The document discusses Ford Motor Company's brand marketing process and strategies. It emphasizes developing strong brands through emotional connections with target customers based on deep consumer insights. It also stresses integrating all marketing activities around core brand values to achieve synergy and consistency across touchpoints. The 10 rules of great brand marketing highlight tactics like focusing on aspirational advertising, bundling product lines, and using individualized marketing to build deep customer relationships.
Este manual apresenta ferramentas de coaching para estimular o desenvolvimento de competências e melhorar o desempenho individual e organizacional. Aborda conceitos como os níveis de aprendizagem, as competências do processo de coaching e os benefícios deste. Apresenta também um modelo de coaching composto por seis fases - identificação de necessidades, estabelecimento de padrões de desempenho, planeamento, motivação, implementação e revisão - visando aplicar técnicas de coaching no contexto organizacional.
O documento descreve os passos para formulação da estratégia organizacional, incluindo a definição da missão, visão, valores e objetivos organizacionais, seguida de uma análise SWOT para identificar pontos fortes, fracos, ameaças e oportunidades. A estratégia organizacional é então desenvolvida com planos, ações e projetos para alcançar as metas estabelecidas.
Forma de pensar no futuro, integrada no processo decisório, com base em um procedimento formalizado e articulador de resultados. Visa informar conjunto de estratégias e ações que provêem o desenvolvimento, o lançamento e a sustentação de um produto ou serviço no mercado consumidor
Michael Porter é um professor e consultor de estratégia empresarial e nacional. Ele desenvolveu modelos como as cinco forças competitivas e vantagens competitivas entre nações que são amplamente utilizados. O documento descreve sua biografia e trabalho, incluindo o modelo clássico das cinco forças competitivas que analisa rivalidade, poder de clientes e fornecedores, ameaça de novos concorrentes e produtos substitutos.
Este manual apresenta ferramentas de coaching para estimular o desenvolvimento de competências e melhorar o desempenho individual e organizacional. Aborda conceitos como os níveis de aprendizagem, as competências do processo de coaching e os benefícios deste. Apresenta também um modelo de coaching composto por seis fases - identificação de necessidades, estabelecimento de padrões de desempenho, planeamento, motivação, implementação e revisão - visando aplicar técnicas de coaching no contexto organizacional.
O documento descreve os passos para formulação da estratégia organizacional, incluindo a definição da missão, visão, valores e objetivos organizacionais, seguida de uma análise SWOT para identificar pontos fortes, fracos, ameaças e oportunidades. A estratégia organizacional é então desenvolvida com planos, ações e projetos para alcançar as metas estabelecidas.
Forma de pensar no futuro, integrada no processo decisório, com base em um procedimento formalizado e articulador de resultados. Visa informar conjunto de estratégias e ações que provêem o desenvolvimento, o lançamento e a sustentação de um produto ou serviço no mercado consumidor
Michael Porter é um professor e consultor de estratégia empresarial e nacional. Ele desenvolveu modelos como as cinco forças competitivas e vantagens competitivas entre nações que são amplamente utilizados. O documento descreve sua biografia e trabalho, incluindo o modelo clássico das cinco forças competitivas que analisa rivalidade, poder de clientes e fornecedores, ameaça de novos concorrentes e produtos substitutos.
O documento discute o processo de compra organizacional, destacando que ele envolve determinar quais produtos serão comprados, avaliar fornecedores e fazer escolhas. Também diferencia mercados organizacionais de consumidores e descreve as principais etapas do processo de compra como identificação de necessidade, especificação, busca por fornecedores e seleção.
1) The document analyzes the PEST forces, 5 competitive forces, and SWOT of the Japanese economy from 2018 to 2022.
2) It predicts that Japan's GDP will grow from around 900 trillion yen in 2018 to 3000 trillion yen in 2022, and the population will decrease from 128 million to around 120 million in the same period.
3) New technologies like AI and IoT will impact society and business competition in Japan.
O documento discute três pontos essenciais para a obtenção de resultados em uma organização: liderança, cultura organizacional voltada para a execução e pessoas certas nos cargos certos.
