“ A brand is the personification of a product, service or even entire company. Like any person, a brand has a physical “body”: in P&G’s case, the products and/or services it provides. Also, like a person, a brand has a name, a personality, character and a reputation. Like a person, you can respect, like and even love a brand. You can think of it as a deep personal friend, or merely an acquaintance. You can view it as dependable or undependable; principled or opportunistic; caring or capricious. Just as you like to be around certain people and not others, so also do you like to be with certain brands and not others. Also, like a person, a brand must mature and change its product over time. But, its character, and core beliefs shouldn’t change. Neither should its fundamental personality and outlook on life. People have character … so do brands. A person’s character flows from his or her integrity: the ability to deliver under pressure, the willingness to do what is right rather than what is expedient. You judge a person’s character by his/her past performance and the way he/she thinks and acts in both good times, and especially bad. The same is true of brands.”
During the 1996 Summer Olympics, a study was done of the most recognized symbols across several nations. What was right up there in the top five behind the Olympic rings but ahead of the Christian cross? The McDonald’s golden arches, of course. How did this icon get to be so well recognized? To answer this, you only have to go to a McDonald’s restaurant. From the time you turn into the restaurant parking lot and enter the restaurant until the time you are finished eating and leave, count the number of times you are exposed to the arches. Also make note of the most unusual places in which you discover the arches. You will have witnessed the power of an effective brand identity system and icon repetition.
Sells a lifestyle that is a signal that ‘they have arrived’ Good taste/recognized value Affordable contemporary design Founder’s (Ingvar Kamprad’s) credo: ‘A better life for many’ 300,000 square feet of space – 7,000 items, 1/3 of product is replaced every year Furniture arranged in accessorized displays Marked path (one way circle) throughout the store, playroom at which you can drop off your children Makes extensive use of publicity stunts Ikea offered $4,000 in gift certificates to the first person in line at the opening of its Atlanta store Corporate culture: egalitarianism, competitiveness, frugality, obsession with design How to build a cult brand: Create the story Inspire the staff Seduce the shopper Surprise on value
If you were another soft drink company, you might define your competitive frame of reference as the cola market or the soft drink market or even the beverage market. But Coke thinks of its business and its market share in terms of “share of human liquid consumption.” That makes water a competitor. In fact, a Coke executive has said that he won’t be satisfied until “there is a Coca-Cola faucet in every home.” Coca-Cola’s mantra is “within an arm’s reach of desire.” Coca-Cola’s strategy used to focus on the three A’s: availability, acceptability, and affordability. While these provided for tremendous growth, they also led to lowered entry barriers. Today, Coca-Cola’s mantra is the three P’s: preference, pervasive penetration, and price-related value.
Only Harley-Davidson delivers the fantasy of complete freedom on the road and the comradeship of kindred spirits to avid bikers . Strong consumer benefit based point of difference Company sponsored Harley Owners Group & HOG rallies Harley managers experience HOG rallies with their customers -- that’s how they gather information for product enhancements
Building brand leadership
Building Brand Leadership September 13, 2011 Brad VanAuken Chief Brand Strategist, The Blake Project Author, Brand Aid