Branding Small & Medium Size Chemical
Enterprises through Advertising
A Case Study for the Fine Chemical Industry
MY LAST ARTICLE FOR CHEMICAL INDUSTRY DIGEST / JANUARY 2012
Creating compelling and consistent brand experiencesBrandSquare
Brand point management synthesizes multiple stages of a brand’s lifecycle for agility, efficiency and compelling and consistent brand experiences. It’s Schawk’s specialty. We explain it here.
Brand Point Management: Creating Compelling and Consistent Brand ExperiencesSchawk, Inc.
Brand point management is a category that helps businesses produce consistent brand experiences providing a compelling motivator for the consumer to purchase a brand. Brand point management touches all phases of a product’s life – from ideation to design to market implementation – ensuring that whenever a consumer interacts with a brand, the experience remains consistent throughout.
This document provides an overview of an innovation casebook published by Warc that showcases innovative marketing communications ideas. It summarizes the key findings and themes from the case studies, which demonstrate that innovation can deliver significant business results for brands across many categories. Effective innovation often relies on driving word-of-mouth, does not require large budgets or high-tech solutions, and works best as part of a balanced marketing approach that blends innovation with traditional methods. The casebook highlights examples of innovation in areas like new media uses, thinking beyond paid media, technology integration, service improvements, content development, participation strategies, and lessons from emerging markets.
1) The document discusses keys to effective buyer-seller relationships such as synergies, clear expectations, shared values and vision, understanding each other, and expecting changes.
2) Synergies can be found through collaborations between competitors and other industries to reduce costs and access new markets.
3) Clear expectations are important in strategic partnerships and franchises to ensure consistency and quality.
That concludes the summary of the key points from the document in 3 sentences.
Gap considers its "Pico de Gap" campaign in Spain a step towards reviving its brand image. The document discusses how retail brands need to develop richer stories and identities beyond just fulfilling functional needs, in order to maintain relevance over time. It notes that Gap's brand value is up slightly this year, despite the fact that it is a global retailer, suggesting the company may still be adrift and in need of further reviving its brand.
Interbrand is a large global branding consultancy that has helped clients create and manage brand value for over 30 years. It assists clients in all aspects of branding including strategy, design, and ensuring brand messaging is consistent across channels. Interbrand publishes influential annual reports on the most valuable global and regional retail brands. While brick-and-mortar stores still matter, retailers face more competition in today's digital era and need to provide customers with engaging experiences across both online and offline channels to build their brands.
The document provides a summary of the credentials and experience of Kathleen Cupper Obert. She is an experienced CEO and board member with expertise in marketing, branding, public relations, investor relations, and crisis communications. She has worked extensively in consumer products and retail industries, advising C-level executives of both public and private companies. She has experience leading communications for Fortune 500 companies and marketing agencies.
- The document discusses innovation practices at two large Nordic media groups, Meteor and Eclipse.
- Meteor initially failed in its first attempt to move into digital classified ads but succeeded with its second attempt by rebranding, taking a more aggressive strategy, and setting up the online classified unit as a separate new entity.
- Meteor then struggled in moving this success to Sweden where the market involved consumer-to-consumer models rather than its usual business-to-business-to-consumer approach.
Creating compelling and consistent brand experiencesBrandSquare
Brand point management synthesizes multiple stages of a brand’s lifecycle for agility, efficiency and compelling and consistent brand experiences. It’s Schawk’s specialty. We explain it here.
Brand Point Management: Creating Compelling and Consistent Brand ExperiencesSchawk, Inc.
Brand point management is a category that helps businesses produce consistent brand experiences providing a compelling motivator for the consumer to purchase a brand. Brand point management touches all phases of a product’s life – from ideation to design to market implementation – ensuring that whenever a consumer interacts with a brand, the experience remains consistent throughout.
This document provides an overview of an innovation casebook published by Warc that showcases innovative marketing communications ideas. It summarizes the key findings and themes from the case studies, which demonstrate that innovation can deliver significant business results for brands across many categories. Effective innovation often relies on driving word-of-mouth, does not require large budgets or high-tech solutions, and works best as part of a balanced marketing approach that blends innovation with traditional methods. The casebook highlights examples of innovation in areas like new media uses, thinking beyond paid media, technology integration, service improvements, content development, participation strategies, and lessons from emerging markets.
1) The document discusses keys to effective buyer-seller relationships such as synergies, clear expectations, shared values and vision, understanding each other, and expecting changes.
2) Synergies can be found through collaborations between competitors and other industries to reduce costs and access new markets.
3) Clear expectations are important in strategic partnerships and franchises to ensure consistency and quality.
That concludes the summary of the key points from the document in 3 sentences.
Gap considers its "Pico de Gap" campaign in Spain a step towards reviving its brand image. The document discusses how retail brands need to develop richer stories and identities beyond just fulfilling functional needs, in order to maintain relevance over time. It notes that Gap's brand value is up slightly this year, despite the fact that it is a global retailer, suggesting the company may still be adrift and in need of further reviving its brand.
Interbrand is a large global branding consultancy that has helped clients create and manage brand value for over 30 years. It assists clients in all aspects of branding including strategy, design, and ensuring brand messaging is consistent across channels. Interbrand publishes influential annual reports on the most valuable global and regional retail brands. While brick-and-mortar stores still matter, retailers face more competition in today's digital era and need to provide customers with engaging experiences across both online and offline channels to build their brands.
