Designing marketing programmes to build brand equity by Leroy J. Ebert

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Designing Marketing Programs to Build Brand Equity …

Designing Marketing Programs to Build Brand Equity

Leroy J. Ebert DipM, MCIM, MSLIM,
Chartered Marketer

Content Extracted from “Strategic Brand Management” 3rd Edition
Authors:
Kevin Lane Keller
M.G. Parameswaran
Issac Jacob

Presentation developed from SLIM Diploma In Brand Management Students

Presentation developed by Leroy J. Ebert (19th April, 2014)

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  • 1. Designing Marketing Programs to Build Brand Equity Leroy J. Ebert DipM, MCIM, MSLIM, Chartered Marketer Diploma in Brand Management – “Strategic Brand Management – Sri Lanka Institute of Marketing
  • 2.  Drivers of the new economy are  Digitization and connectivity  Disintermediation and reintermediation  Customization & customerization  Industry convergence  These drivers have given consumers and companies new capabilities pg. 185 fig 5.1 New Perspectives on Marketing
  • 3. Integrating marketing programs and activities Product Pricing Advertising Sales promotion Personal selling
  • 4.  Promotes loyalty and attitudinal attachment Personalizing marketing
  • 5.  Promoting a product by not only communicating a product’s features and benefits but also connecting it with unique and interesting experiences  Establishes brand imagery and helps to build brand communities  West Jet Experiential Marketing
  • 6.  Focus on individual consumers through customer databases  Respond to consumer dialogue via interactivity  Customize products and services One to one marketing
  • 7. Permission marketing
  • 8.  Relationship marketing – attempts to provide a more holistic personalized brand experience to build stronger consumer ties  Benefits of RM  Loyalty programs i.e. tesco’s  CLV Relationship Marketing
  • 9.  The heart of a great brand is invariably a great product  You can sustain a brand if the product doesn’t fully satisfy the customer Product Strategy
  • 10.  Perception of the over all quality or superiority of a product or service compared to alternatives  Sustaining perceived quality with customers is getting tougher, customers expectations rises and competitors are more fierce than ever Perceived quality
  • 11.  Performance : level of primary characteristics of the product  Features : Secondary elements that complement the primary characteristics  Conformance quality  Reliability: stands the test of time  Serviceability  Style and design Dimensions of perceived quality
  • 12.  Speed, accuracy, care of product delivery and installation, promptness, courtesy, customer service training and quality of repair service.  Mc Kinsey’s 3D marketing • Functional benefits: quality, value, price • Process benefits: product replenishment, access to info • Relationship benefits: differentiated loyalty rewards, communication Brand intangibles
  • 13. Value Chain
  • 14. Mass Customization
  • 15.  2nd moment of truth  Innovative design, thorough testing, quality production, effective communication  i.e. simple product catalogs,  Managing customer feedback and making changes very quickly i.e. software industry After Marketing
  • 16.  Price is the one revenue generating element in the traditional marketing mix and pricing strategies are amongst the most important brand equity benefits of building a brand  The pricing strategy can dictate how consumers categorize the price of the brand (as low, medium, high) and how firm or flexible they think the price is based on how frequent it is discounted Pricing Strategies
  • 17.  There is a relationship between price and quality fig 5.5 pg 200  Some companies sell multiple brands in multiple pricing categories in order to better compete in multiple categories fig 5.6 pg 201  Value based pricing strategies – adaptation, if tangible and intangible benefits are high then sell it at a high price Pricing strategy
  • 18. Hameedia brand portfolio Price High HighLow Fashion and design
  • 19.  Its very crucial, get it wrong you are screwed for many reasons.  Repositioning a mass market brand to be a premier is next to impossible  Mess up the pricing, you lose revenue and customer might not accept the revised price Pricing strategy
  • 20.  Cost + pricing  Premium  Skimming  Introductory  Value based  Penetration – lean and mean  Predatory  Psychological  Promotional pricing – at events or even bundled offers  Sachet pricing Pricing strategy
  • 21.  What is the easiest way to arrive at the most suitable price  Brand awareness of the customer and by his network helps customers arrive at a price  If you can’t increase the price reduce the qty, quality Product prices
  • 22.  Marketing Channels –sets of interdependent organizations involved in the process of making a product or service available for the use or consumption  Channel strategy – Includes the design and management of intermediaries such as wholesalers, distributors, retailers etc. Channel Strategy
  • 23.  Direct channels – direct to customers  Indirect channels – using 3rd party intermediaries such as distributors, retailers, agents etc.  Winning channel strategies will be those that can develop an integrated shopping experience combining, physical stores, catalogs, internet and telephone. See nike i.e. on page 211 and 212. Channel Design
  • 24.  This is applicable when  Product info needs are high  Product customization is high  Product quality assurance is important  Purchase lot size is important  Logistics are important Direct channel for B2b
  • 25.  A broad assortment of channels are essential  Product availability is critical (intense distribution)  After sales service is important i.e. titan watches Indirect channel is needed
  • 26.  Retailers  Comes in contact with the customer more than the brand owner  Affects the brands service standard i.e. adidas full technology shoes are sold only at adidas retail outlets  Retailers image reflects on the brands equity i.e. this retailer sells only high quality products Indirect channels
  • 27.  VM, availability enhance or reduce brand equity  Brand owners have to take an active role in helping retailers to add value to their brand  Increasing power of retailers due to multiple undifferentiated brand and ltd shelf space  Retailer request incentives to stock new brands, extended credit, special promo’s Push and Pull Strategies
  • 28.  Pull strategy – focusing all marketing efforts towards the end customer  Push strategy - PUSH & PULL
  • 29.  Retailers are customers too  Because of their different marketing capabilities and needs, retailers may need to be divided into segments or even treated individually so the will provide the necessary brand support  This can be achieved through branded variants Retail Segmentation
  • 30.  The manufacturer pumps in money to the retailer in order to support the local marketing initiatives  The funds allocated is percentage of sales  Retailers can localize the marketing to be more appealing to the target audience  Controllability is an issue when marketing is managed by retailers. They tend to be biased towards themselves and not the brand. Co-operative Advertising
  • 31.  Company owned stores  Shop in Shop  Direct selling, through phone, catalogs,  Web strategies Direct Channels
  • 32.  Private labels/own label/store brands  Private labels should not be confused with generics Private Labels 5 GBP1.5 GBP
  • 33.  Better margins for retailer  Improved retailer brand penetration  Improved quality and design  Brand manufacturers manufacture private labels  Private label sales have increased  Price conscious customers prefer own labels Private labels
  • 34. Content Extracted from “Strategic Brand Management” 3rd Edition Authors: Kevin Lane Keller M.G. Parameswaran Issac Jacob Presentation developed from SLIM Diploma In Brand Management Students Presentation developed by Leroy J. Ebert (19th April, 2014)