60 Min Brand Strategist NEW

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  • 1. 59 42 18 55AVAILABLE  MAY  2013   33 27NEW  HARDCOVER   17 28AVAILABLE  MAY  12,  2013   60 11 15 Minute 03 37 Brand 05 07 Strategist 14 The Essential Brand Book for 12 Marketing 54 Professionals 22 37 Idris Mootee CEO, Idea Couture 42
  • 2. A brand is not…“A brand is the ‘personification of a To plan for one year,product, service, or even entire company.’ grow sales. Like any person, a brand has a physical‘body’: in P&G’s case, the products and/ To plan for three years,or services it provides. Also, like a grow channel.person, a brand has a name, a person-ality, character and a reputation. To plan for decades, grow a brand. Like a person, you can respect, like andeven love a brand. You can think of it as adeep personal friend, or merely anacquaintance. You can view it as depend-able or undependable; principled oropportunistic; caring or capricious. Justas you like to be around certain peopleand not others, so also do you like to bewith certain brands and not others. Also, like a person, a brand must matureand change its product over time. But itscharacter, and core beliefs shouldn’tchange. Neither should its fundamentalpersonality and outlook on life. People have character…so do brands. A BRANDpersons character flows from his/herintegrity: the ability to deliver underpressure, the willingness to do what isright rather than what is expedient. Youjudge a person’s character by his/herpast performance and the way he/shethinks and acts in both good times, andespecially bad. The same are true of brands.”—Robert Blanchard, CHANNELformer P&G executive VALUE SALES 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 … YEARS20 21
  • 3. 01 The Customer Satisfaction Treadmill Daniel Kahneman of Princeton describes the Customer SatisfactionWhat is the Treadmill. The more we make, the more we spend, the more we want. The faster we get it, the faster we want it. The more convenient it becomes, the more we realize just how convenient it could be. The more ourdeep need unreasonable demands are met, the more unreasonable they become.that we satisfy?What is ourraison d’être? METAPHYSICAL NEEDS 02 What is EXPERIENTAL NEEDS our core competence? SYMBOLIC NEEDS What are we really FUNCTIONAL NEEDS24 good at? 25
  • 4. Brand Taxonomies Title? In a world predisposed to sameness, there are few things in life more satisfying than building brands that disrupt predisposition. Brands move market share. Brands move advertising award judges. Brands move culture. Some do all. Brand has meaning beyond functionality that exists in peoples minds. Part art, part science, brand is the difference between a bottle of soda and a bottle of Coke, a computer and an iMac, a cup of coffee and a cup of Starbucks, a car and a Mercedes, a designer’s hand bag and a Hermès Birkin. Brand is the intangible yet visceral impact of a persons subjective experience with the product, the personal memories and cultural associ- ations that orbit around it. Brands are also about messages – strong, exciting, distinct, authentic messages that tell people who you are, what you think and why you do what you do. Brands that focus on their meanings and values rather than functions. Brands that have almost become product- independent Brands that are tightly PRODUCT identified with the product or range of products Brands that focus largely on their core functions and26 purposes 27
  • 5. Brand and Consumer Personality The Involvement Gridcompetition and build brand equity (value).“Stand for something oryou’ll fall for anything!”Consumers don’t buy products, they buy the personalities associatedwith those products. Big K cola and Coke are equal in taste tests … butnot in market share. Consumers don’t buy on taste alone. Brand personalities help -ties, not from products. HIGH INVOLVEMENT SUV Designer Hand Bag Mini Van Personal Computer Plasma TV Cigars INFORMATIVE AFFECTIVE Digital Camera Skateboard Perfume Spaghetti Sneakers DVD Player THINK FEEL Air Conditioner Tea Bags Toaster HABITUAL SATISFACTION Milk Diapers Detergent Paint Pencil Bottled Water Salt LOW INVOLVEMENT76 77
  • 6. Too Much Advertising with too Little Meaning? The Most Common Issues with Branding CANNOT JUSTIFY MANAGEMENT THE COST FOR BRAND DOES NOT RE-POSITIONING. UNDERSTAND WHERE’S THE ROI? WHY WE NEED TO HAVE A BRAND STRATEGY. CUSTOMER VALUE BRAND MEANING BRAND ADVERTISING CUSTOMER VALUE BRAND MANAGEMENT BRAND VISION AND SALES AND MEANING THINKS BRANDING IS COMPANY REALITY MARKETING AREN’T JUST ANOTHER DO NOT MATCH. READING THE SAME LOGO WITH A NEW BOOK, LET ALONE TAG LINE. THE SAME PAGE. BRAND ADVERTISING28 29
  • 7. BrandBrands and Customer ValueWhat is the differencebetween a Brand Promise anda Mission Statement? Awareness is NotThe basic difference is one of perspective. A mission statement generally articu-lates an organization’s internal perspective regarding direction and objectives. the Same asemotional) experienced through a brand’s products and services.Value’s Elusive Meaningthe customer. Yet, value is neither a constant nor even a consistent impression.Value depends both on situation and context. A customer’s perception of value Brand Differentiationcan and usually does change with time and circumstances, often unpredictably.Certain attributes of a product or service may be valued while others are not –some features may be valued negatively. Alternatives affect value perceptions,and choices are constantly expanding. Changing needs affect value perceptions,but those needs constantly change too. In spite of the volatility of value’s mean-ing, most of the time people form relatively stable perceptions of a brand’s image,reputation and value promise. Brand marketing’s role is to bring the two together.BRAND PROMISE MISSION STATEMENTFROM A CLIENT’S FROM THEEXTERNAL ORGANIZATION’SPERSPECTIVE INTERNAL PERSPECTIVE96 97
