Year: 2006

5 Key Elements in Managing a Brand Portfolio

A business needs to stay relevant in a dynamic market in which new categories and sub-categories are emerging, mergers or brand extensions are taking place. Too often a brand finds its market share declining despite retaining strong awareness, image, and even loyalty. Customers are simply no longer buying. A brand portfolio strategy can help address relevance. Managing brands in a coordinated way helps a company to avoid confusing its customers, investing in overlapping product-development and marketing efforts and multiplying its brands at its own rather that its competitor’s expense. Here are five key elements to consider in managing a brand portfolio:

Differentiate

Differentiation is the only alternative to price-dominated competition. However, achieving a sustainable point of differentiation is difficult. Offering base points of differentiation that are effective is generally short-lived as competitors copy them quickly.

A portfolio solution is to create branded differentiators, branded features, services or programmes that provide a sustainable point of differentiation.

Energize

Most brands can use more energy. The energy gap problem is particularly troublesome, ironically, for market-leader firms in mature categories that often have an enviable reputation of high quality, trustworthiness and innovation. Such brands nearly always tend to be viewed as boring.

The portfolio solution is to create a branded energiser, a branded product, promotion, sponsorship programme or other entity that will enhance and energise a target brand. The target brand which may be boring, can be linked to a brand that has substantial energy.

Extend

Most companies desire growth in order to create organisational vitality and to realise the objectives of investors. Even if a growth sub-market is discovered for which competition is modest and an attractive offering is available, a brand asset will be needed to enable the growth option.

A portfolio solution is to create and leverage brand assets. A brand extension strategy leverages brands into adjacent product classes. In doing so it is useful to build brand platforms that will eventually span many products, perhaps using sub-brands rather than looking to incremental extensions.

The concern in any extension decision is the impact that the extension has on the brand – in addition to the help the brand will give to the extension. An ill-conceived or badly implemented extension can damage the brand. Brands can also be used to extend vertically. The super-premium market is attractive as it contains most of the product vitality and attractive margins. Vertical brand extensions are often compelling but they represent delicate brand portfolio issues because moving up involves brand credibility and moving a brand down involves risk.

Clarify

Consumers and employees become frustrated in trying to determine what the firm stands for in the various product-market settings. There is also a lack of brand-building focus, resulting in ineffective use of brand-building budgets. A portfolio strategy can enhance focus and clarity. One route is simply to reduce the number of brands, especially those that are strategic.

Another route is to clarify the roles that the various brands would play, develop them for success in those roles and make sure they are used consistently. Still another is to leverage the corporate brand within the portfolio. This usually represents the people, values and culture of an organisation and it is often ideally suited to being an endorser brand.

Start and end with the consumer

The starting point for marketers is to define categories as consumer do. The marketers need a disciplined way of evaluating their brands’ opportunities, like analizing the need states – the intersection betweet what customers want and how they want it.

Related readings:
Brand Portfolio Strategy by David A. Aaker

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Trends in Product Branding

There are two trends in product branding, which may at first seem disconnected: the focus on product experiences, and the growth of corporate branding.

People increasingly see the product experience as a key driver of the brand relationship. The quality of the product experience is growing in importance after a couple of decades when some companies perhaps lost focus on product performance, particularly in developed markets. If true innovation is defined as product change that provides real solutions to real consumer issues, then it’s not unfair to suggest that some brands ignored this in favour of quick-fix brand extensions which lacked any longer-term impact

Surface innovation that fails to truly innovate or differentiate can have a short-term positive impact on profits. This may be enough for a new product manager under pressure to deliver, but it can turn off consumers in the medium term, as marketing becomes a surrogate for product innovation and stops being truly effective.

Consumers buy products, and for many the product experience is by far their most important touchpoint. It should be stressed that, although it has been over-emphasized on occasion, the so-called softer side of the brand remains an important component of the brand alchemy. Through a brand’s emotional story, the product experience is amplified and linked to the consumer’s imaginative life – it is all a matter of balance.

The second trend is the development of corporate brands, which have traditionally stayed ‘behind the scenes’. Procter & Gamble’s name is increasingly visible on many of its brands. Its main competitor Unilever also announced early last year that they would use their corporate name in customer-facing marketing activities. We could also mention Nestlé, Danone and many others, which have been historically keen to hide their wide range of branded products from consumers. Many reasons drive the decision to appear as one company under an ‘umbrella brand’. In part it is a response to a global marketplace, but the main factor is the need to rationalise marketing spend.

