Strategic Brand Management - Template

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Strategic Brand ManagementExeter MBA and MSc – Day 2Brand StrategyAaker’s Brand Identity SystemBRAND IMAGEBRAND IDENTITYHow the brand is nowperceivedHow strategists want the The part of the brand identity andbrand to be perceivedvalue proposition to be activelycommunicated to a target audienceUnderstand ImageDevelop IdentityBRAND POSITIONMarket PositionJack Buckner1

Planning Brand StrategyConsumer PerceptionsMarketingCompany IntentionsCommunicationBRAND IMAGEProcessHow strategists want thebrand to be perceivedHow the brand is nowperceivedUnderstand ImageBRAND IDENTITYMarket positionDevelop identityJack BucknerPlanning Brand StrategyConsumer ImageBrand StrategyMarket PositionJack Buckner2

Brand Strategy Platforms Leo Burnett: ‘Brand Essence’Essence’– Functions» What is it?» What is it for?» What does it do?– Difference» How is it better?» How is it different?– Personality» How should people feel about it?» Why should they like it?» Why should they respect it?– Source» What does the company stand for?» What are its aims?Jack BucknerBMP DDB: ‘Brand Position’ Proposition– Key benefits– Core identity– Points of leverageTarget Audience– Primary– SecondaryAdvantage– Points of superiority– Points of parityCommunication– Augmenting the message– Reinforcing the message– Diffusing the messageJack Buckner3

Kapferer: Brand Identity Platform Why must the brand exist?From where does the brand speak?What is the brand’brand’s vision of the productcategory?What are our values?What is the brand’brand’s specific knowknow-how?Who are we addressing?What image of the customers do we want torender?Jack BucknerBrand Identity ltureReflectionSource: Kapferer(1997)Strategic BrandManagementSelf-imageCustomerJack Buckner4

Brand Identity PrismDiscreetQuality shirttennis golfcrocodileWithout FancyPersonalityPhysiqueSocial conformity &distinctionCultureRelationshipNeither too feminineor too masculinetransgenerationalSource: Kapferer(1997)Strategic BrandManagementReflectionIndividualismaristocratic idealsclassicismSelf-imageBelonging to a clubCustomerJack BucknerPlanning Brand StrategyConsumer PerceptionsMarketingCompany IntentionsCommunicationBRAND IMAGEHow the brand is nowperceivedUnderstand ImageProcessBRAND IDENTITYHow strategists want thebrand to be perceivedEXECUTIONMarket positionDevelop identityJack Buckner5

Brand Strategy - execution Cannot be all things to all consumersClarity in consumer understandingClarity in company intentionsProduct and brand must be alignedAuthentic strategyRealistic expectationsBudgetsTimeExecutional excellence and don’don’t forget all the messy stuffJack BucknerGetting it RightLucozade established 1920’s‘Hospital’ recovery drink1980’s ‘Lucozade replaceslost energy – link to sports1980’s – 1990’s – sportsmarketing and endorsement1999 – Lara CroftProduct range evolved ‘energy replacement’Jack Buckner6

Lucozade StrategyBrand ImageBrand PositionBrand IdentityTraditional, hospitaldrink withrestorativepropertiesThe BrandMarketing StrategySports, fun, fast,performanceenhancingEXECUTIONLucozade aidsrecoveryLucozadeimprovesperformanceJack BucknerLucozade Strategy Brand Image– Traditional and tired BUT a product truth Brand Identity– A sports performance drink Brand Position– Fast and athletic Marketing Strategy– Target a growth market– Use sports and sports communicationJack Buckner7

Lucozade ExecutionDaley Thompson – Olympic gold medalist– 1980’s British athletics – Linford Christie – late1980’s Established sports and nutrition centre –research leadership Lara Croft – 1990’s Jonny Wilkinson – return to sports Jack BucknerWhat Lucozade did right? Discovered a product ‘truth’truth’Identified a growth market – sports drinksIdentified a new target audienceIntegrated strategy – marketing and productEffective use of marketing disciplines –advertising, promotions, pr, inin-store, packagingAssumed leadership – researchStrong executional vehiclesInvested heavilyJack Buckner8

