Rafael Portugal | Branding Cases

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Rafael Portugal | Branding Cases

  1. 1.
  2. 2. Core Business:Sports equipments and apparel<br />Profile:<br />. Market leader.<br />. Large distribution: 42 stores in 10 states.<br /> Concentration in the Southeast of Brazil.<br />. Positioning: Everything of sports for everyone.<br />Main goal:<br />Expansion in the Northeast<br />and South of the country.<br />
  3. 3. Problems:<br />. Brand awareness outside the Brazilian Southeast.<br />. Perception of “small neighborhood store”.<br />. New big players: Adidas and Puma, which started to operate their own stores in the country.<br />Solutions:<br />. Development of the Mega Store concept: store divided by categories <br /> (each sport = one category).<br />. Operate mainly as Mega Stores, being an anchor store in large commercial malls.<br />.<br />. Service wrap: offer services related to each sport. i.e.: fixing of tennis rackets, areas to <br /> test store products and pool of sports lessons.<br />
  4. 4. Solutions:<br />. Partnership with Nike to launch new Centauro<br /> stores, using the image of famous Brazilian athletes.<br />Banner in a mall – Ronaldinho Gaúcho<br />Billboard - Roberto Carlos<br />
  5. 5. Solutions:<br />. Hiring of athletes, ex-athletes or sports experts as Category Managers.<br />. Use of successful athletes’ images to promote brands that they endorse and the store.<br />. New logo and standard store layout with new symbol and vibrant colors: enhancement of <br /> the sport identity – application to all stores.<br />Results:<br />. 15 new mega stores in 2 years. Presence in 14 Brazilian states.<br />. Consistency in the brand image – one standard store layout.<br />. Enhancement of the relationship with major sports products brands.<br />. Consolidation as the largest sports products retailer in Latin America.<br />
  6. 6. Project for the Branding Course – Post-MBA at McGill University<br />Core Business: Fast food<br />Profile:<br />. Franchise model.<br />. Present in 36 states / 5,000 stores.<br />. 70% of sales come from beverages.<br />. Positioning: Convenient fresh donut<br />& coffeefor the mainstream.<br />Main goals:<br />. Transition from donut & coffee<br />to food & beverage business.<br />. Growth in the rest of the US and<br />$ 10 B of revenue in 2010.<br />. 15,000 stores in 2015.<br />
  7. 7. Problems:<br />. Brand perception – messy and unclean stores,<br /> fat and unhealthy food , a donut place.<br />. Risk of losing current customers due to<br /> changes in the product line.<br />. Inconsistency in the experience offer and communication.<br />. Fierce competition: McDonald’s, Starbucks and Subway.<br />. Poor brand awareness outside New England.<br />
  8. 8. Solutions:<br />. Repositioning: make it a wider brand for the mainstream and enhance the fresh and convenient attributes. Add new attributes: healthier (more quality and care about customers) & social and family (the opposite of the elitist and individualist Starbucks).<br />. New product features and service wrap: fat free donuts, more salads and healthy <br /> sandwiches to get customers in lunch time & afternoon , coffee condiments, special <br /> season and events products and informal customer interaction.<br />. Keep prices of traditional products and set higher prices for new offers.<br />
  9. 9. Proposed Core & Extended Brand Values<br />. Creation of the Dunkin Express service – for gas stations and similar places, with <br /> limited product offering.<br />. Distribution in rolling kiosks in high density areas and public events.<br />. New store design, with the open kitchen concept.<br />. National advertisement with local content: community people, not heroes and <br /> food being prepared.<br />
  10. 10. . New logo – thinner and with DD as the symbol (already present at the current America <br /> Runs On Dunkin campaign).<br />. Implementation timeline: 5 years, making an evolution of the brand, not a revolution, <br /> giving enough time to customers to perceive the change of the brand.<br />. New packaging + nutrition info + menu more organized + classic products line.<br />. Brand extension: DD Joins You! – Catering service.<br />
  11. 11. Projected Results:<br />. Get more premium prices with the new product line.<br />. Standard consumption experience.<br />. New perception: DD, Food & Beverages, “We can count on DD”,<br /> all day service, better overall quality.<br />. Increase revenue from more expensive products (food, not beverages), <br /> increasing the overall profitability.<br />. In New England – renewal of customer base.<br />. Outside New England: improvement of brand awareness.<br />
