Brand promise 3


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Brand promise 3

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  2. 2. INDEX  Definition   Example  How to Develop a Brand Promise     The Company’s Value Proposition Points of Parity and Differentiation Brand Attributes Promise Definition  How to Deliver Your Brand Promise     Brand proof points Example Brand Performance Model Brand Life Cycle
  3. 3. What’s a Brand Promise?   A brand promise is what the company commits to the people who interact with it.  A brand promise is the statement that you make to customers that identifies what they should expect for all interactions with your people, products, services and company. It is often associated with the company’s name and/or logo. 3
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  5. 5. It’s not a description of what a company does in a literal sense. It’s a description of the company’s character. To some extent, it’s a mission; it’s how the company creates and delivers value. Also, it’s the feeling the company conveys to its stakeholders. Two restaurants, for example, may have similar menus, but provide different atmospheres, different associations, and different customer experiences based on their brand promises. 5
  6. 6. To Illustrate, Here are the Brand Promises from Three Highly Successful, World-Wide Brands:   The NFL(NATIONAL FOOTBALL LEAGUE):  “To be the premier sports and entertainment brand that brings people together, connecting them socially and emotionally like no other.” 6
  7. 7. Coca-Cola:  “To inspire moments of optimism and uplift.”  7
  8. 8. Virgin:  “To be genuine, fun, contemporary, and different in everything we do at a reasonable price.”  8
  9. 9. INTERESTING! In none of the above cases does the brand promise describe what these companies do or provide.  The NFL’s brand promise says nothing about football.  Coca-Cola doesn’t talk about providing the best soft drinks in the world.  And Virgin’s promise goes a lot farther than seating passengers in airplanes.  Good brand promises, like these, talk about what these companies promise to be for you, the consumer. 9
  10. 10. How to Develop a Brand Promise   A company needs to answer these four questions to begin developing a brand promise: 1. What is the value proposition of the company to its constituents? 2. What are the points of parity and differentiation between the company and its competition? 3. What are the attributes (the values/beliefs) of the company’s brand? 4. What, then, is the company’s brand promise? 10
  11. 11. The Company’s Value Proposition   Companies should not fall into describing what the organization does.  They need to consider the benefits they provide, preferably from the viewpoint of the stakeholders.  For example, your company may provide 24-7 customer service, but what does that mean to the customer? What’s the specific benefit of that to them? 11
  12. 12.  Companies need to remember that “stakeholders” includes every entity that interacts with the corporation—not just clients and customers.  Stakeholders can include employees, vendors, shareholders, and even government entities, depending upon the business. The Company’s Value Proposition 12
  13. 13. Points of Parity and Differentiation   Sometimes the quickest way to determine what a company is, is to determine what it is not, compared to similar companies or competitors.  how is the company in question different?  What does the company not offer that its competition does? And vice versa.  What feel or character does the company offer—or not offer—in comparison with its competition?  Example: Gymnastics 13
  14. 14. Brand Attributes   Are the values and beliefs that their brands represent.  Describe how the brand delivers on its promise.  Do not describe the company’s actual products or services.  For example Coca-Cola’s brand values say nothing about quality drink development! Coca-Cola: Simple pleasures, optimism, happiness, human connections/bringing people together 14
  15. 15. Promise Definition   The brand promise should never be a description of the products or services the company offers.  A brand promise describes how people should feel when they interact with the brand, how the company provides its products/services, and what sort of character the company has.  A brand promise is a short phrase, not a paragraph, and is relevant to all aspects of the organization.  Example: NFL
  16. 16. How to Deliver Your Brand Promise   Strong brands possess credible, distinctive brand promises. relevant and  Social media has become a zillion-channel place where anyone can express their opinion about your brand.  So, how can you deal with this? The answer is simple: with trust. 16
  17. 17. Brand Proof Points   The brand proof should at least be equal to the brand promise to avoid disappointing the customer (Smith, 2011).  To prove the brand promise, customers have to experience the brand promise through all the different channels:  The telephone, in all the stores/locations, on the website and in face-to-face contact, etc. 17
  18. 18. Example: Starbucks  • They are coffee lovers who enjoy spending time with quality products. • Employees are friendly and quick • Atmosphere is inviting with modern furniture, relaxed music and pleasant aromas. • They communicate their brand promise everywhere in exactly the same manner . • They are welcoming, provide a fast service and are passionate about coffee. 18
  19. 19. Brand Performance Model  • It enables you to determine the extent to which brand proof points are exploited. • The top half represents the exterior part of the organization that is visible to stakeholders. • The bottom half constitutes the internal organization. 19
  20. 20.  ‘Presence’ is the presentation of the brand in all expressions.  When the presence fits with the brand, this helps prove the brand promise.  ‘People’ are the people who represent the brand, usually the employees with whom customers communicate. Brand Performance Model 20
  21. 21.  ‘Processes’ are the procedures within the organization that contribute to the applied consistency of the brand.  ‘Programmes & Tools’ are all the resources that are used to provide employees with the opportunity to apply the brand consistently through their knowledge as well as their attitude and behavior towards customers. Brand Performance Model 21
  22. 22.  The four dimensions of the Brand Performance Model interrelate.  This means that when organizations have problems with their internal organization, these will be noticed and experienced by people outside the organization. Brand Performance Model 22
  23. 23. Brand Life Cycle: The way your brand looks also implicitly promises something  • Five phases distinguished: 1. 2. 3. 4. 5. can be Evaluation and analysis Strategy Development and creation Implementation and activation Management 23
  24. 24. Evaluation and analysis   Monitoring how the brand performs, both internally and externally.  Some evaluations might lead to significant changes within the brand, resulting in a change to the corporate visual identity and/or brand name. This is called a rebranding.  In these circumstances, the brand evaluation acts as a platform for the development of a new or adjusted organizational strategy, positioning of the brand or brand promise Brand Life Cycle 24
  25. 25. Strategy   The organizational strategy is translated into a brand strategy: here, the mission, vision and core values are transformed into a clear and relevant positioning of the brand or brand promise.  It is vital that an organization only chooses brand promises that it can actually keep. A beautiful brand promise is worthless if it is not fulfilled. Brand Life Cycle 25
  26. 26. Development and creation   Here the brand promise is translated for the brand proof points. Programs must be developed to involve both employees and external stakeholders in the creation of a new brand strategy.  All forms of communication should be tailored to the new promise, and the visual identity must be adjusted or developed. The products and services provided by the organization must be adapted to the new brand promise. Brand Life Cycle 26
  27. 27. Implementation and activation   Here the design and programs developed are implemented at each of the brand proof points.  The introduction of a new or adjusted brand often brings a lot of tension and uncertainty to an organization. Internal acceptance of the new brand is, therefore, one of the biggest challenges during a rebranding . Brand Life Cycle 27
  28. 28.  The greater the change, the larger the impact will be on internal resistance.  Therefore adequate communication before, during and after the rebranding is crucial to the success of the brand. Brand Life Cycle Implementation And Activation 28
  29. 29. Management   Proving the brand promise every day demands organizational skills and coordination between the front (presence and people) and the back (processes and programmes) of an organization.  This phase is therefore a continuous one in which the brand is carefully managed at all the brand proof points. This requires that the processes in an organization connect perfectly with the brand promise. Brand Life Cycle 29
  30. 30. Conclusion   The Brand Life Cycle is a proven model for a modern brand management approach, across all channels.  The Brand Performance Model is the perfect model for checking annually whether you are still on or off track with your brand management.  The success of a brand does not rest solely with the credibility, relevance and distinctiveness of the brand promise, but also, and even more so, with the way in which this promise is embedded in the entire organization. 30
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