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The Cross-Cultural Report - Strategic Territories

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Within the Ogilvy & Mather Cross-Cultural Report, brand builders have five strategic frameworks for guidance on how to build brand value and relevancy with the New General Market.

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The Cross-Cultural Report - Strategic Territories

  1. 1. AN EXCERPT FROM THE OGILVY & MATHER CROSS-CULTURAL REPORT: THE CROSS-CULTURAL STRATEGIC TERRITORIES
  2. 2. • The Industry & Advertisers at a cultural crossroads • Ogilvy’s Approach to addressing the OUR METHODOLOGY needs of the “Total Market” SECONDARY • Inside-Outside Strategy, ValueWhat are the Cross-Cultural Strategic Territories? Proposition and Partners [The Three• Strategic framework for how brands increase valuePillars] and relevancy with “The New General Market”• Seeks to provide CMOs, Brand, Business and Government Leaders guidance on investment, segment engagement and brand valueHow did we develop the Cross-Cultural StrategicTerritories?• Inspired by David A. Aaker’s book published in 1991, Managing Brand Equity• Analyzed more than 100 brands, interviewed key clients and stakeholders in both the general market and multicultural marketing business segments• Secondary and desk research
  3. 3. THE CROSS-CULTURE STRATEGIC FRAMEWORK
  4. 4. THE CROSS-CULTURE STRATEGIC TERRITORIES CULTURAL COMMUNITY CULTURAL CURRENCY CULTURAL AUTHENTICITY CULTURAL CONFLUENCE CULTURAL LOOP
  5. 5. CASE STUDIES • Heavy brand investment • Brands with low relevancy and CULTURAL equity measures within the segmentsCOMMUNITY • Long-term commitment and no “in and out” investments with the product or event • Once the brand is established, provides high barriers to entry from the competition
  6. 6. CASE STUDY • Low to medium brand investment • Brand with low relevancy andCULTURAL equity measuresCURRENCY • Borrowing equity from an established brand/talent that has a relationship or trust with the segments • Brands receive immediate awareness and consideration but do not establish high barriers to entry from the competition
  7. 7. CASE STUDY • Medium to high brand investment CULTURAL • Usually unique and authentic value propositionAUTHENTICITY • Brand with high relevancy and low equity or vice versa • Requires deep levels of consumer commitment from heavy users of the brand • Usually results in attracting new users and loyal repeat purchasers
  8. 8. CASE STUDY • Heavy investment to build the brand across all segments CULTURAL • Usually the brand has high equity and relevancy measuresCONFLUENCE within one key segment • The brand has a unique and ownable value proposition • Results in significant trial and usage, usually creating a larger loyal base of consumers
  9. 9. CASE STUDIES • Medium to high brand investmentCULTURAL • Purpose-driven brand building for The New General Market LOOP specific to Hispanics, Blacks, Asian American and LGBT segments • Builds high brand relevancy and equity measures • Establishes a deep relationship with the segments and usually delivers brand loyalty
  10. 10. THANK YOU JEFFREY BOWMAN, OGILVY & MATHER CROSS-CULTURAL PRACTICE LEADEMAIL: JEFFREY.BOWMAN@OGILVY.COMCONTACT.OGILVYCULTURE@OGILVY.COMFACEBOOK: WW.FACEBOOK.COM/ WOGILVYCULTURETWITTER: @OGILVYCULTURE @ JEFFREYLBOWMAN

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