The marketing and advertising arms race to create emotional appeal, generate buzz and move up brand valuation league tables, is creating a widening gap between brand strategy and business strategy. In this environment some of the once coolest and iconic brands are faltering at a game they once dominated. The key question for businesses today, is how to expose such strategic blind spots and remain relevant in the face of an evolving marketplace? This article explores one methodology and framework into just how that can be done.
Mattering as the new brand building framework Bela Szabo
What is the new brand building framework nowadays which mirrors the recent cultural change? It is all about the new digital techniques, innovative products and brand utility. Why to spend a dime on dishonest ads when you can step up and solve real societal problems as part of the brand strategy.
We live in an era of persistent change and rising customer expectations. Brands that rise to the top are those that have found a way to be relevant in a world of continuous change. In this Chicago AMA BrandSmart speech by Scott Davis, Chief Growth Officer at Prophet, he discussed brands that are relentlessly relevant – those who position themselves with a commitment to meet customers on their own terms, push competitors out of consideration and redefine entire categories—all while being authentic.
Scott outlined four attributes that separate those that are building enduring, relentlessly relevant brands from those that aren't. He discussed the role of building a relevant brand in a digital world and how to ensure you’re creating meaningful, connected and engaging experiences with customers.
HOW B2B COMPANIES CAN USE A CONTENT MARKETING AGENCY TO STAND OUT FROM THE CR...Tomorrow People
In our hyper-competitive world, standing out from the crowd has never been more important. Financial results from the world’s biggest advertising network WPP, run by ad boss Sir Martin Sorrell, underscore the importance of differentiation in today’s challenging economy.
BrandZ Top 100 Most Valuable Chinese Brands 2015 ReportKantar
Millward Brown and WPP have released the annual BrandZ™ Top 100 Most Valuable Chinese Brands report and ranking for the fifth consecutive year. In only five years, the report has become a strong resource for understanding Chinese brands and the dynamics that drive value growth.
http://bit.ly/1C7cfzE
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors:
Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (22nd March, 2014)
Mattering as the new brand building framework Bela Szabo
What is the new brand building framework nowadays which mirrors the recent cultural change? It is all about the new digital techniques, innovative products and brand utility. Why to spend a dime on dishonest ads when you can step up and solve real societal problems as part of the brand strategy.
We live in an era of persistent change and rising customer expectations. Brands that rise to the top are those that have found a way to be relevant in a world of continuous change. In this Chicago AMA BrandSmart speech by Scott Davis, Chief Growth Officer at Prophet, he discussed brands that are relentlessly relevant – those who position themselves with a commitment to meet customers on their own terms, push competitors out of consideration and redefine entire categories—all while being authentic.
Scott outlined four attributes that separate those that are building enduring, relentlessly relevant brands from those that aren't. He discussed the role of building a relevant brand in a digital world and how to ensure you’re creating meaningful, connected and engaging experiences with customers.
HOW B2B COMPANIES CAN USE A CONTENT MARKETING AGENCY TO STAND OUT FROM THE CR...Tomorrow People
In our hyper-competitive world, standing out from the crowd has never been more important. Financial results from the world’s biggest advertising network WPP, run by ad boss Sir Martin Sorrell, underscore the importance of differentiation in today’s challenging economy.
BrandZ Top 100 Most Valuable Chinese Brands 2015 ReportKantar
Millward Brown and WPP have released the annual BrandZ™ Top 100 Most Valuable Chinese Brands report and ranking for the fifth consecutive year. In only five years, the report has become a strong resource for understanding Chinese brands and the dynamics that drive value growth.
