2. wk 1 - the industry: an overview
wk 2 - the four P‟s: the cornerstones of marketing
wk 3 - how promotions catch on: virality
wk 4 - relationships > transactions
wk 5 - brands: what and why
today - brands: how (part one)
The Unit
a recap
3. 1.
2.
to become familiar with the tools organisations
use to better understand themselves.
to understand the process involved in crafting a
brands core message – its mission statement.
Brands
today's session objectives
4. The tangibles associated with an organisation…
“a name, a word, a symbol, a drawing, or a combination of
these.”
Kotleret al (2000, p.478)
And the intangibles associated with an
organisation…
“a set of mental associations, held by the consumer, which add to
the perceived value of a product or service”
Keller (1998)
Brands
what?
5. branding seeks to add perceived value to the products or services
provided by an organisation and create positive brand equity...
Brands
why?
6. understanding
your organisation
communicating your organisation
Pyramid of
Purpose
SWOT analysis
Core
Competence
Analysis
Mission
Statement
Creating those
tangible and
intangible items
which project
who you are
(next week)
USP
1
Brands
2
how: don‟t try to run before you can walk
3
9. SWOT - Strengths
• What advantages does your organization have?
• What do you do better than anyone else?
• What unique or lowest-cost resources can you draw upon that others can't?
• What do people in your market see as your strengths?
• What factors mean that you "get the sale"?
• What is your organization's Unique Selling Proposition (USP)?
• Consider your strengths from both an internal perspective, and from the point of
view of your customers and people in your market.
Also, if you're having any difficulty identifying strengths, try writing down a list of
your organisation's characteristics. Some of these will hopefully be strengths!
When looking at your strengths, think about them in relation to your competitors.
For example, if all of your competitors provide high quality products, then a high
quality production process is not a strength in your organization's market, it's a
necessity.
Brands
understanding your organisation
10. SWOT - Weaknesses
• What could you improve?
• What should you avoid?
• What are people in your market likely to see as weaknesses?
• What factors lose you sales?
Again, consider this from an internal and external basis: Do other
people seem to perceive weaknesses that you don't see? Are your
competitors doing any better than you?
It's best to be realistic now, and face any unpleasant truths as soon as
possible.
Brands
understanding your organisation
11. SWOT - Opportunities
• What good opportunities can you spot?
• What interesting trends are you aware of?
Useful opportunities can come from such things as:
• Changes in technology and markets on both a broad and narrow scale.
• Changes in government policy related to your field.
• Changes in social patterns, population profiles, lifestyle changes, and so on.
• Local events.
A useful approach when looking at opportunities is to look at your strengths and
ask yourself whether these open up any opportunities. Alternatively, look at your
weaknesses and ask yourself whether you could open up opportunities by
eliminating them.
Brands
understanding your organisation
12. SWOT - Threats
• What obstacles do you face?
• What are your competitors doing?
• Are quality standards or specifications for your job, products or
services changing?
• Is changing technology threatening your position?
• Do you have cash-flow problems?
• Could any of your weaknesses seriously threaten your business?
Brands
understanding your organisation
15. USP
• your USP is the unique thing that you can offer that your competitors can't.
• it's your „Competitive Edge‟.
• it's the reason that customers buy from you and you alone.
• if you don't have a USP you're condemned to a struggle for survival – that way lies
hard work and little reward.
• makes you stand out from the pack
• makes people want to know more (what‟s your website? etc.)
• it answers the question of “why should I do business with you over all the other
choices I have, which includes doing nothing?
• it challenges others to match it
• it is saying more than that you are the best at what you do, it‟s saying you‟re the
ONLY one who does what you do
Brands
understanding your organisation
16. USP Examples
Dominoes
„we deliver hot pizza to your door in thirty minutes or less, or the
pizza‟s FREE!‟
FedEx
„If it absolutely, positively has to get there overnight…‟
Premier Sport (Northampton)
„‟No other coaching company understands school sport better
than us, just ask your child's school‟
Brands
understanding your organisation
19. Unique Selling Proposition
9
8
7
6
5
We‟ve found
what‟s unique
about our
organisation.
Our USP is
criteria 3.
