(3616116)London South Bank UniversityBrand Management (BBM_

(3616116) London South Bank
UniversityBrand Management (BBM_6_G)Module Leader:
Nicola HayesAssignment: Brand Creation Report (2000
words)Submission Date: December 8th, 2020
Executive summary
This report investigates the current brand personality, brand
elements, and brand health of Gordon’s, revealing the brand’s
personality to be very competent and sophisticated and its
positioning as very British and traditional. Gordon’s has
managed to reach a 93% brand awareness and attracted 55% gin
drinkers to try out its flagship product at least once in the past
year. However, the brand’s accessibility and inclusivity have
led to it being perceived as a usual drink and nothing special.
A brand extension introduced at the end of this report aims to
address this issue with its exclusive and premium positioning
and limited availability of the product.
The brand also seeks to capitalise on the market gaps in the gin
and white spirits category, particularly the quiet season for gins
in winter and a demand for more premium, natural, and unique
flavours.
Contents
1. Introduction
2. Gordon’s Brand Audit
2.1 Target audience
2.2 Brand Personality and Values
2.3 Current Brand Elements
2.4 Market analysis and Market Gaps
2.5 Brand Health and SWOT
3. Gordon’s Moments
3.1 Rationale and Role in Portfolio
3.2 Gordon’s Moments Brand Elements
4. Conclusion
5. Appendix

6. Reference List
1. Introduction
The purpose of this report is to lay out the current situation of
the brand Gordon’s, examine its target audience, brand elements
and overall brand health. An analysis of the market that
Gordon’s operates in will also be provided.
Following the initial brand audit will be the introduction of a
potential new sub-brand to be added to Gordon’s brand
portfolio, complete with the sub-brand’s new brand elements
and an explanation of the role it will play in the portfolio. 2.
Gordon’s Brand Audit
Gordon’s is a leading British brand of gin (Mintel, 2020) and
the world’s favourite brand, with 6 bottles being sold every
second, and Gordon’s gin and tonic premixes being the largest
in Europe (Diageo, 2020). It has been rated as the best-selling
brand of gin by The Spirit Business (Carrunthers, 2020) for five
consecutive years as of time of writing, experiencing a
significant growth spike of 15.9% in 2018/19, particularly
thanks to its launch of the pink gin variant.
Gordon’s product portfolio is composed of the following
products (Gordon’s, 2020):
· Gordon’s London dry gin (original + 3 variants)
· Gin & Tonic premix (2 variants)
· Gordon’s Ultra Low (2 variants)2.1 Target Audience
About 80% of all adults in the UK drink alcohol (Drinkaware,
2019), proving an enormous number of potential targets. Some
important sets of people to target when building a successful
gin brand are not only the consumers, but also various retailers
dealing both in on-trade and off-trade environments. (Atomik
Research, 2018).
Atomik Research (2018) revealed that many drinkers over 45
prefer gin to any other spirit, and before their rebranding,
Gordon’s most loyal consumers were those around the 40-50
bracket (WARC, 2020). However, according to Mintel (2020),
white spirits and gin are mostly drunk by 16-34-year olds,

which also extends to Gordon’s products.
While the lockdown has significantly affected the on-trade
volume sales of many white spirits, gin has been usually
consumed at home even pre-lockdown (Mintel, 2020).
According to Passport (2020), 94.3% of all white spirit
purchases occur in store-based retailing. This would suggest
that people who prefer to drink at home make up a sizable part
of Gordon’s target audience.
Those with higher income are also more likely to drunk
Gordon’s gin, however when compared to other brands, the
difference between those on lower and higher incomes is far
smaller, which would suggest that Gordon’s has successfully
positioned itself as a highly inclusive brand (Mintel, 2020).
2.2 Brand personality and values
Keller and Swaminathan (2019) speak of brand personality as
something brands take on through customer experiences and
marketing activity. They also define brand personality
somewhere on the spectrum of five main dimensions: Sincerity,
Excitement, Competence, Sophistication and Ruggedness. Most
brands include all the dimensions to varying degrees.
Gordon’s is highly seen as traditional, but also very accessible
by consumers, which has enabled the brand to reach a wide user
demographic compared to other spirit brands (Mintel, 2020). To
see the full positioning charts, please see Appendix 2.
The focus on the reliable old recipe, tradition, longevity, and
popularity of the brand are the brand’s main values. The brand’s
messaging about drinking focuses more on the relaxing and fun
attributes of drinking (alone or in a social setting), rather than
on wild exciting experiences one could have when inebriated.
This can be seen particularly in the brand’s ‘Shall we?’
advertisements (YouTube, 2020), as well as the company’s
website (Gordon’s, 2020), which has a section dedicated to
responsible drinking.
It can thus be deduced that Gordon’s most prominent