O documento discute o conceito de vantagem competitiva desenvolvido por Michael Porter, definindo-o como características que permitem uma empresa oferecer mais valor aos clientes em comparação à concorrência. Apresenta as duas fontes genéricas de vantagem competitiva: liderança de custo e diferenciação, e explica a importância da cadeia de valores na análise das fontes de vantagem competitiva de uma empresa.
AULA 06 Análise do Ambiente de Marketing - prof. Rodrigo SávioRodrigo Sávio
Rodrigo Sávio tem experiência em marketing, com MBA em Marketing pela FGV e UFC. Tem mais de 10 anos de experiência em marketing em empresas multinacionais e de grande porte. Atualmente é consultor internacional e sócio de uma agência de marketing.
1) O documento discute diversos fatores que influenciam o comportamento do consumidor, incluindo fatores culturais, sociais, pessoais e psicológicos.
2) É apresentado o modelo de estímulo e resposta para compreender o comportamento do comprador e são detalhados os estágios do processo de decisão de compra.
3) Há uma análise de como fatores como idade, renda, ocupação, estilo de vida e necessidades afetam as preferências e decisões de compra dos consumidores.
O documento discute as Cinco Forças de Porter, um modelo de análise que identifica fatores que influenciam o mercado e afetam o comportamento de compra. Também aborda o diferencial competitivo, definido como atributos que tornam uma empresa única e superior à concorrência, e apresenta perguntas para identificar os diferenciais de um produto.
Aqui estão 3 exemplos de declarações de missão:
1. Fornecer serviços financeiros confiáveis e acessíveis para ajudar os clientes a alcançarem suas aspirações.
2. Criar e entregar produtos eletrônicos inovadores e acessíveis que enriqueçam a vida das pessoas em todo o mundo.
3. Servir a comunidade por meio de ensino, pesquisa e serviços de alta qualidade que promovam o bem-estar social, econômico e ambiental.
O documento discute a criação de valor para as partes interessadas (acionistas, clientes, gestores e colaboradores) em uma empresa através de uma estratégia competitiva. Explica que o valor é percebido de forma diferente por cada parte interessada e que para a empresa ser bem-sucedida, deve haver um equilíbrio ou simetria na percepção de valor entre elas. Também ressalta que a estratégia de uma empresa deve permitir que ela gere mais valor do que seus concorrentes de maneira diferenciada.
Estudos de caso e atividades revisado 08 teoria neoclássicaMichele Castro
A 3M reestruturou sua organização para focar no cliente, organizando-se por setores de mercado em vez de produtos e atendendo grandes clientes através de um único grupo de vendedores. A empresa também investiu em treinamento, tecnologia e integração entre áreas para ser mais competitiva e inovadora.
O documento discute estratégia empresarial e fornece ferramentas para gestão estratégica. Aborda definições de estratégia, origens históricas, análise SWOT, matriz BCG, estrutura de cinco forças de Porter, rede de valor, mapeamento de cenários, vantagem competitiva e metodologias avançadas para geração de valor sustentável.
O documento fornece uma introdução aos fundamentos do marketing, definindo-o como a análise, planejamento, implementação e controle de programas para propiciar trocas voluntárias com o mercado-alvo. Explora os conceitos de marketing como filosofia de negócios focada no cliente, e como as mudanças econômicas geraram um novo marketing. Apresenta também o modelo de marketing mix dos 4Ps e conceitos de marketing estratégico e comunicação.
O documento discute o processo de compra organizacional, destacando que ele envolve determinar quais produtos serão comprados, avaliar fornecedores e fazer escolhas. Também diferencia mercados organizacionais de consumidores e descreve as principais etapas do processo de compra como identificação de necessidade, especificação, busca por fornecedores e seleção.
1) The document analyzes the PEST forces, 5 competitive forces, and SWOT of the Japanese economy from 2018 to 2022.
2) It predicts that Japan's GDP will grow from around 900 trillion yen in 2018 to 3000 trillion yen in 2022, and the population will decrease from 128 million to around 120 million in the same period.