The document provides a summary of the credentials and experience of Kathleen Cupper Obert. She is an experienced CEO and board member with expertise in marketing, branding, public relations, investor relations, and crisis communications. She has worked extensively in consumer products and retail industries, advising C-level executives of both public and private companies. She has experience leading communications for Fortune 500 companies and marketing agencies.
- The document discusses innovation practices at two large Nordic media groups, Meteor and Eclipse.
- Meteor initially failed in its first attempt to move into digital classified ads but succeeded with its second attempt by rebranding, taking a more aggressive strategy, and setting up the online classified unit as a separate new entity.
- Meteor then struggled in moving this success to Sweden where the market involved consumer-to-consumer models rather than its usual business-to-business-to-consumer approach.
“Supercompetitors” are a new kind of market leader, gaining competitive advantage through the things they do better than anyone else—even amid the fierce competition and turbulence of many industries today. Learn more about how they do it: http://strat.bz/yhGHUWN
The document discusses different market structures:
1. Perfect competition has many small firms producing similar goods. Monopolistic competition and oligopoly have some imperfect elements.
2. Monopolistic competition features product differentiation, free entry and exit, and firms competing on attributes like price, quality, and marketing.
3. Oligopoly is characterized by a small number of firms where each firm's actions impact others. It involves interdependence but also a temptation for anti-competitive collusion.
Tiphaine dumartinet contribution research- impact of blogstdumartinet
By this study the objective is to demonstrate that Internet users have become an indisputable leverage in the
communication for beauty and healthcare companies. We will particularly focus our research on blogs that could
benefit to the products development. Companies in order to get closer to their consumers implement strategies
with the help of web agencies.
1. The document discusses how to measure and create financial value through strong brands.
2. It introduces metrics like brand power, premium, and potential to quantify a brand's equity and how that drives returns.
3. Strong brands provide customers with meaningful experiences that are different and salient, building predisposition to choose the brand and pay a premium. Amplifying these brand strengths grows financial value.
Getting In Sync - 10 Ideas for the Consumer Marketing Landscape33 Interactions
33 Interactions have identified ten ideas to address the new “empowered, informed, and at large consumer.” Read about how to 'get in sync' with the 'new consumer'.
You can view the 10 Trends document here: http://www.slideshare.net/33interactions/getting-in-sync-10-trends-in-the-consumer-marketing-landscape
To read more about 33 Interactions, visit http://www.33interactions.com.au
This document discusses the shift from traditional firm-centric value creation to co-creation of value between firms and consumers. It argues that today's consumers are more informed, connected, and active and want to interact with firms in the value creation process. The interaction between firms and consumers is becoming the locus of value creation, rather than firms acting autonomously. For value creation to work in this new context, firms need to focus on co-creating personalized experiences with each consumer through dialogue, access to information, understanding risk-benefits, and transparency.
This document discusses how 3D interfaces can enhance product development processes when integrated with product lifecycle management (PLM) solutions. It describes the current market scenario of rapid innovation, shorter product lifecycles, and pressure on manufacturers to reduce costs and time to market. PLM systems that interface with 3D tools can help manufacturers collaborate better with global suppliers and partners, streamline processes, and get products to market faster while reducing costs.
The document summarizes key topics from the 2011 Retail's Big Show conference, including shopper-centric retailing, customer experience, mobile shopping, and multichannel retailing. It discusses how retailers and manufacturers must work together to intelligently deliver targeted solutions focused on the shopper, not on the conflict between the two sides. It also provides examples of how retailers like Tesco, Target, and Macy's are taking a more customer-centric approach through better understanding shoppers and developing more relevant promotions and experiences. Finally, it discusses the importance of consumer experience in retail and ways retailers can partner with other companies to enhance that experience.
BrandZ Top 100 Most Valuable Global Brands 2013Kantar
The BrandZ Top 100 Most Valuable Global Brands report found that overall brand value increased 7% to $2.6 trillion. Several key themes emerged:
1) Recovery - Economies continued to improve in many markets, allowing brands to regain value lost during the recession.
2) Refinement - Rather than major innovations, brands focused on incremental improvements to encourage cautious consumer spending.
3) Relevance - Brands sought to offer personal relevance to more reflective consumers.
Financial, consumer, and technology brands saw mixed results, with financial brands improving the most at 20% as profits rebounded. Strong brands continued to outperform the stock market, growing 58% over eight years versus 23%
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Factors like falling oil prices and economic slowdowns impacted some categories more than others, with oil/gas down 20% and banks down 11-12%. Six of the 14 categories declined in value compared to only two last year. The results show steady long-term appreciation of top brand values, up 133% over 11 years. Purpose and brand experience remain important for building strong brands amid disruption.
This magazine issue contains articles on branding, creativity, and pitching. It discusses how maintaining branding efforts during recessions can help brands perform better long-term. It recommends following the "7Ps of Branding" - Profit, Persistence, Planning, Performance, Positioning, People, and Principles. It argues against agencies pitching creative work for free, as ideas are their intellectual capital. Free pitching undermines agencies' credibility and ownership of ideas. Creativity is best achieved through a partnership where the goal is meaningful work, not just lowest cost.
