This document discusses brand planning and positioning. It introduces the brand resonance model, which outlines steps to build customer-based brand equity through increasing levels of brand awareness, meaning, response, and relationships. The goal is to create brand resonance where customers feel in sync with the brand. It also covers the brand positioning model, including identifying competitive frames of reference, points of parity/difference, and developing brand mantras. Tools like these can help guide strategic brand planning and implementation.
A brand value chain is a structured approach to assessing the sources and outcomes of brand equity and the manner by which marketing activities create brand value.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
A brand value chain is a structured approach to assessing the sources and outcomes of brand equity and the manner by which marketing activities create brand value.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
Chap 4,choosing brand elements to build brand equityRajesh Kumar
This slide will give complete view about choosing brand element for various category in industry. As digital marketing manager i use to allow for choosing fines mode of element for our good selection of brand element.
regards
Rajesh
manager Digital maarketing
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
In this presentation, we will introduce you to the concept of Brand Planning. This presentation will help you to know and learn the factors and strategies involved in building a brand and help it to succeed. We will also discuss FMCG, service marketing, brand share and brand lifecycle.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Brand differentiation is CRITICAL in today's ever-commoditizing marketplace. In their book Overthrow, Adam Morgan and Mark Holden identify the 10 different challenger stories. Every brand MUST be a challenger brand for success. Which one are you?
Chap 5, designing marketing programme to build brand equityRajesh Kumar
In current time making marketing strategy is as important to put it on branding platform. This slides will give details view about marketing strategy for branding
Regards
Rajesh
Brand management with respective of CaburyPrateek Pawar
All of us are consumers. We consume things of daily use; we also consume and buy the products according to our needs, preferences and buying power. These can be consumable goods, durable goods, specialty goods or, industrial goods.
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
Leveraging Secondary Brand Association to build Brand Equity. Brand Association is very essential to build brand equity as it helps the audience to recall about the brand. For example, Close up reminds us about fresh breathing.
An overview of the types of brand architecture. A brand architecture needs to align to the corporate's overall brand strategy. It needs to be robust and have the ability to grow and adapt.
Chap 4,choosing brand elements to build brand equityRajesh Kumar
This slide will give complete view about choosing brand element for various category in industry. As digital marketing manager i use to allow for choosing fines mode of element for our good selection of brand element.
regards
Rajesh
manager Digital maarketing
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
In this presentation, we will introduce you to the concept of Brand Planning. This presentation will help you to know and learn the factors and strategies involved in building a brand and help it to succeed. We will also discuss FMCG, service marketing, brand share and brand lifecycle.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Brand differentiation is CRITICAL in today's ever-commoditizing marketplace. In their book Overthrow, Adam Morgan and Mark Holden identify the 10 different challenger stories. Every brand MUST be a challenger brand for success. Which one are you?
Chap 5, designing marketing programme to build brand equityRajesh Kumar
In current time making marketing strategy is as important to put it on branding platform. This slides will give details view about marketing strategy for branding
Regards
Rajesh
Brand management with respective of CaburyPrateek Pawar
All of us are consumers. We consume things of daily use; we also consume and buy the products according to our needs, preferences and buying power. These can be consumable goods, durable goods, specialty goods or, industrial goods.
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
Leveraging Secondary Brand Association to build Brand Equity. Brand Association is very essential to build brand equity as it helps the audience to recall about the brand. For example, Close up reminds us about fresh breathing.
An overview of the types of brand architecture. A brand architecture needs to align to the corporate's overall brand strategy. It needs to be robust and have the ability to grow and adapt.
Content needs to be written with one purpose: to be Important. That means that it must anger a response or a attention from the reader. Many companies think that if they create content that fulfills a need or answers a question, they will somehow be compensated with their content being shared by millions.
Expenditure on brand building may be percieved as costly especially when viewed against the backdrop of the recently economic downturn. However, to unlock the potential inherent in any strategic move, business managers need to elevate the proposition through the adoption of the concept of branding.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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2. The Concept of
Customer-Based Brand Equity
Customer-based brand equity
Differential effect
Customer brand knowledge
Customer response to brand marketing
2
3. Building
Customer-Based Brand Equity
The initial choices for the brand elements
Brand name, logo, symbol, character, slogan….
Marketing and other activities and
supporting marketing programs
Products, services, communications, channels ….
Other associations indirectly transferred
to the brand by linking it to some other
entities
Other companies, brands, places, people ….
3
4. Benefits of
Customer-Based Brand Equity
Enjoy greater brand loyalty & be less vulnerable
to competitive marketing actions
Command larger margins & have more inelastic
responses to price increases and elastic
responses to price decreases
Receive greater trade cooperation & support
Increase marketing communication
effectiveness
Yield licensing opportunities
Support brand extensions
Bridge between past activities and future
direction
4
5. Three Tools to
Facilitate Brand Planning
Holistic marketing requires careful planning
and implementation.
