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1、Strategic Brand Management,WELCOME!Class#4-March 26th,2003Soni Simpson,03/12/03 AGENDARecapBrand ElasticityGood To Great Companies/HedgehogMarket ShareBrand Development IndexBrand SwitchingBrand ManagementConsumer Based Brand Equity ModelConsumer Conversion Model4 Step Brand BuildingConsumer Based B
2、rand Equity PyramidPositioning Basics,Strategic Brand Management,IN CLASS CASE STUDIESProduct Level/Brand HierarchyBDI/CDIConversion ModelNext Weeks assignment,Consumer-Based Brand Equity Pyramid,Brand Salience,Consumer-BrandResonance,ConsumerJudgements,ConsumerFeelings,BrandPerformance,BrandImagery
3、,4 Intense,Active Loyalty,1 Deep Broad Brand Awareness,2 Points of Difference,3 Positive Accessible Reactions,Consumer Acceptance Cycle,Consumer-Based Brand Equity Pyramid,Salience,Resonance,Judgements,Feelings,Performance,Imagery,LoyaltyAttachmentCommunityEngagement,QualityCredibilityConsiderationS
4、uperiority,Warmth,FunExcitement,Security,SocialApproval,Self-Respect,4 Brand Relationships(WHAT About You AND ME?),1 Brand Identity(WHO Are You?),2 Brand Meaning(WHAT Are You?),3 Brand Response(WHAT About You?),User ProfilesPurchase and Usage SituationsPersonality&ValuesHistory,Heritage,&Experiences
5、,Brand Characteristics Price,Category IdentificationNeeds Satisfied,Brand Positioning Basics,“Act of designing the companys offer and image so that it occupies a distinct and valued place in the target consumers minds”,Philip Kotler,Brand Positioning Basics,“A positioning must beOne,two or three wor
6、ds,phrases or sentences about your brand that you want to imprint in the heads of key stakeholders.,Kevin Clancy,Copernicus,Brand Positioning Basics,“So clear,so succinct,and so powerful that once launched,it begins to move people toward your new evolving brand”,Kevin Clancy,Copernicus,Brand Positio
7、ning Basics,THE POSITIONING STATEMENT DRAWS ON THE STRONGEST ASSETS OF THE BRANDS EQUITYClarifies what brand is all aboutUniqueness/Point of DifferenceWhy consumers should BUY&USE(Addresses their needs better than competition),Positioning=The Heart Of Marketing Strategy,Brand Positioning Basics,Stat
8、e the thought you wish to implant in your targets mind:TO(core target audience),(Brand Name),IS THE(frame of reference)THAT(owned benefit)BECAUSE(support or reason to believe),Power Positioning,Consumer Insights,In order to improve your consumer understanding:Rather than identify consumers,identify
9、WITH themKnowledge only gets you halfway there-you need a plan to put into actionKnow what is in your consumers hearts and mindsas well as the market research numbersBe curious about the world around and human behavior,Dave Sutton,Zyman Marketing Group,Strategic Brand Management,Consumer DrivenStrat
10、egic Planning,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Strategies:Fact Based choices on who,how and why,Consumer Insight:Singularly focused need,desire or want,Tactics:Activities/capabiliti
11、es what,where and when,Actions:Execution,feedback,assessment,and improvement,Brand Development,Consumer Driven Marketing CycleStrategic Execution as a CycleStrategy Explicitly linked toActionAssessment,Brand saturationHigh Cost,Make Fact-based choices on who,how and why,Create what tactics and capab
12、ilities are needed,where they are needed and when,Take action,get feedback,assess&improve,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map the Marketspace,Select Most Valuable Customers,Choose a Winning Positioning,Create the Tactical Plan,Build Operational Capabilitie
13、s,Define Performance Measures,Execute the Tactical Plan,Assess Performance,Succeed And Improve,Mark Kerback,Kerback&Company,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Strategies:Fact Based choices on who,how and why,Consumer Insight:Singularly focused need,desire or