The document summarizes findings from interviews and a survey regarding perceptions of Portuguese trade and industry. Key findings include:
- Portugal is perceived mainly as a tourism destination, with little awareness of its major industrial exports like textiles, automobiles, and technology.
- Portuguese companies are confident in their ability to export but lack confidence in communicating their Portuguese identity abroad.
- A Portuguese trade brand may compete with company brands and is viewed skeptically by companies.
- Perceptions of Portuguese goods abroad are neutral rather than positive or negative. Developing awareness of Portuguese industries is needed.
The document discusses achieving excellence in product development and launch. It provides context on the challenges facing the pharmaceutical, consumer goods, and retail industries in developing and launching new products given dynamic market conditions. It identifies key lessons that can help businesses, including focusing on critical success factors, embedding launch capabilities, navigating uncertainty, and getting launch fundamentals right. Digital technologies, customer insights, and adapting operating models are also discussed as important to maintaining speed to market and innovation. The document covers industry dynamics, digital technologies, and future operating models as they relate to product development and launch excellence.
The document discusses strategies for airlines to build brand value and influence in a challenging economic environment. It outlines four key principles: 1) Stand for something by connecting emotionally with customers on issues they care about; 2) Do remarkable things through innovative experiences that capture customers' imaginations; 3) Cultivate advocates by empowering customers to spread positive messages; 4) Collaborate across departments to ensure consistency in delivering the brand promise. Examples are given of airlines like Emirates, Sama Airlines, JetBlue, and American that have successfully applied these principles.
On Thursday, Nov. 3, 2011, the Rainbow House organization in Columbia participated in a public panel on youth
homelessness. The panel consisted of three homeless teens living at Sol House, a homeless shelter for teenagers run by
Rainbow House, and one teen waiting to move to Sol House. Claire Slama, the homeless youth program director, said 100
percent of teens who entered the emergency shelter have found safe housing.
The Missouri United Methodist Church offers a weekly Wednesday Night Live dinner that provides a hot meal for around 60-70 people from the local community, including students and homeless individuals. The dinner has been held for over 10 years in the church's multipurpose room. The Rainbow House organization operates a homeless youth shelter and programs in Columbia, including a transitional living program called Sol House that has housed 65 homeless teens since 2007.
This essay presents a neo-evolutionary theory based on a supposed
ideoplastic and mutagenic power of the psyche, and establishes an
intimate relationship between evolution and mimicry.
This theory is called Evolutionary Plasticity or Ideoplastic
evolutionism, and seeks to present itself as a possible meeting point
between positions - only apparently irreconcilable - the neodarwinian
evolutionists and supporters of Intelligent Design.
Particularly interesting are the naturalistic observations related to
mimicry and the original links to ipnology, plant neurobiology, quantum
mechanics and the philosophical conception of Giordano Bruno.
The author of this hypothesis of study, presented in 2009, is dr.
Pellegrino De Rosa, an Italian agronomist, journalist and novelist.
This free ebook presents an evolutionary hypothesis called Evolutionary Plasticity or Ideoplastic evolutionism. The hypothesis proposes that the psyche of living beings can induce mutations in DNA and drive evolution, rather than random mutations alone. It uses observations of mimicry and plant neurobiology to support this idea. The author acknowledges evolution occurs but argues Darwin's theory is incomplete. He draws on concepts from quantum biology and philosophy to suggest ways the mind could interact with genes and drive complex evolutionary changes. The ebook explores this alternative evolutionary viewpoint through discussion and a short story.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
“Supercompetitors” are a new kind of market leader, gaining competitive advantage through the things they do better than anyone else—even amid the fierce competition and turbulence of many industries today. Learn more about how they do it: http://strat.bz/yhGHUWN
The document discusses different market structures:
1. Perfect competition has many small firms producing similar goods. Monopolistic competition and oligopoly have some imperfect elements.
2. Monopolistic competition features product differentiation, free entry and exit, and firms competing on attributes like price, quality, and marketing.
3. Oligopoly is characterized by a small number of firms where each firm's actions impact others. It involves interdependence but also a temptation for anti-competitive collusion.
Tiphaine dumartinet contribution research- impact of blogstdumartinet
By this study the objective is to demonstrate that Internet users have become an indisputable leverage in the
communication for beauty and healthcare companies. We will particularly focus our research on blogs that could
benefit to the products development. Companies in order to get closer to their consumers implement strategies
with the help of web agencies.
1. The document discusses how to measure and create financial value through strong brands.
2. It introduces metrics like brand power, premium, and potential to quantify a brand's equity and how that drives returns.
3. Strong brands provide customers with meaningful experiences that are different and salient, building predisposition to choose the brand and pay a premium. Amplifying these brand strengths grows financial value.
Getting In Sync - 10 Ideas for the Consumer Marketing Landscape33 Interactions
33 Interactions have identified ten ideas to address the new “empowered, informed, and at large consumer.” Read about how to 'get in sync' with the 'new consumer'.