  • 8. In the old culture, the limited production capacity of the economy sharply What you buy is now more important than what you make. Luxury is notreduced aspirations to material comfort. Today, much greater material a goal anymore, for many it is a necessity.satisfaction lies within the reach of even those of modest means. It starts with a need and an anxiety to resolve it. The experience ends, if successful, with a feeling of relaxation or satisfaction. If it does notThus a producer culture satisfy the need, the process is repeated. We judge the act by the experi- ence.becomes a consumer culture. We have gone from product to process, from problem resolution to emotion seeking, from object to experience.Product Process What You Make What You Buy Problem Resolution Emotion Seeking Object Experience160 161
  • 9. What is a Brand? What is a Brand?A brand is an intangible asset that resides in people’s hearts and minds. The trust-based, value-producing relationship called a brand is proof that the company is organizationally aligned to repeat the process and sustain the values. 01 Find and establish your niche. Clarify your distinct ability to make an impact.01 Making a promise02 Communicating your promise 02 Determine the desired relationship03 Keeping your promise between your customers/prospects04 Strengthening your promise and your product. 03 Create intangible, emotional bonds through every customer interaction. 04 Like people, brand requires a name, a personality, a character and a reputation. Brand management is a crucial element of corporate strategy rather than solely a marketing function. It helps a company break away from the pack - in creating shareholder value. Brand strategy is the viable expression of business strategy. BRAND STRATEGY CORPORATE STRATEGY32 33
  • 10. The Material vs. The Symbolic We become consumerssatisfy a symbolic need to create our meanings of our selves. of illusions.We become consumers of illusions.De Beers’ slogan, “A diamond is forever,” has been so successful increating the illusion of eternal love that a diamond is that illusion’s materialsymbol. Now marketers are trying to do the same with platinum. =Ask this important question:What illusions does your product helpconsumers to create or maintain? = XXX = = 24hrs BRAND = ILLUSION = = $$$ =168 169
  • 11. The Social vs. The Selfin constructing the social world, and inward towards constructing ourself-identity.Products help us to become ourPossible Selves.Most SUVs and sports brand images are built on the very powerfulconcept of becoming ourselves, just better. SUVs speak to ‘sporty’,‘powerful’, ‘tough’ and ‘rugged’. They appeal to men (and some women)who may not travel anywhere more treacherous than the local supermarket.The Hummer sold to civilians is radically different from the one used bythe military, yet the brand’s image, as an enduring, robust all-terrainvehicle remains intact. Expensive and ‘cool’, SUVs hold a carpool full ofkids and their hockey equipment without saddling their upscale ownerswith a minivan.Ask this important question:What are your target luxury segments’ideal possible selves? PRODUCTS HELP US TO BECOME OUR POSSIBLE SELVES.170 171
  • 12. Most executives have no idea how toadd value to a market in themetaphysical world. But that is what themarket will cry out for in the future. Thereis no lack of ‘physical’ products to choosebetween.”—Jesper Kunde, A Unique Moment[on the excellence of Nokia, Nike, Lego,Virgin et al.] PRODUCTS IN THE METAPHYSICAL WORLD PRODUCTS IN THE PHYSICAL WORLD124 125
  • 13. Customer Experince MappingBRAND  EXPERIENCE  DESIGN   1 5 commenting stations 1 3 tasting bar 2 tasting loiter and commenting bar bench bench 4 6 2 3 mingle and exitENTER EXIT bench bench sugar caneCapture Tools CONTEXTUAL POSTERS AMBASSADOR VISITOR COMMENT BOOK Research artifact R COMMENTING CUP Research artifact R Conversational Agents BENCHESResearch Artifacts and Commenting Platforms Ambassadors are conversational Title: As a Research Artifact, the Visitor Comment Book As a Research Artifact, the Commenting Cup gives a R R R THE SUGAR CANE HARVESTER GAR AR A HAR HAR A Conversational Agents are primarily listeners. Lounging esearch Insights agents knowledgeable about the The Visitor Comment Book is in itself Commenting Cup allows visitors to sneak peak into first impressions. Argueably, every person Four Benches help frame the outside Sugarcane is harvest by hand and mechanically. Hand garcane s harveste arcane harvested cane harveste ane st t mechan nd nd provides invaluable insight into how visitors and future about at street level, agents engage with groups of people Contextual posters are silk screened context and subject matter. harvesting accounts for more than half of production, arvesting accounts fo rvesting ccounts f vesting cc esting ti production, , both an authentic approach to visitor leave a remark or a thought, that is that tastes “the next category” will have an initial in authentic dialogue while