14、want,Tactics:Activities/capabilities what,where and when,Actions:Execution,feedback,assessment,and improvement,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Strategies:Fact Based choices on who,how and why,Consumer Insight:Singularly focused need,desire or want,Brand De
15、velopment,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map The Market-space,Select the Most Valuable Consumers/Customers,Choose A Winning Positioning,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map The Market-space,Select the Most Valuable Consumers/Custo
16、mers,Choose A Winning Positioning,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map The Market-space,Select the Most Valuable Consumers/Customers,Choose A Winning Positioning,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map The Market-spac
17、e,Select the Most Valuable Consumers/Customers,Choose A Winning Positioning,Brand Development,Consumer Driven Marketing Cycle,Brand saturationHigh Cost,Map the Marketplace,Select Most Valuable Customers,Choose a Winning Positioning,Create the Tactical Plan,Build Operational Capabilities,Define Perfo
18、rmance Measures,Execute the Tactical Plan,Assess Performance,Succeed And Improve,Mark Kerback,Kerback&Company,Strategic Brand Management,Some Textbook Highlights,Make Sure You Know,What Ive covered in class Brand Elements and the decision criteria(inherently memorable,meaningful,may not relate to th
19、e product/just be likeable,transferable,adaptable/flexible,legally protectable)Understand application of Customer Based Brand Equity applications,Make Sure You Know,Designing Marketing Programs will be next halfSecondary Associations in 2nd half,Strategic Brand Management,In Class Case StudyBrand De
20、velopment vsCategory Development,Brand Development,BDI/CDI Matrix,Brand Develop-ment,Category Development,Brand may have reached point of market saturationHigh Cost of Minor Share Gains,Brand saturationHigh Cost,Cost of Obtaining initial awareness and trial May be fighting negative consumer percepti
21、ons,Cost of trial Negative consumer perceptions,Stronger base from which to build shareMore efficient expenditure of marketing funds,Strategic Brand Management,Which markets are A,B and C markets?Where should the company invest?,Strategic Brand Management,In Class Case StudyHair Care Brand EquityBra
22、nd Progress Analysis,Brand Value:Brand Hierarchy Pyramid,Beliefs&Core Values,Benefits,Features&Attributes,The emotional beliefs and values that consumers feel are being addressed by our brand(CENTRAL),The functional and emotional benefits that our product/services provides to the consumer(EXPRESSIVE
23、),Product/Service features and/or attributes that must be addressed(FUNCTIONAL),Very meaningful in differentiating our Brand but very difficult to deliver consistently to our consumers,Easy to deliver and explain to consumers but also easy to imitate,Non-CategoryBrands They Identify With,Largest Gro
24、wth OpportunityCase Study,Brand,Consumer Segment(%of Category Consumers),Social/Emotional Payoffs,CategoryProduct Support,Category Brands Used,Demographics,BRANDIMAGE,CONSUMERDESIRES,Brands They Identify WithCover GirlGapCalvin KleinTommy HilfigerPorsche,Largest Growth OpportunityCase Study,TRESemme
25、 Image,Girlish Segment(19%of Hair Care Consumers),Social/Emotional Payoffs,Hair CareProduct Support,AlluringGlamorousSophisticated,Beauty&GlamourProfessionals UseUp To Date,FashionLarge SizesHealthy,Beautiful Hair,Sweet,Pretty,YouthfulOutgoing,Friendly,FunGlamorous,SexyAttractive,Looking BestCool,on
26、-trend,For the youngTrendy/fashionCosts MoreExoticFunGlamorous hair,Hair Care Brands UsedEffect BrandsClairol Herbal EssencesBig Beautify Brands,Youthful(skew under 21)SingleLess Educated,Largest Growth OpportunityCase Study,UNAWARE,NAME AWARENESS,BRAND FAMILIARITY,TRIAL,ACCEPTANCE,USAGE,REGULAR USA