http://bit.ly/1C7cfzE
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors:
Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (22nd March, 2014)
Strategic Marketing Plan Powerpoint Presentation SlidesSlideTeam
Every business professional dreams of building an organization that makes it recognizable in the marketplace. Also, it takes a lot of effort to market new products and reach out to more customers. This can be done if a business works with a complete strategy and proper guidelines. To run a successful marketing business, it is important to have better planning that executes the product in the market without any failure. Presenting our content ready Strategic Marketing Plan PowerPoint Presentation Slides that helps to showcase the methods you use to conduct market research and new trends. With the aid of this marketing strategy PPT layout, you can explain the process of evaluating opportunities along with the probability of success. Use our marketing plan presentation template to determine the steps that are needed to connect with customers that make them aware of the product. Showcase the steps like create customer value & loyalty, analyzing the consumer market, analyzing business markets, and identifying market segments & targets. Design a customer-driven marketing program by downloading our easy-to-customize strategic marketing plan PPT slide. https://bit.ly/3d915lk
5 Signs You’re in the Middle of a Digital TransformationProphet
Digital Transformation seems to be the buzzword of the moment, but what does it really mean? And, more importantly, what does it mean to your business?
Jay Olson, Brand & Marketing Strategist from QuadCreative, discusses the fundamentals of branding and provides actionable, cost-effective tips to help you grow your brand. Key topics covered
include: defining your company’s brand vision, validating audience relevance and resonance, creating alignment between your brand vision and the customer experience, creating brand magic, engaging your customers and measuring the success of your brand building activities.
The Best Retail Brands report ranks the top 50 U.S. retail brands by brand value, as well as the top retail brands from around the world. The U.S. brands are valued for the fifth time in collaboration with Interbrand Design Forum, the retail experience group within Interbrand.
51 Types of Marketing Strategies in Use TodayPeter vinosh
An organization's strategy combines all of its marketing goals into one comprehensive plan. A good marketing strategy should be drawn from market research and focus on the product mix in order to achieve the maximum profit and sustain the business. The marketing strategy is the foundation of a marketing plan.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
Brand strategy proposal for strategic brand management class at Hult International Business School. Covers conceptual and tactical frameworks for The Gentleman's Journal, a luxury men's lifestyle magazine based in the UK
Interbrand Accelerator - Activating brand opportunities for business growthInterbrand London
How to ensure each customer interaction is a coherent expression of the brand when different functions within the organisation are responsible for creating them?
Today’s CMOs need to create internal alignment in order to deliver a coherent brand experience to their customers.
To do this, they need a simple framework that can:
- align the organisation around a clear set of brand priorities
- bring meaningful improvements to the customer experience today
- deliver long-term brand value
“I know that our business success is dependent on a strong brand. What I need is a way to engage the entire organization so that cross-functional teams can understand the role they should play today in improving brand performance tomorrow.” Roel de Vries, CMO, Nissan
Interbrand London hosted a breakfast workshop in December 2015 and used the Nissan and Guinness World Records brands to demonstrate how the Brand Strength framework can be used to generate valuable insights, identify priority areas and define an action plan for brand and business growth.
Fundamentals of building a successful brand strategy including; what is a brand, foundations of a brand, challenges to a successful brand, building blocks to a successful brand strategy, brand archetypes, and buyer personas.
Strategic Marketing Plan Powerpoint Presentation SlidesSlideTeam
Every business professional dreams of building an organization that makes it recognizable in the marketplace. Also, it takes a lot of effort to market new products and reach out to more customers. This can be done if a business works with a complete strategy and proper guidelines. To run a successful marketing business, it is important to have better planning that executes the product in the market without any failure. Presenting our content ready Strategic Marketing Plan PowerPoint Presentation Slides that helps to showcase the methods you use to conduct market research and new trends. With the aid of this marketing strategy PPT layout, you can explain the process of evaluating opportunities along with the probability of success. Use our marketing plan presentation template to determine the steps that are needed to connect with customers that make them aware of the product. Showcase the steps like create customer value & loyalty, analyzing the consumer market, analyzing business markets, and identifying market segments & targets. Design a customer-driven marketing program by downloading our easy-to-customize strategic marketing plan PPT slide. https://bit.ly/3d915lk
5 Signs You’re in the Middle of a Digital TransformationProphet
Digital Transformation seems to be the buzzword of the moment, but what does it really mean? And, more importantly, what does it mean to your business?
