De kracht van licenties


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Een merklicentie is de toestemming van de merkhouder aan anderen om zijn merk in een bepaald gebied onder bepaalde voorwaarden te gebruiken, in de meeste gevallen tegen een afgesproken financiële vergoeding.

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  • Football is growing in North America but it is not a main sport yet.
  • Football is growing in North America but it is not a main sport yet.
  • De kracht van licenties

    1. 1. Ronald Crawford<br />‘Verlies uw merk niet uit het oog!’<br />30 september 2010<br />Structuring a Licensing Strategy<br />
    2. 2. Licensing objectives<br /><ul><li>To generate additional consumer touch points for the trademarks
    3. 3. To increase trademark awareness beyond the traditional aisle
    4. 4. To compliment and enhance key marketing messages
    5. 5. To create additional income from licensing activity</li></li></ul><li>Develop new consumers<br /><ul><li>How do you decide what products to develop?
    6. 6. Work from core brand values
    7. 7. Brainstorm, then be sensible
    8. 8. Match with consumer perceptions
    9. 9. Sequential and logical extension from the core</li></li></ul><li>Develop new customers<br /><ul><li>Few great leaps
    10. 10. Dart board approach
    11. 11. Consumer must understand the link between the core brand and the licensed product
    12. 12. Can’t lead – must follow</li></li></ul><li>Commercial realities<br /><ul><li>Can only license what consumers are prepared to buy and retailers are prepared to sell
    13. 13. Major retailers control significant share of the market
    14. 14. Distinguish between approach to ‘giveaway point of sale material’ and potential licensed product, e.g. Arsenal bags</li></li></ul><li>Prestige brands, low volumes, high margins, low consumer accessibility, overspecified<br />Branded mainstream, good volumes, accessible prices, added value, superior specifications<br />Price/Quality Specification<br />Inferior PQS, unbranded high volume, price driven<br />Volume<br />Products and launches<br />Market positioning:<br />
    15. 15. Financial benefits<br />Royalty revenue goes straight to bottom line: <br /><ul><li>No capital costs of manufacture
    16. 16. No stock costs
    17. 17. Overheads largely confined to salaries and legal fees</li></li></ul><li>Choosing the right partner (1)<br /><ul><li>Ability to achieve required positioning
    18. 18. Product development capability
    19. 19. Distribution capability
    20. 20. Marketing capability
    21. 21. Financial security
    22. 22. Shared vision
    23. 23. Enthusiasm</li></li></ul><li>Choosing the right partner (2)<br /><ul><li>The right partner is not always the No. 1 or No. 2 in the market. The best partners work on a win-win basis
    24. 24. For example Danilo for Calendars</li></li></ul><li>Appropriate distribution channel<br /><ul><li>Mirror positioning of core brand
    25. 25. Extend through examining distribution of new product type
    26. 26. Alternative distribution – internet – mail order</li></li></ul><li>Legal support: Enable licensing strategy<br /><ul><li>Partnership between Legal Team, Internal Licensing Team and Novagraaf
    27. 27. Risk analysis: Focus - key brand/market combinations
    28. 28. Co-existence Agreements
    29. 29. Database management
    30. 30. Reporting tools
    31. 31. Overcoming obstacles</li></li></ul><li>Deal proposal received <br />from Licensee and <br />reviewed/signed by <br />Licensing Team/Novagraaf<br />Deal proposal received <br /> and signed off <br />by Marketing<br />Deal proposal received <br /> and signed off <br />by Senior Management<br />Novagraaf draft <br />Contract agreement and <br />send to licensee <br />for review<br />Contract signed by all<br />Named parties<br />License Agreement Process<br />
    32. 32. Licensing agreement (1)<br />Key elements of negotiation<br /><ul><li>The Rights – Trademark and/or other imagery licensed
    33. 33. Licensed Articles – Avoid defensive licensing, i.e. licence only for products licensee will produce
    34. 34. Term – normally 3-5 years. Dependant on required investment by Licensee</li></li></ul><li>Licensing agreement (2)<br /><ul><li>Territory – only for countries where Licensee has distribution
    35. 35. Advance – dependant on forecast
    36. 36. Royalty – dependant upon margin Varies from 3% (high volume, low margin business) to 10% - wholesale value</li></li></ul><li>Policing the agreement <br /><ul><li>Key control mechanisms
    37. 37. Contract:
    38. 38. Sign off on all artwork, packaging, point of sale
    39. 39. Approval of location if, e.g. restaurant
    40. 40. Choosing the right Licensee with shared vision for brand and developing an effective business relationship with Licensee is the key to success:</li></ul>Control of parallel imports<br />Income reports – when to audit<br />
    41. 41. Control Measures<br /><ul><li>Brand Guidelines for Licensees
    42. 42. All licensees are briefed on Social Responsibility and agree to support this initiative
    43. 43. Licensees adhere to anti-counterfeiting strategy
    44. 44. All products are compliant with the Code of Conduct and the Corporate Social Responsibility guidelines
    45. 45. Regular audits of Supply Chain
    46. 46. Regular licensing income audits</li></li></ul><li>Summary <br />How we can help?<br /><ul><li>Licensing strategy
    47. 47. Commercial practicalities
    48. 48. Choice of Licensing Partner
    49. 49. Audit support to manage licensing income
    50. 50. Legal support to help shape and implement strategy</li></li></ul><li>Case Study - Arsenal<br />
    51. 51. Mission Statement:Generating, Capturing and Delivering the most valuable ideas while maintaining the true essence of Arsenal.<br />
    52. 52. Original Licensing Strategy (1)<br /><ul><li>Develop new relevant product ranges and product areas
    53. 53. Increase distribution in the UK
    54. 54. Develop key international markets
    55. 55. Maximise the value of brand on licensed product</li></li></ul><li>Original Licensing Strategy (2)<br />Achieved<br /><ul><li>Develop new relevant product ranges and product areas
    56. 56. Increase distribution in the UK
    57. 57. Develop key international markets
    58. 58. Maximise the value of brand on licensed product</li></li></ul><li>Original Licensing Strategy (3)<br />
    59. 59. The Opportunity<br /><ul><li>Arsenal’s position as one of the world most recognized brands presents a strong opportunity in football related licensed products
    60. 60. Football market fragmented with no umbrella or dominant brand even though Manchester United have a major foothold
    61. 61. Arsenal’s position as global football brand provides a natural link to toys, clothing, books & ultimately sports performance products
    62. 62. Link Arsenal’s brand position with product innovation, product quality and good design via the best licensees globally</li></li></ul><li>Brand Challenge<br /><ul><li>Biggest market for licensing is North America
    63. 63. Brand values solid but not driving desire to purchase
    64. 64. Need to develop younger, softer & more emotive values and a stronger bond with consumers outside the UK whilst reinforcing existing brand values
    65. 65. Maintain look and feel of the Arsenal’s product
    66. 66. How can the Arsenal’s success be translated for a consumers outside of Football?</li></li></ul><li>Current and Future Earnings<br />
    67. 67. Conclusion<br /><ul><li>Licensing is a more complex business than it appears
    68. 68. A coordinated approach is required, encompassing:
    69. 69. Research
    70. 70. Selection of correct partner companies
    71. 71. Strong control/inspiration of product
    72. 72. Integrated retail initiatives
    73. 73. Implementation
    74. 74. Centralized PR and promotional support
    75. 75. Co-ordinated international rollout and
    76. 76. Novagraaf IP Management and Consulting Services</li>