at the same time listening for space to form an informal social VISITOR COMMENT BOOK and is dominant in the developing world. nd is do d d dominan an th world consumers view and percieve “the new category”. These immediate in nature. large format posters. Commissioned feedback and an honest engagement impression. The commenting cup makes room for subtle thoughts and light comments visitors make setting conducive to loitering and insights reveal latent consumer behaviours related to new Visitor COMMENTING CUP from local artists, they help frame Ambassadors dress in white lab coats with people. consumer first impressions via a simple series of regarding the experience and “the next category”. conversation. and unexperienced produts, as well as brand perception. VIDEO CAPTURE spaces and inform and enlighten questions, with room for a hand written comment. TRAVEL TAGS visitors. to give the feel of a lab type setting. Desired outome: Comment This informal commenting platform provides researchers It is also an opportunity for the product and the brand to CONVERSATIONAL AGENTS Legitimacy of experience Booklet legitmately socialize a new and emergent product The quantifiable nature of the Commenting Cup gives researchers a measurable tool from which to guage with insights into the types of conversations people have In hand harvesting, the field is first set on f re. The fire n hand harvest ng, th ield hand harves n ar s arvest rvesting, t rves iel eld t set n fire The fire fir he fire fire idea idea after the “brainstorming” sessions, which are usually burns dry leav s, and ki ls any lurking venomous snakes, urns d y leaves, an kills y lurking venomo s nak , rns ns s leav leave leaves leaves, k urking venom veno en ak akes, a couture couture category without the marketing hooplah, and disenting consumer first impressions. reserved for more private occasions. Posters have beeen inspired by John without harming t stalks and roots. ithout harm thout harmin the hout rmin th ut m ming and roots n public responses. Audubon posters. Harvesters then cu the cane just abo ground-leve Harvesters then cut th cane just above ground-l vel rvesters then est sters hen using ca e knives s abov grou d-level a gr und-lev l using cane knives or machetes. A skilled harvester can ng ane kni g a kn mac etes. ski e ha veste can ma es. . illed harvester can harvester vester st ste It also helps researchers and planners develop appropriate cut 500 kilogram (1,1 lb) of sugarcane per hou cut 500 kilograms (1,100 lb) o sugarcan per hour. 0 kilogra og ogram (1,10 g , ugarcane per hour rcane ne The book entrusts visitors and consumers to have honest responses for uninformed preconceptions that may have Considered Informational and and legitimate conversations about future products. The cup sleave arisen early on. Educational Artifacts. front cover blank pages double page spread x 3 blank pages back cover experiene acts as as a prototypzing tool that helps John Audubon understand and develop appropriate responses to unantitipated consumer reactions and behaviours. The Visitor Comment Book is also a keepsake for the client.216 217
  • 14. 42 Strategic 33 Branding 18 Assessment 28NEW  UPDATED  EDITION  WITH  A  STEP-­‐BY-­‐STEP  STRATEGY   17 37DEVELOPMENT  GUIDE  AND   24TOOL  FOR  STRATEGIC  BRAND   22 ______________________ASSESSMENT   _____________________ ______________________ 05 54 11 12218 219
  • 15. 09 Long-term brand vision: 17 Committed, profitable customers: Clear and emotive 0 Strong loyalty, measured 0 Vision exists but always referred to2 We’re competitive enough 1 Identity guidelines exist 4 Who really knows? 310 Explicit brand promise: 18 Brand awareness: High awareness in key markets 0 Exists but not too credible 2 Not at competitive levels 3 Does not exist 3SELF  GUIDED  BRAND   19 Brand quality perceptions:11 Emotive brand story: Clearly the brand quality leader 0 Brand story is known and authentic 0 Perceived as quality brand 1 Good story but less authenticity 1 Not one of our strengths 4ASSESSMENT  AND  AUDIT   A product story more than a brand story Nonexistent 2 4 20 Familiarity: Most of our target knows us well 012 Product/brand segmentation strategy: It’s getting better 1 Way below what it should be 3 Yes but not effectively 1 21 Internal understand of what our brand stands for: Does not exist at all 3 Most staff have a good idea 013 Marketing support and Nobody has any idea 3 communications budget: Enough to do the job 2 22 Brand image and personality: We have a desirable image 0 It comes and goes 2 Image could be in tighter focus 1 Severely under-resourced 414 Brand marketing investment ROI: 23 Associations attached to the brand: We have a very good idea 0 Strong associations 0 Limited to soft measurement 1 Differentiated but not strong 1 Periodically we measure results 2 Undifferentiated and weak 3 Absolutely no idea 3 24 Overall customer experiences15 All marketing communications are aligned with the brand: are integrated: Sometimes but not consistent 1 Needs more improvement 1 Very disconnected 3 Depends on vendors & timing 2 Integration is not possible at all 3 25 Does the brand reflect organizational culture:16 Knowledge of customer: To some extent but not sure 1 Good feedback system in place 0 Not at all 3 Adequate research done 1 We should be doing more 3222 223
  • 16. NEW  UPDATED  EDITION  HARD  COVER  EDITION  AVAILABLE  ON  ALL  LEADING  BOOKSTORES    MAY  12,  2013.