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Session Two:

How are brands built? Managing brand meanings.


Idris Mootee CEO Idea Couture Inc.


                                                 Sept 8 2007
All brand names mentioned and logos included in this presentation are registered trademarks of their
respective owners and are legally protected. Their inclusion in this presentation is only for the purpose of
illustration, criticism and analysis.
Disclosure: Starbucks, Nike, Kitchen Aid, Jordan, Virgin, BMW, Nintendo, Crate & Barrel are clients of
Blast Radius Inc. which I was formerly employed as Senior VP and Chief Strategist. The mentioning of
these names are solely for academic purposes and should not be considered as case studies. The
material here was prepared solely with public information supported by the author’s analysis during the
writing of the book 60-Minute Brand Strategist which was published in four languages. Other brand
names including Levis, Apple, Mercedes Benz, Sony, Coca Cola, Macys, Target, Daimler Chrysler,
Citibank mentioned here were at some point a client of mine in association with previous firms under
which I was employed or co-founded. No confidential or proprietary information were used or mentioned
here.
This series of presentation is designed to provide relevant and up-to-date information for brand and
marketing practitioners and it is not to be used in marketing or rendering of professional services. Some
rights reserved. Idris Mootee 2001-2007. Presentation can be freely embedded in any website or blog
under creative commons license with prohibition of any commercial use.
“We spent eight months
and a lot of energy on a
brand strategy and all
that’s changed is the logo
and tagline.”
             - CEO Financial Services Company
“We hired a brand consultancy and
developed a grand brand strategy.
Our ad agency went on to create and
produce an ad campaign that
stepped way ahead of our capability
to deliver the brand promise. We
ended up with customer
disappointment, internal conflicts and
brand credibility erosion.”
                         - CEO Utilities Company
“From a brand management
perspective, there are just too any
cooks in the kitchen. It is one thing
to allow consumers in participating
in meaning creation. It is quite
another to bring in everyone to let
them loose in the crazy world of
consumer generated content.”
                     - CMO Consumer Goods Company
“Many companies are simply
not ready to deal with or
anticipate identity
obsolescence, much as they
anticipate the obsolescence of
products lines or business
models.”
                     - CMO Media Companies
Management do not
                     understand why we
                     need to have a brand
                     strategy.


                                      Sales and marketing
Cannot justify the
                                      aren’t reading the
cost for brand re-
                                      same book, let
positioning.
                                      alone the same
Where’s the ROI?
                                      page.




                            Management
                            thinks branding is
                            just another logo
                            with a new tag
                            line.
    Brand vision
    and company
    reality do not
    match.
Best Practices + Strategic
Outsourcing + ERP = ?
Not only are brands similar, even
companies are now more or less
the same or nearly identical.
Sameless is the worst thing you
can have for marketing.
The very technologies that make it faster
and cheaper to innovate also help us to
imitate. The competitive pace switching
back and froth from innovation to imitation.
The increasing difficulty in differentiating
between products, services and the speed
with which competitors take up innovations
will assist in the rise and rise of the brand.
In a world that is predisposed to
sameness, there are few things in
life more satisfying than building
brands that disrupts predisposition.
Some develop brands that move
market share. Some develop
brands that win advertising award.
Some create brands that build
culture. Some do all.
If you are planning for one
year, grow sales. If you are
planning for three years, grow
channel. If you are planning
for business that is build-to-
last, grow a brand.
The traditional thinking around branding
was to endow a product or service with
unique characteristics through the
creative use of name, slogan, packaging
and advertising. However, in a world
where there is a muddle of images and
messages, it is extremely difficult for a
brand to rise above the noise to be
noticed or remembered.
The romanticized view of
advertising is that it can change
what people think about your
brand; however, the realistic view
is that advertising does not
change what people think about
your brand (which has always
been very hard), but only has
them think about your brand at all.
Too much advertising too little meanings?




                                            Customer Value
                   Customer Value
                                            Brand Meaning
                   Brand Meaning
                                            Brand Advertising
                   Brand Advertising
The rationale behind branding is all
about creating positive differentiation
that in consequence leading to a
dominant or at least profitable brand
shares. Brand marketers must deliver
tangibles and/or intangibles that
differentiate a brand among others.
This differentiation not only needs to
be perceived, but also valued.
QUESTION: How do you create
and deliver intangible benefits for
brands?
Brand has meanings beyond
functionality that exists in people's
minds. Part art, part science, brand
is the intangible yet visceral impact
of a person's subjective experience
with the product, the personal
memories and cultural associations
that orbit around it.


