Strategy and Strategic Management

1. Brand Performance
Management
Introduction
Gauri Pathak
15th
April 2016

2. GE 9 CELL MATRIX

4. BCG matrix

6. Concepts to begin with
5. Brand Resolution
 How will the new strategy excite people?
 Is it inspiring? Does it align with the vision and the purpose of the Brand?
 Does it bring focus and substantiation to the conversations taking place internally within the
company?
Example: Iphone SE

7. Ansoff’s matrix (Product/Market Expansion Grid)

8.  Market penetration: lower left quadrant, safest of the four options. Focus is on expanding
sales of your existing product in your existing market: it is known that the product works in that
market and hence lesser surprises.
 Product development: the lower right quadrant, is slightly more risky, due to the
introduction of a new product into the existing market.
 Market development: in the upper left quadrant, putting an existing product into an
entirely new market. This can be done by finding a new use for the product, or by adding new
features or benefits to it.
 Diversification: in the upper right quadrant, is the riskiest of the four options, because of the
introduction of a new, unproven product into an entirely new market that may not be fully
understood.
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9. Concepts to begin with
6. Brand Radiation
 Will it spread?
 Are the ideas in this strategy capable of great mobility?
 Will they get people talking?
 Will they move the brand beyond the confines of where it now finds itself?
 Is there a story embedded within the strategy that people will really want to hear.
Example: Airbnb

10. Concepts to begin with
7. Brand Redefinition
 Is it radical?
 Does it have stretch?
 Will it make people sweat (in a good way)?
 Is it disruptive enough to reset the competitive markets? Or is it just rearranging the
deckchairs?
 What nuances does it unearth?
 What new angles about the business does it cover?
 How exuberantly does it challenge the status quo?
Example: MINI

11. Concepts to begin with
8. Brand Recognition
 Does it still have the brand’s DNA?
 Despite everything that’s being proposed, everything that’s being challenged, does it still
feel like an iteration of the brand customers know?
 Is there enough here for the customers to recognize the brand and enough here for them to
get
excited?
 It may be an extension or an expansion, a shift or a reinforcement but the connection
points still need to be there and the departure absolutely needs to go to a better place
for customers (which means there’s still clear comparison points with what it was).
Example: Harley

12. Concepts to begin with
9. Brand Extension
 Although existing products can further penetrate existing customer markets or push into additional ones,
new-product introductions are often vital to the long-run success of a firm.
 A brand extension occurs when a firm uses an established brand name to introduce a new product.
 When a new brand is combined with an existing brand the brand extension can also be a sub-brand. An
existing brand that gives birth to a brand extension is the parent brand.
 If the parent brand is already associated with multiple products through brand extensions, then it may
also be
called a family brand.
Example: Carlsberg

13. Concepts to begin with
9. Brand Extension
 Brand extensions fall into two general categories:2
• Line extension: The parent brand is applied to a new product that targets a new market segment within
the current product category . A line extension often adds a different flavor, a different form or size, or a
different application for the brand (like Pantene Dry Scalp shampoo).
• Category/Franchise extension: Marketers apply the parent brand to enter a different product category
from the one it currently serves (like Victorinox Swiss Army watches).
Example: Victorinox

14. Concepts to begin with
9. Brand Extension

15. Concepts to begin with
10. Brand Description
A brand description could include the following elements
 Leadership team
 Company profile
 TV advertisements and media communication of the brand
 Vision and Mission
 Social Responsibility

16. Concepts to begin with
11. Brand Portfolio
 The brand portfolio is the set of all brands and brand lines a particular company offers
for sale in a particular category or market segment. Marketers often need multiple
brands in order to pursue multiple segments.
 The basic principle in designing a brand portfolio is to maximize market coverage, so
that no potential customers are being ignored, but to minimize brand overlap, so
company brands are not competing for customer approval.
Example: Unilever

17. Concepts to begin with
12. Brand Audit
 It is a diagnostic tool designed to assess a brand's sources of equity and it's current
position.
 It suggests ways to improve and leverage the equity, identifies opportunities for brand
extension and image threats, in the form of a strategic plan.
• What problem does your brand solve?
• What is the brand’s value proposition? What is the brand’s unique selling proposition?
• How is your brand priced compared to the market?
• Who are the three biggest competitors?
• How do competitors define their brands?
• What is the most disappointing thing about this brand?
• What do you get from this brand?
• Are there things this brand should be doing that it is not?
• Would you ever use this brand? Why or why not?
• If you could do one thing to improve the brand, what would it be?

18. Caselet : Visa : One of the most used credit cards in the
world.
Issue: Identified an emotional distance between its brand and its customers.
Research: Industry research suggested that brands have people’s attention for just 6.5
seconds
Resolution: Visa created the GoInSix campaign
Description: Brand would generate interactive content designed to motivate people to dine,
shop and travel, using either six-second videos, six-image vignettes or six words.
The campaign ran across all of its social channels and Visa urged influencers to upload their
own GoInSix stories.
Brand response: Visa’s Facebook engagement score ranking went from seventh to first in
finance’ and climbed to second in all lifestyle brands. The campaign delivered 284m earned
impressions, five times more than a previous Visa brand management attempts.