MarketingBrand Management

MGT515

LECTURE 01

Instructor: Laeeq Hassan Jaswal

Brand Management

• Prerequisite: MGT 411

Course objectives• If strong brands are among the company's most

valuable assets, managing and developing them becomes of crucial importance for the long term profitability of a firm.

• Brands are special, they are managed by companies, but their positions will often reside in consumers' minds. This implies that a brand strategist has to combine skills: deep customer insight, and clear strategic vision. This course gives an introduction to both of these areas of skills

Course Outline• 1) To increase understanding of the important issues in

planning and evaluating brand strategies;

• 2) To provide the appropriate theories, models, and other tools to make better branding decisions; and

• 3) To provide a forum for students to apply these principles. • It is not enough to simply tell marketplace war stories or just

read cases for examples of how to do something. This is because every situation is different. Therefore, in order to learn how to create and manage brands, you need to analyze and deconstruct examples and cases. From these exercises you will begin to get insights into WHY things happen or don’t happen. In other words, you will begin creating your own theories of how branding is done and learn to compete in local and global market.

Major Segments To Be Covered1. Introduction to brand management. History of branding, future challenges. Consumers and their brands.2. The Customer Based Brand Equity framework. Brand knowledge and associations3. Brand elements4. Brand Identity planning and positioning strategies5. Tying the knot: The relationships between brands and their buyers6. Secondary brand associations: how can they help to leverage and fortify the brand position7. Leveraging the brand: gaining competitive advantage through brand and line extensions

7. Leveraging the brand: gaining competitive advantage through brand and line extensions 8. Establishing a brand portfolio strategy: from house of brands, endorsed brands, sub-brands, to a branded house9. Corporate branding issues10. Brands and the role of the www: critical isses when integrating the off- and online world11. Brand revitalization and repositioning

Text Book

• Kevin Lane Keller, M.G. Parameswaran, Isaac Jacob. (2011); Strategic Brand Management: Building, Measuring, and Managing Brand Equity, 3rd. Edition; Pearson, Prentice Hall Low Price Edition

CHAPTER 1:

BRANDS & BRAND MANAGEMENT

1.8

What is a brand?

• For the American Marketing Association (AMA), a brand is a “name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition.”

• These different components of a brand that identify and differentiate it are brand elements.

1.9

What is a brand?

• Many practicing managers refer to a brand as more than that— as something that has actually created a certain amount of awareness, reputation, prominence, and so on in the marketplace.

• We can make a distinction between the AMA definition of a “brand” with a small b and the industry’s concept of a “Brand” with a capital b.

1.10

Brands vs. Products

• A product is anything we can offer to a market for attention, acquisition, use, or consumption that might satisfy a need or want.

• A product may be a physical good, a service, a retail outlet, a person, an organization, a place, or even an idea.

1.11

Five Levels of Meaning for a Product

• The core benefit level is the fundamental need or want that consumers satisfy by consuming the product or service.

• The generic product level is a basic version of the product containing only those attributes or characteristics absolutely necessary for its functioning but with no distinguishing features. This is basically a stripped-down, no-frills version of the product that adequately performs the product function.

• The expected product level is a set of attributes or characteristics that buyers normally expect and agree to when they purchase a product.

• The augmented product level includes additional product attributes, benefits, or related services that distinguish the product from competitors.

• The potential product level includes all the augmentations and transformations that a product might ultimately undergo in the future.

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• A brand is therefore more than a product, as it can have dimensions that differentiate it in some way from other products designed to satisfy the same need.

1.13

• Some brands create competitive advantages with product performance; other brands create competitive advantages through non-product-related means.

1.14

Why do brands matter?

• What functions do brands perform that make them so valuable to marketers?

1.15

Importance of Brands to Consumers

• Identification of the source of the product• Assignment of responsibility to product maker• Risk reducer• Search cost reducer• Promise, bond, or pact with product maker• Symbolic device• Signal of quality

1.16

Reducing the Risks in Product Decisions

• Consumers may perceive many different types of risks in buying and consuming a product:

• Functional risk—The product does not perform up to expectations.