Many companies have developed multi-layered and extremely complex brand architectures over the years – some for historical reasons (like brand acquisitions), some possibly due to a lack of internal cohesion or communication. The trends toward corporate branding and an emphasis on the product allow us a different perspective on what brand architecture could and should look like. They imply a simplified brand structure in which the corporate brand would directly endorse a range of product brands, with all intermediate brand levels progressively disappearing. This would clarify the offers, put the product back at centre stage for consumers, and force companies to really define their corporate brand and related values.

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Broaden Your Brand

Scott Bedbury, author of A New Brand World: Eight Principles for Achieving Brand Leadership in the 21st Century has five smart ways to build intelligent brandwidth:

1. Develop a beneficial cobranding deal with a good partner
Someone who brings something of value to the table that you don’t have. Starbucks’s deal with United Airlines put Starbucks coffee on United flights worldwide and allowed both sides to achieve important brand objectives.

2. Reach out for a brand extension.
Time magazine had a very popular section in the back of the book that featured interesting people. A brand extension turned that section into People magazine. People magazine was a dazzling success — so much so that it launched its own brand extension: Teen People magazine.

3. Leap into new distribution channels.
Putting Starbucks on United flights cobranded the cup of coffee. Putting whole-bean and ground coffees into more than 30,000 grocery stores created a complementary channel for an existing product.

4. Jump into new product categories.
Think about Ralph Lauren’s line of paints, which are now sold in home-improvement stores. The company unearthed a new category and a new distribution channel. Martha Stewart started with a cookbook. Today, if I need garden clogs, I’ll buy them from her. Starbucks became the maker of the best-selling coffee ice cream in grocery stores around the nation in less than six months.

5. Create a new subbrand.
Nike is a big brand — but Air Jordan is a tremendously successful subbrand. Toyota is a big brand — but Lexus is such a successful subbrand that most car buyers don’t even think of it as the child of a parent company (which may be the best compliment you can pay any subbrand).

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Key Attributes of A Great Brand

A great brand is hard to find and even harder to build. It doesn’t matter if your company is Wal-Mart, your own small grocery store or yourself, every one of them want a great brand, one that exemplifies its best qualities and makes every customer want to purchase its products or services. No one-element makes up a brand. It is both a physical and emotional trigger to create a relationship between consumers and the product or service.

What are the qualities, the attributes, that turn a brand into a great one? I’ll try to put up a list of them here, and I’m looking forward for the readers of this blog to fill in the gaps that might come up:

1. An idea
Behind every brand is a compelling idea, which captures customers’ attention and loyalty by filling an unmet or unsatisfied need.

2. Uniqueness
Does it differentiate you from the other organization in your market?

3. Attractiveness
Does your brand appeal to people? A great brand makes sure that consumers can understand your promise and are attracted by it.

4. Honesty
Customers want to believe the promises made, and they are quick to spot insincerity and over-exaggerated claims. Make sure your brand promises are achievable and can get to the customer.

5. Consistency
Regardless of brand choice and implementation, consistency is one key attribute of a great brand. You must ensure that every aspect of your organization, from marketing materials and Web sites to customer service personnel, maintains the values outlined in your brand.

6. Long term thinking
A long-term approach, makes easier for a brand to travel worldwide, transcend cultural barriers, speak to multiple consumer segments simultaneously, create economies of scale, and let you operate at the higher end of the positioning spectrum. Consumers are looking for something that has lasting value.

7. Relevancy
A great brand has to be relevant. It has to meet what people want, it performs the way people want it to.

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Branding as Art

For those of you that didn’t see the Guy Kawasaki’s post yet titled The art of branding, here is a summary of main rules of branding:

1. Seize the high ground. Establish your brand on positive attributes
2. Create one message. It’s hard enough to create and communicate one branding message. You can pick one message, see if it works, and then try another. But you can’t try several at once.
3. Speak English. Not necessarily, English, but speak in non-jargonese.
4. Apply the opposite test. See if your competition uses the antonyms of the adjectives that you use to describe your product. If it doesn’t, your description is useless.
5. Cascade the message. The marketing department of many companies assume that once they’re put out the press release or run the ad, the entire world understands the message. It’s unlikely that even the entire company does. Start with your board of directors and work down to Trixie and Biff at the front desk and make sure every employee understands the branding.
6. Focus on PR, not advertising. Brands are built on what people are saying about you, not what you’re saying about yourself. People say good things about you when (a) you have a great product and (b) you get people to spread the word about it.
7. Strive for humanness. Great brands achieve a high level of humaness. They speak to you as an individual, not as part of a market.
8. Flow with the go. As much as a I love marketing, at the end of the day, customers ultimately determine what your brand means. Ultimately, you flow with what’s going, and you be thankful that it’s flowing at all.