3) New technologies like AI and IoT will impact society and business competition in Japan.
O documento discute três pontos essenciais para a obtenção de resultados em uma organização: liderança, cultura organizacional voltada para a execução e pessoas certas nos cargos certos.
O documento discute o conceito de vantagem competitiva desenvolvido por Michael Porter, definindo-o como características que permitem uma empresa oferecer mais valor aos clientes em comparação à concorrência. Apresenta as duas fontes genéricas de vantagem competitiva: liderança de custo e diferenciação, e explica a importância da cadeia de valores na análise das fontes de vantagem competitiva de uma empresa.
AULA 06 Análise do Ambiente de Marketing - prof. Rodrigo SávioRodrigo Sávio
Rodrigo Sávio tem experiência em marketing, com MBA em Marketing pela FGV e UFC. Tem mais de 10 anos de experiência em marketing em empresas multinacionais e de grande porte. Atualmente é consultor internacional e sócio de uma agência de marketing.
1) O documento discute diversos fatores que influenciam o comportamento do consumidor, incluindo fatores culturais, sociais, pessoais e psicológicos.
2) É apresentado o modelo de estímulo e resposta para compreender o comportamento do comprador e são detalhados os estágios do processo de decisão de compra.
3) Há uma análise de como fatores como idade, renda, ocupação, estilo de vida e necessidades afetam as preferências e decisões de compra dos consumidores.
O documento discute as Cinco Forças de Porter, um modelo de análise que identifica fatores que influenciam o mercado e afetam o comportamento de compra. Também aborda o diferencial competitivo, definido como atributos que tornam uma empresa única e superior à concorrência, e apresenta perguntas para identificar os diferenciais de um produto.
Aqui estão 3 exemplos de declarações de missão:
1. Fornecer serviços financeiros confiáveis e acessíveis para ajudar os clientes a alcançarem suas aspirações.
2. Criar e entregar produtos eletrônicos inovadores e acessíveis que enriqueçam a vida das pessoas em todo o mundo.
3. Servir a comunidade por meio de ensino, pesquisa e serviços de alta qualidade que promovam o bem-estar social, econômico e ambiental.
O documento discute a criação de valor para as partes interessadas (acionistas, clientes, gestores e colaboradores) em uma empresa através de uma estratégia competitiva. Explica que o valor é percebido de forma diferente por cada parte interessada e que para a empresa ser bem-sucedida, deve haver um equilíbrio ou simetria na percepção de valor entre elas. Também ressalta que a estratégia de uma empresa deve permitir que ela gere mais valor do que seus concorrentes de maneira diferenciada.
Estudos de caso e atividades revisado 08 teoria neoclássicaMichele Castro
A 3M reestruturou sua organização para focar no cliente, organizando-se por setores de mercado em vez de produtos e atendendo grandes clientes através de um único grupo de vendedores. A empresa também investiu em treinamento, tecnologia e integração entre áreas para ser mais competitiva e inovadora.
O documento discute estratégia empresarial e fornece ferramentas para gestão estratégica. Aborda definições de estratégia, origens históricas, análise SWOT, matriz BCG, estrutura de cinco forças de Porter, rede de valor, mapeamento de cenários, vantagem competitiva e metodologias avançadas para geração de valor sustentável.
O documento fornece uma introdução aos fundamentos do marketing, definindo-o como a análise, planejamento, implementação e controle de programas para propiciar trocas voluntárias com o mercado-alvo. Explora os conceitos de marketing como filosofia de negócios focada no cliente, e como as mudanças econômicas geraram um novo marketing. Apresenta também o modelo de marketing mix dos 4Ps e conceitos de marketing estratégico e comunicação.
The document appears to be a social media post from October 2016. It contains various emojis and numbers that provide high level context but no essential information. The post references Taiwan Pictures Digital Archive and includes an image captioned "Island: by Liu Ming-Wei" along with some additional text and numbers at the bottom possibly related to engagement metrics for the post.