  12. 12. Core Business: Ware house and electronic products<br /> <br />Profile:<br /> . Largest retailer group in Minas Gerais (3rd main state of <br /> Brazil).<br />. Low cost strategy.<br />. Positioning: The lowest price in Brazil, good deal.<br />Main goals:<br />. Repositioning of the brand.<br />. Expansion of operations to the Southeast and Northeast of the country.<br />Problems:<br />. Brand reputation – cheap brands, common products.<br />. Poor attraction of stores – old layouts, traditional small retailer stores.<br />. Inconsistency in communication – unclear positioning, promotion of many attributes.<br />. Fierce competition of huge players: Casas Bahia, Ponto Frio and Magazine Luiza.<br />
  13. 13. Solutions – Phase 1:<br />. Marketing research: 70% of purchase decisions<br /> in this sector were made at the point of sales.<br />. New visual communication, new store design,<br /> logo application and colors identity – add yellow<br /> on the background.<br />
  14. 14. Solutions – Phase 1:<br />. New approach – customer can touch, ‘feel’ the product before the sales people approach.<br />. Partnerships with renowned partners’ brands - promotion of their brands at the store.<br />
  15. 15. Solutions – Phase 2:<br />. Mega Stores in big shopping centers:<br /> .Trendy, high-tech and high margin products.<br />. Reinforce the low price image and the close <br /> proximity to the customer.<br />. Concept of mobility – products on sales , new releases should be at the front of the store.<br />. New logo design: modern font, box with round corners, brightness.<br />. Enhancement of the low cost image <br /> and of the proximity to the customer.<br />. Concept of mobility – products on sales, new releases should be at <br /> the front of the store.<br />
  16. 16. Results:<br />. Consistent brand identity, sustaining 3 main<br /> attributes: best deal, quality & close service.<br />. Positive impact on customer perception:<br /> more quality, modern stores & better service.<br />. Better deals with manufactures due to the merchandising spaces in store.<br />. Expansion: from 37 stores in 2003 to 77 stores in 2004.<br />. Revenues: from R$ 100 million in 2003 to R$ 322 million 2004.<br />. Silver Award of POPAI - Point of Purchase Advertising Institute - The Global Association<br /> for Marketing at Retail.<br />
  17. 17. Core Business: Home appliances<br /> <br />Profile:<br />. Market leader.<br />. High brand awareness, recognized high quality.<br />. Very traditional brand, it is part of the housewives’ day-by-day. <br />. Positioning: We make with care.<br /> Main goals:<br /> . Repositioning of the brand: beautiful design + easy to use.<br /> . Introduce the new slogan We do everything for you.<br /> . Keep sales growth and release of new products.<br />
  18. 18. Problems:<br />. Retraction of the market in 3.67% in the previous year (2003).<br />. Brand perceived as old and expensive.<br />. Lack of consistency in communication – no common visual identity<br /> in the point-of-sales (POS) merchandising of the product line.<br />Solutions:<br />Two Marketing surveys:<br />. 80% of the purchase decisions in this market are made by women. <br />. 90% of women purchase decisions in these product categories<br /> are made at the POS.<br />
  19. 19. . Endorsement of celebrity Luiza Brunet,<br /> ex-top model, the most trustable and admirable<br /> woman in Brazil according to marketing surveys.<br />. Ms. Brunet is an example of beauty, mother<br /> and successful business woman for many Brazilian women.<br />. Events with Ms. Brunet introducing the new slogan,<br /> promotional campaign and new products.<br />
  20. 20. Solutions:<br />. New concepts in the visual communication for all products in <br /> 2,500 points of sales – transparency, trendy design, lightness.<br />. Correlation between product and modern women attributes: <br /> practical, beautiful, independent.<br />. Enhancement of the quality and the commitment and <br /> dedication of the brand to the customers.<br />. Launch of the website Walita Cooking Centre with recipes<br /> and free cooking online courses.<br />. Release of a recipes book – inspiring the use of Walita products.<br />
  21. 21. Results:<br />. Sales growth of 15%.<br />. Big impact on media due to Luiza Brunet endorsement and trendy<br /> design of POS material – creation of BUZZ in newspapers and in segmented<br /> media for woman: celebrities, beauty and fashion magazines, websites and blogs.<br />. Improvement of the awareness of the complementation of <br /> the products functions - products seen as a product line.<br />. Refreshment on brand image in customer perception: <br /> modern, fashion and easy to use.<br />. Gold Award of POPAI - Point of Purchase Advertising Institute - The Global Association for Marketing at Retail.<br />Pictures: Luiza Brunet website, JairoGoldflus<br />

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