as good enough

on a particular attribute to achieve a point of parity (even if it is not as equally good)▪ There is a zone or a range of tolerance or

acceptance with POP Positioning is a often ▪ achieving a competitive POP – clear superiority

Activity

1. Establish Category Membership – Consider and determine

The products or set of products with which the brand competes

Competing in different categories results in different frames of reference, POPs, PODs

Communicate membership to indicate the goals that will be achieved by using a product or service

Critical for new brands entering a category When brand is affiliated but not entirely in the

category (Dove)

1. Establishing Category MembershipPreferred approach to communicate

Positioning First inform about the brand membership – Then state PODs (different campaigns may be

needed) Straddle position - brand may straddle 2

points of reference (to reconcile conflicting consumer goals)

PODs and POPs must be credible to be considered a legitimate player.

2. Identifying & Choosing POP’s & POD’sPODs must become a strong, favorable, unique association

2 important considerations - 1. Desirability - consumers must find PODs

desirable 1. Relevance 2. Distinctiveness3. Believability

2. Deliverability consumers must believe that the firm can deliver to make the brand enduring1. Feasibility 2. Communicability3. Sustainability

2. Identifying & Choosing POP’s & POD’s2 important considerations for PODs are1. Desirability criteria – 3 key desirability criteria

1. Relevance – personally relevant and important e.g pain killer

2. Distinctiveness and Superiority e.g. long lasting pain relievers

3. Believability – POD is believable and credible e.g. Mountain Dew has more caffeine

When POD is abstract or image based –▪ support for the claim may reside in the

general associations of the company that have developed over time – French Chanel perfume

2. Identifying & Choosing POP’s & POD’s 2. Deliverability criteria – 3 deliverability criteria

1. Feasibility – product’s ability to perform at the level stated – actual and potential

▪ Company’s ability - have the resources, expertise, time to create POD

▪ The product and the marketing designed to support the desired associations –

– Associations that are there but consumer is not aware of (easier to do)

– Or make changes & convince consumers of it (more difficult)

2. Identifying & Choosing POP’s & POD’s2. Deliverability criteria – 3 deliverability criteria

2. Communicability – current or future▪ Difficult to create associations that are not

consistent with prior consumer knowledge. ▪ Therefore compelling reasons ‘proof points’ must

be given to say the brand will deliver the desired benefits

3. Sustainability - over time – reinforced and strengthened through actual performance and communication

▪ Check positioning is pre-emptive, defensible and difficult to attack

▪ Internal commitment and use of resources▪ And external marketing forces

2. Identifying & Choosing POP’s & POD’s- Create POP’s and POD’s in the face of attribute & benefit trade-offs Price & quality Convenience & quality Taste & low calories Efficacy & mildness Power & safety Ubiquity & prestige Comprehensiveness (variety) & simplicity Strength & refinement

Target Audience

Compelling benefit

Reason Why

For homemakers, Dow Bathroom Products are the easy way to get a great clean shine for your tub, tile and toilet. That’s because only Dow Bathroom Products contain scrubbing bubbles that cut through dirt and grime clean to the shine!

Brand PositioningStatement

For those suffering from a cold, Comtrex offers four different relief formulas that treat and work against your specific cold ailments.

Brand Positionin

g Statement

Brand Positioning Statement

For cold sufferers, Contac offers 12 hours of continuous relief from congestion and sinus pressure thanks to it’s time-release technology.

For consumers ages 16-35, Crest Whitestrips whiten teeth five times better than the leading paint-on whitening gel. That’s because Crest’s gel-coated strips hold the peroxide on teeth longer, to whiten stains below the tooth surface.


For women ages 25-55, Loreal Revitalift Anti-wrinkle and firming cream reduces facial wrinkles and firms your skin.

NO REASON WHY!


For “Green” consumers seeking healthy foods free from pesticides, chemical or preservatives, Seeds of Change frozen entrée’s taste great. 100% of our ingredients are grown organically and are not only healthy for you, but also our planet.


For single consumers ages 30+ who prefer upscale fine-dining, Hormel offers four great meat entrees.

NO PRODUCT NAME! WHAT IS IT?


For females who cook meat, Saran Disposable Cutting Sheets are the solution to your worries about meat juice germs.

That’s because you can cut your meat right on Saran Cutting Sheets, and they’ll soak up the juicy mess. Just toss the sheet away and your worries are gone with it!

Now It’s YOUR TURN!

“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

“So clear, so succinct, and so powerful that once launched, it begins to move people toward your new evolving brand”

Kevin Clancy, Copernicus

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

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)


Marketing Strategy

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?