This document provides color codes and templates for designing posters. It includes 7 color codes ranging from black to different shades of yellow. It also lists templates for posters in large or tiny sizes, as well as landscapes. The templates can be used for topics like travel posters, user interfaces, and landing pages.
1. The document discusses principles of pixel perfect design for graphical user interfaces, including consideration of users, environment, accessibility, affordances, visual hierarchy, typography, color, motion, testing, prototyping, and organization.
2. Key principles include making the interface intuitive for users based on their characteristics and environment, using design elements consistently, and prioritizing accessibility, usability testing, and collaboration.
3. Following principles like visual hierarchy, color theory, typography, and affordance helps create intuitive, accessible interfaces that clearly guide users through their tasks.
A quick study of the basics and importance of strategic brand development. By Fanen Acho, Headstart Consultimg Limited. Headstart is a strategy and innovation company
This document discusses strategies for building and strengthening brand equity. It advises learning from successful brands that have built trust with customers through consistent delivery on their brand promises. Strong brands align their culture, products, customer interactions and communications to differentiate themselves and create emotional bonds with customers. The document recommends conducting annual brand audits and research to monitor the brand's perception and ensure brand-related activities are creating value and profits. It also provides tips for small organizations to focus on value and use limited resources efficiently to implement a branding strategy.
The document discusses the importance of brand asset management and provides strategies for effectively managing a brand. It outlines key steps including formally linking business and brand strategy, creating a unique brand identity and clear positioning, strategically extending the brand, building a strategic brand architecture, evaluating and aligning all brand touchpoints, and consistently delivering the brand message. The document uses various company examples to illustrate concepts like developing an aspirational identity, crafting an effective positioning statement, determining when and how to extend a brand, and leveraging a flexible brand architecture.
This document discusses factors to consider for effective brand positioning. It defines brand positioning as owning a credible and profitable position in consumers' minds through differentiating the brand. Brands can be mapped on a perceptual map based on consumer perceptions of price and quality. The brand positioning process involves understanding stakeholder needs, opportunity modeling to establish relevance and differentiation, developing a brand platform and identity, and continuous evaluation. Examples are provided of companies like Disney that maintain a clear vision to guide brand extensions. Microsoft is also discussed as keeping its original vision of computers for all despite vast growth. Effective brand extensions leverage brand equity to enter new categories while maintaining quality associations.
This document provides an overview of various brand planning tools that can be used to map the gap between a company's current position and future potential. It describes tools like touch point audits, SWOT analyses, gap analyses, and generating consumer insights that were used to drive double and triple digit growth for clients. The tools are designed to harness the creativity of employees to better connect with consumer insights and marketplace trends.
A comprehensive guide to the world of branding. It is an exciting time for branding. As everything becomes global, good branding becomes more crucial. What is Branding? is an accessible guide that makes sense of this complex subject. It explores the process of branding, and shares insights that can be applied to practical challenges.
Brand management provides benefits to both buyers and sellers. For buyers, brands help reduce purchase risk and time by aiding product identification and quality evaluation. For sellers, brands help differentiate products, create brand loyalty to stabilize market share, and potentially allow premium pricing. Brand equity is the value provided by brand recognition and impressions. It is developed through all customer touchpoints and communications over time. Managing brand equity helps drive revenue growth and competitive advantage. Effective brand positioning involves communicating distinct attributes to occupy a unique place in customers' minds.
A brand platform, or corporate image, is the set of associations that customers make with your company. Some of these associations may be quite obvious and strong, like the brand Volvo is associated with safety. In other cases, the associations can be weak; BMW, for instance, may be associated with safety but only in a very weak manner. The possible associations that a brand may want to have actually comes from many sources. For example, it may come from the benefits the customers in a target market may care the most about. But it can also come from various descriptors or the self-image of the target audience. It can also come from a company’s history or core competency.
This document provides an overview of marketing concepts and strategies for small businesses. It discusses defining target markets, conducting market research, establishing brand pillars and values, crafting a mission statement, analyzing competitive advantages, and more. The goal is to help small businesses understand marketing and how to apply key principles to achieve their business objectives over the short and long term.
