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Brand Masterclass Week Six

Brand Masterclass Week Six






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  • Thanks, I think it is an excellent presentation that drives home the salient points about brand strategy.
    May I have a copy of the slides, please? Thanks.
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  • Great work.

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  • Brilliant stuff...
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  • Thanks a lot for this document. Can I please have a link to download it? My email : alekskorzun@yahoo.com
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  • Excellent series. Would love to be able to present this to our Corp Mktg team. Could I request a copy of the entire series? Many thanks. Benjamin Lawler benjam1n@yahoo.com
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    Brand Masterclass Week Six Brand Masterclass Week Six Presentation Transcript

    • OPEN SOURCE Session Six : Developing a Brand Strategy (Part Two) Idris Mootee CEO Idea Couture Inc. 1 Oct 10 2007
    • Step Six Develop Brand Positioning, Identity and Images This step is to look at what does your brand means, how is your brand being perceived in the consumer minds relative to the competition and the perceptual difference between different customers segments or product categories. Once a full understanding of what’s in your customers minds is developed, it is easy to examine what has worked in the past and how to differentiate your brand and position it to target your most desired customer segments. 2
    • Brand Identity and Image Two of the key drivers to building brand strength are creating a distinct brand identity and developing a unique brand personality. Unfortunately, semantics quite often gets in the way of understanding how these two factors can influence brand strategy. Brand identity, for example, is often used in a limited, graphic-centric manner or used interchangeably with brand image. All too often, identity is seen as just the graphics, logos, colors, and symbols that generally make up corporate identity. Those elements are the appearance but not the substance of a brand. 3
    • Brand Identity and Image Any obsession with image tends to attach greater importance to appearance than to inner reality. But brand identity is a richer, more substantial concept to embrace. The two concepts are quite different. There’s also a simple way to sum up and understand the essence of the two terms: image is how the marketplace perceives you; identity is who you are. Brand image is not to be diminished at all. It is, after all is said and done, how a company is perceived. But don’t make the mistake of thinking your brand image is your identity. 4
    • Brand Positioning, Identity and Image Brand Identity How brand strategists want the brand to be perceived or needed to be perceived as part of the business strategy. Brand Positioning Brand Image The part of the brand identity and How the brand is currently being value proposition to be actively perceived in the market place as communicated to selected target confirmed by market research. segments. 5
    • Target’s brand vision includes an appreciation of design and beauty, and for daring to dream big. People who appreciate creativity, design and whimsy admire everything that Target brand and what it stands for, from their creative and well executed advertising to their careful selection of designers. Target is actively energizing its brand and keeping it contemporary. Brand Image and Identity Example 6
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    • Brand Identity Example 10
    • Virgin stands for irreverence, individual, freedom-loving and anti-establishment. Consequently the company seeks out at all markets in which these values are important: as a global brand, Virgin possess a strong brand identity which cannot easily be copied. Virgin targets markets which are controlled cartels of which operate under pseudo-competitive environment of a duopoly. They see potential profits to be made in these market by a new player who do not play by the rules. Brand Identity Example 11
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    • Brand Identity Example 13
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    • Brand Positioning Example Consistent Important 5 Basic Positioning Unique Principles Enduring Believable 15
    • Step Seven Translate Brand Promise Into Customer Experience Vision for Brand Delivery Companies invest considerable time, money and energy into developing a brand promise that will differentiate them from the competition. But what good can come of this if employees can’t translate the results into their customer interactions or experiences? How can companies expect their frontline employees to be brand ambassadors, if the vast majority of them do not understand what the promise is and the expectations of them to deliver that promise. 16
    • Step Seven Translate Brand Promise Into Customer Experience Strategy for Brand Delivery Do not make the mistake of developing a grandiose brand promise that you cannot keep. Although you must combine vision with realism, you should not take weakness in any particular dimension as an excuse to do nothing. No company gets it right all the time. Once a brand experience strategy is developed, it will be up to the departments to come up with their own ideas to how to deliver the brand promise. 17
    • The customer experience strategy is used to align the brand promise to customer expectations. It describes the service characteristics objectively. It is important to depict these service characteristics so that employees, customers and managers alike know what the service is, can see their role in its delivery. Services are delivered through integrated systems consisting of three basic elements. First are the steps, tasks and activities necessary to render the service; in other words, the service process. Second are the means by which the tasks are executed, typically some combination of people, technologies and products. Third is the evidence of the experience and how customer relates to the experiences. 18
    • All service systems can be visualized by understanding these elements and their interrelationships. This is where things break down. The people who create the brand are not the people who develop the brand. The people who design services and operation standards are not connected to those who develop the brand. The people who design the interfaces are not connected to those who create the ads. And worse, everyone is operating under the mode of 97% tactical and 3% strategic. 19
    • Questions: 1/ . How do we provide a snapshot of what it is like a day in the life of a customer? 20
    • Questions: 2/ . With that, how do we identify opportunities to create customer engagement? 21
    • Questions: 3/ . How do we map these customer engagement opportunities against the brand vision? 22
    • Questions: 4/ . What are the economic implications of these ideas? 23
    • Questions: 5/ . How do we measure progress and success? What are the key metrics? 24
    • Session six of eight. www.mootee.typepad.com OPEN SOURCE 25