            Lyle's Golden Syrup was named as
            Britain's oldest brand, with its green
            and gold packaging having remained
            almost unchanged since 1885.
… brand is the difference between
a bottle of soda and a bottle of
Coke……
… brand is the difference between
a mp3 player and an iPod ….
… brand is the difference between
a cup of coffee and a cup of
Starbucks….
… brand is the difference between
a luxury car and a Mercedes
Benz…..
… brand is the difference between
a designer’s hand bag and a
Hermes Birkin……..
Psychological differential are often
more resilient than functional
differential advantages. Intangible
emotional associations are difficult
to copy: once an emotional territory
is occupied by a well known brand,
it is more difficult to displace than a
brand with a functional claim that
can be beaten.
“Globalization is an influential
driver behind global brand
development and in particular,
there is a direct connection
between technology trends and
global brand building that should
not be underestimated.”
                    - John Quelch Harvard Business School
Social
           Networks




           The Expanded
            Brandsphere
Mobile
                          Googlism
Video




         Location Based
            Service
“You can say the right thing about
a product, and nobody will listen.
You've got to say it in such a way
that people feel it in their gut.
Because if they don't feel it,
nothing will happen.”
                   - The Late Bill Bernbach Founder DDB
A good brand strategy is about finding
ways to tap into emotions and connect
with other. That’s when they that
transcend product. A brand is a
metaphorical story that connects with
something very deep — a fundamental
appreciation of mythology. Stories create
the emotional context people need to
engage themselves in a larger
experience.
“In technocratic and
colorless times,
brands bring warmth,
familiarity and trust.”
                - Peter Brabeck Nestle
QUESTION: Although it is logical to
assume that brand marketers see
the main objective of branding is to
create high involvement situations.
Indeed if the branding exercise fails
to deliver a relevant and valued
differentiation for its targeted
segments, then can it be argued that
its efforts are unsuccessful?
QUESTION: What if consumers were
not in anyway prepared to pay for that
differentiating activity by way of
perceiving or appreciating any
differences between brands in certain
categories?
….. then there would be no
economic justification for brand
marketers to invest in branding
exercises. In a product category, if
differences are not valued, buyers
tend to discriminate between
products or brands on the bases
of price and availability.
QUESTION: Does it really make
sense to invest in building brands
in low involvement markets?
Or is it even possible to generate
high brand involvement in the face
of low category involvement?
Here is a case that needs to be
made: a good branding strategy
should be capable of completely
transforming categories to the
extent that the brand effectively
creates new, or at least sub-
categories.
Can you name a few
brands that have been
successful in
transforming their
categories or inventing
new ones?
Brands that transform categories……
Consumers often don’t buy products,
they buy the personalities associated
with those products. Big K cola and
Coke are equal in taste tests … but not
in market share. Brand personalities
help consumers define their own self
concepts and express their identities to
others. People can find meanings only
on those brands with personalities.
Brand personalities help
firms differentiate their
products from the
competition and build brand
equity (value). Stand for
something or you’ll fall for
anything!
QUESTION: How do you
create and measure brand
personalities?
INFORMATIVE                                                                                 AFFECTIVE

                                       Think                                               Feel


           High Involvement
                                                                                           Designers
                                                                       SUV
                                                                                           Hand Bag
                                        Min Van
                                                      Personal         Plasma TV           Cigars
                                                      Computer
                                     Digital                Skateboard                    Perfume
                                     Camera                                 Sneakers
                                                         Spaghetti
                              DVD Player
                                     Air Conditioner                         Tea Bags
           Low Involvement




                                                                                        Diapers
                               Toaster                         Detergent
                                               Milk                             Bottled Water
                                                            Paint
                                          Pencil
                              Salt




        HABITUAL                                                                                SATISFACTION



The Involvement Grid
There are voices about the no-brand
movement. This anti-brand movement is
well-understood. Companies have even
been successful in branding
commodities such as bricks, paper,
chickens, diamonds, milk, salt, sugar,
oranges, bananas, microprocessors and
even air, water and sand. The question
is: What more can you brand?
As long as there are humans,
there will be brand marketing.
Brand humanizes products and
personifies them with distinct
personalities and sensibilities to
reflect our very own and help
products differentiate from the
competition.
A quick reminder for us.
Brand awareness does not
equate = brand differentiation.
QUESTION: What creates
brand differentiation?
Most common mistake brand
marketers made is they think
attitude = behavior. In this
case you are confused
between “I love you” with
“I want you”.
35 %
                                  19 %
                                                         Pseudo
                                  Die hard
                    YES
                                                         loyals
                                  loyals