The document provides an overview of branding, including definitions of key branding concepts and strategies for building an effective brand identity. It discusses the purpose of branding, tools for developing brand identity such as slogans, colors and logos. It also addresses measuring brand effectiveness and the relationship between brands and reputation. The document contains sections on branding introduction, brand identity, brand equity and case studies of well-known brands.
The document discusses how brands and design can act as catalysts for growth and competitive advantage for MSMEs. It notes that incremental improvements are no longer differentiators and competition is increasing. It then advocates that design intervention, especially at the inception stage, can help companies break from the "red ocean" of competition and create "blue oceans" of uncontested market space through disruptive design. Specifically, it recommends focusing on understanding implicit customer needs through design research and using design to create a strong brand identity that builds loyal customer connections at every touchpoint experience.
No Apologies Consulting provides branding and marketing services to help businesses build powerful and sustainable brands. They specialize in developing brand strategies that reveal customer insights and create compelling brand stories. Their process involves defining the brand's strengths, researching the target customer, and presenting a plan to position the business for long-term growth. Alyson Grubard, the founder and president, has over 20 years of experience in strategic branding and marketing for consumer products.
This document discusses key aspects of developing an effective brand strategy, including understanding customers, competitors, and the market environment. It emphasizes that a brand needs to be relevant to customers, coherent in its messaging, and encourage two-way participation. The summary outlines the main steps as: (1) understanding customers and the market, (2) segmenting the market based on customer needs, and (3) building a brand vision, identity, promise, and strategy to communicate the brand's value proposition.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing target audiences, developing brand positioning, crafting a brand personality, and creating an integrated marketing communications strategy to ensure consistency across touchpoints.
This document discusses various branding strategies. It begins by defining branding strategy as a long-term plan to develop a successful brand to achieve specific goals. It then discusses different types of branding strategies such as personal branding, product branding, corporate branding, service branding, co-branding, online branding, and no-brand branding. Branding tools like the brand-product matrix and brand hierarchy are also introduced to help formulate branding strategies. The document provides examples and discusses how to design and implement effective branding strategies.
This document discusses various branding strategies. It begins by defining branding strategy as a long-term plan to develop a successful brand to achieve specific goals. It then discusses different types of branding strategies such as personal branding, product branding, corporate branding, service branding, co-branding, online branding, and no-brand branding. Branding tools like the brand-product matrix and brand hierarchy are also introduced to help formulate branding strategies. The document provides examples and discusses how to design and implement effective branding strategies.
The document provides an overview of strategic brand management. It discusses key concepts such as what branding is, the key ingredients of branding including big ideas, vision, values and personality. It also discusses how to understand brands, brand attributes, positioning, identity, image, loyalty, equity and extension. The document provides guidance on budgeting for a brand and the psychology of color in branding. It emphasizes that branding goes beyond logos and reflects customer experience and interactions.
The document discusses strategies for business development, client development, and relationship development over several months. It includes plans to acquire new media assets, pitch to clients in various sectors, target clients related to major events like IPL, and maintain relationships with agencies. The overall aim is to expand the business association, crack new markets, and strengthen the client and agency network.
Owned media refers to content published on platforms owned by a company such as a website. Paid media involves advertising paid for by a company such as sponsored content. Earned media is content generated by other parties such as articles that mention a company. Social media involves platforms where users create and share content such as Facebook and Twitter.
Owned media refers to content published on platforms owned by a company such as a website. Paid media involves advertising paid for by a company such as sponsored content. Earned media is content generated by other parties such as articles that mention a company. Social media involves platforms where users create and share content such as Facebook and Twitter.
The document is an executive summary of a study on the digital influence index. Some of the key findings from the study include:
1) The internet has twice as much influence on consumers as television and 10 times as much influence as print media, yet online advertising spending remains disproportionately low compared to time spent online.
2) Chinese internet users are more advanced users than those in other countries studied, but internet penetration remains relatively low in China, indicating significant room for future growth.