personality traits are Competence and Sophistication.2.3
Current Brand Elements
Brand elements are trademarkable devices that help identify or
differentiate the brand, such as logos, names, colours, jingles,
etc. (Keller and Swaminathan, 2019).
Colours can be a powerful marketing tool if managed
strategically (Funk and Ndubisi, 2006), evocating a series of
associations that help consumers understand the positioning of
the brand (Bottomley and Doyle, 2006). Generally, there are six
criteria for brand elements: memorability, meaningfulness,
likability, transferability, adaptability and protectability (Keller
and Swaminathan, 2019).
The following are the most important elements of the Gordon’s
brand with some example images.
The name Gordon’s
· Founder’s name (Alexander Gordon), as well as the Scottish
Clan Gordon which ties in with the boar, another important
element
· Unique and recognisable
· Carries the meaning of tradition, experience, class, and
maturity in its iconography
· Transferable (no translation issues)
· Adaptable - ‘gin’ is technically not part of the name
· Registered trademark protects from imitation
· (Gordon’s, 2020)
The Boar
· Present on all packaging, adding to memorability
· Tied to a legend of the Gordon Clan saving the King of
Scotland from a wild boar, adding to meaningfulness and
likability
· Serves as a mark of quality and heritage and helps the brand
stand out from the crowd (WARC, 2020)
· (Gordon’s, 2020)

Bottle design
· Award winning bottle
· Dark green colour on the original gin and the vine patterns on
the glass accentuate the natural and traditional recipe
· Positioning Gordon’s as the top selling gin brand (Design
Week, 2016)
· The vines shaped into a heart encircling the ‘ESTD. London
1769’ bring together the refreshing taste of the product and it
being ‘the heart of a good cocktail’, as well as people’s lasting
fondness of the brand (WARC, 2020)
· Used for all their products (except ultra-low alcohol variants
and Gin and Tonic cans) - adding to memorability
· (Gordon’s, 2020)
Colours
· Limited colour scheme on packaging, usually using black,
white, and silver and only adding accent colour for the colourful
gin variants
· Website and most recent promotional material use more
colour, mostly green, yellow, and light blue to denote freshness
and lightness of the product
· Green: most prominent in the original product and on the
website, symbolising freshness, and nature, but also tradition,
heritage and trustworthiness (Lawes, 2008)
· Black: symbolizes power, knowledge
· White: excellent contrast to black, could be seen to show
purity and quality of the product (Funk and Ndubisi, 2006)
· Yellow: used only on the website for accents, shows a little bi t
of fun and playfulness, but also freshness and summertime
(Lawes, 2008)
· Light blue: the chosen background colour for most of
Gordon’s promotional material, connection to water, summer,
calmness, and a refreshing feeling (Lawes, 2008)
· (Gordon’s, 2020)2.4 Market Analysis and Market Gaps