       LOYALTY:
    Repeat Purchase
                                                        42 %
                                  4%
     (BEHAVIOR)
                                                        Occasional
                                  Potential
                                                        Impulse
                                  loyals
                     NO
                                                        buying


                                                              NO
                                      YES

                                          BRAND EQUITY:
                                    I Relate to the Brand (ATTITUDE)

Customer loyalty (behavior) might be different from brand image
(attitude).
Loyalty might be the result of price, or availability, and not of a good
relationship with the brand (pseudo loyals).
A good relationship with the brand is not always enough to bring loyalty.
Customers like the brand, but not its offerings (potential loyals).

Source: SONY
QUESTION: Does market
leadership = loyalty
leadership? If not, then you
need to decide which one is
your prime branding
objectives.
Why do we need a theory for strategic
brand management? Because theory is
eminently practical. Managers are the
world’s most voracious consumer of
theories. Every time a brand marketing
decision is made, it is usually based on
some implicit understanding of what
causes what and why. The real problem
is they often use a one-size-fits-all theory.
There are many ways to build great
brands. Here are the four approaches:
planning
               imageries
Branding
               customer experience
Philosophies
               self-expression
Types of Brand Philosophies


                                             Branding by         Branding by Self-
                       Branding by
  Branding by                                Customer            Expression
                       Imageries
  Planning                                   Experience

                                                                 Louis Vuitton
  Procter and Gamble   Abercrombie & Fitch   Starbucks
                                                                 Converse
  Coca Cola            Calvin Klein          Tiffany
                                                                 Prada
  Johnson & Johnson    Ralph Lauren          Southwest Airline
                                                                 Swatch
  Nestle               BMW                   Hertz
                                                                 Apple
  Intel                Absolut               Disney
                                                                 VW Beetle
  Gillette             Milk                  Costco
                                                                 Herman Miller
  Kodak                Marlboro              Marriott
                                                                 IBM Thinkpad
  GM                   Tag Heuer             Yahoo
Branding by Planning. Branding is
approached as part of a formal planning
process. The typical approach includes
application of portfolio and product life
cycle concepts together with competitive
positioning. The information is distilled
and analyzed through each individual
brand’s performance in terms of market
share and margin contribution.
Branding by Planning.
Branding by Imageries. Branding is being
approached in a more functional manner.
Usually advertising agencies take a
leading role and advertising is linked to
branding. The levers of brand building
consist mainly advertising. Marketers and
agencies closely link the brand to
advertising creative execution.
Sometimes the burden is given to
celebrated art directors and
photographers.
Branding by Imageries.
Branding by Experience. Companies see
customers taking functional benefits,
product quality and a positive brand image
as a given. What they want is products,
services and marketing communications
that dazzle their senses, touch their hearts
and stimulate their minds. Here the
customer becomes the most important
part of the brand. Service design and/or
usability usually a core part of these
experiences.
Branding by Experience.
Branding by Self-Expression. Companies
put the role of brand building partially into
the hands of customers. Consumers also
do not want to use the brand to endorse or
reflect his or her personality; rather it
contributes to building a personal or
individual brand. Users are actively
participating in creating meanings for the
brand and using it as a symbolic
representation of his or her innerself.
Branding by Self-Expression..
“(Customers) are
involved with a
collectivity of brands so
as to benefit from the
meanings their add to
their lives.”
            - Susan Fournier Formerly Harvard Business School
QUESTION: If a brand does not have
vital consumer meaning, may be it is
not worthwhile investing in its
leadership financially and
organizationally. Does it still justify the
enormous financial resources which it
will take to build or maintain; nor is it
worthwhile living the value
relationships which comes out from
the branding process.
Ries and Trout suggested that “owning a
word in the prospect’s mind” is the most
powerful concept. It is when the
association is so strong that any word can
immediately be linked to a brand. But
today’s brands have become very
sophisticated. Owning “category words”
and “benefit-related words” are not
enough; one can easily find themselves
under attack from competitors who will try
to undermine the association.
The most powerful concept is
actually to be able to own a set of
values beyond the narrow focus of
functional benefits. “Benefit-related”
word association is becoming less
powerful when those are at par and
companies aggressively expand
their product range targeting
different segments.
Mercedes owns the word “engineering”, BMW
owns the word “performance”, and Volvo
owns the word “safety” and each of them
comfortably occupied those words and their
associations until now. But when Mercedes
launches the C-series to appeal to the
younger segments; BMW launches the highly
sophisticated 7 series targeted at those who
appreciates state-of-the-art engineering and
Volvo revamps its product range and change
to a more sporty look suggesting speed,
those associations can quickly become quite
meaningless
“You can’t survive floating on the tide,
assessing the competition, conducting
surveys to find out what your
customers want right now. What do
you want? What do you want to tell the
world in the future? What does your
company have that will enrich the
world? You must believe in that ‘it’
strongly enough to become unique at
what you do.”
                       - Jesper Kunde A Unique Moment
“The idea that business is just a
numbers affair has always struck me as
preposterous. For one thing, I’ve never
been particularly good at numbers, but I
think I’ve done a reasonable job with
feelings. And I’m convinced that it is
feelings - and feelings alone - that
account for the success of the Virgin
brand in all of its myriad forms.”
                          - Richard Branson Virgin Group
A brand is only a trademark
without deeper meanings.
That’s the most important thing
about a brand strategy.
Colonization of physical space
is now extending to the mental
space and happening at an
even faster pace.
“We are in the twilight of a society based on
data. As information and intelligence become
the domain of computers, society will place
more value on the one human ability that
cannot be automated: emotion. Imagination,
myth, ritual rich — the language of emotion
— will affect everything from our purchasing
decisions to how we work with others.
Companies will thrive on the basis of their
stories and myths.”
                      - Rolf Jense Copenhagen Institute for Future Studies
“Most people can’t understand what
would drive someone to profess his or
her loyalty for our brand by tattooing our
logo onto his or her body—or heart. My
fellow employees and I understand
completely. We also understand very
clearly that this indescribable passion is
a big part of what has driven and will
continue to drive our growth.”
                            - Richard Teerlink Harley-Davison
Companies used to be all
“product producers” now they all
need to become
“meaning brokers”