Jay Olson, Brand & Marketing Strategist from QuadCreative, discusses the fundamentals of branding and provides actionable, cost-effective tips to help you grow your brand. Key topics covered
include: defining your company’s brand vision, validating audience relevance and resonance, creating alignment between your brand vision and the customer experience, creating brand magic, engaging your customers and measuring the success of your brand building activities.
The Best Retail Brands report ranks the top 50 U.S. retail brands by brand value, as well as the top retail brands from around the world. The U.S. brands are valued for the fifth time in collaboration with Interbrand Design Forum, the retail experience group within Interbrand.
51 Types of Marketing Strategies in Use TodayPeter vinosh
An organization's strategy combines all of its marketing goals into one comprehensive plan. A good marketing strategy should be drawn from market research and focus on the product mix in order to achieve the maximum profit and sustain the business. The marketing strategy is the foundation of a marketing plan.
Brand Strategy Proposal – The Gentleman's JournalBrett Ruffenach
Brand strategy proposal for strategic brand management class at Hult International Business School. Covers conceptual and tactical frameworks for The Gentleman's Journal, a luxury men's lifestyle magazine based in the UK
Interbrand Accelerator - Activating brand opportunities for business growthInterbrand London
How to ensure each customer interaction is a coherent expression of the brand when different functions within the organisation are responsible for creating them?
Today’s CMOs need to create internal alignment in order to deliver a coherent brand experience to their customers.
To do this, they need a simple framework that can:
- align the organisation around a clear set of brand priorities
- bring meaningful improvements to the customer experience today
- deliver long-term brand value
“I know that our business success is dependent on a strong brand. What I need is a way to engage the entire organization so that cross-functional teams can understand the role they should play today in improving brand performance tomorrow.” Roel de Vries, CMO, Nissan
Interbrand London hosted a breakfast workshop in December 2015 and used the Nissan and Guinness World Records brands to demonstrate how the Brand Strength framework can be used to generate valuable insights, identify priority areas and define an action plan for brand and business growth.
Fundamentals of building a successful brand strategy including; what is a brand, foundations of a brand, challenges to a successful brand, building blocks to a successful brand strategy, brand archetypes, and buyer personas.
Buenas practicas medioambientales de Netquest, con el objetivo de concienciar a empresas del sector para utilizar recursos que permitan ahorrar energía y reducir los residuos contaminantes. Incluye informacion sobre el ahorro de papel que supone hacer encuestas online.
portada ,indice,introducion, conclucion,referencias bibliograficas,q sinifica las siglas www,que es una pagina web ,carateristicas de pagina web ,q es un blogs , que es wiki , que es un portafolio digital , que esun album multimedia , conclucion
A distinguishing symbol, mark, logo, name, word, sentence or a combination of these items that companies use to distinguish their product from others in the market. Once a brand has created positive sentiment among its target audience, the firm is said to have built brand equity. Some examples of firms with brand equity - possessing very recognizable brands of products - are Microsoft, Coca-Cola, Ferrari, Sony, The Gap and Nokia.
This is the second session (Sep 8) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
Content strategy and earned media have huge potential to help brands better serve their customers, but many struggle to change old habits and ways of working. This book shares many of the things that we in the Brilliant Noise team have learned in recent years about developing and scaling a branded content organisation.
The main aim of branding is to make the customers of that product learn to associate with the value created by a particular product. All over the world, humans are drowning in data and information. As information and our collective intelligence becomes more automated in the goo of the internet, human beings will value more of what cannot be automated- emotion, imagination, connection and engagement. Brands will live and die on the ability of their stories and meanings to deliver what is highly valued by the marketplace.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. 1
ABOUT FIRM THINKING
Founded in 2009 and headquartered in Dublin, Firm Thinking is a Business Consulting and Coaching
practice and developers of The Order® model consulting framework. With extensive experience in
working with CEO and senior managements teams, in strategy design and implementation across a
variety of sectors, Firm Thinking is uniquely positioned to deliver business advisory and coaching services
to organisations seeking change, development and growth. Firm Thinking advisors are highly
experienced business practitioners with backgrounds as senior leaders in various industry sectors and
results oriented environments.
