BRAND	
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CONSU...
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BRAND	
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BRAND...
BRAND	
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BENEF...
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Sony	...
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WHAT’...
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MOST	...
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Brand...
BRAND	
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RelaI...
BRAND	
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HOW	
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ARCHI...
BRAND	
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EXAMP...
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EXAMP...
BRAND	
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WHEN	...
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EXAMP...
BRAND	
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  LLC	
   	
   	
   	
   	
   	
   	
   	
  	
  	
  	
  	
  	
  	
   	
  	
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EVALU...
BRAND	
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  LLC	
   	
   	
   	
   	
   	
   	
   	
  	
  	
  	
  	
  	
  	
   	
  	
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BRAND...
BRAND	
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REAL	...
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There...
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McDON...
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McDON...
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McDON...
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  AUGUST	
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Assessing Your Brand Architecture August 2015

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Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.

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  • For example, take a brand like Sony.
    Here’s a few ways Sony presents itself to the world.
    Sony is primary – it is the ‘master brand’ – the story teller.
    The other names are sub-brands, partner brands, programs and products.
    They all live within the world of “Sony,” and both support and draw strength from the master brand.

    As with Sony, you need to think who’s telling your story make it a prominent part of the story.
  • Three buckets, bullets above
  • http://www.businessweek.com/stories/2003-03-02/mcdonalds-hamburger-hell
    http://www.nbcnews.com/id/4433307/ns/business-us_business/t/mcdonalds-phasing-out-supersize-fries-drinks/#.VA-bn1birKg
  • Assessing Your Brand Architecture August 2015