Brand Managers should now
be Meaning Brokers
(BM vs. MB)
CMO should really stand for


            Chief
            Meaning
            Officer
One big question for a
brand strategy to answer is
to articulate in an authentic
manner what does your
brand stand for?
So what does your brand
stand for?
fearless unexpected bold radical
dreamer resolute poetic security
undaunted classy daring
adventurous gentle futuristic
individual power passionate
unwavering provocative idyllic
visionary wild sexy undaunted
soulful caring dynamic authentic
brave unorthodox daring trustful
kind innovative curious human
intriguing active uncommon
irreverent cool absolute joyful
unusual technological fun
sensible smart sensuous hopeful
Session two of eight.




For notes and discussion visit

www.mootee.typepad.com


                                     OPEN SOURCE




Idris Mootee CEO Idea Couture Inc.

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Brand Masterclass Week Two

  • 1. Session Two: How are brands built? Managing brand meanings. Idris Mootee CEO Idea Couture Inc. Sept 8 2007
  • 2. All brand names mentioned and logos included in this presentation are registered trademarks of their respective owners and are legally protected. Their inclusion in this presentation is only for the purpose of illustration, criticism and analysis. Disclosure: Starbucks, Nike, Kitchen Aid, Jordan, Virgin, BMW, Nintendo, Crate & Barrel are clients of Blast Radius Inc. which I was formerly employed as Senior VP and Chief Strategist. The mentioning of these names are solely for academic purposes and should not be considered as case studies. The material here was prepared solely with public information supported by the author’s analysis during the writing of the book 60-Minute Brand Strategist which was published in four languages. Other brand names including Levis, Apple, Mercedes Benz, Sony, Coca Cola, Macys, Target, Daimler Chrysler, Citibank mentioned here were at some point a client of mine in association with previous firms under which I was employed or co-founded. No confidential or proprietary information were used or mentioned here. This series of presentation is designed to provide relevant and up-to-date information for brand and marketing practitioners and it is not to be used in marketing or rendering of professional services. Some rights reserved. Idris Mootee 2001-2007. Presentation can be freely embedded in any website or blog under creative commons license with prohibition of any commercial use.
  • 3. “We spent eight months and a lot of energy on a brand strategy and all that’s changed is the logo and tagline.” - CEO Financial Services Company
  • 4. “We hired a brand consultancy and developed a grand brand strategy. Our ad agency went on to create and produce an ad campaign that stepped way ahead of our capability to deliver the brand promise. We ended up with customer disappointment, internal conflicts and brand credibility erosion.” - CEO Utilities Company
  • 5. “From a brand management perspective, there are just too any cooks in the kitchen. It is one thing to allow consumers in participating in meaning creation. It is quite another to bring in everyone to let them loose in the crazy world of consumer generated content.” - CMO Consumer Goods Company
  • 6. “Many companies are simply not ready to deal with or anticipate identity obsolescence, much as they anticipate the obsolescence of products lines or business models.” - CMO Media Companies
  • 7. Management do not understand why we need to have a brand strategy. Sales and marketing Cannot justify the aren’t reading the cost for brand re- same book, let positioning. alone the same Where’s the ROI? page. Management thinks branding is just another logo with a new tag line. Brand vision and company reality do not match.
  • 8. Best Practices + Strategic Outsourcing + ERP = ? Not only are brands similar, even companies are now more or less the same or nearly identical. Sameless is the worst thing you can have for marketing.
  • 9. The very technologies that make it faster and cheaper to innovate also help us to imitate. The competitive pace switching back and froth from innovation to imitation. The increasing difficulty in differentiating between products, services and the speed with which competitors take up innovations will assist in the rise and rise of the brand.
  • 10. In a world that is predisposed to sameness, there are few things in life more satisfying than building brands that disrupts predisposition. Some develop brands that move market share. Some develop brands that win advertising award. Some create brands that build culture. Some do all.