Guy Kawasaky is author of book The Art of the Start : The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything and video How to Drive Your Competition Crazy.

Read the full post: The Art of Branding

 

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Corporate Branding Key Concepts

Discussing about branding and corporate branding we meet a lot of different and sometimes confusing concepts, sometimes similar or sometimes very different, sometimes unanimously similar understood or sometimes generating controversy in terms of meaning.

Corporate Philosophy – the business mission and values espoused by the management board (or founder).

Corporate Personality – the sum total of the characteristics of the organisation or a distinct organisational culture, which reflects the organisations (or founders) distinct mission and philosophy

Corporate Image – consisting of two components; functional and emotional. Functional relates to tangible characteristics while the emotional component is associated with psychological dimensions that are manifested by feelings and attitudes towards a company. Or it can be described as a profile or sum of impressions and expectations of that organisation, built up in the minds of individuals who comprise its publics.

Corporate Identity – comes into being when there is a common ownership of an organisations philosophy which is manifest in a distinct corporate culture (the corporate personality). At its most profound, the public feel that they have ownership of the philosophy.

Corporate Reputation – a collective representation of a firm’s past actions and results that describes the firm’s ability to deliver valued outcomes to multiple stakeholders.

Corporate Associations – a generic label used for “all information about a organisation that a person holds, including perceptions, inferences, and beliefs about a organisation.

Read more about Corporate Branding and Corporate Identity – what are they ?

 

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6 Types of Brand Extension

I had some posts on brand extensions here before, and tried to categorize brand extension, but here are some excerpts of another interesting categorization by Mike Bawden of Brand Crafting”

The Next Step – An evolutionary brand extension.

The Sequel – More than evolutionary, these extensions tend to be a complete re-thinking of existing products and then re-packaged and represented with or without the lineage clarified.

The Spin-Off – Just as the name implies, these are extensions that take some small element of the original and tries to make a full-blown brand out of it.

The Partnership – Co-branded extensions can confuse and confound customers, eventually pissing them off in the process.

The Anti-Brand – Not really an extension, these are brands that leverage the brand awareness of another product to their benefit by claiming to NOT be them.

The Non-Sequitur – These are brand extensions that generate a “huh?” reaction out of consumers.

Read more on the subject, from Amazon.com:

Brand Extensions: Keys to success in international marketing

Brand Stretch: Why 1 in 2 extensions fail, and how to beat the odds: A brandgym workout

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Evaluate Your Name

When re-branding a business or a product or when you set up a new one and have to come up with a brand new name you should find a way to evaluate among different options that might come up in order to choose the best one out of them. Here I just stumble upon and interesting tool to dissect potential names into the nine categories to make it easier to understand why name work or don’t work, and to more easily weigh the pros and cons of one name versus another:

Appearance – Simply how the name looks as a visual signifier, in a logo, an ad, on a billboard, etc.

Distinctive – How differentiated is a given name from its competition. Being distinctive is only one element that goes into making a name memorable, but it is a required element, since if a name is not distinct from a sea of similar names it will not be memorable.

Depth – Layer upon layer of meaning and association. Names with great depth never reveal all they have to offer all at once, but keep surprising you with new ideas.

Energy – How vital and full of life is the name? Does it have buzz? Can it carry an ad campaign on its shoulders?

Humanity – A measure of a name’s warmth, its “humanness,” as opposed to names that are cold, clinical, unemotional. Another – though not foolproof – way to think about this category is to imagine each of the names as a nickname for one of your children.

Positioning – How relevant the name is to the positioning of the product or company being named, the service offered, or to the industry served.

Sound – Again, while always existing in a context of some sort or another, the name will be heard, in radio or television commercials, being presented at a trade show, or simply being discussed in a cocktail party conversation.