White spirits are the most popular category of spirits in the UK,
followed by whiskeys (Passport, 2020). The total UK white
spirits and RTD market was estimated at £7.9 billion in 2019,
having grown by 40.9% over 2014-2019 (Mitel, 2020). This
growth was driven by innovations, experimentation and
premiumisation (Passport, 2020) as well as the consistent
volume growth, particularly in the gin category, which has been
growing at record speed over the last 5 years in both val ue and
volume sales. This growth has slowed in 2019 and has been
declining since (Mintel, 2020).
Gordon’s has the third highest brand market share at 4.1%, with
Smirnoff Red at 6.1% and Tesco at 4.5% before it (Passport,
2020).
The most important factors to consider are:
· the changing habits of consumers due to the COVID-19
pandemic (Mintel, 2020)
· the tendency to consume gin and RTDs at home, rather than on
trade (Passport, 2020)
· that many consumers mix gin with another drink to make it
more palatable (Mintel, 2020)
· the continued trend of adults limiting their alcohol intake
(Passport, 2020) (Mintel, 2020)
· the rising demand for new flavours of gins and RTDs,
particularly more premium, traditional, and natural flavour
made with unique and locally sourced ingredients (Passport,
2020) (Mintel, 2020)
· the lull during winter, as gin is mostly drunk during the
summer (Mintel, 2020)
The full information upon which this list was compiled is in
Appendix 1.
Gordon’s already has a selection of various flavoured varieties,
RTDs, and low alcoholic drinks. Some interesting openings lie
in the seasonality of the product, as well as a focus on
exclusivity and premium taste from natural ingredients,
following a traditional recipe.
2.5 Brand Health and SWOT

Gordon’s is the world’s favourite gin (Diageo, 2020) and the
most widely consumed brand, reaching a 93% brand awareness
this year (Mintel, 2020).
The brand is highly viewed as traditional and consumers are
very responsive to Gordon’s British positioning, however only
11% of its consumers regard it as special, seeing it more as an
everyday option, and only 36% view the brand as diverse, the
lowest of the leading brands (Mintel, 2020).
Bellow is a SWOT of the brand’s current situation in the
market.
Strengths
· High brand awareness
· Accessible/everyday
· Traditional
· British
Weaknesses
· Interchangeable
· Not very diverse
· Not very special
Opportunities
· New innovative variants to increase diversity
· Expanding the brand portfolio to include something for specia l
occasions
Threats
· Could become seen as boring and close minded
· Because of Gordon’s success in RTD’s, other brands are
joining the competition
Gordon’s upped their spending on marketing their core dry gin
significantly in 2019, focusing on tradition and heritage and
promoting new occasions for drinking with its ‘Shall we’
campaign, which no doubt promoted the brand’s growth in both
flavoured gins and RTDs. G&T mixers, particularly the pink
variant, have fuelled 35.3% growth in value sales, reflecting the
popularity of the original pink gin variant and granting the

brand a 19% market share (Mintel, 2020).
Based on the success of a new product associated with the
Gordon’s brand, it could be assumed that the brand has a strong
brand equity.
Customer-Based Brand Equity is formally defined as the
differential effect that brand knowledge has on a customer’s
response to the brand’s marketing. The concept attributes
strength of a brand to the customer’s experiences, feelings,
opinions, beliefs, etc. It is important for marketers to shape the
way their customers think and feel about a brand, and ensure
their perceptions and experiences are positive. If a brand has a
strong brand equity, customers will be more likely to buy a
product identified with the brand (Keller and Swaminathan,
2019).
Keller (2019) introduced a CBBE model, which helps illustrate
the journey of customers’ relationship to the brand. To see the
full CBBE model as applied to Gordon’s, please refer to
Appendix 3.
3. Gordon’s Moments introduction
The new sub-brand added to Gordon’s portfolio will operate
under the name Gordon’s Moments, retaining the parent brand
name and much of its personality and elements. The brand aims
to enhance the image of the parent brand and increase market
coverage by retaining the brand’s strong tradition and heritage
associations, but adding innovation and exclusivity, which the
brand is currently missing.
Gordon’s Moments will be a brand of exclusive, time-limited,
flavoured gins, targeting mostly drinking adults over 35, with a
higher income and a passion for alcoholic beverages. The
product is to be sold primarily in the winter. The quantity of
produced bottles can be reduced as necessary, as the gin is to be
produced from unique and natural ingredients sourced from
within the UK.3.1 rationale and role in portfolio
Brand architecture provides general guidelines about a firm’s