What sets us apart is our ability to provide tailored solutions to meet our client’s What we offer
Business Strategy: unlocking opportunities that will transform your business and disrupt the
competition.
Executive & Team Performance Coaching: tailored programmes to fast-track your success in
implementing objectives and achieving meaningful results.
Marketing Strategy: focusing your resources and capabilities on the greatest opportunities that
will deliver profitable growth and long-term value.
Marketing Communications: determining the most effective communication methods for your
marketplace and developing all marketing collaterals and mediums to convince your audience.
Business Development: a suite of professional sales supports for business that may lack the
resources and capabilities in-house.
WWW.FIRMTHINKING.COM
JACINTA KELLY
MBA, DipFM, Dip.MGT, ADV Dip. EXECUTIVE COACHING
Jacinta Kelly is a senior business advisor and qualified coach with
Firm Thinking and has more than 15 years International executive
and leadership experience in global matrix-organisations including
Ericsson AB, VWR International, Intel, P&O Nedlloyd Group & Exel
Logistics.
With extensive career experience steeped in strategy, marketing,
management consultancy and business growth, she works with
individual manager and teams on their leadership and business
challenges.
CONTACT JACINTA:
t: +353 1 254 2476
e: jacinta.kelly@firmthinking.com
3. 2
MIND THE BRAND
GAP
BRIDGING THE GAP BETWEEN
BRAND STRATEGY AND BUSINESS
STRATEGY
Brand is arguably what your company is built on. It’s what your
customers base their loyalty on. Well-managed brands can shift demand,
command a higher price point, generate a higher EBIT margin than
others and reap disproportionate rewards through differentiated value
propositions. Indeed, the global business community now widely
accepts the importance and value of strong brands resulting in an ever-
increasing emphasis in investor communication. Millward Brown
estimates that over 30% of any business's shareholder value is driven
by brand, and that well-managed brands grow businesses three times
faster than average.
The combination of the internet, mobile devices, globalisation and big
data continues to transform how companies operate and compete,
creating the chance for brands to take huge leaps in ever-shorter time
frames. Yet many organisations are struggling with how these
developments will influence consumer expectations and interactions,
often remaining locked into outdated and flawed business models that
can only result in a long and continuing decline of market share. In the
face of disruptive forces and changing consumer tastes, it has become
routine for companies to spend vast sums on advertising and marketing
their brands, largely and ironically, to appeal to a generation now tired of
blatant brand marketing.
The marketing and advertising arms race to create emotional appeal,
generate buzz and move up brand valuation league tables, is creating a
widening gap between brand strategy and business strategy. In this
environment some of the once coolest and iconic brands are faltering at
a game they once dominated. The key question for businesses today,
is how to expose such strategic blind spots and remain relevant in
the face of an evolving marketplace?
BRAND
STRATEGY
DEFINED:
An evolving plan for the
development of a
successful brand in order
to achieve specific
business goals. A well-
defined and executed
brand strategy affects all
aspects of a business and
is directly connected to
consumer needs,
emotions, and changing
competitive environments
4. 3
THE BRAND BUBBLE
In their 2008 book of above title, Gerzema and LeBar were highlighting ‘the looming crisis in brand value
and how to avoid it’. They concluded from a decade worth of brand and financial data analysis that while
brand valuations on the whole were appreciating, brand perceptions and actual value creation were
crumbling - that business were effectively riding a brand bubble. ‘The lesson for today’s brand world is
that for a brand to sustain consumer interest, it can’t just be different; it has to keep being different.’
The brand bubble phenomena some would argue has been perpetuated by brands insatiable appetite to
move up brand league tables, released annually by the three large brand valuation firms - Interbrand,
Millward Brown and Brand Finance. These league tables are not without their critics who consider such
brand valuations as widely inaccurate, a marketing gimmick to garner publicity, an exercise in creative
accounting or, in the case of Professor Mark Ritson, just plain old ‘bullshit’. Christof Binder of Markables,
is one such critic and in a recent interview with Management Today pointed to the example of how
Interbrand valued the Nokia brand at $7.4bn in 2013, while the acquirer Microsoft valued it at $157m.
