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De kracht van licenties
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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 …

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.
  • Transcript

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

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