4
3
2
1
0
Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5
Brands
understanding your organisation
Your Organisation
Competitor 1
Competitor 2
Competitor 3
20. USP Examples
Dominoes
„we deliver hot pizza to your door in thirty minutes or less, or the
pizza‟s FREE!‟
FedEx
„If it absolutely, positively has to get there overnight…‟
Premier Sport (Northampton)
„‟No other coaching company understands school sport better
than us, just ask your child‟s school‟
Brands
understanding your organisation
22. Core Competence Analysis
The starting point for understanding core competences is understanding that businesses
need to have something that customers uniquely value if they're to make good profits.
"Me too" businesses (with nothing unique to distinguish them from their competition) are
doomed to compete on price: The only thing they can do to make themselves the
customer's top choice is drop price. And as other "me too" businesses do the
same, profit margins become thinner and thinner.
This is why there's such an emphasis on building and selling USP‟s.
If you're able to offer something uniquely good, customers will want to choose your
products and will be willing to pay more for them.
The question, though, is where this uniqueness comes from, and how it can be
sustained.
This Core Competence Analysis gets to the bottom of how and why you are able to offer
your USP whilst others can‟t.
Brands
understanding your organisation
23. Core Competence Analysis
Core Competences are the things that a company can do uniquely well, and that no-one else can copy quickly enough
to affect competition.
To establish your organisations core competencies…
1.
List the things that make you able to offer your USP, these are competencies of your organisation.
2.
Then for each of these competencies run these three tests on them:
A - Relevance: Firstly, the competence must give your customer something that strongly influences him or her to
choose your product or service. If it does not, then it has no effect on your competitive position and is not a core
competence.
B - Difficulty of imitation: Secondly, the core competence should be difficult to imitate. This allows you to provide
products that are better than those of your competition. And because you're continually working to improve these
skills, means that you can sustain its competitive position.
C - Breadth of application: Thirdly, it should be something that opens up a good number of potential markets. If it only
opens up a few small, niche markets, then success in these markets will not be enough to sustain significant
growth.
Those competencies that pass the three tests are your organisations core competencies.
Brands
understanding your organisation
25. Pyramid of Purpose
1. why
2. what
3. how
4. who
Brands
understanding your organisation
26. Pyramid of Purpose
Question 1 – "why" – refers to your organization's
values, mission, and vision.
Question 2 – "what" – covers objectives and goals.
Question 3 – "how" – refers the actions needed to realise these
goals.
Question 4 – "who" – refers to the people, systems and tools
which deliver these.
Brands
understanding your organisation
27. Pyramid of Purpose
1. why
2. what
3. how
4. who
Brands
understanding your organisation
28. understanding
your organisation
communicating your organisation
Pyramid of
Purpose
SWOT analysis
Core
Competence
Analysis
Mission
Statement
Creating those
tangible and
intangible items
which project
who you are
(next week)
USP
1
Brands
2
how: don‟t try to run before you can walk
3
29. Mission Statement
• A Mission Statement defines the organization's PURPOSE and
PRIMARY OBJECTIVES.
• It communicates them to those inside and outside of the organisation in
a clear and concise manner. It‟s both an internal and external statement.
• You‟ve done the hard work with your research in putting together the four
documents we‟ve spoken about (USP, Pyramid of Purpose, Key
Competency Analysis and SWOT).
• Now use them to create a short, SIMPLE TO UNDERSTAND mission
statement for your organisation.
• As few words as possible. The best missions statements are often the
shortest, clearest and most concise.
Brands
communicating your organisation
30. Mission Statement
• Sound simple?
• If you‟ve gone through the process systematically then it can be.
• The hardest part can be whittling down the documents we‟ve spoken of
today and the knowledge they illicit about your organisation to as few
words as possible.
• You want it to say a lot about your organisation, yet be as concise as
possible. So don‟t use fluffy, superfluous, unnecessary language.
• Every word has to add something to the statement - if it doesn‟t then cut
it out!
• Let‟s look at some examples…
Brands
communicating your organisation
31. Amazon
Amazon‟s vision is to be earth‟s most customer centric
company; to build a place where people can come to find
and discover anything they might want to buy online.
Brands
communicating your organisation
32. Starbucks
Our mission: to inspire and nurture the human spirit – one
person, one cup and one neighbourhood at a time.