    1. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   CONSUMER INSIGHTS FOR SUSTAINING BRAND RELEVANCE Copyright © 2015 Brand Amplitude LLC All Rights Reserved – May Not Be Reproduced Without Permission BRAND ARCHITECTURE: DESIGNING YOUR BRAND PORTFOLIO FOR SUCCESS Carol Phillips & Judy Hopelain August 2015 NEED A NEW IMAGE- ANOTHER APPLE?
    2. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   QUESTIONS  WE  ANSWER  HERE   §  What  is  brand  architecture  and  why  is  it  important?   §  What  are  the  various  roles  brands  play,  how  are  they  determined  and  why  are  they   useful?   §  What  is  the  range  of  brand  architecture  soluMons,  what  are  their  implicaMons  and   what  determines  which  is  the  best  opMon?   §  How  do  marketers  go  about  developing  architecture  soluMons  for  their  brands?   §  How  does  this  work  in  the  real  world?     1
    3. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  OVERVIEW   Brand  architecture  is  part  organizaMon…   2   …and  part  military  strategy  
    4. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  DEFINED   Architecture  is  about  opMmizing  the  hierarchy,  linkages,  and  roles  of  brands  within  the   porRolio  in  support  of  the  business  strategy.   3   Products,  business  units,  specific  services,   markeMng  programs,  features,  line   extensions,  apps,  web  sites,  etc.  all  need   monikers.     How  these  names  relate  is  the  difference   between  brand  coherence  and  brand   confusion.  
    5. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BENEFITS  OF  A  CLEAR  ARCHITECTURE   Brand  architecture  helps  organizaMons  structure  their  brands  and  products  to  drive  value   and  growth  by  enhancing:   4   §  Clarity:  Clarifies  what  the  organizaMon  can  do  for  customers  by  providing  a   coherent  face  to  the  offering  and  the  business  strategy.   §  Efficiency:  Increases  markeMng  efficiency  by  ensuring  brand  leverage  without   overstretching.   §  Focus:  Provides  direcMon  for  where  to  focus  innovaMon  and  markeMng   investments  by  disMnguishing  strategic  brands  from  others  in  the  porRolio.   §  Growth:  Opens  up  new  opportuniMes  for  growth  by  lending  credibility  from   exisMng,  successful  brands.   §  Equity:  Enables  equity  to  flow  through  the  porRolio  by     defining  the  relaMonships  between  porRolio  brands.  
    6. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  TAKES  AN  OUTSIDE-­‐IN  VIEW   The  opMmal  architecture  usually  does  not  line  up  neatly  with  internal  organizaMonal   structures  –  and  that’s  okay!       Corporate Business Unit Business Unit Products Products Brand  Architecture  Is  Externally   Facing   Masterbrand   A   Brand  B   Endorsed  by  A   Sub-­‐ Brand  D   Sub-­‐   Brand  C   Ingredient  or  Feature   OrganizaIonal  Structure  is   Internally  Facing   Business  units  are  not  brands.   5  
    7. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   ARCHITECTURE  DEFINES  BRAND  ROLES   Each  brand  asset  needs  a  clear  role  in  the  porRolio.   Corporate   Brand   Company  name  and  legal  enMty.  Oaen  used  as   endorser  but  may  not  be  customer  facing  at  all.   Master   Brand   (Driver)   Drives  purchase  decision  and  defines  user   experience.  Most  strongly  represents  the   differenMaMon  inherent  in  the  offer.     Endorser   Brand   Provides  approval,  credibility  or  guarantee  to  a   range  of  products,  but  is  usually  not  the  driver.   Sub-­‐Brand   Derives  equity  from  another  brand,  usually  the   Master.   Ingredient   Brand   Features,  materials,  components  or  parts  that   are  contained  within  other  branded  products.   Not  an  equity  driver,  oaen  an  equity  energizer.   Brand  Roles   Endorser     Brand   Sub-­‐Brand   Master  Brand   Clear  roles  simplify  decisions   about  brand  expression     6  
    8. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   Sony  plays  mulMple  roles  in  its  porRolio  due  to  the  needs  of  the  business.  Some  offerings   have  stand-­‐alone  brands  that  do  not  feature  the  Sony  name  at  all.   ARCHITECTURE  ALLOWS  BRANDS  TO  PLAY  MULTIPLE  ROLES   Corporate  Brand     Sub-­‐Brand  Master  Brands       Stand-­‐Alone  Brands   Master  Brand:  Allows  equity   to  be  shared  among  brand   assets  when  used  in  either   driver  or  endorser  role.       Sub-­‐Brand:  Leverages   the  strength  of  the   master  brand  while   helping  to  separate  and   organize  the  offerings.     Stand-­‐Alone  Brand:   Separates  offerings,  creates   new  sources  of  equity  or   targets  new  audiences.       7   Ingredient  Brand:  Brings   energy  and  news  to  an   offering.  Always  used  in   conjuncMon  with  another   porRolio  brand.     Ingredient  Brand  