branding strategy and which brand elements to apply across all
is different products. Sub-brands are usually created as a way to
reach new target markets. They are typically visibly related to
the main brand, but distinct themselves with different colours or
logos (Keller, 2019).
Gordon’s original dry gin in its signature green bottle is the
flagship product, with its colourful variants. The canned RTDs
Gordon’s is mostly enjoyed by women and more on-the-go
customers (Mintel, 2020). The Ultra-Low G&Ts are targeting a
different audience thanks to their low-alcohol nature.
The Gordon’s brand positions itself as premium, but it is widely
seen as an accessible, everyday option, rather than something
for a special occasion (Mintel, 2020). Gordon’s Moments
intends to fill this gap with its exclusivity, the limited
availability of the product and its unique qualities.
The market opportunities Gordon’s Moments is designed to
capitalise on are the demand for traditional, yet exclusive and
premium gin with exciting new natural flavours, with a focus on
a traditional recipe and local natural ingredients (Mintel, 2020).
As gin is typically drunk in the warmer seasons (Mintel, 2020),
Gordon’s Moments seeks to break the lull of winter with its
traditionally winter spices in a gin bottle fit for a Christmas
party or any other special occasion.
To see the full brand architecture map, please refer to Appendix
4.3.2 Gordon’s Moments Brand Elements
Gordon’s Moments will retain some of the parent brand’s most
prominent and evocative brand elements, such as the Gordon’s
name and the Boar, as they are the most memorable,
meaningful, and transferrable available elements.
As with other brands on Gordon’s portfolio, the bottle design is
an excellent way to differentiate the new brand. When selecting
the bottle shape, it is important to consider its design as well as
practicality (Liquor.com, 2017). Spirit packaging designs
extend beyond the bottle, from the box the bottle may be
enclosed in, to the bottle cap (Carruthers, 2019).
The Gordon’s Moments packaging should include an outer box

with a pattern resembling a grandfather clock, adding to the
brand’s messaging of heritage and experience, but also the time
limited availability of the product, increasing the brand’s
meaningfulness and likability.
The number and quality of botanicals used in the product’s
making can be shown through imprints on the glass or an
illustration on the front label. The bottle shape should also
differ from the original bottle to add to the brand’s
memorability, meaningfulness, and likability.
The colours used should be mainly red, gold, and black.
Black is to be the dominant colour, preferably the colour of the
bottle as well. Black signifies status, elegance, sophistication,
glamour (Labrecque and Milne, 2012), and high quality
(Bottomley and Doyle, 2006).
Red is generally appropriate for logos and brands promoting a
sensory-social image (Bottomley and Doyle, 2006), which
Gordon’s Moments is. The red colour also communicates
success and a strong heritage of being the leader (Lawes, 2008),
as well as love (Bottomley and Doyle, 2006). Certain colour
combinations have certain meanings, such as holidays
(Labrecque and Milne, 2012), and gold, green and red are very
important Christmas colours. Green should, however, not be
used, as not to designate Gordon’s Moments as a purely
Christmas product and to maintain distance from the original
brand.
Gold symbolises wealth, prestige, innovation, and success
(Olsen, 2020), however overuse of it may signal overconfidence
or arrogance. It is therefore to be used sparingly.
4. Conclusion
This report has discovered gaps in the market and opportunities
for Gordon’s to expand its brand portfolio in a meaningful way,
satisfying a demand for new flavours and premium gins, and
reaching a new target audience.
It also revealed the brand’s perception as an everyday option,
rather than something special. Gordon’s Moments is sure to
further strengthen Gordon’s traditional position, as well as help