Brands
communicating your organisation
33. Skype
Skype‟s mission is to be the fabric of real-time
communication on the web.
Brands
communicating your organisation
34. Team Beds &Luton
Working in partnership at the heart of the community to
support, develop and promote high quality
opportunities to allow everyone to get involved, stay
involved and succeed in sport and physical activity.
Brands
communicating your organisation
35. Reebok
Mission: Challenge and lead the fitness world through
creativity. At Reebok, we see the world a little differently
and throughout our history have made our mark when we've
had the courage to challenge convention. Reebok creates
products and marketing programs that reflect the brand's
unlimited creative potential.
Brands
communicating your organisation
36. Asics
ASICS, an acronym derived from the Latin phrase, Anima
Sana In Corpore Sano - a sound mind in a sound body.
Staying true to the philosophy by which it was
founded, every ASICS innovation, every concept, every idea
is intended to create the best product. Our mission is to
become the number one brand for the sports enthusiast. To
accomplish this, we pledge to continue to make the best
product; striving to build upon our technological advances
and pushing the limits on what we can learn from the body
and its needs in athletic gear. We pledge to bring harmony
to the body and soul.
Brands
communicating your organisation
37. Adidas
The adidas Group strives to be the global leader in the
sporting goods industry with brands built on a passion for
sports and a sporting lifestyle. We are committed to
continuously strengthening our brands and products to
improve our competitive position.
Brands
communicating your organisation
38. Manchester United
Manchester United's mission is to be the best football club
in the world, both on and off the pitch.
Brands
communicating your organisation
39. Paddy Power
Our mission is to make risk based entertainment more
accessible and fun.
Brands
communicating your organisation
40. Ladbrokes
Our vision is to be the e-enabled
international betting and gaming business.
Brands
communicating your organisation
41. Nike
To bring inspiration and innovation to every athlete
in the world.
Brands
communicating your organisation
42. Summerise today‟s session in circa 50 words…
Describe the process that goes into an organisation better
understanding itself and the way it introduces its core
message to the world.
Brands
today‟s 50 words
43. Core Competence Analysis
SWOT
USP
• relevance
• strengths
• weaknesses
• opportunities
• threats
Pyramid of Purpose
• why?
• what?
• how?
• who?
Brands
today‟s key terms
• unique selling proposition
• difficulty of imitation
• competitive advantage
• breadth of application
Mission Statement
• purpose
• primary objective
• internal & external
• clear & concise
• as few words as possible
44. 1.
2.
to become familiar with the tools organisations
use to better understand themselves.
to understand the process involved in crafting a
brands core message – its mission statement.
Brands
today's session objectives
45. understanding
your organisation
communicating your organisation
Pyramid of
Purpose
SWOT analysis
Core
Competence
Analysis
Mission
Statement
Creating those
tangible and
intangible items
which project
who you are
(next week)
USP
1
2
3
Brands
how: we will address the next stage of the branding process
46. Bart, C. &Baetz, M. (1998) „The relationship between mission statements and firm performance: An
exploratory study‟, Journal of Management Studies, 35 (6) pp.823-853.
Branson, R. (2013) „More mission, less statement‟, Canadian Business, 86.
Bridgewater, S. (2010) Football Brands. Basingstoke: Palgrave Macmillan.
Ford, K. (2005) Brands laid bare: Using market research for evidence-based brand management. Chichester:
John Wiley & Son Ltd.
Keeling, M. (2013) „Mission statements: Rhetoric, reality or road map to success?‟, Knowledge Quest, 42(1)
pp.30-36.
Keller, K., Aperia, T. &Georgson, M. (2012) Strategic brand management: A European perspective. (2ndedn.)
Harlow: Pearson Education Limited.
Mind Tools (2014) Mission statements and vision statements: unleashing purpose. Available at:
http://www.mindtools.com/pages/article/newLDR_90.htm(Accessed:23 January 2014).
Temporal, P. (2010) Advanced brand management: Managing brands in a changing world. Singapore: Wiley.
Wheeler, A. (2013) Designing brand identity. New Jersey: Wiley.
Williams, L. (2008) „The mission statement: A corporate reporting tool with a past, present and future‟, Journal
of Business Communication, 45 (2) pp.94-119.
Brands
today‟s references