Marketing Strategy

3. Communicating & Establishing POP’s, PODs

Communication of Category Membership – 3 ways to communicate1. Communicate category benefits,

(provide supporting rationale 2. Compare to exemplars (note worthy

brands)3. Product descriptors to follow brand

name – Critical with new technology products

3. Communicating & Establishing POP’s, PODs Communication of Category Membership –

3 approaches to increasing levels of communication effectiveness (but also levels of difficulty)1. Separate the attributes – 2 different launch

campaigns (each devoted to a different attribute / benefit)

Expensive and does not address the issue head on2. Leverage equity of another entity – use

celebrities, other brands, event3. Re-define the relationship from negative to

positive convince them that the relationship is positive by providing a different perspective - a convincing story is necessary

3. Communicating & Establishing POP’s, POD’sUpdate Positioning over time – 2 main issues1.Deepen the meaning of the brand - tap

into core brand values or other abstract considerations - laddering

2.React to competitive challenges that threaten an existing positioning - reacting

3. Communicating & Establishing POP’s, POD’sUpdate positioning over time – 2 main issues

1. Deepen the meaning of the band through Laddering▪ Deepen POD by creating benefit and value

associations – Nike innovation for peak performance. ▪ How to do this …..

▪ Explore underlying motivations of consumer to uncover relevant associations - Maslow’s hierarchy

▪ Means-end-chain model - to uncover higher level meaning of brand characteristics (attribute – benefits – values)

▪ As a brand gets associated with more products and moves up the product hierarchy the brand meaning becomes more abstract while the POPs and PODs exist in the minds of the consumer

3. Communicating & Establishing POP’s, POD’s

Update positioning over time – 2 main issues2. Reacting to competitive challenges that threaten

positioning▪ Competition reduces PODs to POPs / strengthens PODs /

establishes new PODs 3 reactions – None, Moderate, Significant reaction

▪ Depending on severity of the threat (know through brand audit)▪ None – competitive action is unlikely to capture/create a new

POD▪ Moderate - defensive – competitive action has potential to

disrupt market – add reassurance, advertise to strengthen POD & POP

▪ Significant - offensive – competitive action is potentially damaging –

reposition brand to address threat product extensions advertising that fundamentally changes meaning of brand

4. Defining and Establishing Brand ValuesCore Brand Values and Brand Proposition Set of abstract associations, attributes and benefits

that characterize the 5-10 most important dimensions of the mental map of a brand.

Serves as the basis of the positioning

Identified through a structured process -▪ Mental Map - salient brand associations and responses of the TM

(beliefs, attitudes, feelings, images, experiences) Core Brand Values Brand Mantra - an articulation of the “heart and soul” of the brand -core promise. (Short three to five word phrases that capture the irrefutable essence or spirit of the brand positioning and brand values).

4. Defining and Establishing Brand ValuesBrand Mantra – what the brand is (implicitly what it is not)Designing it – broken down into 3 terms -1. Brand function term – nature of products,

benefits, experiences (concrete or abstract term for high order benefits)

2. Descriptive modifier – the business function (combined 1 & 2 delineate the brand boundaries)

3. Emotional modifier – qualitative nature of what the brand does

4. Defining and Establishing Brand ValuesBrand Mantra – importance

Provides guidance ▪ what products to introduce,▪ ad campaign message, ▪ how to sell, ▪ look of the reception, etc.

Important for a number of reasons -

1. Signals importance of brand to the organization

2. Employees and marketers understand its management

A memorable shorthand for crucial considerations of the brand that must be kept salient / TOM

4. Defining and Establishing Brand ValuesBrand Mantra – other note worthy points

BM derives its power and usefulness from its collective meaning▪ No other brand should singularly excel on all

dimensions

BM are designed to capture PODs – POPs need to be reinforced in other ways

4. Defining and Establishing Brand ValuesBrand Mantra – implementation

BM should be developed at the same time as Positioning▪ Based on Positioning (a few sentences)

Call for inputs from employees, marketing staff Following considerations must come into play -

▪ Communicate – define category of business, the boundaries, and USP

▪ Simplify - memorable, short, crisp and vivid (sometimes more words may be necessary)

▪ Inspire – employees and stake out ground that is personally meaningful & relevant also to consumers

The meaning underlying the mantra has to be articulated so that it is not misinterpreted

Brand charters - for Internal Branding Internal brand communication▪ Employees should be properly aligned with the

brand they represent to build BE▪ Particularly important for service employees

▪ Branding should be perceived as participatory▪ Use intranet, letters from CEO, etc.

Marketing partners▪ Franchisees▪ Retailers, etc

1. Establish Category Membership Product descriptor Exemplar comparisons Product benefits

2. Identify & Choose POP’s & POD’s Desirability criteria

(consumer perspective)▪ Personally relevant▪ Distinctive & superior▪ Believable & credible

Deliverability criteria (firm perspective)▪ Feasible ▪ Communicable▪ Sustainable /Profitable▪ Pre-emptive, defensible &

difficult to attack

3. Communicate & Establish POP’s & POD’s Separate the attributes Leverage equity of another

entity Refine the relationship of

conflicting attributes Update positioning over

time▪ Deepen the brand meaning▪ React to competitive action

4. Defining and Establishing Brand Values - internal branding Brand mantra – core

promise Communicate Simplify Inspire

Brand charters

brand positioning and values

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