Getting it WrongRationale:Repackage the Post Office GroupThree silos – Post Office, Royal Mail,ParcelforceChange internal and externalperceptionsNew world of integratedcommunicationsJack BucknerConsignia StrategyBrand ImageBrand PositionBrand IdentityPost OfficeThe BrandMarketing StrategyIntegratedcommunicationscompanyRoyal MailParcelforceTraditional postalservicesEXECUTIONJack Buckner9

What Consignia did wrong?No benefit to consumer Re-branding doesn’t solve an organization’sinternal problems Lack of alignment between externalambition and internal re-organization Coincided with ‘down-sizing’ No significant product change Didn’t invest behind re-branding Jack BucknerAt last . StarbucksFounded in 1971 – mate in Moby DickIn 1982 – Howard Schultz joinedLeft in 1985 – acquired Starbucks in1987Lost money 1987 – 1989Massive US growth – from 17 storesin 1987 to 5689 in 2002Spent less than 20 million ontraditional media from 1987 - 1997Jack Buckner10

Some Schulz quotes“Brand has to start with the culture andnaturally extend to our customers.” “Our brand is based on the experience thatwe control in our stores.” “Starbucks is as relevant in Tokyo, Madridor Berlin as it is in Seattle.” “Real estate business in America is a very,very tough game.” Jack BucknerStarbucks – a consistent brandThe Store EnvironmentThe location and retailexpansionThe Product OfferingThe BaristasConsistency in image, positioning and identityNote – Consistency is different from predictable and boringJack Buckner11

Planning Brand StrategyThe BrandThe MarketThe ConsumersHistory, traditions,product mixGrowth, static,functional or symbolicHabits, patterns,groupsStrategy ChoicesThe CompetitiveEnvironmentCompetitors andstrategiesCurrent SituationThe CustomersMarket share,resourcesRetail channels,organizational issuesJack BucknerStrategy Alternatives – MarketpositionChallenger Brand Strategies – Eating theBig Fish – Adam Morgan Leadership strategies Do Market leaders always need to lead? Niche brand strategies Jack Buckner12

Eating the Big FishBreak with your immediate past Build a lighthouse identity Assume thought leadership Create symbols of re-evaluation Similar to differentiation Targeted at Challenger Brands Jack BucknerStrategy AlternativesIndustry considerations Growth or mature market? Functional or symbolic purchase? Do functional brands really exist? (ownlabel, retail brands) Jack Buckner13

Brand Strategies and Consumer ChoiceProcessesHigh Involvement/RiskSYMBOLIC BRANDSCultural FUNCTIONAL BRANDSLearningMemoryHabitPerceptionMinimise EffortLow Involvement/RiskJack BucknerStrategy Choices – functional versusSymbolic brandsSymbolic brands – investment, brandimage, trust, communication Functional brands – value, packaging,repeat purchase, shelf space, convenience Jack Buckner14

Revitalising Mature FMCG’sFocus on loyal or exiting users Increase purchase freqeuncy Increase usage frequency Increase distribution Refresh favourable perceptions and salience Packaging Jack BucknerP & G’s value pricing - 1Brand management system Premium prices Discounts Jack Buckner15

P & G’s value pricing - 2Changed to category management Simplified product range Eliminated 25% SKU’s Mega-branding (brand extensions) Introduced value pricing Organizational efficiencies Eliminated discounts Invested in brand building communications Jack BucknerP & G’s value pricingIncrease in both profitability and marketshare Illustrated effective branding strategy inmature markets Jack Buckner16

Strategic Brand Management Exeter MBA and MSc –Day 2 Brand Strategy Jack Buckner Aaker’s Brand Identity System BRAND IMAGE How the brand is now perceived BRAND IDENTITY How strategists want the brand to be perceived BRAND POSITION The part of the brand identity and value pro

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