    9. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   WHAT’S  INCLUDED  IN  ARCHITECTURE?   8   Only  offerings  are  included  in  the  architecture.  Trademarked  or  licensed  branded   elements  live  outside  the  architecture  and  enhance  equity  by  providing  uniqueness  and   memorability.     CelebriIes  lend   meaning   Characters  create   likeability   Sponsorships     build  affinity   Branded Elements Are Not Included in Architecture
    10. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  SOLUTIONS   There  is  a  broad  spectrum  of  brand  architecture  soluMons.     9    House  of   Brands   Branded   House   Single  parent  brand   spans  a  set  of  offerings.   Independent  brands,  each   maximizing  its  impact  on   the  market.   •  Maximizes  markeMng  spending   efficiency   •  Maximizes  awareness  among  all   stakeholders  (i.e.,  investors,   employees)   Hybrid   Spectrum of Brand Architecture Solutions •  Builds  individual  strong  brands   for  category  dominance   •  Limits  risk  by  containing  brand   reputaMons  (good  for  high  risk   industries)  
    11. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   MOST  SOLUTIONS  ARE  A  HYBRID   10   Brand  architecture  soluMons  fall  on  a  spectrum.  Most  soluMons  fall  somewhere   between  branded  house  and  house  of  brands.     House  of  Brands   Hybrid   Branded  House   Con s Builds  equity  in  strong  stand-­‐ alone  brands  across  a  wide   range  of  categories     Requires  significant   markeMng  investment   Results  in  strong  master   brand.     Can  be  difficult  to  extend   beyond  the  experMse  of  the   master  brand.   Leverages  strong  master  brand   while  allowing  flexibility.   Requires  careful  planning  to  avoid   confusing  customers  or  diluMng   the  master  brand.  
    12. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  SOLUTION  IMPLICATIONS   11   Do  the  brands  address  the  same   or  different  customer  segments?   How  important  is  it  to  represent   the  brand  the  same  way  in   different  geographies?   Are  there  synergies  that  can  be   leveraged  between  different   brands  or  business  units?     Target  mulIple   segments   Few  synergies  to  be   leveraged     Address  individual   geographies   Reinforce  a  global   organizaIon  mindset   Many  synergies  to  be   leveraged   Target  single  or  few   segments   Architecture  decisions  have  investment  implicaMons,  and  the  opMmal  soluMon  is   determined  in  large  part  by  the  business  strategy.    House  of   Brands   Branded   House  
    13. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   12   Single  parent  brand   spans  a  set  of  offerings.   Independent  brands,  each   maximizing  its  impact  on   the  market.    House  of   Brands   Branded   House   Disney  uses  a  mix  of  brand  architecture  soluMons  to  build  and  protect  its  diverse  businesses.     EXAMPLE:  DISNEY  BRAND  ARCHITECTURE  SOLUTION  
    14. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   Brand  Type   DescripIon   Example   Corporate  Brand   A  single  brand  targeted  at  mulMple  stakeholders  that  unites  the   porRolio  of  brands  under  a  common  strategy   Master  Brand   A  broad  brand  that  is  the  primary  frame  of  reference  for  the   customer.    It  is  used  as  an  umbrella  across  a  wide  range  of   product  categories,  services  and  geographies  that  can  exist   without  the  support  of  another  brand.     Category  Brand   Broad  groupings  of  product  and  service  offerings  that  reflect   mulMple  customer  segments  that  use  similar  technologies.   Sub-­‐Category   Brand   Groups  of  products  and  services  within  a  Category  that  help   customer  find  relevant  offerings.    They  can  be  organized  around   products,  applicaMons  or  customer  segments.   Disney  Princess  CollecMon       Product  /  Service   Line  Brand   A  collecMon  of  like  offerings  that  helps  simplify  the  buying   process  for  the  customer    by  signaling  a  unique  value  proposiMon   relaMve  to  compeMMve  offerings.   BRAND  HIERARCHY  EXAMPLE:  DISNEY   Architecture  defines  clear  hierarchies….   13  
    15. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   RelaIonship   Best  used  when…   Example   Primary   Brands  are  enMrely  consistent  with  core  values  and  posiMoning  of   master  brand     Shared   Core  values  of  the  brand  are  quite  consistent  with  the  master   brand,  but  augmentaMon  is  needed   Endorsed   Master  brand  equity  limits  the  brand’s  image  and  thus   necessitates  some  independence;  endorsement  adds  credibility   or  meaning   Invisible   Brand  is  inconsistent  with  core  values  of  master  brand;  risks   diluMng/eroding  parent  brand   …and  relaMonships  among  brands  in  a  porRolio.   14   BRAND  RELATIONSHIPS  EXAMPLE:  DISNEY  
