The document discusses brand promises and how to develop and deliver on them. A brand promise is a statement that identifies what customers should expect from interactions with a company's products, services, and people. It conveys the company's character rather than just describing what it does. Developing an effective brand promise involves determining a company's value proposition, points of differentiation, brand attributes, and a concise promise statement. Delivering on the promise requires brand "proof points" where customers experience the promise through all touchpoints like websites and stores. The brand performance model and life cycle help ensure internal consistency and management over time to maintain credibility of the brand promise.

1. 
1

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. 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

4. 
4

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. 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. Coca-Cola:
 “To inspire moments of optimism and uplift.”

7

8. Virgin:
 “To be genuine, fun, contemporary, and
different in everything we do at a reasonable
price.”

8

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. 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. 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.  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. 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. 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. 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. 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. 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. 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. 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.  ‘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.  ‘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.  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. 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. 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. 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. 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. 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.  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. 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. 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

31. 31