establish a more premium and exclusive position.
5. Appendices
Appendix 1 – Market research and market gaps
It is important to consider the impact of the pandemic on the
way people purchase and consume alcohol. While the entire
spirit category took a hit due to the pandemic (especially in on-
trade sales), gin has managed to survive the year seemingly
unaffected. The gin category has continued to grow as more
expensive drinks like cognac are being traded for more
affordable alternatives, and cheaper drinks like tequila are
seeing a decline as they are usually consumed on trade. Off-
trade sales have increased substantially as 94.3% of purchases
of white spirits occur in store-based retailing (Passport, 2020).
Most people who consume gin tend to drink it at home and tend
to consume it mixed with something else (Mintel, 2020). Things
like shelf placement, bottle design and what information is on
the label are therefore worth considering when managing the
communications and branding.
One of the most important factors for consumers is flavour, as
the demand for new flavours of both gins and RTDs are on the
rise. One of the main drivers for the growth of gin and Gordon’s
as well is the boom of flavoured gin, as many brands increase
their portfolios with new exciting, flavoured variants in various
‘instagrammable’ colours, which makes them particularly
popular with Gen Z and Millennials (Passport, 2020), feeding
further into the fact that younger people consume the category
far more than older generations (Mintel, 2020).
Flavour also plays an important part in RTDs, with an interest
among consumers for more interesting flavours, but with 50% of
consumers saying they find them too sweet (Mintel, 2020).
74% of white spirit drinkers say they have tried a flavoured
variety in the past year. Particularly, there appears to be a
market for more premium flavours, with about a quarter of

consumers showing interest in a more complex flavour profile,
unique and local ingredients, or a historical recipe. Interest in
locally sourced ingredients should also be tied with a concurrent
interest in handmade varieties of white spirits or those produced
in small batches, lending the product more exclusivity. This
interest in natural ingredients goes hand in hand with 48% of
consumers being concerned about artificial ingredients, which
prevents them from drinking white spirits and RTDs more often
(Mintel, 2020).
The trend of non/low alcohol spirits and RTDs and ethical
brands for sustainable consumers has been present in the market
for years and is still on the rise (Passport, 2020). Alcohol
content continues to bar potential customers from consuming
RTDs and gins, as 33% of adults are reducing or limiting
alcohol intake (Mintel, 2020).
Summer is the most popular time to consume white spirits
and/or RTDs, according to two thirds drinkers. This is due to
the established flavour combination often complementing the
seasonality with sweet, fruity ingredients. New, warmer, and
spicier flavours could be offered during the lull in winter
(Mintel, 2020).
Appendix 2 – Positioning maps of gin brands according to
Mintel (2020)
Appendix 3 – Keller’s Brand Resonance Model of Gordon’s
(Keller and Swaminathan, 2019)
Appendix 4 – Gordon’s Brand Portfolio with Moments added
6. Reference List
Atomik Research (2018), Research reveals gin and vodka the

most popular drink of 2018. Available from:
https://www.atomikresearch.co.uk/research-reveals-gin-and-
vodka-the-most-popular-drink-of-2018/ [Accessed 20th
November 2020]
Bottomley, P. A. and Doyle, J. R. (2006), The interactive
effects of colors and products on perceptions of brand logo
appropriateness, Marketing Theory, 6(1), pp. 63–83. Available
from: https://0-journals-sagepub-
com.lispac.lsbu.ac.uk/doi/pdf/10.1177/1470593106061263
[Accessed 1st December 2020]
Carruthers, N. (2019), Top 10 award-winning spirits bottle
designs. Available from:
https://www.thespiritsbusiness.com/2019/12/top-10-award-
winning-spirits-bottle-designs/ [Accessed 7th December 2020]
Carruthers, N. (2020), Top Seven Best-Selling Gin Brands.
Available from:
https://www.thespiritsbusiness.com/2020/07/top-seven-best-
selling-gin-brands-3/8/ [Accessed 16th November 2020]
Diageo (2020), Gordon’s. Available form:
https://www.diageo.com/en/our-brands/brand-profiles/gordons/
[Accessed 18th November 2020]
Drinkaware (2019), Alcohol Consumption UK | Drinkaware.
Available at: https://www.drinkaware.co.uk/research/research-
and-evaluation-reports/alcohol-consumption-uk [Accessed 21st
November 2020]
Funk, D. and Oly Ndubisi, N. (2006), Colour and product
choice: a study of gender roles, Management Research News, 29
(1/2), pp. 41-52. Available from: https://0-doi-
org.lispac.lsbu.ac.uk/10.1108/01409170610645439 [Accessed
1st December 2020]
Gordon’s (2020), Gordon’s. Available from:
https://www.gordonsgin.com/en-gb/home [Accessed 17th
November 2020]
Keller, K. L., & Swaminathan, V. (2019), Strategic Brand
Management: Building, Measuring, and Managing Brand Equity.
5th ed., Harlow, United Kingdom: Pearson Education Limited.