    16. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   HOW  TO  DECIDE  WHICH  SOLUTION  IS  RIGHT?   15   Three  guiding  principles  help  to  ensure  the  brand  architecture  has  the  opMmal   business  impact:   Fulfill  customer  needs  (and  generate   revenue)  while  minimizing  brand   development  and  management  costs.   Sufficiently  cover  the  market  and  target   customer  segments  with  the  fewest   brands  possible.     Make  it  easy  for  customers  to  find  the   soluMon  they  seek  by  ensuring  “daylight”   between  brand  offerings.   Right  Number   MarkeIng  Efficiency   Clear  SeparaIon  
    17. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   ARCHITCTURE  DIRECTS  STRATEGIC  PRIORITIES   16   Not  all  brands  are  equally  important.  Architecture  guides  decisions  about  innovaMon   and  investment  as  porRolio  brands  compete  for  resources.       Strategic  Brand   Significant  contributor  to  company’s  future  sales,   percepMons  or  market  posiMon.     DisInguisher   Brand   Enhances  the  differenMaMon  of  another  brand.  Also   referred  to  as  ‘branded  energizer’  or  silver  bullet.     Cash  Cow   Money  making  brand  that  does  not  represent  future   significant  growth.   Corporate    Brand   May  have  low  visibility  to  customers,  but  important  to   regulatory  bodies,  investors,  employees,  trade  groups,   partners.     Fighter/Flanker   Brand     Addresses  compeMMve  threat.  Protects  share  of  other   brands  in  the  porRolio.   Example  
    18. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   EXAMPLE:  AMAZON   17   Amazon  keeps  its  strategic  businesses  separate  through  stand-­‐alone  brands,  and     uses  an  endorsed  approach  for  its  other  brands.       Strategic BrandsCash Cow Stand-Alone Brands
    19. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   EXAMPLE:  STARBUCKS     18   Starbucks  is  thoughRully  expanding  its  porRolio  to  separate  its  high  growth  and   premium  businesses  from  its  mainline  coffeehouses  and  Starbucks  Express  stores.     Strategic BrandsCash Cows Flanker/fighter Brand http://news.starbucks.com/news/starbucks-accelerates-growth-of-store-formats Starbucks Reserve Roastery and Tasting Room (Seattle) Starbucks Reserve stores (2015) Starbucks coffeehouses Express format stores (2015)
    20. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   WHEN  TO  REVISIT  ARCHITECTURE?   19   It’s  Mme  to  revisit  brand  architecture  when  an  organizaMon  changes  strategic  direcMon  or   adds  important  new  capabiliMes.     §  Significant  merger  or  acquisiMon   §  Too  many  brands  and  offerings  are  compeMng  for   apenMon  and  investment  dollars   §  Corporate  brand  and  product  brands  have  the   same  name  and  are  hard  to  disMnguish     §  Brands  are  losing  relevance  with  customers   §  Brand  meaning  has  been  diluted  or  stretched   beyond  credibility  and  effecMveness     §  Programs,  elements,  features  or  sponsorships  are   asking  to  be  treated  as  brands   Triggers  for  RevisiIng  Architecture     I have a problem
    21. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   EXAMPLE:  KELLOGG’S  BRAND  PORTFOLIO  RE-­‐EVALUATION   20   In  2012,  Kellogg’s  restructured  its  brand  porRolio  to  beper  leverage  its  master  brand,   acquired  stand-­‐alone  brands  and  Olympics  sponsorship.     http://www.forbes.com/sites/jenniferrooney/2012/05/10/kelloggs-embarks-on-major-brand-overhaul/ “We  had  to  start  separa7ng  out  the  Kellogg’s  brand  from   the  Kellogg  company  …Kellogg’s  is  a  truly  iconic  brand  … We  felt  that  having  a  stronger  brand,  driving  a  stronger   point  of  view,  a  more  powerful  iden7ty  and  have  at  the   center  an  umbrella  to  talk  about  our  por@olio  more   holis7cally,  to  talk  about  the  power  of  breakfast,  to  talk   about  the  value  of  cereal.”     §  Acquired  new  brands   §  Needed  to  elevate  Kellogg’s   corporate  brand  above  its  cereal   master  brand   §  Needed  to  strengthen  the  meaning   of  the  Kellogg’s  brand  beyond   cereal  to  breakfast     §  Wanted  to  leverage  investment  in   2012  Olympics  to  benefit  all   Kellogg’s  sub-­‐brands   Stated  Reasons For Revisiting Architecture