  • 11. If you are planning for one year, grow sales. If you are planning for three years, grow channel. If you are planning for business that is build-to- last, grow a brand.
  • 12. The traditional thinking around branding was to endow a product or service with unique characteristics through the creative use of name, slogan, packaging and advertising. However, in a world where there is a muddle of images and messages, it is extremely difficult for a brand to rise above the noise to be noticed or remembered.
  • 13. The romanticized view of advertising is that it can change what people think about your brand; however, the realistic view is that advertising does not change what people think about your brand (which has always been very hard), but only has them think about your brand at all.
  • 14. Too much advertising too little meanings? Customer Value Customer Value Brand Meaning Brand Meaning Brand Advertising Brand Advertising
  • 15. The rationale behind branding is all about creating positive differentiation that in consequence leading to a dominant or at least profitable brand shares. Brand marketers must deliver tangibles and/or intangibles that differentiate a brand among others. This differentiation not only needs to be perceived, but also valued.
  • 16. QUESTION: How do you create and deliver intangible benefits for brands?
  • 17. Brand has meanings beyond functionality that exists in people's minds. Part art, part science, brand is the intangible yet visceral impact of a person's subjective experience with the product, the personal memories and cultural associations that orbit around it. Lyle's Golden Syrup was named as Britain's oldest brand, with its green and gold packaging having remained almost unchanged since 1885.
  • 18. … brand is the difference between a bottle of soda and a bottle of Coke……
  • 19. … brand is the difference between a mp3 player and an iPod ….
  • 20. … brand is the difference between a cup of coffee and a cup of Starbucks….
  • 21. … brand is the difference between a luxury car and a Mercedes Benz…..
  • 22. … brand is the difference between a designer’s hand bag and a Hermes Birkin……..
  • 23. Psychological differential are often more resilient than functional differential advantages. Intangible emotional associations are difficult to copy: once an emotional territory is occupied by a well known brand, it is more difficult to displace than a brand with a functional claim that can be beaten.
  • 24. “Globalization is an influential driver behind global brand development and in particular, there is a direct connection between technology trends and global brand building that should not be underestimated.” - John Quelch Harvard Business School
  • 25. Social Networks The Expanded Brandsphere Mobile Googlism Video Location Based Service
  • 26. “You can say the right thing about a product, and nobody will listen. You've got to say it in such a way that people feel it in their gut. Because if they don't feel it, nothing will happen.” - The Late Bill Bernbach Founder DDB
  • 27. A good brand strategy is about finding ways to tap into emotions and connect with other. That’s when they that transcend product. A brand is a metaphorical story that connects with something very deep — a fundamental appreciation of mythology. Stories create the emotional context people need to engage themselves in a larger experience.
  • 28. “In technocratic and colorless times, brands bring warmth, familiarity and trust.” - Peter Brabeck Nestle
  • 29. QUESTION: Although it is logical to assume that brand marketers see the main objective of branding is to create high involvement situations. Indeed if the branding exercise fails to deliver a relevant and valued differentiation for its targeted segments, then can it be argued that its efforts are unsuccessful?
  • 30. QUESTION: What if consumers were not in anyway prepared to pay for that differentiating activity by way of perceiving or appreciating any differences between brands in certain categories?
  • 31. ….. then there would be no economic justification for brand marketers to invest in branding exercises. In a product category, if differences are not valued, buyers tend to discriminate between products or brands on the bases of price and availability.
  • 32. QUESTION: Does it really make sense to invest in building brands in low involvement markets? Or is it even possible to generate high brand involvement in the face of low category involvement?
  • 33. Here is a case that needs to be made: a good branding strategy should be capable of completely transforming categories to the extent that the brand effectively creates new, or at least sub- categories.
  • 34. Can you name a few brands that have been successful in transforming their categories or inventing new ones?
