This document describes an integrated brand management process developed through a cooperation between Brand Rating and BrandMaker. The process links brand strategy to implementation through analysis of brand indicators, strategic planning aligned with corporate strategy, operational planning, comparison of targets to implementation, and controlling. The goal is to increase brand profits through a consistent brand presentation that realizes the brand strategy.

1. IntegrATED
BRAND
management
proCess
A cooperation between BRAND RATING and BrandMaker

2. Value-oriented brand management –
From the strategy to the operational detail

3. Why does this brochure focus on the brand management process?
… because only strong brands generate
added value.
The development of a consistent brand strategy, in line
with the corporate targets, is the basis for brand success.
In mature and fiercely competitive markets, the brand be-
comes a key success factor for maintaining and commit-
ting customers or achieving and safeguarding a price gap.
… because the effectiveness and efficiency of
brand management expenditure is of increasing
significance in the face of budget restrictions.
An end-to-end connection of strategic brand planning
with the operational implementation of brand measures
and an accurate analysis of the success factors help to
prevent loss through friction and to ensure that funds are
invested in the right place.
… because only a consistent realisation of the
brand strategy will in the end lead to success.
Larger companies, especially those with a complex
organisational structure, find it a challenge to transport
the brand strategy to the implementation of specific
measures. Each member of the company should know
what is required to ensure that the target group receives
the typically holistic image which makes a strong brand.
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4. Challenges in the
brand management process

5. Status Quo Challenges
Corporate strategy • To define brand targets and coordinate brand
strategy with superior corporate strategy
Planning
• To translate strategy into specific
activities in the marketing mix
Brand strategy
Sector A Sector B
• To create clear processes and communication
channels. Joint access to information for all
units prevents loss through friction
Implementation
Brand presentation Brand presentation • To achieve a holistic brand presentation with
consistent messages, which establishes a
unique perception in the “heads and hearts” of
the target group
Brand perception
Market 1 Market 3
Market 2
Monitoring • To measure brand perception and economic
success for adjustment of measures
Success in Euros
CHALLENGES
Most brand management challenges arise from cracks in the processes and
insufficient distribution of information.
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6. A clearly defined process
helps brand managers to master
the challenges

7. Status Quo Target: integrated marketing
Corporate strategy
and brand management
Corporate strategy
Brand strategy Brand strategy
Sector A Sector B
Sector A Sector B
Consistent
Brand presentation Brand presentation
brand
presentation
Brand perception Brand perception
Market 1 Market 3 Market 1 Market 3
Market 2 Market 2
Success in Euros Success in Euros
OBJECTIVE
An end-to-end process – from the brand strategy to the brand presentation – which
focuses on increasing brand profits.
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8. The brand scorecard by
Brand Rating and BrandMaker

9. 2 Planning strategic brand targets
Derivation and connection of strategic
brand targets with business planning
1 Analysing decisive brand indicators
Determination of key brand performance
indicators in the brand value creation
process and definition of brand scorecard
2 3 Positioning and planning
operational brand targets
Derivation of success-related
1 3 “levers” in the brand value
creation process, for achieve-
Brand scorecard ment of strategic brand targets
Integrated brand
management
process 4
6 4 Comparing targets and
implementation
6 Steering and controlling 5 Interface between strategy and
Monitoring the implementation success implementation: comparison of planned
through target-actual comparison of marketing mix measures with
operational brand targets operational targets
5 Optimising operational marketing
processes
IT-based brand management system for
the concrete planning and implementa-
tion of individual marketing measures
SOLUTION
The integrated brand management process links brand strategy with brand
implementation.
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10. 1 Analysing
decisive brand indicators

11. Black box target group
Marketing mix Brand identity Brand strength Brand preferences
activities
Input - Product Brand Non-Relevant Set Output
iconography
- Prices / conditions Relevant Set Monetary
Brand - Communication First Choice
investment Brand equity
brand value
- Sales service Purchase
Repeat purchase
Brand as person ICON iceberg
Brand Perception – Brand Attitude to Target group Brand value
expenditure marketing mix perception brand behaviour creation
- Central marketing - Profile - Benefits - Likeability - Loyalty - Price premium
- Local marketing - Slogan memory - Brand image - Confidence - Switching habits - Market share
- Etc. - Etc. - Etc. - Etc. - Etc.
key benefit
The analysis of decisive indicators in the brand value creation process makes interde-
pendences, success factors, cracks and risks in the brand value creation chain transparent.
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12. 2 Planning strategic brand targets
based on the corporate strategy

13. Deriving brand value Deriving the strategic Identifying success-
creation targets from focus from the brand value relevant “levers” for
business planning creation targets realisation of strategic targets
Brand-related value Brand value
Strategic focus
creation targets creation drivers...
• Securing sales / • Brand benefits and tonalities
Target brand value + 8,0 %
committing existing customers
• Brand competencies
Brand-relevant + 4,3 %
• Increasing sales / • Marketing mix activities
turnover acquiring new customers
… which support the
Price premium • Securing price premium / strategic focus on targets
+ 0,1 %
on market Backing up price increases
key benefit
Establishment of brand management as an “entrepreneurial discipline”, through consistent
alignment of strategic brand targets with the corporate strategy.
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14. 3 Positioning and deriving
operational brand targets