“33” – The force of brand magic, and the word-of-mouth buzz that a name is likely to generate. Refers to the mysterious “33” printed on the back of Rolling Rock beer bottles for decades that everybody talks about because nobody is really sure what it means. “33” is that certain something that makes people lean forward and want to learn more about a brand, and to want to share the brand with others. The “33” angle is different for each name.

Trademark – As in the ugly, meat hook reality of trademark availability. All of the names on this list have been prescreened by a trademarked attorney and have been deemed “likely” for trademark registration.

Read more about it here

Posted on by Daniel

Branding Is Strategy

Few independent business owners have the time and resources to dedicate to the level of detail big corporates do in their branding. But there are plenty of things the big companies do well that small-business owners should consider as they strive for long-term survival:

1. Establish a strong brand position

Defining a market position is the most critical step in developing a brand. You must know who you are before you can get to where you want to be. Brand positioning characterizes the way a company wants its target audience to think about its brand. It is the core message you want to deliver in every medium, and it creates clarity, consistency and continuity in the way the organization speaks to the market. Essential to an effective positioning statement is the concept of narrowing rather than broadening a company’s focus. The secret to a good brand-positioning strategy is a clear message that talks about your strengths and explains to customers why your product is the best in your category or industry.

2. Use market research to create a strategic plan

When most of us think of market research, we think of statistics, focus groups and expensive surveys. In most cases, that is overkill. Market research needs to answer only a few key questions — the simpler, the better. Big businesses take feedback and apply it to a strategic plan. They evaluate sales and segment performance, predict sales growth, compile market trends and consumer insights, identify key drivers from the previous year’s successes and failures, set firm marketing objectives for the coming year, estimate costs and craft tactical programs and marketing initiatives to achieve those objectives. Good planning allows companies to continuously measure, refine and optimize their marketing mix. You should demand that all programs have financial benefits and amplify sales. Spend wisely, and know your cost per generated lead.

3. Everything you do communicates, so be consistent

The perception of your company and brand is defined by the interactions people have with your company. Your message must be consistent and compelling at all points of contact with customers.
Take a look at any coupon, print ad, television commercial or Web site for IBM Corp. Every message is marked by a vivid blue color, graphic elements influenced by the geometric shape of the logo, a single-minded tagline, uniform font type in headlines and the same tone across all printed material.

4. Being unique is crucial, even if you’re coming in second

Companies that grab market share first often grab the glory, but they aren’t always the last one standing. At one time, The Procter & Gamble Co. was second to Union Carbide Corp. in marketing disposable diapers. Dell Inc. unseated Compaq Computer Corp. by marketing to the upcoming college generation. The secret to second-mover advantage: You can’t propose just a me-too idea; you need a unique angle to spin. Me-too businesses rarely survive. They usually end up in price wars because they don’t have anything unique that establishes value in the minds of their prospects. They are left with only one competitive weapon: price. Unless you have a significant cost advantage over your competitors, you will lose.

5. Speak to the consumer and create value

Does your marketing material directly address the value of doing business with your company? Can it answer any consumer’s basic question, “What’s in it for me?” Some companies forget communication is about getting consumers to see brand benefits for themselves. To get that across, a brand must speak from the consumer’s point of view, not the marketing department’s. Remove all those meaningless benefits from your Web site and other communications materials. Replace them with the added value customers are after.

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3 Questions to Ask Yourself Before Develop Your Brand

Before you begin developing a brand, you must have a solid understanding on who your customers are and how do you intend to serve them. Details can be extracted from your marketing plan or mission statement, but after all there everithing goes to asking yourself the next questions:

How do I want consumers to view my company? – Is the identity you want to portray friendly and personable? Professional? Efficient? Creative? Innovative? Appropriate for your target market? To begin choosing your branding direction, it may be helpful to write a list of characteristics that people would ideally use when describing your business. Identify the words you want consumers to recall when your business comes to mind.

Who are my customers and how does my product or service address their needs? – You need a strong understanding of your customer base to create an effective branding strategy. The idea of branding is to tell a consumer in as few words as possible how you will fulfill their needs. Knowing their needs is the first part, and communicating how you intend to fulfill those needs is the second.

Who are my competitors and why is my product or service better? – Sometimes looking at the competition can give you food for thought. You can see what is working for them and what is not working, and keep that information in mind as you create your own brand. Study people’s perceptions of other businesses. Use your personal experience as a consumer to guide you. Emphasize what is unique about your business that makes it a better choice than the competition.

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