  • 35. Brands that transform categories……
  • 36. Consumers often don’t buy products, they buy the personalities associated with those products. Big K cola and Coke are equal in taste tests … but not in market share. Brand personalities help consumers define their own self concepts and express their identities to others. People can find meanings only on those brands with personalities.
  • 37. Brand personalities help firms differentiate their products from the competition and build brand equity (value). Stand for something or you’ll fall for anything!
  • 38. QUESTION: How do you create and measure brand personalities?
  • 39. INFORMATIVE AFFECTIVE Think Feel High Involvement Designers SUV Hand Bag Min Van Personal Plasma TV Cigars Computer Digital Skateboard Perfume Camera Sneakers Spaghetti DVD Player Air Conditioner Tea Bags Low Involvement Diapers Toaster Detergent Milk Bottled Water Paint Pencil Salt HABITUAL SATISFACTION The Involvement Grid
  • 40. There are voices about the no-brand movement. This anti-brand movement is well-understood. Companies have even been successful in branding commodities such as bricks, paper, chickens, diamonds, milk, salt, sugar, oranges, bananas, microprocessors and even air, water and sand. The question is: What more can you brand?
  • 41. As long as there are humans, there will be brand marketing. Brand humanizes products and personifies them with distinct personalities and sensibilities to reflect our very own and help products differentiate from the competition.
  • 42. A quick reminder for us. Brand awareness does not equate = brand differentiation.
  • 43. QUESTION: What creates brand differentiation?
  • 44. Most common mistake brand marketers made is they think attitude = behavior. In this case you are confused between “I love you” with “I want you”.
  • 45. 35 % 19 % Pseudo Die hard YES loyals loyals LOYALTY: Repeat Purchase 42 % 4% (BEHAVIOR) Occasional Potential Impulse loyals NO buying NO YES BRAND EQUITY: I Relate to the Brand (ATTITUDE) Customer loyalty (behavior) might be different from brand image (attitude). Loyalty might be the result of price, or availability, and not of a good relationship with the brand (pseudo loyals). A good relationship with the brand is not always enough to bring loyalty. Customers like the brand, but not its offerings (potential loyals). Source: SONY
  • 46. QUESTION: Does market leadership = loyalty leadership? If not, then you need to decide which one is your prime branding objectives.
  • 47. Why do we need a theory for strategic brand management? Because theory is eminently practical. Managers are the world’s most voracious consumer of theories. Every time a brand marketing decision is made, it is usually based on some implicit understanding of what causes what and why. The real problem is they often use a one-size-fits-all theory. There are many ways to build great brands. Here are the four approaches:
  • 48. planning imageries Branding customer experience Philosophies self-expression
  • 49. Types of Brand Philosophies Branding by Branding by Self- Branding by Branding by Customer Expression Imageries Planning Experience Louis Vuitton Procter and Gamble Abercrombie & Fitch Starbucks Converse Coca Cola Calvin Klein Tiffany Prada Johnson & Johnson Ralph Lauren Southwest Airline Swatch Nestle BMW Hertz Apple Intel Absolut Disney VW Beetle Gillette Milk Costco Herman Miller Kodak Marlboro Marriott IBM Thinkpad GM Tag Heuer Yahoo
  • 50. Branding by Planning. Branding is approached as part of a formal planning process. The typical approach includes application of portfolio and product life cycle concepts together with competitive positioning. The information is distilled and analyzed through each individual brand’s performance in terms of market share and margin contribution.
  • 52. Branding by Imageries. Branding is being approached in a more functional manner. Usually advertising agencies take a leading role and advertising is linked to branding. The levers of brand building consist mainly advertising. Marketers and agencies closely link the brand to advertising creative execution. Sometimes the burden is given to celebrated art directors and photographers.
  • 54. Branding by Experience. Companies see customers taking functional benefits, product quality and a positive brand image as a given. What they want is products, services and marketing communications that dazzle their senses, touch their hearts and stimulate their minds. Here the customer becomes the most important part of the brand. Service design and/or usability usually a core part of these experiences.