3) The internet plays an integral role in decision making processes across a wide range of decisions through research and seeking peer advice online.
That covers the high level essence of the document in under 3 sentences by highlighting some of
The document discusses a study conducted by Razorfish to understand how consumers engage with brands in the increasingly digital world. The study found that digital brand experiences are not just for awareness or conversions, but for creating customers. Those who actively engage with brands digitally through activities like contests or following brands on social media show increases across the entire marketing funnel. The report suggests marketers need to shift their focus from advertising to actively engaging consumers both online and offline. In the digital era, experiences are more important than advertising messages.
2. Agenda Ford Motor Company Product Planning Process 工艺 Why brand marketing? Consumer Insight Integrate 整合 Brand Marketing Into Business Case Study – Product Planning Summary and Q&A
7. Revised 3/29 Contact: GSCOTT12 Brand Strategy Creates Differentiation and Synergies 协同作用 Among Our Brands Ingenious…Caring 巧妙的关怀 TRUST + LOVE + DELIGHT 情趣 Safety 安全 “ For Life” 为了生活 Trustworthy, Expert 专家 Convenient, Flexible 方便灵活 Innovative 创新 The Most 最 Exclusive 独家 Club 俱乐部 Stylish 时尚 Spirited 精神 Insightful 有见地 Reliable 可靠 ; Convenient 方便 Service 服务 Genuine 真正 Progressive 进步 Smart 智能 Innovative 创新 Expressive 表达的 Individualistic 个人主义的 American 美国 Luxury 豪华 Superior Global Service 一流的全球服务 Speed and Convenience 速度和方便 Competitive Prices 竞争力的价格 Premier Automotive Group 首席汽车集团 Elegant 优雅 Original 原 w/ 瓦特 Refined 精 Power 电源 Sensuous 感官的
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9. Consumer Insight Provides Basis for Consistently Delighting 坚持取悦 Consumer Types of Needs Stated 声明 Real Unstated Delight 情趣 Secret 秘密 Example Consumer wants an inexpensive car 不贵的 Consumer wants a car whose operating cost 经营成本 , not its initial price, is low Consumer expects good service from the dealer 经销商 Consumer buys the car and receives a complimentary 免费的 U.S. road atlas 地图集 Consumer wants to be seen by friends as a value-oriented 价值导向 savvy 精明 consumer Source: Kotler, Philip; Marketing Management
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12. Consumption Consumption 消费 Total reasonable market potential for the brand Adjacent 相邻 People who we will attract with elements of the brand, but not the focus of our “ delighting” efforts Adjacent Core Target Core Target The most “valuable” customers we want to delight with a total brand experience Targeting
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17. Brand Positioning DNA TARGET CUSTOMER… the foundation for the brand positioning
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19. Brand Marketing Process Analyzing and Diagnosing the Brand / Situational Analysis Measuring Progress Creating the Brand Positioning Developing Brand Plans Measuring Progress
20. 10/09/10 Human Resources Public Affairs 事务 Purchasing 采购 Marketing, Sales, & Service Product Development 产品发展 Finance 财经 Manufacturing 制造业 Dealers 经销商 / FRN From Company to Brand BRAND Design Suppliers / Agencies 供应商通讯社 Quality/ Process Leader- Ship
21. 10/09/10 From Brand to Customer… Every touchpoint with the customer must reinforce 加强 the brand BRAND People Advertising Pricing Brochures 手册 Sponsorship 赞助 Sales / Service Experience Website Auto Show Displays 显示 Product Design
22. Precise 精确 Customer Targeting 定位 Deep Consumer Insight 深化消费者认知 Strong Brands that Connect Emotionally 情感 and Rationally 理性 with our Target Customers Consumer Company With Cultural Intensity 强度 SVA P/E Ratio = Winning!!