You can view the 10 Trends document here: http://www.slideshare.net/33interactions/getting-in-sync-10-trends-in-the-consumer-marketing-landscape
To read more about 33 Interactions, visit http://www.33interactions.com.au
This document discusses the shift from traditional firm-centric value creation to co-creation of value between firms and consumers. It argues that today's consumers are more informed, connected, and active and want to interact with firms in the value creation process. The interaction between firms and consumers is becoming the locus of value creation, rather than firms acting autonomously. For value creation to work in this new context, firms need to focus on co-creating personalized experiences with each consumer through dialogue, access to information, understanding risk-benefits, and transparency.
This document discusses how 3D interfaces can enhance product development processes when integrated with product lifecycle management (PLM) solutions. It describes the current market scenario of rapid innovation, shorter product lifecycles, and pressure on manufacturers to reduce costs and time to market. PLM systems that interface with 3D tools can help manufacturers collaborate better with global suppliers and partners, streamline processes, and get products to market faster while reducing costs.
The document summarizes key topics from the 2011 Retail's Big Show conference, including shopper-centric retailing, customer experience, mobile shopping, and multichannel retailing. It discusses how retailers and manufacturers must work together to intelligently deliver targeted solutions focused on the shopper, not on the conflict between the two sides. It also provides examples of how retailers like Tesco, Target, and Macy's are taking a more customer-centric approach through better understanding shoppers and developing more relevant promotions and experiences. Finally, it discusses the importance of consumer experience in retail and ways retailers can partner with other companies to enhance that experience.
BrandZ Top 100 Most Valuable Global Brands 2013Kantar
The BrandZ Top 100 Most Valuable Global Brands report found that overall brand value increased 7% to $2.6 trillion. Several key themes emerged:
1) Recovery - Economies continued to improve in many markets, allowing brands to regain value lost during the recession.
2) Refinement - Rather than major innovations, brands focused on incremental improvements to encourage cautious consumer spending.
3) Relevance - Brands sought to offer personal relevance to more reflective consumers.
Financial, consumer, and technology brands saw mixed results, with financial brands improving the most at 20% as profits rebounded. Strong brands continued to outperform the stock market, growing 58% over eight years versus 23%
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Factors like falling oil prices and economic slowdowns impacted some categories more than others, with oil/gas down 20% and banks down 11-12%. Six of the 14 categories declined in value compared to only two last year. The results show steady long-term appreciation of top brand values, up 133% over 11 years. Purpose and brand experience remain important for building strong brands amid disruption.
This magazine issue contains articles on branding, creativity, and pitching. It discusses how maintaining branding efforts during recessions can help brands perform better long-term. It recommends following the "7Ps of Branding" - Profit, Persistence, Planning, Performance, Positioning, People, and Principles. It argues against agencies pitching creative work for free, as ideas are their intellectual capital. Free pitching undermines agencies' credibility and ownership of ideas. Creativity is best achieved through a partnership where the goal is meaningful work, not just lowest cost.
The document summarizes findings from interviews and a survey regarding perceptions of Portuguese trade and industry. Key findings include:
- Portugal is perceived mainly as a tourism destination, with little awareness of its major industrial exports like textiles, automobiles, and technology.
- Portuguese companies are confident in their ability to export but lack confidence in communicating their Portuguese identity abroad.
- A Portuguese trade brand may compete with company brands and is viewed skeptically by companies.
- Perceptions of Portuguese goods abroad are neutral rather than positive or negative. Developing awareness of Portuguese industries is needed.
The document discusses achieving excellence in product development and launch. It provides context on the challenges facing the pharmaceutical, consumer goods, and retail industries in developing and launching new products given dynamic market conditions. It identifies key lessons that can help businesses, including focusing on critical success factors, embedding launch capabilities, navigating uncertainty, and getting launch fundamentals right. Digital technologies, customer insights, and adapting operating models are also discussed as important to maintaining speed to market and innovation. The document covers industry dynamics, digital technologies, and future operating models as they relate to product development and launch excellence.
The document discusses strategies for airlines to build brand value and influence in a challenging economic environment. It outlines four key principles: 1) Stand for something by connecting emotionally with customers on issues they care about; 2) Do remarkable things through innovative experiences that capture customers' imaginations; 3) Cultivate advocates by empowering customers to spread positive messages; 4) Collaborate across departments to ensure consistency in delivering the brand promise. Examples are given of airlines like Emirates, Sama Airlines, JetBlue, and American that have successfully applied these principles.
On Thursday, Nov. 3, 2011, the Rainbow House organization in Columbia participated in a public panel on youth
homelessness. The panel consisted of three homeless teens living at Sol House, a homeless shelter for teenagers run by
Rainbow House, and one teen waiting to move to Sol House. Claire Slama, the homeless youth program director, said 100
percent of teens who entered the emergency shelter have found safe housing.
The Missouri United Methodist Church offers a weekly Wednesday Night Live dinner that provides a hot meal for around 60-70 people from the local community, including students and homeless individuals. The dinner has been held for over 10 years in the church's multipurpose room. The Rainbow House organization operates a homeless youth shelter and programs in Columbia, including a transitional living program called Sol House that has housed 65 homeless teens since 2007.
This essay presents a neo-evolutionary theory based on a supposed
ideoplastic and mutagenic power of the psyche, and establishes an
intimate relationship between evolution and mimicry.