How in 2014, the Google brand was valued from US$ billion 68.6 (Brand Finance) to US$ billion 158.8
(Millward Brown), and Interbrand in between. While in the same year Samsung was valued from US$
billion 25.9 (Millward Brown) to US$ 78.8 (Brand Finance), again with Interbrand in between.
Coca-Cola’s sustained position in the top 100 rankings despite plunging market capitalization value
($300bn in 2012 to $192bn May 2016) - a symptom of changing market tastes, obesity and health
concerns and the impending imposition of a UK sugar tax – equally highlights a conflict at the heart of
league tables. The familiar Coca Cola marketing formula of pumping dollars into #sunshine and #golden
brand campaigns, while always impressive, will do little to reverse poor performance. Instead of asking
‘What Logo tweaks can be made to our packaging?” it’s perhaps more useful to adopt a customer and
strategic perspective with “How can we adapt more quickly to changing consumer needs?”.
FROM EFFORTLESSLY COOL TO ALL THINGS TO EVERYONE
Most companies with effective brands and successful businesses, from Amazon.com to P&G, have
focused intensely on their customers and other aspects of the business rather than just brand building.
No brand can remain viable when a product is not competitive, service performance is poor or market
share and investor interest is declining. Addressing brand issues in a vacuum will do little to reverse a
flawed business strategy. Let’s take the example of the once effortlessly cool and iconic brand the Gap.
In 2015 while the Gap reported slumping sales and store closures, chic and cheap foreign fast-fashion
brands with millennial appeal, like H&M, Uniqlo, Zara and Irish owned Primark, were luring away
customers once devoted to the brand.
Retail analysts cited the foreign financial juggernauts winning formulas of market basics at cheaper price
points, in high-tech fabrics along with vertically integrated supply chains that permits a quick response to
emerging fashion trends. These high-energy brands create a constant sense of interest and excitement,
often stocking small batches of new lines to keep customers curious and returning to stores. By contrast
the Gap, which does not own any factories, takes much longer to source new designs and get fresh styles
on its racks, while an outdated assortment of clothing and bland basics has failed to inspire the nuanced
differences between so called Generation X and the millennial generation.
5. 4
Struggling Ralph Lauren is also hoping for a fashion comeback with a strategy of trimming costs,
shortening lead times and stocking trendier fashions. Sales reportedly have stalled and profits have
fallen 50% since 2014. The market value of Ralph Lauren Corp. now hovers around $8 billion, down from
$16 billion three years ago (The Wall Street Journal). Industry insiders accuse the company of being
slow to react to changes reshaping the business. As in the case of the Gap, those changes include the
rise of fast-fashion retailers with short production cycles and low prices, and the shift toward wearing
sports apparel in everyday life.
BRAND STRATEGY ANCHORED IN BUSINESS STRATEGY
Tesco is perhaps another example of an iconic brand that turned stale and lost market share to upstarts
with fresh ideas, primarily Lidl and Aldi. The pioneer of the customer loyalty card that sought to use vast
sums of consumer data to tailor shopping experiences and boost sales through discounts - was caught
off guard as the financial crisis and subsequent recession focused consumers' minds on value and led
to the rise of the discounters. Stagnant sales, falling profits, boardroom turmoil and dodgy accounting
were also central to Tesco’s woes.
Tesco’s most recent results showed signs of a turnaround and a brand strategy anchored in financial
metrics and informed by customer data and preferences. Under the watch of a new CEO Tesco’s strategy
has centered on a campaign of cost cutting measures in the form of store closures and staff reductions,
coupled with a relentless focus on service, new product ranges and better shopping experience, all
underpinned with extensive use of frontline interaction and data analysis to stay in tune with customer
needs. The Tesco formula is quite simply to persuade its shoppers they don’t need to make those extra
visits to a discounter.
BRAND STRATEGY ANCHORED IN BUSINESS STRATEGY
The lesson from Tesco et al is simply: that brand strategy cannot be separated from business strategy.