• Physical risk—The product poses a threat to the physical well-being or health of the user or others.

• Financial risk—The product is not worth the price paid.• Social risk—The product results in embarrassment from

others.• Psychological risk—The product affects the mental well-

being of the user.• Time risk—The failure of the product results in an

opportunity cost of finding another satisfactory product.

1.17

Importance of Brands to Firms

• To firms, brands represent enormously valuable pieces of legal property, capable of influencing consumer behavior, being bought and sold, and providing the security of sustained future revenues.

1.18

Importance of Brands to Firms

• Identification to simplify handling or tracing• Legally protecting unique features• Signal of quality level• Endowing products with unique associations• Source of competitive advantage• Source of financial returns

1.19

Can everything be branded?

• Ultimately a brand is something that resides in the minds of consumers.

• The key to branding is that consumers perceive differences among brands in a product category.

• Even commodities can be branded:– Coffee (Maxwell House), bath soap (Ivory), flour

(Gold Medal), beer (Budweiser), salt (Morton), oatmeal (Quaker), pickles (Vlasic), bananas (Chiquita), chickens (Perdue), pineapples (Dole), and even water (Perrier)

1.20

An Example of Branding a Commodity

• De Beers Group added the phrase “A Diamond Is Forever”

1.21

What is branded?

• Physical goods• Services• Retailers and distributors• Online products and services• People and organizations• Sports, arts, and entertainment• Geographic locations• Ideas and causes

1.22

Source of Brands Strength

• “The real causes of enduring market leadership are vision and will. Enduring market leaders have a revolutionary and inspiring vision of the mass market, and they exhibit an indomitable will to realize that vision. They persist under adversity, innovate relentlessly, commit financial resources, and leverage assets to realize their vision.”

Gerald J. Tellis and Peter N. Golder, “First to Market, First to Fail? Real Causes of Enduring Market Leadership,” MIT Sloan Management Review, 1 January 1996

1.23

Importance of Brand Management

• The bottom line is that any brand—no matter how strong at one point in time—is vulnerable, and susceptible to poor brand management.

1.24

What are the strongest brands?

Top Ten Global BrandsBrandBrand 2006 2006

($Billion)($Billion)2005 ($ 2005 ($ Billion)Billion)

1. Coca-Cola2. Microsoft3. IBM4. GE5. Intel6. Nokia7. Toyota8. Disney9. McDonald’s10. Mercedes-

Benz

67.0056.9356.2048.9132.3230.1327.9427.8527.5021.80

67.5359.9453.3847.0035.5926.4524.8426.4426.0120.00

1.26

Branding Challenges and Opportunities

• Savvy customers• Brand proliferation• Media fragmentation• Increased competition• Increased costs• Greater accountability

1.27

The Brand Equity Concept

• No common viewpoint on how it should be conceptualized and measured

• It stresses the importance of brand role in marketing strategies.

• Brand equity is defined in terms of the marketing effects uniquely attributable to the brand.– Brand equity relates to the fact that different outcomes

result in the marketing of a product or service because of its brand name, as compared to if the same product or service did not have that name.

1.28

Strategic Brand Management• It involves the design and implementation of marketing

programs and activities to build, measure, and manage brand equity.

• The Strategic Brand Management Process is defined as involving four main steps:

1. Identifying and establishing brand positioning and values

2. Planning and implementing brand marketing programs

3. Measuring and interpreting brand performance

4. Growing and sustaining brand equity

1.29

1.30

Strategic Brand Management Strategic Brand Management ProcessProcess

Mental mapsCompetitive frame of referencePoints-of-parity and points-of-differenceCore brand valuesBrand mantra

Mixing and matching of brand elementsIntegrating brand marketing activitiesLeveraging of secondary associations

Brand value chainBrand auditsBrand trackingBrand equity management system

Brand-product matrixBrand portfolios and hierarchiesBrand expansion strategiesBrand reinforcement and revitalization

Key ConceptsSteps

Grow and sustainbrand equity

Identify and establishbrand positioning and values

Plan and implement brand marketing programs

Measure and interpretbrand performance