  • 56. Branding by Self-Expression. Companies put the role of brand building partially into the hands of customers. Consumers also do not want to use the brand to endorse or reflect his or her personality; rather it contributes to building a personal or individual brand. Users are actively participating in creating meanings for the brand and using it as a symbolic representation of his or her innerself.
  • 58. “(Customers) are involved with a collectivity of brands so as to benefit from the meanings their add to their lives.” - Susan Fournier Formerly Harvard Business School
  • 59. QUESTION: If a brand does not have vital consumer meaning, may be it is not worthwhile investing in its leadership financially and organizationally. Does it still justify the enormous financial resources which it will take to build or maintain; nor is it worthwhile living the value relationships which comes out from the branding process.
  • 60. Ries and Trout suggested that “owning a word in the prospect’s mind” is the most powerful concept. It is when the association is so strong that any word can immediately be linked to a brand. But today’s brands have become very sophisticated. Owning “category words” and “benefit-related words” are not enough; one can easily find themselves under attack from competitors who will try to undermine the association.
  • 61. The most powerful concept is actually to be able to own a set of values beyond the narrow focus of functional benefits. “Benefit-related” word association is becoming less powerful when those are at par and companies aggressively expand their product range targeting different segments.
  • 62. Mercedes owns the word “engineering”, BMW owns the word “performance”, and Volvo owns the word “safety” and each of them comfortably occupied those words and their associations until now. But when Mercedes launches the C-series to appeal to the younger segments; BMW launches the highly sophisticated 7 series targeted at those who appreciates state-of-the-art engineering and Volvo revamps its product range and change to a more sporty look suggesting speed, those associations can quickly become quite meaningless
  • 63. “You can’t survive floating on the tide, assessing the competition, conducting surveys to find out what your customers want right now. What do you want? What do you want to tell the world in the future? What does your company have that will enrich the world? You must believe in that ‘it’ strongly enough to become unique at what you do.” - Jesper Kunde A Unique Moment
  • 64. “The idea that business is just a numbers affair has always struck me as preposterous. For one thing, I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with feelings. And I’m convinced that it is feelings - and feelings alone - that account for the success of the Virgin brand in all of its myriad forms.” - Richard Branson Virgin Group
  • 65. A brand is only a trademark without deeper meanings. That’s the most important thing about a brand strategy. Colonization of physical space is now extending to the mental space and happening at an even faster pace.
  • 66. “We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion. Imagination, myth, ritual rich — the language of emotion — will affect everything from our purchasing decisions to how we work with others. Companies will thrive on the basis of their stories and myths.” - Rolf Jense Copenhagen Institute for Future Studies
  • 67. “Most people can’t understand what would drive someone to profess his or her loyalty for our brand by tattooing our logo onto his or her body—or heart. My fellow employees and I understand completely. We also understand very clearly that this indescribable passion is a big part of what has driven and will continue to drive our growth.” - Richard Teerlink Harley-Davison
  • 68. Companies used to be all “product producers” now they all need to become “meaning brokers” Brand Managers should now be Meaning Brokers (BM vs. MB)
  • 69. CMO should really stand for Chief Meaning Officer
  • 70. One big question for a brand strategy to answer is to articulate in an authentic manner what does your brand stand for?
  • 71. So what does your brand stand for? fearless unexpected bold radical dreamer resolute poetic security undaunted classy daring adventurous gentle futuristic individual power passionate unwavering provocative idyllic visionary wild sexy undaunted soulful caring dynamic authentic brave unorthodox daring trustful kind innovative curious human intriguing active uncommon irreverent cool absolute joyful unusual technological fun sensible smart sensuous hopeful
  • 72. Session two of eight. For notes and discussion visit www.mootee.typepad.com OPEN SOURCE Idris Mootee CEO Idea Couture Inc.