Available from:
https://ebookcentral.proquest.com/lib/lsbuuk/reader.action?docI
D=5801053 [Accessed 19th November 2020]
Labrecque, L. and Milne, G. (2012), Exciting red and competent
blue: the importance of color in marketing, Journal of the
Academy of Marketing Science, 40(5), pp. 711–727. Available
from: http://0-
search.ebscohost.com.lispac.lsbu.ac.uk/login.aspx?direct=true&
db=buh&AN=78065194&site=ehost-live [Accessed 1st
December 2020]
Lawes, R. (2008), Colour with confidence, Brand Strategy,
(220), pp. 46–47. Available from: http://0-
search.ebscohost.com.lispac.lsbu.ac.uk/login.aspx?direct=true&
db=buh&AN=31444034&site=ehost-live [Accessed 1st
December 2020]
Liquor.com (2019) Why Your Favorite Booze Bottles Are
Shaped the Way They Are. And Why You Should Care.
Available from: https://www.liquor.com/articles/bottle-shape/
[Accessed 7th December 2020]
Marketing Week (2002), Superbrand case studies: Gordon’s.
Available from:
https://www.campaignlive.co.uk/article/superbrands-case-
studies-gordons/1629550 [Accessed 25th November 2020]
Mintel (2020), White Spirits and RTDs - UK - January 2020.
Available from:
https://reports.mintel.com/display/921456/?fromSearch=%3Ffre
etext%3DSpirits%2520and%2520RTDs [Accessed 18th
November 2020]
Olesen, J (2020), Gold Color Meaning – The Color Gold
Symbolizes Wealth and Success. Available from:
https://www.color-meanings.com/gold-color-meaning-the-color-
gold/ [Accesesd 7th December 2020]
Passport (2020), Spirits in the United Kingdom. Available from:
https://0-www-portal-euromonitor-
com.lispac.lsbu.ac.uk/portal/analysis/related [Accessed 20th
November 2020]

WARC (2019), Gordon's Gin. Available from: https://0-www-
warc-com.lispac.lsbu.ac.uk/content/article/gordons-gin/126516
[Accessed 25th November 2020]
YouTube (2020), Gordon’s Gin. Available from:
https://www.youtube.com/channel/UCObUj-
ZOakqN5YTMGdUf1Mw/videos [Accessed 30th November
2020]
6
The case of Marie
Marie is 68 years old and is part Scottish and American Indian.
She lives in a town that provides a sense of security for her
because she lives close to her two daughters. Before her moved
she lived in the same little rural town for majority of her adult
life.
She started out working for others and in her late 30’s decided
to stop working for others and open her own business. That
business was very successful but required long hours and hard
work. She derived a sense of accomplishment from her business
that could not be matched at any time in her life. She loved the
interaction with others but could no longer keep up with the
physical demands from the business. She retired 3 years ago.
Marie is not wealthy but is capable of maintaining her home and
lifestyle. She reports that now that she is retired she likes to
read and feels most comfortable in her own home.
She currently reports feeling like she has no purpose. About 5
years ago her best friend and husband died of cancer. She and
her husband had been married for 47 years at the time of his
passing. She was profoundly shaken by this loss. Upon
assessing her living arrangements at the time of his death,
decisions were made in consultation with her two children to
sell the business and move closer to her daughters. The move
has been a positive and negative impact – positive due to the