15. Status quo from Planning the operational
Starting point for Focussing
perspective of brand targets with
strategic focus the brand identity
target group corporate units
Personality Targets for brand attitude and
• Securing sales / Current perception of
perception in the target group
committing existing brand in competitive
customers environment
Brand
benefits Changes to the actual status over
+ the planning period
• Increasing sales / Needs of target group
acquiring new customers Reasons
+ why
• Brand contents
• Securing price Individual brand value
premium / drivers • Brand strengths
Backing up price Appear- • Brand competencies
increases ance
key benefit
A transparent path to a strong brand identity, with a targeted contribution to corporate
success. The joint planning of operational targets secures internal commitment.
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16. Comparing planned measures
4 with the operational targets in the
Brand Management System

17. 1
Communication Planning
Mr. Scott € 30,000
Ms. Smith € 200,000
Ms. Big € 25,000
Mr. Small € 15,000
Mr. White € 12,000
Mr. Black € 50,000
Mr. Miller € 100,000
Mr. Richards € 10,000
2
Sales Planning
Evaluation of activities‘ impact on brand
identity Weak Medium Strong
-3 -2 -1 0 1 2 3
Efficient
Dynamic Ms. Richards € 25,000
Ms. Bell € 150,000
User-friendly Ms. Black € 200,000
Ms. Matthews € 15,000
Ms. Small € 500,000
Competent
Ms. Bell € 120,000
Ms. Peterson € 12,000
Traditional
Mr. Wood € 5,000
3
Product Management Planning
Mr. Spencer € 30,000
Ms. Scott € 400,000
Ms. Mason € 20,000
Mr. Cooper € 10,000
Ms. Wood € 85,000
Ms. Matthews € 126,000
Mr. Hunt € 5,000
key benefit
The integrated planning of marketing activities, with the help of the Brand Management
System, ensures a consistent brand presentation, in line with marketing targets.
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18. 5
Optimising operational marketing
processes – Brand Management System
for the marketing mix

19. IT-based Brand Management System
• Marketing planning • Briefing management
• Brand asset management • Controlling For example, automated
• Automated production of • Budget management and template-based generation
advertising materials • Project management of printed adverts by
• Direct marketing • etc. subsidiaries, branches,
• Event management
sales representatives etc.
key benefit
Fast and efficient processing of routine tasks with the help of the Brand Management System.
This releases more time for the important creative marketing tasks and contents.
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20. 6 Steering and Controlling in
Brand Reporting

21. The levels of the brand
value creation process
form the basic structure for
brand indicators
Planning:
The targets for next year can
be seen at a glance by all
those involved
An information platform Status Quo: Degree of target
for all brands, segments and Determining the status quo achievement:
countries creates the basis for creates transparency of the The degree to which achieve-
internal performance compar- brand strengths and weak- ment of the brand targets
isons nesses in the perception of the has been successful is made
target group transparent
key benefit
Integrated and flexible control of brand management, since deviations are visible at a
glance and the corporate units are measured according to targets which they, themselves,
helped to set.
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22. Summary:
Integrated marketing and
brand management

23. Analyse success factors and risks in
the brand value creation process
Coordinate brand manage- Increase
ment targets with corporate brand profits
strategy
Focus brand identity, define
and prioritise operational
“levers” for target
achievement
Analyse
indicators
Steering and
Strategic controlling
planning
Compare Optimise
Operational brand operational
planning targets / processes
implementa-
tion Transparent monitoring
of implementation
success to increase
reaction speed and
focus on the result
Fast and efficient processing of routine
tasks with the help of the integrated
Brand Management System
Consistent brand presentation through alignment of
marketing activities with the brand targets
key benefit
Consistent and targeted realisation of the brand strategy with Brand Rating.
Targeted analysis, concept and planning of the brand strategy with BrandMaker.
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24. BRAND RATING stands for value-oriented management The Brand Management System BrandMaker relieves
of the brand as an asset. marketing staff of tedious routine work, releasing more
of their limited working time for important strategic and
BRAND RATING is the leading specialist for monetary creative tasks.
brand valuation on the market and advises
companies how to create, develop and secure brand One example is the automated production of advertis-
value creation ing materials. This reduces costs and helps optimize
the management of subsidiaries, branches and dealer
Based in Munich, BRAND RATING is a joint venture networks.
between ICON ADDED VALUE and Dr. Wieselhuber
Partner, which combines the expertise and experiences Marketing processes are automated with the help of
of both companies in value-oriented brand BrandMaker, reporting is simplified and
management and the capitalisation of brand value. CI-conform communication is secured.
BrandMaker is a product by pi-consult gmbh,
Karlsruhe.

25. A cooperation between
Brand Rating BrandMaker
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26. The key to your brand success –
We look forward to meeting you personally.

27. Your contact persons:
Mr. Alexander Biesalski
Partner
B.R. BRAND RATING GmbH
Phone : (+49) 89 / 286 23 - 203
biesalski@brand-rating.de
Ms. Kerstin Heinemann
Manager Marketing Communications
pi-consult gmbh
Phone : (+49) 721 / 9658 - 574
kerstin.heinemann@pi-consult.de
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28. Design: www.derpunkt.de
B.R. Brand Rating GmbH
Nymphenburger Str. 21
D-80335 München
Phone: (+49) 89 / 286 23 - 240
Web: www.brand-rating.de
pi-consult gmbh
Haid-und-Neu-Str. 7
D-76131 Karlsruhe
Phone: (+49) 721 / 9658 - 573
Web: www.brandmaker.com
www.brand-scorecard.com
www.brandmanagementprocess.com