27、GE,Largest Growth OpportunityCase Study,UNAWARE,%,NAME AWARENESS,%,BRAND FAMILIARITY,%,TRIAL,%,ACCEPTANCE,%,USAGE,%,REGULAR USAGE,Significantly higher than average(95%)Significantly lower than average(95%),Largest Growth OpportunityCase Study,UNAWARE,%,NAME AWARENESS,%,BRAND FAMILIARITY,%,TRIAL,%,AC
28、CEPTANCE,%,USAGE,%,REGULAR USAGE,Unaware to aware,Aware to Familiar,Familiar to Trial,Trial to Acceptance,Acceptance to Usage,Usage to Regular Use,Directionally higher than average(80%),Significantly higher than average(95%)Significantly lower than average(95%),Largest Growth OpportunityCase Study,U
29、NAWARE,%,NAME AWARENESS,%,BRAND FAMILIARITY,%,TRIAL,%,ACCEPTANCE,%,USAGE,%,REGULAR USAGE,Unaware to aware,Aware to Familiar,Familiar to Trial,Trial to Acceptance,Acceptance to Usage,Usage to Regular Use,Directionally higher than average(80%),Significantly higher than average(95%)Significantly lower
30、than average(95%),Largest Growth OpportunityCase Study,UNAWARE,%,NAME AWARENESS,%,BRAND FAMILIARITY,%,TRIAL,%,ACCEPTANCE,%,USAGE,%,REGULAR USAGE,Unaware to aware,Aware to Familiar,Familiar to Trial,Trial to Acceptance,Acceptance to Usage,Usage to Regular Use,Directionally higher than average(80%),La
31、ck of presence&intrusiveness-1.4%SOV(vs 1.9%SOM)-Up against fierce big players at retailNot talking to consumer at time of needMessage not communicating benefits well enoughTop Players invest heavily in trial vehicles(FSI,launch sampling,in-ads,off shelf)Need Uniqueness,Increased relevance(hair/prod
32、uct benefits,formulas)Competition is there at time of need(merchandising,promotion,advtg),Significantly higher than average(95%)Significantly lower than average(95%),Largest Growth OpportunityCase Study,UNAWARE,%,NAME AWARENESS,%,BRAND FAMILIARITY,%,TRIAL,%,ACCEPTANCE,%,USAGE,%,REGULAR USAGE,Unaware
33、 to aware,Aware to Familiar,Familiar to Trial,Trial to Acceptance,Acceptance to Usage,Usage to Regular Use,Directionally higher than average(80%),Strategic Brand Management,In Class Case Study GROUPS OF 5Hair Care Brand EquityBrand Progress AnalysisWhat Is TRESemmes Biggest Growth Opportunity and Wh
34、y?Give General Marketing Strategy Ideas as to What the Brand Should Do Given this Information.What Other Information Do You Need?,Largest Growth OpportunityAwareness to Trial,AwarenessIncrease Presence:Advertising,blocking,displaysIncrease Communication Intrusiveness:RecencyFamiliarityEnhance Messag
35、e Communication:Advertising,hair&product effects/benefits,integrated brand personality,Largest Growth OpportunityAwareness to Trial,TrialIncrease Persuasion&Interest:Advertising,PRTrial Inducement:POP,FSIs,In ads,WebRegular UsageIncrease Uniqueness&Relevance:Hair/product effectsLoyalty Building thro
36、ugh recency(Advtg&POP),03/12/03 AGENDARecapBrand ElasticityGood To Great Companies/HedgehogMarket ShareBrand Development IndexBrand SwitchingBrand ManagementConsumer Based Brand Equity ModelConsumer Conversion Model4 Step Brand BuildingConsumer Based Brand Equity PyramidPositioning Basics,Strategic
37、Brand Management,IN CLASS CASE STUDIESProduct Level/Brand HierarchyBDI/CDIConversion ModelNext Weeks assignment,03/19/03 ASSIGNMENTSBM Chapters 4-5Good/Bad branding comparative one-pager and images-or-Brand example utilizing effective brand elements one pager.,Strategic Brand Management,Walgreens vs
38、 Wal-mart Small Group Case Study(4 people)DUE MARCH 26th 6pm.Compare and contrast Walgreens as a brand vs Wal-mart as a brand.Compare and contrast one category section of multiple consumer packaged goods in both Wal-mart vs in Walgreens(examples include shaving,cosmetics,candy,snacks,vitamins,deodor
39、ants,toothpasteetc).How does management of the retailers brand equity translate into 1)strategies/tactics that the consumer sees 2)into product offerings available 3)retail experience.2-4 page typed analysis.Visual attachments/exhibits encouraged.,Strategic Brand Management,Strategic Brand Management,Feedback,Strategic Brand Management,THANK YOU!Class#1-March 5th,2003Soni Simpson,