    22. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   EVALUATING  ARCHITECTURE  OPTIONS   In  general,  we  evaluate  brand  architecture  from  a  handful  of  perspecMves.  For  example,   having  more  answers  to  the  lea  in  the  assessment  tool  suggests  leaning  toward  a  House   of  Brands  approach  is  best.   21   OrganizaIon   Product/service  brand  equity   MarkeMng  spend   Corporate  brand  equity     CompeIIon   CompeMMve  set     Stakeholders   Number   Customer  needs   Cross-­‐selling  opportuniMes     Strong  equity   Supports  mulMple  brands   Low/negaMve  equity       Fragmented       Many   Diverse   Low     Low/no  equity   Supports  few  brands   Strong  equity       Consolidated       Fewer   Singular   High   Branded  House  House  of  Brands   Architecture  Assessment  
    23. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   BRAND  ARCHITECTURE  DEVELOPMENT   22   We  use  a  four-­‐step  process  to  idenMfy  the  opMmal  architecture  soluMon.   Overview  of  Recommended  Four-­‐Step  Approach     Brand  Architecture   Mapping   AlternaIves   Development     EvaluaIon  of   AlternaIves    Strategic  Business   Analysis   How  aligned  are  external   and  internal  percep7ons   of  brands  and  their   roles?             What  are  the  various   ways  the  por@olio   could  be  configured   going  forward?       Which  alterna7ve  best   fits  the  short  and  long-­‐ term  business   objec7ves?   How  closely  aligned   are  the  brand  and   business  strategies?  
    24. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   REAL  WORLD  EXAMPLE:  McDONALD’S  CASE  STUDY   The  Branded  House  McDonald’s  Built   23   Using  the  arches,  color  palepe  and  “Mc”  to  idenMfy  and  link  most  of  its  offerings  to  the   master  brand,  it  is  a  prime  example  of  a  Branded  House  architecture.   http://mrktspnkr.wordpress.com/2012/06/29/brands-as- identifiers-functional-and-symbolic-images/ Tightly  associated  with  burgers,  fries   and  soI  drinks,  the  brand  thrived  in   the  ’80s  and  early  ’90s.  Through   consistency  and  careful  brand-­‐ building,  McDonald’s  became  an   American  icon.     “[McDonald’s] gave millions of Americans their first jobs while changing the way a nation ate.” Bloomberg Businessweek, 3/2/03
    25. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   There  were  signs  of  trouble  starMng  in  the  late  1990’s,  as  business  lagged  and  new   products  failed.     24   1995   2000   2010   2015   The  low-­‐fat  McLean   Deluxe  and  Arch   Deluxe  burgers,   meant  to  appeal  to   adults,  bombed   Sales  stagnated   while  costs   increased  as  the   product  offering   expanded/ became  more   complex   In  an  effort  to   regain  relevance,   McDonald’s   acquired  Chipotle   Mexican  Grill  and   Boston  Market  in   1999   Spun  off  Chipotle  in   2006  to  refocus  on   core  hamburger   business   2005   Salads  represent  only  2-­‐3%   of  McDonald’s  sales  in  the   United  States.  CEO  Don   Thompson  admiped  “I  don’t   see  salads  as  being  a  major   growth  driver  in  the  near   future.”  (5/13)   Record  number  of     franchisees  lea   the  system  in   2002   In  2004,  “Supersize   Me”  brought   apenMon  to  what   too  much   McDonald's  does  to   your  body  and  how  it   makes  you  feel.     U.S.  comp  store   sales  slipped  1.7%   in  Q1  and  1.5%  in   Q2  of  2014   McDONALD’S  CASE  STUDY:  TIMELINE  
    26. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   McDONALD’S  CASE  STUDY:  STEP  1   25   Brand  Architecture   Mapping   AlternaIves   Development     EvaluaIon  of   AlternaIves   How  aligned  are  external   and  internal  percep7ons   of  brands  and  their   roles?             What  are  the  various   ways  the  por@olio   could  be  configured   going  forward?       Which  architecture   alterna7ve  best  fits   the  short  and  long-­‐ term  business   objec7ves?    Strategic  Business   Analysis   How  closely  aligned   are  the  brand  and   business  strategies?   Brand  Architecture  Development  Process   Focused  on  health-­‐centric  global  ini7a7ves,  puQng  food  quality  first.   Marke7ng  now  organized  by  consumer  groups  such  as  millennials,  families   and  adults  rather  than  by  product.   Stepping  up  digital,  including  e-­‐commerce,  fast-­‐tracking  tes7ng  of  mobile   payments  and  ordering.    In  June  it  set  up  a  "learning  lab"  at  a  restaurant  in   Laguna  Niguel,  Calif.,  to  beZer  understand  what  people  want  and  to   experiment  with  customizable  burgers  