being around others who care for her yet negative due to the
stress of being around younger children. She reports becoming
depressed and anxious around the anniversary date of her
husband’s death.
Marie has two children Lisa who has just turned 50 and Toni
who is in her mid 40’s. Both Lisa and Toni have young children
of their own. Lisa who is a single mother by choice with twins
who are 4 years of age. Toni who is married and has one child
who is 5. Both children live close by and visit often. When they
do visit, Marie complains that the children make her stressed
and tired. Lisa and Toni are concerned about their mother’s
ability to tolerate the activity of the children. They want their
mother to enjoy her grandchildren as much as possible.
Lisa is dependent on pain medication due to an injury that she
encountered at work several years ago. She still functions fully
as far as work and social life. She has challenges with the twins
that she is raising and yells at them frequently to the point
where one of the children is beginning to yell back at her and
become defiant. She frequently asks for assistance from Marie
with the children. The preschool has reported that this same
child is having difficulty with social relationships, emotional
connections but reports no negative behavioral issues.
Toni lives with her husband of 10 years and her daughter who is
5 years of age. Marie reports that Toni is supportive of her and
provides emotional support when needed. Toni has been caring
for her mother during the medical procedure that has been
recently conducted.
Marie has just recently undergone an extensive knee
replacement and is in physical therapy to regain her mobility.
She has been taking prescription drugs for pain but refuses to
take them as directed by the physician due to her experience
with Lisa. She takes the pain medication only if she is in
debilitating pain. Marie often reports having difficulty with her
memory because she has to check on things more often such as
closing the garage door when she leaves, or to check to see if
she has locked the door before bed etc. She is extremely

concerned about losing her cognitive abilities.
Toni has privately asked for your help in looking for an assisted
living facility for Marie-she believes her mother is having
increasing difficulty living on her own, and doesn't feel she can
provide consistent aid. She also thinks her sister is taking
advantage of her Marie's availability to watch her children. Lisa
has privately urged you to convince her mother to start taking
her pain medication, as well as asking you to help explain to
Marie how beneficial it is for children to have a grandparent
involved in their lives. Marie has recently told you that she
thinks Lisa may have taken an unopened bottle of her pain
medicine.
Summative Assessment 1 – Coursework 1 (50%)
Deadline Week 11 (29th November 2021) Brand Creation
Report
Create and justify the brand identity for a sub-brand sitting
within the hierarchy of your chosen corporate or family brand.
Write a BUSINESS REPORT of approximately 2,000 words
(effectively using the appendices, to support your report)
You may choose from one of the three brands below:
Missoni
Skull Candy Headphones
Absolut Vodka
Brand Audit
Comprehensive Brand audit illustrating current brand position
Target audience identified
Current Brand Elements identified

Market analysis
Market Gaps identified
Overall conclusion as to strength of the brand
25
Use of theory to support your analysis
Appropriate level of theory including brand models, academic
thought to underpin both the brand audit and the sub brand
development.
Brand building models (Keller/Kapferer) Brand Architecture
Brand elements and their requirements Colour, font theory
Etc…….
20
Development of a Sub-Brand which will sit within the existing
Portfolio
Creation of a sub-brand sitting under the master / family brand
including development of new brand elements
· Development of sub brand idea including target audience
· Changes to existing brand elements to communicate new
image / personality etc and justification of new elements
· Discussion and justification of the new sub-brand’s role in the
overall portfolio
25
Use of Data to underpin your Decision Making
Appropriate Data used in both the brand audit and the
development of the sub brand to support your conclusions and
justify your sub-brand decision
· Market, consumer, company and competitive data used
appropriately
· Detailed analysis of the data to justify your sub- brand

strategy
20
Presentation
The presentation marks will be awarded for discursive ability,
layout and referencing
You must submit in a BUSINESS REPORT format
10

(3616116)London South Bank UniversityBrand Management (BBM_

Recommended

Recommended

More Related Content

More from ajoy21

More from ajoy21 (20)

(3616116)London South Bank UniversityBrand Management (BBM_