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25. 10 Rules of Great Brand Marketing Tactics 战术 1. Build image around group “A” (target), sell volume to group “B”. 2. Start with a very good product -- dare 敢于 to compare. 3. Market the top-of-the-line product first. 4. Market the Brand Family of nameplates together around common benefits and values. Lead with the new, hot products and include the older models. 5. Come up with “new to the world” ideas, so the press sells the brand for you. 6. Create “buzz” (positive word of mouth) directed at specific target customers. 7. Be proud and aspirational. Use bold advertising that 1) gets noticed 2) makes the product a hero, and 3) connects emotionally. 8. Focus all marketing activities around the brand values and integrate all marketing activities to achieve synergy, efficiency and consistency. 9. Ensure that dealers understand and build the brand. Develop facilities and sales and service experiences which are consistent with Brand values. 10. Use individualized, relationship (2:1) marketing to develop deep, lasting relationships with customers. Use the internet effectively to connect with customers.
26. 1. Build image around group “A” (target), sell volume to group “B”. 面对 A 受众建立品牌形象,但是要把数量卖给 B 受众。 2. Start with a very good product -- dare 敢于 to compare. 要用一个非常优秀的产品来作为开始。要敢于对比(竞品)。 3. Market the top-of-the-line product first. 最初的时候就定位在顶级有 4. Market the Brand Family of nameplates together around common benefits and values. Lead with the new, hot products and include the older models. 5. Come up with “new to the world” ideas, so the press sells the brand for you. 6. Create “buzz” (positive word of mouth) directed at specific target customers. 7. Be proud and aspirational. Use bold advertising that 1) gets noticed 2) makes the product a hero, and 3) connects emotionally. 8. Focus all marketing activities around the brand values and integrate all marketing activities to achieve synergy, efficiency and consistency. 9. Ensure that dealers understand and build the brand. Develop facilities and sales and service experiences which are consistent with Brand values. 10. Use individualized, relationship (2:1) marketing to develop deep, lasting relationships with customers. Use the internet effectively to connect with customers.
Editor's Notes
Think about this concept, called brand. Since each of us in this room are consumers, we are influenced and affected by various brands daily. Think about brands that influence your personal buying habits, brands that influence your families ’ buying habits. What are the thoughts that come into your mind when you think about a specific product or service. Your thoughts include a very clear description of the product ’ s features or price. You are demonstrating in your mind what strong brands offer. What they offer to the target customer is an emotional connection. This emotional connection to the target customer represents a significant competitive advantage. In other words, a brand resides in the hearts and minds of consumers. As you look at all of these brands on the screen, think about what makes them a brand. It is these distinct thoughts that are painted in a consumer ’ s mind, that makes them stand out from their competition, and it is that emotional connection we want to talk about today.
THIS IS A STRATEGIC DIRECTION THE COMPANY IS TAKING…BOB REWEY/JIM SCHROER PRESENTED THIS ‘NEW WORLD ORDER’ TO SECURITY ANALYSTS LAST WEEK…. AFTER ALL.. FORD WILL NOT BE A STRONG COMPANY IN THE FUTURE WITHOUT A STRONG GLOBAL BRAND (THINK VW, BMW) WITH A SIMPLE BRAND POSITION WORLDWIDE. O&M REVIEWED OUR BULLSEYES WORLDWIDE AND FOUND THAT 70%+ SAID THE SAME THINGS ANYWAY!
