Brand Cascading - How to Stay True to Your Brand


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Explains Brand Cascading in an easy step-by-step process, proven to bring successful brands to life and maintain brand profitability.

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Brand Cascading - How to Stay True to Your Brand

  1. 1. <ul><li>Brand Cascading </li></ul><ul><li> </li></ul>Frank R. Schab
  2. 2. <ul><li>The knowledge, perceptions and feelings associated with something that has been given an identity (e.g., a name, look & feel) </li></ul><ul><li>So, a brand can be a… </li></ul><ul><ul><ul><li>Product Company Currency </li></ul></ul></ul><ul><ul><ul><li>Service Group Activity </li></ul></ul></ul><ul><ul><ul><li>Person Character Location </li></ul></ul></ul><ul><ul><ul><li>Country Building Etc. </li></ul></ul></ul>
  3. 3. <ul><li>Differentiate from competitors </li></ul><ul><li>Create preference for your offering </li></ul><ul><li>Convey quality/trust </li></ul><ul><li>Escape pressure to compete on price </li></ul><ul><li>Identify ownership </li></ul><ul><li>Prove authenticity </li></ul><ul><li>Build economic value </li></ul>
  4. 4. <ul><li>A price premium for branded products compared with the price of an unbranded equivalent </li></ul><ul><li>Future cashflows attributable to the brand alone </li></ul><ul><li>The premium achieved in M&A </li></ul><ul><li>A stock price premium due to the brand </li></ul>
  5. 5. <ul><li>Highly simplified, you identify a set of attributes to own in the hearts and minds of your target customers, making sure those attributes meet at least these 3 criteria: </li></ul>
  6. 6. <ul><li>Then, you determine the best brand name, graphical identity and key messaging for those attributes </li></ul><ul><li>And finally, you strive to consistently convey those attributes to your target customers </li></ul>
  7. 7. <ul><li>But, step 3 is where brands often fall short of their potential, because… </li></ul>
  8. 10. <ul><li>Think of it this way: </li></ul><ul><li>Market communications (e.g., ads, brochures, etc.) set expectations about what the experience of owning and using the brand will be like </li></ul><ul><li>But, if during the purchase process or ownership period the experience doesn’t match the promise, customers will be disappointed and less likely to repurchase or recommend the brand to others </li></ul>
  9. 11. <ul><li>“ Live” the brand attributes </li></ul><ul><li>The best brands… </li></ul>
  10. 12. <ul><li>How do you “live” the brand </li></ul>
  11. 13. <ul><li>Recognize that your employees are your greatest asset </li></ul><ul><li>Educate your employees on the value of the brand and their role in that value </li></ul><ul><li>Train them on what the brand stands for and what it promises to customers </li></ul><ul><li>Brainstorm with them on what they can do in their respective areas of responsibility to bring the brand attributes/promise to life </li></ul><ul><li>Institutionalize that process </li></ul>
  12. 14. We have found the following 5 step process to be effective at brand cascading:
  13. 15. <ul><li>1-day interactive workshop with the brand owners/senior executives responsible for the franchise: </li></ul><ul><ul><li>Identify optimal 3-4 brand attributes, or perceptions to create around the brand, considering personality, heritage, sensory assets, functional benefits, emotional benefits and self-expressive benefits </li></ul></ul><ul><ul><li>Determine the most compelling, differentiated and credible brand promise </li></ul></ul>
  14. 16. <ul><li>Because every organization is different, a tailored cascading plan must be developed for each organization </li></ul><ul><ul><li>Identify how many cascading workshops should be done and in what order </li></ul></ul><ul><ul><li>Determine whether cascading workshops are best conducted by functional activity, geography, business unit, etc. </li></ul></ul><ul><ul><li>Decide whether all employees will participate </li></ul></ul><ul><ul><li>Finalize agenda & leaders for cascading meetings </li></ul></ul>Note: in larger organizations, cascading meetings usually operate on a “train-the-trainer” principle, where the first generation of sessions leaders trains the next generation (one reason for naming this process “cascading”).
  15. 17. <ul><li>Although agenda’s differ somewhat by organization, the following is a fairly typical workshop agenda: </li></ul><ul><ul><li>Introduction by senior executive </li></ul></ul><ul><ul><li>Short primer on what a brand is and isn’t </li></ul></ul><ul><ul><li>Value of the brand to the organization and role played by all employees </li></ul></ul><ul><ul><li>Perceptions and promise of our brand and what that means to customers </li></ul></ul><ul><ul><li>Brainstorming session on how to deliver and “live” the brand perceptions/promise at all levels of the organization </li></ul></ul><ul><ul><li>Collective evaluation of all generated ideas on key criteria </li></ul></ul>
  16. 18. <ul><li>Review all generated ideas with management </li></ul><ul><li>Evaluate feasibility of ideas and prioritize </li></ul><ul><li>Develop roll-out plan </li></ul><ul><ul><li>Implementation schedule </li></ul></ul><ul><ul><li>Communications plan </li></ul></ul><ul><ul><li>Designated champions </li></ul></ul><ul><ul><li>Assessment approach </li></ul></ul>
  17. 19. <ul><li>Follow the measurement plan and report findings to management and all employees </li></ul><ul><li>Adjust program as necessary </li></ul><ul><li>Repeat some cascading sessions as necessary, but no less than every 3 years </li></ul>