B-To-B Brand Relevance in Purchase Decision-Making Process in Business To Bus...inventionjournals
Today, brands are indisputable levers of marketing actions. The research delay of the specific case of business to business (B-to-B) branding is topical and originally brings into question the brand relevance in purchase decision-making in a sub-Saharan African context. A study with a sample of 69 Cameroonian enterprises in B-to-B has identified a number of findings. Firstly, Cameroonian companies in B-to-B use more and more corporate brand strategy, although there are also product brand strategy (one brand for all products or a brand by product if the company's product portfolio is multiple). Secondly, the industrial brands play several roles for customers and suppliers, ranging from the identification of the industrial product (suppliers) to the facilitation of their choice (customers). This result corroborates many works that have been published. Finally, although the brand plays an undeniable role in the B-to-B companies, its relevance in the purchase decision-making is still low in sub-Saharan Africa, for the benefit of the company‘s reputation, guarantees, presales/after-sales services and price. This second finding also corroborates works that have been done in a South-African context. However, the relevant of B-to-B brand is more important than the geographical origin of the product.
The document describes different types of advertisers from local to global. Local advertisers target customers in their same geographic area through various advertising methods like product, institutional, and classified ads. Regional advertisers operate in one or a few states, while national advertisers advertise across the entire country. Global advertisers take a centralized or decentralized approach to marketing their brands worldwide in a consistent yet culturally relevant manner. The top global advertisers in 2009 included Procter & Gamble, Unilever, L'Oreal, and Coca-Cola.
Uber should adopt a market development strategy to drive growth in Australia. This strategy presents higher profitability by gaining market share in untargeted segments like aging populations, with lower risk of retaliation from competitors. It involves focusing advertisements on building trust and value, and offering new payment options like prepaid credits and e-wallets. While revenue growth may be slower, it reduces dependency on existing segments and balances risk in Uber's business.
This document provides an overview of key concepts relating to marketing channels, supply chain management, and logistics from Chapter 12. It defines terms like marketing channel, vertical marketing systems, logistics, supply chain, and discusses factors involved in channel choice and management. It also summarizes strategies for different types of distribution densities and discusses sources of conflict as well as cooperation within marketing channels.
Vodafone is a mobile telecommunications company founded in India in 1994. It was formerly known as Hutchison Essar and began as Max Touch before rebranding as Orange and then Hutch. In 2007, it was rebranded as Vodafone Essar after Vodafone Group acquired a majority stake. Vodafone operates across India with over 113 million customers. The document discusses Vodafone's history, operations, marketing strategies, and how it uses customer relationship management (CRM) to better understand customers and provide tailored solutions to meet their needs.
The document discusses customer segmentation and targeting youth customers in the Italian mobile market. It analyzes the youth segment based on their key characteristics like age, needs for self-expression, communication, and entertainment. It then outlines Vodafone Italy's youth proposition targeting these needs through offerings like ringtones, music, games, messaging promotions, and discounted call plans to increase engagement and market share among youth customers.
This document discusses organizational buying behavior. It defines business-to-business marketing as marketing products and services to companies, governments, and non-profits. Organizational buyers include manufacturers, wholesalers, retailers, and government agencies that purchase goods and services for their own use or for resale. The North American Industry Classification System (NAICS) provides common industry definitions for Canada, Mexico, and the United States. Derived demand refers to the demand for industrial products and services driven by demand for consumer products and services.
This document discusses market positioning and brand revitalization. It defines positioning as portraying an image of a company's product and customer relations in customers' minds. Successful positioning strategies include attribute, benefit, use, user, competitor, and value positioning. The 3Cs of positioning are the corporation, customers, and competitors. Brand revitalization is adopting when profits have fallen to bring a product back to the market. It discusses why brand revitalization is needed due to increased competition, changed brand relevance, globalization, mergers and acquisitions, new technology, and legal issues. Methods of brand revitalization include increasing product usage through advertising and changing packaging, price, distribution, and promotion strategies.
B-To-B Brand Relevance in Purchase Decision-Making Process in Business To Bus...inventionjournals
Today, brands are indisputable levers of marketing actions. The research delay of the specific case of business to business (B-to-B) branding is topical and originally brings into question the brand relevance in purchase decision-making in a sub-Saharan African context. A study with a sample of 69 Cameroonian enterprises in B-to-B has identified a number of findings. Firstly, Cameroonian companies in B-to-B use more and more corporate brand strategy, although there are also product brand strategy (one brand for all products or a brand by product if the company's product portfolio is multiple). Secondly, the industrial brands play several roles for customers and suppliers, ranging from the identification of the industrial product (suppliers) to the facilitation of their choice (customers). This result corroborates many works that have been published. Finally, although the brand plays an undeniable role in the B-to-B companies, its relevance in the purchase decision-making is still low in sub-Saharan Africa, for the benefit of the company‘s reputation, guarantees, presales/after-sales services and price. This second finding also corroborates works that have been done in a South-African context. However, the relevant of B-to-B brand is more important than the geographical origin of the product.