This theory is called Evolutionary Plasticity or Ideoplastic
evolutionism, and seeks to present itself as a possible meeting point
between positions - only apparently irreconcilable - the neodarwinian
evolutionists and supporters of Intelligent Design.
Particularly interesting are the naturalistic observations related to
mimicry and the original links to ipnology, plant neurobiology, quantum
mechanics and the philosophical conception of Giordano Bruno.
The author of this hypothesis of study, presented in 2009, is dr.
Pellegrino De Rosa, an Italian agronomist, journalist and novelist.
This free ebook presents an evolutionary hypothesis called Evolutionary Plasticity or Ideoplastic evolutionism. The hypothesis proposes that the psyche of living beings can induce mutations in DNA and drive evolution, rather than random mutations alone. It uses observations of mimicry and plant neurobiology to support this idea. The author acknowledges evolution occurs but argues Darwin's theory is incomplete. He draws on concepts from quantum biology and philosophy to suggest ways the mind could interact with genes and drive complex evolutionary changes. The ebook explores this alternative evolutionary viewpoint through discussion and a short story.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
La metodica de rosa (ingegneria naturalistica)Rino De Rosa
Tecnica di ingegneria naturalistica da impiegarsi nei suoli piroclastici o presentanti orizzonti pedologici fisicamente, chimicamente o biologicamente inerti.
Teks tersebut merupakan proposal penelitian yang membahas pengaruh partisipasi dan kepuasan pemakai terhadap kinerja sistem informasi. Proposal ini membahas latar belakang masalah, rumusan masalah, tujuan penelitian, dan manfaat penelitian.
The UK government takes a default position of no native mobile apps unless certain conditions are met. Native apps are expensive to develop and maintain across different platforms. Web apps that are responsive to different devices are preferred. Exceptions to the no-apps policy may be considered if a responsive web service is already in place, the content is available via APIs/open data, and there is clear evidence that a native app is necessary and justified to meet a specific user need not addressed by existing options. A approval process involves evaluating the need, alternatives, demand evidence, and justification for the chosen platform.
Content audits are important to understand what digital content you have and how it can be improved. They involve reviewing all website pages, documents, videos and other materials to identify outdated, redundant or irrelevant content. The results of content audits provide insight into how to optimize existing content for users and search engines.
1) Managing brands as a coordinated portfolio helps companies avoid wasting resources on overlapping products and marketing, and refocusing on stronger brands. However, companies often react to growth pressures by expanding brands rather than pruning them.
2) This proliferation of brands across many industries has made it harder to define customer segments and positions brands distinctly. It also increases marketing and operational complexity costs.
3) To thrive, companies must resist launching new brands and instead focus on strengthening fewer brands in a synchronized portfolio approach. This allows them to retain customers who shift between product types while saving costs.
Digital Packaging: A Recession Proof Market Opportunityrosehaus
Digital packaging provides a recession-proof opportunity for marketers. It allows companies to quickly change labels and packaging as product formulations change at a low cost compared to traditional printing methods. Kiss My Face, a natural body care company, uses digital printing for its 200+ SKUs as it needs vibrant colors and the ability to change labels frequently. Digital printing provides custom designs at affordable prices and enables multi-channel marketing approaches by including interactive elements like QR codes that link to online content. As a result, the package has become a key marketing document for companies.
This document summarizes issues impacting consumer organizations. Private labels are gaining market share and challenging established brands. Water scarcity is also a key sustainability issue that companies must address in long-term planning. Emerging markets like China continue growing in importance, but require a nuanced understanding of local cultures and business environments to succeed. Talent shortages also affect companies operating globally. Overall, the basics of product, price, promotion, and placement remain important for consumer companies to focus on.
This document summarizes issues facing consumer goods companies. Private label brands have grown significantly and now account for 25% of retail sales, posing a challenge to established brands. Water scarcity is also a key sustainability issue that companies must address in long-term planning. Emerging markets like China continue to drive global economic growth, and companies must take a localized approach to succeed there. Talent shortages can also affect multinational operations, so companies must focus on employee engagement and development. Overall, consumer companies must innovate, leverage social media, and focus on the marketing fundamentals of product, price, promotion and placement.
This document discusses the paradox of decreased advertising spending resulting from increased advertising performance, known as the "Paradox of ROI" in the advertising industry. It begins by defining a paradox and providing examples. It then explains how during economic recessions, increased individual savings can paradoxically result in decreased overall savings. Finally, it introduces how the advertising industry faces a similar paradox - when advertising solutions deliver better returns on investment for advertisers, the advertisers may respond by decreasing their advertising spending. The document provides context on key terms and the advertising industry.
March 2015 Infinity Gaming Magazine - Is Commoditization a ThreatJohn Edmunds
Commoditization occurs when products become indistinguishable based on features and consumers purchase based solely on price. This document discusses strategies for companies facing commoditization threats. It recommends that companies pursue multiple response strategies, including innovation, value-added differentiation, and proactively managing commoditization as part of product roadmaps. Commoditization presents opportunities to use commoditized products as inputs for innovation and new platforms to move up the value chain. With careful strategic responses, companies can compete in commoditized markets and see commoditization as a growth opportunity rather than a threat.