Why are we placing such emphasis on brand, and on brand marketing? (go through the list)
Consumer insight is the process of understanding consumers’ needs These needs can be those that consumers know and can articulate as well as those that consumers either don’t know or can’t articulate 这些需求的消费者可以知道,可衔接以及那些消费者要么不知道或不能表达 If we can understand all of a consumers’ needs, we can create the right bundle of products and services that truly satisfy 满足 this customer (or can make the right set of tradeoffs 权衡 to optimize 优化 customer satisfaction and our profitability 盈利能力。 )
For many years now TVC has held inspection clinics 检查诊所 with its customers This allows Engineers 工程师 to talk directly with the customers, developing a dialogue that often lasts well beyond the clinic 诊所 Over the years these clinics have allowed TVC to develop customer insights that has lead to record profitability and growth
So, during the brand positioning process, the team needs to determine who the Core Target Customers are going to be for the brand. These are the strategically valuable customers we want to delight with a total brand experience. The brand positioning team will dedicate most of its time during the Target Customer step identifying and understanding this core group of consumers. However, it is also important to identify those groups we will probably “attract,” these are the Adjacent Targets , and have an understanding for the total reasonable market potential for the brand, or the Consumption Group . A good analogy to help illustrate this concept is to think of a magnet in the very center of the circle. The core target customers will be the ones who are most strongly attracted to the brand. However, the magnetic field gets weaker and weaker as you move outward. 因此,在品牌定位过程中,团队需要确定谁是核心目标客户将要为品牌。 这些都是我们宝贵的客户战略要喜悦,总的品牌体验。 品牌定位的团队将致力于加强在目标顾客识别和理解这一核心小组的消费者将其大部分时间。 然而,同样重要的是确定这些团体,我们很可能会“吸引”,这些都是邻近目标, 并有一个总的品牌,消费群体或合理的市场潜力的理解。 一个好的比喻,以帮助说明这个概念,是把一块磁铁觉得在圆的中心。核心目标客户是谁是最强烈地吸引到品牌的。但是,磁场逐渐减弱,你向外移动。
25 25 26 Thanks you…..we captures some very good feedback from you……. Next, Jen will take you through a quick overview of the A&D section of the Brand Operating System….and share with you a new approach which will: 1. Save you time 2. Keep you focused on what is important. Jen Okay…great…thanks John…you were absolutely phenomenal !!!!!!!! Remember the BOS flowchart……………...
The situation analysis should getting a good understanding of the greater world within which Ford plays. By truly understanding the greater market, we will be fully armed to find ways to position the Ford Motor Company brands such that they best serve market/customer needs. This will maximize contributions to shareholder value
Understanding our target customer allows us to further the “art of connecting” by defining the product and personality of the brand that will capture their emotions. As one automotive industry analyst recently noted, “Car companies are used to focusing on the sale, but nobody worries about developing a lifetime emotional relationship with the customer. They know everything about cost and nothing about value.” When we develop brand positionings for our nameplates (i.e. Thunderbird, Puma, Focus, F-Series, etc.) the team is comprised of representatives from Product Development, Market Research, Marketing Plans & Brand Development, and the vehicle division. The Company is already using completed primary brand and nameplate positionings to develop more focused product, design, marketing, retailing and ownership experience programs that add value and strengthen the consumers’ brand loyalty.
34 34 Ten factors helps Teams focus - P & G suggests only (number?) Supporting strong Brands requires the cooperation of every functional area of the company - therefore, not just Marketing-related. Should be limited to factors that can be addressed through action over the next 1 - 3 years.
35 35 26 Thanks you…..we captures some very good feedback from you……. Next, Jen will take you through a quick overview of the A&D section of the Brand Operating System….and share with you a new approach which will: 1. Save you time 2. Keep you focused on what is important. Jen Okay…great…thanks John…you were absolutely phenomenal !!!!!!!! Remember the BOS flowchart……………...
Everyone in Ford Motor Company has an impact on the success of our brands. Additionally with every decision we make, we must understand how it affects our brands.
Everyone in Ford has an impact directly or indirectly on the success of our brands. Some of the critical touchpoints include advertising, pricing, websites, design, the product and the sales/service experience. Think about this…if everyone affecting the brand bases their actions on the brand’s positioning , the risk of a customer perceiving inconsistency in the brand is minimized. An example of a touchpoint with the customer is the following video that shows how the smallest feature can be differentiated to support the brand. Keys Video (show only first 3 keys for Ford Division) Key #1: Ford Car - Smart, Progressive in shape and functionality; won’t cut a hole in your pocket; fits easily in your hand Key #2: Ford SUV: the Swiss Army knife of vehicles; can do anything, go anywhere; serves multiple functions like the Swiss Army knife Key #3: Ford Truck: tough like a padlock; unbreakable, unbeatable; Built Ford Tough
The bottom line… it’s not about showing up, it’s about winning. Playing everywhere will always lose to winning somewhere.