To help guide these efforts, three models of
increasing scope are presented:
1) brand positioning model describes how to guide integrated
marketing to maximize competitive advantages;
2) brand resonance model describes how to create
intense, activity loyalty relationships with customers; and
3) brand value chain model describes how to trace the value
creation process to better understand the financial impact
of marketing expenditures and investments.
5
6. 1. Brand Positioning Model
Kevin Lane Keller, Brian Sternthal, and Alice Tybout (2002),
“Three Questions You Need to Ask About Your Brand,”
Harvard Business Review, September, 80 (9), 80-89.
6
7. Brand Positioning
Brand positioning is about how we want target
customers to think about a brand with respect to
competitors
A strong brand positioning helps guide
organizational activities by clarifying the brand’s
essence, what the brand helps the customer
achieve, and how it is unique in doing so
Everyone in the organization should understand the brand
positioning and use it as context for making decisions
7
8. Classic Brand Positioning Statement
To ___________________________________________________________________,
(Target Group/Need)
_______________is the brand of __________________________________________.
(Brand) Frame of Reference (Perceptual)
Competing Mainly With ___________________________________________________
Frame of Reference (Competitive)
that ___________________________________________________________________,
(Relevant Differentiating Benefit)
because ______________________________________________________________.
(Reason To Believe)
The Brand Character is: ___________________________________________________
9. Amazon.com Positioning
For the young at heart who value an infinite amount of
choices, Amazon.com is the virtual cookie jar, competing
mainly with all brick and mortar stores, that gives you the
perfect combination of convenience, service, selection and
price, because Amazon.com offers a truly global selection
of products.
Brand Character: Simple, Friendly, Empowering
9
10. Problems with Classical
Positioning Statement
Ignores possibility of multiple
points-of-difference
Assumes only 1 key point-of-difference
Ignores need for points-of-parity
Doesn’t provide forward-looking
growth platform
10
11. The Four Components of a
Superior Competitive Positioning
Competitive frames of reference
Nature of competition
Target market
Develop unique brand points-of-difference (POD’s)
Desirable to consumer
Deliverable by the brand
Differentiating from competitors
Establish shared brand points-of-parity (POP’s)
Negate competitor points-of-difference
Demonstrate category credentials
Brand mantras
Short 3-to-5 word phrases that capture key POD’s & the irrefutable
essence or spirit of the brand.
11
12. Coca-Cola Positioning
Competitive frame of
reference
Colas?
Non-alcoholic?
Points-of-difference
Distinctive taste profile
Optimistic view of life
Classic, iconic symbolism &
imagery
Points-of-parity
Contemporary, up-to-date
Refreshing flavor
Brand slogan
“Coke Side of Life”
12
15. Principles Reinforced
By Miller Lite Launch
Both points-of-parity and points-of-difference
are needed to be well-positioned
Points-of-parity and points-of-difference are
often negatively correlated
Points-of-parity are NOT points-of-equality –
there is a zone or range of indifference or
tolerance
Points-of-parity may even need to be the
focus of marketing communications as the
points-of-difference may be a “given”
15
16. Miller Lite Update
Miller Lite had experienced flagging sales,
falling behind both Bud Lite and Coors Lite
Management decides to create a powerful
new position …
Reaffirm core duality and functional benefit of less filling
& great tasting
Reinforce strong user imagery and emotional appeal as to
uncompromising character
By addressing inherent product trade-offs
and linking performance & emotional
equities …
Sales rise 10% during 2004-2005
16
17. Accenture
Straddle Positioning Strategy
Accenture is the company that combines:
Strategic insight, vision, and thought leadership
Information technology expertise in developing client
solutions
This strategy permits:
Points-of parity with its two main competitors, McKinsey &
IBM
While simultaneously achieving points-of-difference
17
23. Communicating & Establishing
POP’s & POD’s
Create POP’s and POD’s in the face of
attribute & benefit trade-offs
Price & quality
Convenience & quality
Taste & low calories
Efficacy & mildness
Power & safety
Ubiquity & prestige
Comprehensiveness (variety) & simplicity
Strength & refinement
23
24. Strategies to Reconcile
Attribute & Benefit Trade-Offs
Design optimal product & services
Establish separate marketing
programs
Leverage secondary association (e.g.,
co-brand)
Re-define the relationship from
negative to positive
24
25. Brand Mantras
Short 3-to-5 word phrases that capture the
irrefutable essence or spirit of the brand.
Brand mantra must clearly delineate what
the brand is supposed to represent and
therefore, at least implicitly, what it is not
Brand mantras typically are designed to
capture the brand’s points-of-difference,
i.e., what is unique about the brand.
25
26. Brand Mantra Examples
Nike
“Authentic Athletic
Performance”
Disney
“Fun Family
Entertainment”
American Express
“Worldclass Service,
Personal Recognition”
26
27. Brand Mantra Criteria
Communicate
A good brand mantra should define the category (or
categories) of business for the brand and set the brand
boundaries. It should also clarify what is unique about the
brand.
Simplify
An effective brand mantra should be memorable. As a
result, it should be short, crisp, and vivid in meaning.
Inspire
Ideally, the brand mantra would also stake out ground that
is personally meaningful and relevant to as many employees
as possible.
