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Brand management process and
Brand evolution

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What is Brand management
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 Brand management is a communication function in marketing that includes
analysis and planning on how that brand is positioned in the market.
 Developing a good relationship with the target market is essential for brand
management.
 Tangible elements of brand management include the product itself; look, price,
the packaging, etc.
 The intangible elements are the experience that the consumer takes away from
the brand, and also the relationship that they have with that brand.
 A brand manager would oversee all of these things.

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Significance
 It includes developing a promise, making that promise and maintaining it.
 It means defining the brand, positioning the brand, and delivering the brand.
 Brand management is nothing but an art of creating and sustaining the brand.
 A strong brand differentiates your products from the competitors. It gives a
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quality image to your business.
 Brand management includes managing the tangible and intangible
characteristics of brand.

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 In case of product brands, the tangibles include the product itself, price,
packaging, etc.
 While in case of service brands, the tangibles include the customers’
experience. The intangibles include emotional connections with the
product / service.
 it is all about capturing the niche market for your product / service and
about creating a confidence in the current and prospective customers’
minds that you are the unique solution to their problem.

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Strategic Brand Management Process
 The Building, Leveraging, Identifying, and Protecting Brands process is a
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new framework for understanding, managing, and organizing the full scope
of brand management task.
 It emphasizes the need to consider not just how to build and advertise brands,
but how best to leverage them, how to identify the position of that they hold,
and how to protect past brand investment.
 Strategic brand management is not only a question of building brands, but
also using a broader consideration framework when managing established
brands.
 Marketers should consider the BLIP process when managing their brands.

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Brand orientation
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 Brand orientation refers to "the degree to which the organization values
brands and its practices are oriented towards building brand capabilities”
 It is a deliberate approach to working with brands, both internally and
externally.
 A product’s superiority is in itself no longer sufficient to guarantee its success.
 The consequence is that product-related competitive advantages soon risk
being transformed into competitive prerequisites.
 For this reason, increasing numbers of companies are looking for other, more
enduring, competitive tools – such as brands.

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Components
 Building Brand
 A brand identity can be pictured in the form of a map with concentric circles,
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with the core defining elements of the brand in the centre and secondary
elements of the brand in an outer circle.
 Once marketer have a clear idea of the brand’s identity, they can use marketing
tool to build the brand.
 Using a 4 P’s framework (product, price, place, promotion), marketer can
create a promotional strategy that utilizes both promotional advertising and
inventive approaches.

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 Leveraging Brands
 Marketers may choose to leverage some of the brand’s established equity to
create line extension, brand extension, or co-brand products.
a. Line Extension : Adding a new form of a product or service is generally
regarded as the easiest extension, but is likely to generate low incremental
revenue.
b. Brand Extension : This type of extension differs from a line extension in
that it consist of extending the products or services brand into a new category.
A brand extension has the benefits of real growth opportunity, but the
drawback is the potential for costly mistakes.
c. Co-Branded Products : This method of leveraging brands consist of an
alliance of complimentary brands. This can often take the form of ingredient
branding. A good marketing strategy will consider whether co-branding is
appropriate for particular situations.

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 Identifying and Measuring Brands
 The questions of identifying brands considers:
 What does the brand mean to customers?
 What product associations do customers have and their attitudes toward the
brand?
 A marketer should also consider the non-product associations that accompany
the brand. For ex.What colours are associated with the brand?
 Monitoring customer’s impression of all these important elements of the
brand plays an important role in brand management.

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 Protecting the Brand
• However, it is not taking it’s rightful place as a key element of strategic
brand management.
• Traditionally, protection come from legal teams whose work with
trademark remains an element of protecting the brand but is, by no means,
the entire protection needed.

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Brand Management Responsibilities
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 Monitor, measure and manage brand equity/strength
 Increase brand awareness, relevant differentiation, value, accessibility and
emotional connection
 Develop brand plan
 Monitor progress against brand plan
 Be responsible for results against brand plan
 Drive brand understanding and support throughout the organization

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 Champion/drive initiatives that support delivery of the brand promise
 Brand messaging – elevator speech, tagline, campaign themes, proof points,
etc.
 Manage the brand architecture
 Maintain brand identity consistency
 Chair the brand identity council/team/board
 Help determine identities for new brands/sub-brands
 Anticipate and accommodate new brand identity needs

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Brand evolution
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 Brand Evolution is a collaboration of strategists, and people specialists who
come together to work with organisations to help them identify what makes
them unique, their positioning in the market place and competitive
advantage.
 This is evolved from the company’s core vision and values, building on what
is important to the organisation, then translated into impactful, purposeful
design.

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Logo Lifecycles
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 Certain graphic elements age better than others.
 Like hairstyles and clothing, certain graphic embellishments go out of fashion
as quickly as they come into favour.
 Simple, bold, easily identifiable marks possess a timeless quality.
 Example :What plausible reason could Volkswagen give for changing its
classic logo? The company’s current mark could easily outlive the updated
marks. If it does, which will build the most equity in the mind of customers
over time?

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Planning For Change
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 Organizations often coordinate program changes with scheduled events: a
product launch, a trade show, an advertising campaign.
 Every opportunity to keep the identity program relevant also represents an
opportunity to react to changing market conditions and shifting customer
needs.
 But change just for the sake of change doesn’t necessarily contribute to a
better brand experience
 Designing dynamic programs requires knowing what should remain constant.

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Change strategy
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 Brand identities reflect and evolve with customer needs.
 Foundational brand attributes form the character of an organization.
 These do not change; a sense of reliability and continuity.
 The evolution of a brand identity is usually the translation of baseline
attributes for current conditions.
 Change is inevitable, but the rate of change for a brand needs to be a
strategic choice.

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Example of Brand evolution :
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 Mc Donald's s part of the first restaurant redesign for decades, called
'Forever Young', the logo was redesigned.
 1953–1960
 1960 -1968

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 1972-1992
 1997-2000
 2001-2003
 2003-2006 (present logo)

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Thank you