Small brands should understand branding to strengthen their credibility and better understand larger brands' strengths and weaknesses. While large global brands spend heavily on advertising, branding is about the total customer experience, not just media. Small brands can compete by creating a compelling, consistent customer experience through personal service and flexibility that satisfies customer needs in a unique way, focusing on building their brand without worrying that branding requires large advertising budgets.
This document discusses the importance of econographics and trend analysis in understanding future consumer behavior and developing strategic plans. Econographics monitors key drivers that influence consumer behavior, such as the economy, technology, globalization, demographics, and psychology. Tracking trends in these drivers provides a more complete picture than demographic or psychographic analysis alone. Studying econographics trends should be the first step in strategic planning, to ensure companies focus on the right products and ask relevant questions of consumers, whose needs and attitudes will change over time. In a globalized world with rapid innovation, understanding econographics is critical for companies to stay competitive through developing responsive strategic plans.
The document discusses how companies can successfully reinvent themselves by managing three hidden "S curves": the basis of competition curve, capabilities curve, and talent curve. High performers begin reinventing themselves well before their current business peaks by focusing on these curves through practices like edge-centric strategy, regular changes to top leadership, and maintaining surplus talent. They also stress employees to build strength for future challenges. Managing these curves early allows companies to jump to the next stage of growth through reinvention.
This document discusses competitive advantage in mature industries. It notes that in mature industries, opportunities for differentiation advantage have diminished as products become standardized and buyers are more knowledgeable. Cost advantages are also difficult to sustain as process technologies diffuse. However, the document argues that maturity does not preclude opportunities for competitive advantage and innovation. It outlines that in mature industries, competitive advantage is increasingly based on cost leadership rather than differentiation. Effective strategies focus on tightly controlling costs and increasing sales while maintaining product quality and customer service. The document uses McDonald's as an example of a company that achieves cost advantage through stringent control and monitoring of materials and processes.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
Marketers face increasing pressure to drive innovation while delivering proven results and making sense of a large amount of data. While collaboration and creativity are important for innovation, middle management can sometimes stifle new ideas, and senior leaders must champion innovation from the top. Additionally, testing new ideas through trials is important to learn what works and what doesn't. Market research provides useful customer insights but cannot replace actual experimentation with new products or services.
1) The document discusses frameworks for developing inclusive business models that link smallholder farmers to markets. It focuses on helping farmers increase their skills and market access, and helping companies source from smallholders.
2) Key elements for inclusive business models include capable farmers, willing buyers, and an enabling policy environment. The goal is to create new business models that support sustained trading relationships.
3) A toolkit is described that helps actors discover opportunities, implement and evaluate interventions, and measure results to create partnerships that are equitable, viable, and inclusive of smallholders.
The biggest obstacles companies face in unlocking digital opportunities are:
1) Treating digital platforms as one-way communication instead of engaging with consumers.
2) Not using customer data to personalize offers and build loyalty.
3) Fragmentation across different digital channels and lack of collaboration.
4) The complexity of emerging technologies and need for holistic measurement across campaigns.
Blue Ocean strategy Outguns Red Ocean Strategy - AnshumaliiAnshumali Saxena
This document discusses blue ocean strategy and how it differs from traditional red ocean strategy. It provides examples of companies like Cirque du Soleil that achieved great success by creating new market space rather than competing head-to-head in existing markets. The key aspects of blue ocean strategy are value innovation, which involves raising buyer value and reducing costs, and reconstructing market boundaries to open up new demand. Visual tools like the strategy canvas are recommended to help companies map out blue ocean opportunities and shifts from their current "red ocean" approach. Reaching beyond existing demand by exploring non-customers is also an important part of blue ocean strategy.
The document outlines 18 Ps of inbound marketing, beginning with Purpose and ending with Process. It provides a brief explanation for each P, highlighting how it is an important factor for modern marketing strategies. The 18 Ps are designed as a checklist to help guide marketers and business leaders through the complex challenges of the multi-channel world.
At the same time that brand marketers have been investing to make their retail relationships more strategic and collaborative, retailers have been investing in Private Brands which directly compete with national brands, and realizing tremendous success with them. This white paper explores the issues and opportunities associated with these complex relationships, and identifies ways to generate mutual gains
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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BRANDING FOR SME
1. Promotion
Promotion
Branding Small & Medium Size Chemical
Enterprises through Advertising
A Case Study for the Fine Chemical Industry
Dan St. Andrei
Yesterday, branding was a prerogative of large chemical companies. Today, small and medium
size chemical companies MUST include branding in their activities or risk being wiped out by
the globalization tsunami. This article provides an insight into the relationship between posi-
tioning, branding and advertising for SMEs.
Introduction est CPhI-Paris 2010 edition. e.g., there were approxi-
mately 1900 companies offering their products and ser-
G
lobalization has changed the rules of engagement
vices to a market where the top ten pharmaceutical com-
in B2B markets and yet few executives involved
panies cater to roughly 75% of the total global demand.
in the chemical industry seem to acknowledge
In the post-industrial era, many have the product or the
this. Countless small and medium size enterprises con-
service and clearly that the offer is overwhelming the de-
tinue to focus their resources on developing better tech-
mand.
nologies and purer products, increasing manufacturing
capacities or enhancing their regulatory and analytical The question arises how can a SME stand out in
capabilities. Little, if any attention is being paid, how- the global cacophony of names and logos and capture
ever, to the processes happening at the interface with the the buyer’s attention?
customers.