The document describes different types of advertisers from local to global. Local advertisers target customers in their same geographic area through various advertising methods like product, institutional, and classified ads. Regional advertisers operate in one or a few states, while national advertisers advertise across the entire country. Global advertisers take a centralized or decentralized approach to marketing their brands worldwide in a consistent yet culturally relevant manner. The top global advertisers in 2009 included Procter & Gamble, Unilever, L'Oreal, and Coca-Cola.
Uber should adopt a market development strategy to drive growth in Australia. This strategy presents higher profitability by gaining market share in untargeted segments like aging populations, with lower risk of retaliation from competitors. It involves focusing advertisements on building trust and value, and offering new payment options like prepaid credits and e-wallets. While revenue growth may be slower, it reduces dependency on existing segments and balances risk in Uber's business.
This document provides an overview of key concepts relating to marketing channels, supply chain management, and logistics from Chapter 12. It defines terms like marketing channel, vertical marketing systems, logistics, supply chain, and discusses factors involved in channel choice and management. It also summarizes strategies for different types of distribution densities and discusses sources of conflict as well as cooperation within marketing channels.
Vodafone is a mobile telecommunications company founded in India in 1994. It was formerly known as Hutchison Essar and began as Max Touch before rebranding as Orange and then Hutch. In 2007, it was rebranded as Vodafone Essar after Vodafone Group acquired a majority stake. Vodafone operates across India with over 113 million customers. The document discusses Vodafone's history, operations, marketing strategies, and how it uses customer relationship management (CRM) to better understand customers and provide tailored solutions to meet their needs.
The document discusses customer segmentation and targeting youth customers in the Italian mobile market. It analyzes the youth segment based on their key characteristics like age, needs for self-expression, communication, and entertainment. It then outlines Vodafone Italy's youth proposition targeting these needs through offerings like ringtones, music, games, messaging promotions, and discounted call plans to increase engagement and market share among youth customers.
This document discusses organizational buying behavior. It defines business-to-business marketing as marketing products and services to companies, governments, and non-profits. Organizational buyers include manufacturers, wholesalers, retailers, and government agencies that purchase goods and services for their own use or for resale. The North American Industry Classification System (NAICS) provides common industry definitions for Canada, Mexico, and the United States. Derived demand refers to the demand for industrial products and services driven by demand for consumer products and services.
This document discusses market positioning and brand revitalization. It defines positioning as portraying an image of a company's product and customer relations in customers' minds. Successful positioning strategies include attribute, benefit, use, user, competitor, and value positioning. The 3Cs of positioning are the corporation, customers, and competitors. Brand revitalization is adopting when profits have fallen to bring a product back to the market. It discusses why brand revitalization is needed due to increased competition, changed brand relevance, globalization, mergers and acquisitions, new technology, and legal issues. Methods of brand revitalization include increasing product usage through advertising and changing packaging, price, distribution, and promotion strategies.
The document discusses and compares the promotional and advertising strategies of General Motors and Volkswagen. It outlines how both companies use customer-oriented approaches and techniques like online networking, brand platforms, and ensuring customer satisfaction. General Motors prices its products through property exhibits and competitor comparisons, while Volkswagen focuses on quality, reliability and customer fulfillment. The document also examines effective advertising mediums, noting that online promotions have become most effective at reaching broad audiences cost-effectively.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Intel launched its successful "Intel Inside" ingredient branding campaign in 1991 to promote its microprocessors. The campaign involved convincing computer manufacturers to display the Intel Inside logo in their marketing materials. This helped address consumer uncertainty about microprocessor quality and established Intel as a symbol of reliability. By collaborating with partners and reducing costs through volume discounts, Intel was able to substantially increase its brand awareness and market share while maintaining high advertising exposure. The campaign proved highly successful for Intel, growing its market capitalization five-fold by 2003 and ranking as the sixth most valuable brand in the world by 2001.
This document provides an overview of Chapter 3 from the marketing textbook Marketing: The Core. It covers key concepts such as environmental scanning, social forces like demographics and culture, economic forces, technology, competition, regulation, ethics, and social responsibility. Specific topics discussed include generational cohorts in the US, multicultural marketing, the economy, marketspace, e-commerce, barriers to entry, consumerism, self-regulation, the consumer bill of rights, and green and cause marketing. Learning objectives are outlined for understanding the marketing environment, ethical behavior, and social responsibility.
This document discusses Porter's Diamond Theory of national competitive advantage. It explains that Porter's theory analyzes how factors like factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry interact to create competitive advantage for nations in specific industries. It provides detailed explanations of each of Porter's four determinants of competitive advantage and how they influence industry success. Overall, the document analyzes Porter's Diamond Theory and its key factors for understanding what gives nations competitive advantages in certain industries on the global stage.
This document discusses the concept of brand equity and its importance for companies. It provides definitions of brands and discusses different perspectives on branding that have been studied, such as brands as financial assets and consumer responses to brand extensions. The document notes that brand equity has become a central issue in marketing management research. It states that the purpose of this study is to focus on the strategic and managerial aspects of brand equity, such as defining, managing, and leveraging brand equity.