No brand can succeed when a product or service is not competitive, relevant or differentiated in the mind
of consumers. Brands must be constantly evolving and shaped by the accelerated pace of marketplace
and consumer change.
Effective brand management depends on managing five stages of interactions that starts with customers’
priorities and then determines how the brand can manoeuvre other elements of the business model to
deliver the brand promise across relevant touchpoints and ultimately shift demand. And while no two
business brands are entirely alike, we have found that most companies benefit from a structured
approach that is rooted in analysis and integrates brand management with business strategy.
In our experience The Order® model, a comprehensive 5-stage framework, provides a structured
approach to help management bridge the gap between brand strategy and business strategy. The tool
enables companies to get a well-rounded perspective on the business, to unlock new opportunities,
address challenges and implement change strategies.
6. 5
STAGE 1: OBJECTIVES
The process starts by clarifying what the brand stands for and its promise to a defined target audience.
Elements of the promise include which customer segments the brand is trying to reach, positioning
strategy, value proposition and how the brand is differentiated and how it addresses the target customers’
priorities. The outcome is to establish a baseline set of brand objectives that correlate with the business
strategy, its available resources and capabilities.
STAGE 2: READINESS
Focusing on assessment of the current situation this phase supports a deeper understanding of how
the brand falls short in meeting customer and consumer expectations. Elements of the readiness
assessment include insight into customer perceptions of the brand(s), assessing the brand’s influence
on the factors that drive demand and choice, the fit with customer/consumer needs, desires, and
decision criteria across all relevant demographics and geographies, how omnipresent the brand is
across platforms and stakeholders (customers, talent, investors) and how secure the brand is across a
number of dimensions: legal protection, proprietary design and geographies.
STAGE 3: DIRECTION
Evaluation of directions and strategies to close gaps between how management intends the brand to
mean and how it’s actually perceived by customers. Elements to consider here include the strengths
that differentiate the brand, business model configuration to deliver on brand promise, which
touchpoints are best suited to communicate brand signals and management mechanisms to capture
brand performance and solicit ongoing customer feedback.
STAGE 4: EXECUTION
Development of action plans to accelerate implementation of objectives. Action planning, capability
matching and resource management tools may be used to direct the process. Central to the approach
is getting clear on how the brand strategy will play out across divisions, business units and functional
7. 6
departments. The degree of management and team commitment to brand, and a belief internally in the
importance of brand. The extent to which the brand receives support in terms of time, influence, and
investment.
STAGE 5: REVIEW
Ongoing review and assessment of results achieved against planned objectives and metrics. The ability
to predict stakeholder behaviour and respond to market changes, challenges, and opportunities. The
brand should have a sense of leadership internally, and a desire and ability to constantly evolve, to
renew and reconfigure business models in line with market dynamics.
CONCLUSION:
In summary, putting brand strategy at the heart of business strategy allows companies to make a
meaningful impact and profit in the process. Well-managed brands can shift demand, command a
higher price point, generate a higher EBIT margin than others and reap disproportionate rewards
through differentiated value propositions. Today business must maximise customer perceptions of
value by continually managing forward expectations with innovation, creativity and evolving brand
experiences. To keep on course, business needs to start with customers’ priorities, and then determine
how the brand can mesh with other elements of the business model to boost customers’ engagement,
loyalty and ultimately shift consumer demand.
This article explored one methodology and framework into just how that can be done, to move brand
strategy from the realms of marketing puffery to being an embedded feature of the way the organization
is run.
REFERENCES:
The Brand Bubble: The Looming Crisis in Brand Value and How to Avoid It – John Gerzema, Edward
Lebar (Wiley 2008)
Struggling Ralph Lauren Tries to Fashion a Comeback (WSJ 2016)
http://www.wsj.com/articles/struggling-ralph-lauren-tries-to-fashion-a-comeback-1465272240
Why brand valuation is in a spin (Management Today, 2016)
http://www.managementtoday.co.uk/why-brand-valuation-spin/article/1380507
How Accurate are the Brand Value Rankings? (MARKABLES 2015)
https://www.markables.net/files/How-Accurate-are-the-Brand-Value-Rankings.pdf