For a marketing agency this does not come as a sur- B2B Marketing: back to the future
prise. The “manufacturing” culture has its roots in the
The history of B2C marketing offers a great clue on
post-war, blue collar era when the product was every-
how to achieve awareness and acceptance in cluttered
thing. Very few companies had the technology and the
markets. A long time ago, consumers began to be con-
workforce to innovate and manufacture a winning prod-
fronted with an overwhelming number of product
uct or service. THE PRODUCT was the key to commer-
choices. This was when consumer companies realized
cial success in a world of national competition and boom-
that sales and profitability are not determined by the
ing demand.
product itself but also by the marketing behind the prod-
This situation has since changed radically: at the lat- uct.
Author
Dan St. Andrei is an art director and communications consultant specializing in
advertising, branding and rebranding. He is the Creative Director and owner of the
agency Creative Corporation, which is based in Lisbon, Portugal, and has offices in
Canada and Romania.
Chemical Industry Digest. Annual January 2012
Chemical Industry Digest. Annual January 2012 149
CMYK
2. Promotion
the physical product made by the plant is ac-
Countless small and medium size enterprises continue to fo- tually translated by marketing activities in pal-
cus their resources on developing better technologies and pable financial assets.
purer products, increasing manufacturing capacities or en- So, what I want to emphasize here is the
hancing their regulatory and analytical capabilities. Little, principle that small investments in branding
if any attention is being paid however to the processes hap- activities can work just as well in a SME en-
pening at the interface with the customers. vironment, lead to market leadership and in-
creased profitability.
In particular, branding emerged as the main antidote In today’s economy, the marketing battle is
against the lack of product differentiation. In their fight a battle of the brands. Companies will recognize that
for the consumers’ mind share, companies branded brands are the most valuable assets and that it is more
pretty much anything from big ticket items (Mercedes important to own markets than the factories, because the
and Frigidaire) to services (Hilton and Hertz) and to bev- only way to own markets is to own dominant brands.
erages (Pepsi and Gatorade) and even to plain water Many marketers struggle to get CEOs to see the value
(Evian and Perrier). Brands command higher prices as in B2B branding. The CEOs see the branding process as
they fulfill consistently a certain expectation in terms of an expense rather than an investment. It is easy to see
functional and emotional attributes. why this thinking has been predominant in recent years
A similar paradigm shift is now afoot in the B2B mar- when you look at their business models. B2B companies
kets as companies are facing a similar situation. With the operating in small vertical markets know most of their
advent of globalization, the company’s message has to customers and competitors by heart. When the customer
break through the hubbub of an increasingly complex relationship is built on personality why would the cre-
market place. Beyond the numerical and geographical ex- ation of a brand help business? Branding, they argue, is
pansion of the competition, a flurry of international and more suitable to a B2C environment than a B2B.
transnational acquisitions, mergers and divestitures Recent economic conditions have shaken these verti-
around the world have only added to the confusion. Es- cal markets. They are no longer a safe haven. As every-
tablished names in the chemical industry disappear, one is looking for an opportunity, those in related fields
morph or shatter continuously in a constellation of new could well make the jump into a relatively naive market
names and complex ownership structures. and make a big splash. The economy has forced compa-
In this context, the power of the brand remains the nies to diversify. This means they have to transcend mar-
prerogative of large organizations such as BASF, DuPont, kets. The only means they have to do this successfully is
Degussa, Dow, Bayer, DSM or Lonza. Moreover, most of by being recognized and having successful B2B brand-
the newer brands have emerged as a result of the M&A ing. Despite having no roots in the market, the brand is
activities of branded companies, e.g. Evonik from strong enough to make the transition.
Degussa, Lanxess and Saltigo from Bayer, etc.
It seems that the value of the brand is understood Branding Penn: a business case
only by the market leaders who know how to build their
brand architecture and use it to boost profitability. As a In 2005, Penn Specialty Chemicals Inc. (a US based
matter of fact, people realize that the brand has a dollar medium enterprise specializing in furan derivatives) ap-
value just like any other physical or financial asset sit- proached our agency to develop the concept for their ad-
ting on the balance sheet: e.g. the 3M brand value was $ vertising campaign. This advertising campaign coincided
3.1 billion in 2010 and was ranked # 90 on the
Interbrand Best 100 Global Brands list. When
brands lose their lustre so does the shareholder It seems that the value of the brand is understood only by
value! Merck’s brand was valued at $ 9.1 billion the market leaders who know how to build their brand ar-
in 2001 but was worth less than $ 3 billion in 2010 chitecture and use it to boost profitability. As a matter of fact,
after the Vioxx debacle. people realize that the brand has a dollar value just like any
other physical or financial asset sitting on the balance sheet.