27
28. Some Positioning Guidelines
1. A good positioning has …
• A “foot in the present” &
• A “foot in the future”
2. Evaluate POP & PODs according to:
• Desirable (consumer)
• Deliverable (company)
• Differentiating (competition)
3. Identify crucial POP’s
• Role play competitor’s positioning
• Surface & resolve potential consumer trade-offs
• Assess negative correlations & decision-making styles
4. Ensure duality
• Rational (“Head”)
• Emotional (“Heart”)
28
29. 2. Brand Resonance Model
Kevin Lane Keller (2001), “Building Customer-Based Brand
Equity: A Blueprint for Creating Strong Brands,” Marketing
Management, July/August, 15-19.
29
30. Create Brand Resonance
with Customers
Challenge is to ensure customers have
the right types of experiences to create
the right brand knowledge
Building a strong brand involves a series
of steps as part of a “branding ladder”
A strong brand is also characterized by
a logically constructed set of brand
“building blocks.”
30
31. BRAND RESONANCE PYRAMID
Branding
Stages of Brand Building Blocks Objective at
Development
Each Stage
RELATIONSHIPS: Intense,
4 What about you & me? Active Loyalty
Resonance
RESPONSE: Positive,
3 What about you? Accessible
Judgments Feelings Reactions
MEANING: Points-of-Parity
2 What are you? & Difference
Performance Imagery
Deep, Broad
IDENTITY:
1 Brand
Who are you? Salience
Awareness
32. Brand Resonance Pyramid
Terminology
Salience
Depth and breadth of brand awareness
Recognition and recall at purchase and consumption
Performance
What the brand does to meet customers' more functional needs.
Brand performance refers to the intrinsic properties of the brand in terms of
inherent product benefits.
Imagery
How people think about a brand abstractly rather than what they
think the brand actually physically does.
Brand imagery is thus more extrinsic properties of the brand.
Four important intangible dimensions are:
Type of user
Brand personality
History & heritage
Experiences
32
33. Brand Resonance Pyramid
Terminology
Judgments
Customers overall brand evaluations
How customers combine performance and imagery
associations to form different kinds of brand opinions
Feelings
Customers emotional responses and
reactions to the brand
Can be mild or intense; positive or negative; or
experiential or enduring in nature.
Can also relate to the social currency evoked by the
brand.
33
34. Dimensions of Brand Feelings
Brand feelings can be divided into two broad categories:
Experiential – immediate, short-lived during purchase/consumption
Enduring – private, possibly part of day-to-day life
Brands should have one, or ideally both, types of feelings
Experiential Feelings Enduring Feelings
• Warm • Sense of Security (Inner-directed)
Increasing
• Fun • Social Approval (Outer-directed)
level of
intensity
• Exciting • Self-Respect (Actualization)
Self-Respect Higher
level of
values &
Sense of Security Social Approval needs
Inner-Directed Outer-Directed
35. Brand Resonance Pyramid
Terminology
Resonance
The extent to which customers feel that
they are “in synch” with the brand
Intensity or depth of the psychological bond that
customers have with the brand
Level of activity engendered by this loyalty
Repeat purchase rates
The extent to which customers seek out brand information,
events, or other loyal customers
Etc.
35
36. Sub-Dimensions of Brand Resonance Pyramid
RESONANCE
LOYALTY
ATTACHMENT
COMMUNITY
ENGAGEMENT
FEELINGS
WARMTH
JUDGMENTS
FUN
QUALITY
EXCITEMENT
CREDIBILITY
SECURITY
CONSIDERATION
SOCIAL APPROVAL
SUPERIORITY
SELF-RESPECT
PERFORMANCE IMAGERY
PRIMARY CHARACTERISTICS & USER PROFILES
SECONDARY FEATURES PURCHASE & USAGE
PRODUCT RELIABILITY, SITUATIONS
DURABILITY & SERVICEABILITY PERSONALITY &
SERVICE EFFECTIVENESS, VALUES
EFFICIENCY, & EMPATHY HISTORY, HERITAGE,
STYLE AND DESIGN & EXPERIENCES
PRICE
SALIENCE
CATEGORY IDENTIFICATION
NEEDS SATISFIED
37. Brand Resonance Model:
Brand Building Implications
1. Customers own brands
2. Don’t take shortcuts with brands
3. Brands should have a duality
• Performance & imagery
• Judgments & feelings
4. Brand should have a richness
5. Brand resonance provides
important focus
37
38. 3. Brand Value Chain Model
Kevin Lane Keller and Don Lehmann (2003), “How Do
Brands Create Value,” Marketing Management, May/June,
26-31.
38
40. Conclusions
Three helpful brand planning models are:
Competitive brand positioning model
Points-of-parity & points-of-difference
Brand resonance model
Six building blocks: Salience, Performance, Imagery,
Judgments, Feelings, & Resonance
Brand Value Chain
Value stages & multipliers
These models can be used …
Qualitatively to guide & interpret possible marketing
actions
Quantitatively to measure marketing effects
40