    27. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   McDONALD’S  CASE  STUDY:  STEP  2   26   Execu7ves  worry  the  master  brand  has  lost   relevance.  Millennials  have  defected  to  fast  casual   chains  like  Chipotle  and  Five  Guys  and  Moms  no   longer  see  McDonald’s  as  a  good  place  for  kids.     Consumer  Reports  more  than  32,000  subscribers   rated  McDonald's  burgers  the  worst-­‐tas7ng  of  20   rival  burger  chains.   Brand  Architecture   Mapping   AlternaIves   Development     EvaluaIon  of   AlternaIves   How  aligned  are  external   and  internal  percep7ons   of  brands  and  their   roles?           What  are  the  various   ways  the  por@olio   could  be  configured   going  forward?       Which  architecture   alterna7ve  best  fits   the  short  and  long-­‐ term  business  and   brand  objec7ves?    Strategic  Business   Analysis   How  closely  aligned   are  the  brand  and   business  strategies?   Brand  Architecture  Development  Process   hpp://online.wsj.com/arMcles/mcdonalds-­‐faces-­‐millennial-­‐ challenge-­‐1408928743hpp://online.wsj.com/arMcles/mcdonalds-­‐ faces-­‐millennial-­‐challenge-­‐1408928743     hpp://www.businessweek.com/arMcles/2014-­‐09-­‐09/ mcdonalds-­‐happy-­‐meal-­‐problem-­‐kids-­‐turn-­‐away-­‐from-­‐fast-­‐food    hpp://www.chicagobusiness.com/arMcle/20140906/ ISSUE01/309069980/mcdonalds-­‐has-­‐a-­‐new-­‐generaMonal-­‐problem-­‐ kids#    
    28. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   McDONALD’S  CASE  STUDY:  STEP  3   27   Brand  Architecture   Mapping   AlternaIves   Development     EvaluaIon  of   AlternaIves   How  aligned  are  external   and  internal  percep7ons   of  brands  and  their   roles?             What  are  the  various   ways  the  por@olio   could  be  configured   going  forward?       Which  architecture   alterna7ve  best  fits   the  short  and  long-­‐ term  business  and   brand  objec7ves?    Strategic  Business   Analysis   How  closely  aligned   are  the  brand  and   business  strategies?   Brand  Architecture  Development  Process   Branded  House  approach  makes  it  difficult  to  change  percep7ons.  Consider   reserving  McDonalds  as  corporate  brand  and  build  equity  in  new  stand-­‐alone   brands  and  sub-­‐brands.     •  Sub-­‐brands  or  stand-­‐alone  brands  for  Kids  or  Millennials  or  other  priority   targets  may  help  separate  new  ini7a7ves  from  current  offerings.     •  New  digital  ini7a7ves  provide  a  pla@orm  for  a  new,  more  relevant  brand.     hpp://adage.com/arMcle/news/ mcdonald-­‐s-­‐files-­‐trademark-­‐mcbrunch/ 294911/?   McDonald’s  applied  for  a  new   trademark  for  a  McBrunch  brand   in  September  2014  
    29. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   28   Key  evalua7on  criteria  relate  to  ability  to  support  the   business,  build  new  sources  of  equity  and  beZer  address   the  needs  of  Millennials  and  kids/Moms.   The  assessment  illustrates  the  case  for  more  brand   separa7on  to  enhance  appeal  among  Millennials  and  kids/ Moms.   Brand  Architecture   Mapping   AlternaIves   Development     EvaluaIon  of   AlternaIves   How  aligned  are  external   and  internal  percep7ons   of  brands  and  their   roles?             What  are  the  various   ways  the  por@olio   could  be  configured   going  forward?       Which  architecture   alterna7ve  best  fits   the  short  and  long-­‐ term  business  and   brand  objec7ves?    Strategic  Business   Analysis   How  closely  aligned   are  the  brand  and   business  strategies?   Brand  Architecture  Development  Process   McDONALD’S  CASE  STUDY:  STEP  4   Architecture  Assessment  
    30. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   KEY  TAKEAWAYS   §  Architecture  aligns  business  and  brand  goals  by  defining  clear  roles,  relaMonships   and  investment  prioriMes  among  porRolio  brands.   §  A  coherent  brand  architecture  makes  markeMng  more  efficient  and  effecMve  by   ensuring  customers  and  other  stakeholders  understand  what  the  business  can  do   for  them.   §  House  of  Brands  and  Branded  House  are  just  two  of  many  possible  architecture   soluMons.  Most  companies  used  a  hybrid  approach.     §  Brand  architecture  should  be  revisited  periodically  to  ensure     business  requirements  are  being  addressed  and  the  structure  is     opMmal  for  supporMng  the  business  strategy.   §  IdenMfying  the  opMmal  architecture  is  a  4-­‐step  process.   1.29  29  
    31. BRAND  AMPLITUDE,  LLC                                AUGUST  2015   HOW  WE  CAN  HELP   ü Audit  your  brand  to  idenMfy  gaps  and  opportuniMes     ü Generate  ideas  for  closing  the  gaps   ü Evaluate  your  brand  architecture  and  recommend  ways  to  increase  clarity,  efficiency   and  equity.   ü Develop  a  compelling,  energizing  brand  idenMty  and  audience-­‐specific  posiMonings   that  align  with  the  idenMty   ü Measure  and  track  your  brand’s  health  over  Mme   Judy  Hopelain   @judyhopelain   judy@brandamplitude.com   Carol  Phillips   @carol_phillips   carol@brandamplitude.com   30  
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