In spite of this palpable dollar value attached
In spite of this palpable dollar value attached to the brand,
to the brand, SME executives continue to miss the
SME executives continue to miss the connection between
connection between brands, profits, growth and
brands, profits, growth and company valuation.
company valuation. They fail to acknowledge that
150 Chemical Industry Digest. Annual January 2012
CMYK
3. Promotion
Penn had limited marketing resources so
they could not invest in building first this
umbrella brand. They chose to invest simul-
taneously in the marketing of a product
with high market potential. It was hoped
that the successful marketing of the green
solvent would eventually spill over to estab-
Fig 1: Penn’s new logo expresses the shift to a green economy lish Penn as the innovative global leader in
with a global reach (2005) green solvents. The chosen solvent, 2-
MeTHF, was an excellent opportunity to
substitute tetrahydrofuran (THF) with a quarter billion
with the rebranding of the company from a leader in fu-
dollars market.
ran derivatives to a leader in the emerging markets of
green chemicals. Penn’s market research, however, showed that by late
2005 the world was not prepared to pay a premium on
One of the major elements of any brand is creating the
green. The concern for MeTHF’s high price overpowered
brand story. Penn’s long tradition in producing solvents
the environmental benefits of the solvent. Therefore, we
from corn cobs and sugar cane bagasse could be traced
developed an advertising concept emphasizing the over-
back to WWII efforts to diversify chemicals away from
all cost reduction opportunities offered by MeTHF due
petrochemicals. Penn’s history provided, therefore, a
to its superior product attributes. Nevertheless, we did
unique backdrop for its brand repositioning on the green
provide the “green” overtone to the ad concept through
dimension as it was truly a pioneer in chemicals from
the presence of the new logo and tagline. Moreover,
renewable resources.
colour coordination with the logo added to the “green”
As the Kyoto protocol entered into force on February overtone of the ad and established an early claim on
16, 2005, Penn expected that it would usher in an era of sustainability (Fig 2).
a low carbon economy. Penn’s solvents were uniquely po-
Subsequent market research by Penn showed that the
sitioned to capitalize on their bio-origin in corn cobs and
sustainability aspects got increasing traction as the Kyoto
sugar cane.
protocol was seeping through national legislations and
In this strategic context, Penn had to reinvent its com- corporate values around the world. The advertising
mercial persona and capture the strategic position of changed in 2006 to accentuate the green aspects first. Sec-
leader in the green solvent markets. ondary overtones in cost savings were still present as cost
Penn started by abandoning its old logo, (a black and remained a high concern (Fig 3).
white contour of William Penn) that spoke
mainly about the origin of the company in
the Philadelphia area and Quaker Oats
Chemicals. These powerful symbols in the
North American culture meant little to its
global customer base. It also spoke nothing
about the green offering of the company.
Penn’s new logo was a pentagon colored
in shades of green and blue, a hybrid sym-
bol of the five member furan ring and a re-
minder of the green fields, blue skies and
rain water, the three natural forces behind
Penn’s production of furfural (Fig 1).
The heraldic change was further rein-
forced by the modification of the tag line
from a strong positioning on the technical
dimension (The furan chemistry specialists)
to a strong positioning on the green dimen-
sion (Chemicals from renewable resources). Fig 2: Early stage advertising for 2-MeTHF emphasizes cost
savings first (2005)
Chemical Industry Digest. Annual January 2012 151
CMYK
4. Promotion
Finally, market research conducted by
Penn at the end of 2006 showed that mar-
ket perceptions shifted even further. By
now, focus groups represented by purchas-
ers, R&D and regulatory professionals
saw the low carbon economy as the way
to the future. Several pharma companies
clearly captured this in their annual re-
ports.
In response to the shift in demand we
repositioned the product as a true agent
of change. The juxtaposition of MeTHF
with Penn’s logo ensured that the green
future is associated with the umbrella
brand of the company (Fig 4).
MeTHF was nominated for the CPhI
Innovation Award in Paris in 2006 and for Fig 3: 2-MeTHF advertises greenness as Kyoto protocol gains
the Presidential Green Chemistry Award market traction (2006)
in Washington DC in 2007. At that point
Penn’s name was firmly established as a leader in green
evolve into.
solvents.
Managing demand is critical in a globalized world.
Marketing is the dedicated function that manages the
Conclusion long term demand. Most chemical SMEs however focus
For many companies, successful branding will only only on sales, which is short term focused. Chemical
come when the concept of having a B2B brand is accepted SMEs should learn from their industry leaders and make
throughout their organization. Everybody needs to know better use of marketing activities such as branding and
that branding, and having a brand, is more than having advertising.
a logo. A brand holds the promise of what the organiza- As if that wasn’t enough to convince you, a quick look
tion represents now, what it aspires to and what it will at the top ten global brands for 2010 will show you that
five of them are primarily B2B brands.
Download the full list of the top 100
brands and you will see many more B2B
companies with mature brands. The old
excuse that branding is a B2C activity
no longer stacks up. B2B branding is
here to stay.
Branding is no longer the reserve of
leading consumer businesses. In order
for an organization, be it B2B, to pro-
mote its uniqueness in a busying field,
it has to distinguish itself by means of
a brand. B2B branding will become more
prominent as more organizations real-
ize this.
So, I am ready to bet that in the 2011
Top 100 brands list you will see more
B2B organizations showcasing success-
ful brand.
Fig 4 Contrast between old and new; Penn becomes a leader in
sustainability (2007)
152 Chemical Industry Digest. Annual January 2012
CMYK