This document outlines an upcoming workshop for women entrepreneurs on building better markets and managing finance. The workshop will cover developing strong business models, using the business model canvas as a framework, and analyzing how business models interact with competitors. It provides examples of successful business models like Apple, Facebook, IKEA, and Skype that have strong virtuous cycles and competitive advantages through recurring revenues, low costs, network effects, and other strategies discussed in the workshop.
The company was founded in 1982 as a joint venture and was named Vodafone, deriving from its goal of establishing voice and data services over mobile networks. It has grown to be one of the largest mobile operators globally. In India, it began as a partnership between Hutchison Whampoa and Essar Group operating as Hutchison Essar. In 2007, Vodafone Group acquired a majority stake in the business, rebranding it as Vodafone Essar. The company now offers a range of prepaid and postpaid voice and data services across India, targeting various customer segments through differentiated products and pricing. It faces competition from other major mobile operators in India like Airtel but has
This document summarizes a study of distribution channels for Ralco Cycle Tyres and Tubes. It provides background on Ralson India Ltd and analyzes strengths, weaknesses, opportunities and threats. Key findings from dealer and OEM surveys include that replacement services need to be more speedy, prices could be decreased, inventory increased to meet OEM demand, and more discounts provided to dealers. The study had limitations of sample size representing only Punjab dealers and potential for incorrect dealer information.
The document provides an overview of the annual BrandFinance® Global 500 report, which ranks the world's most valuable brands. Some key findings from the 2011 report include:
- The total brand value of the top 500 brands grew 14% to US$3,306 billion.
- Google overtook Walmart as the most valuable brand in the world, with a brand value of US$44.3 billion, up 22%.
- Technology brands like Microsoft, Apple and Samsung saw significant brand value increases, while retail and consumer goods brands declined.
- The banking sector recovered the most, with a total brand value increase of US$90 billion.
- Emerging markets like South America performed strongly, while growth
This document contains the agenda and notes for a class on strategic management. It discusses conducting an internal scan of an organization using various frameworks like the resource-based view, value chain analysis, and analyzing internal issues. Students are assigned homework to conduct an internal analysis of a Thai multinational enterprise using these concepts and present a SWOT analysis in the next class. Peer evaluation of other groups' results will also occur.
This document discusses pricing strategies in oligopolistic markets. It begins by defining oligopoly as a market structure with a small number of firms controlling the market. It then examines the characteristics of oligopolies, including barriers to entry, interdependence between firms, and how prices are typically determined through price leadership. The document presents examples of industries that can be considered oligopolies like mobile phones, airlines and gaming consoles. It analyzes case studies of the mobile phone industry in India and how companies like Nokia, Samsung, Micromax and Karbonn employed different pricing and non-pricing strategies. Finally, it discusses barriers to entry in the mobile phone sector and concludes that oligopolistic behavior includes both competition and cooperation between
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
Channel management is complex, presenting many challenges. A structured channel program with close program alignment will help you address those challenges.
The document discusses interactive and multichannel marketing. It defines key concepts like interactive marketing, which is two-way communication between buyers and sellers online. It also covers how marketers can create customer value, relationships, and experiences through personalized websites and communication. Additionally, it examines online consumer behavior and how to reach cross-channel consumers who shop across multiple channels through multichannel marketing strategies.
The document discusses key marketing concepts from Chapter 2 of Marketing Management by Philip Kotler including:
1. Tactical marketing plans specify marketing tactics at an operational level while strategic plans define long-term objectives and strategies.
2. Corporate culture refers to the shared experiences, beliefs and norms of an organization.
3. Customer experience considers all customer interactions with a company.
4. Platform innovation uses common components to create derivative products and services.
5. Environmental threats are external factors that could negatively impact demand like new competitors or technology changes.
The document appears to be a brand style guide for Ford in Europe. It provides guidelines on communicating Ford's brand values through various channels. The brand essence is defined as providing a "feel good" experience when reality exceeds expectations. The guide includes sections on understanding target consumers, defining a new tone of voice, visual style elements, and using various communication channels to convey the brand. It aims to present a consistent brand personality across all of Ford's European operations and interactions with consumers.
Market segmentation involves dividing the market into distinct groups based on characteristics like demographics, behaviors, or geographic location. The document discusses the key aspects of market segmentation and target marketing. It defines segmentation, lists common bases used to segment consumers, and explains the steps in target marketing such as selecting target segments and designing tailored marketing mixes. The purpose is to allow companies to better understand consumer groups and meet their distinct needs.
This document discusses JBoss Enterprise Application Platform (EAP) 6 and its capabilities for easing into cloud deployments. EAP 6 implements the full Java EE 6 specification and is designed with a cloud-ready architecture featuring high automation, flexible management, and dynamic resource usage. It provides fast performance, modular design, and centralized configuration. EAP 6 supports developer productivity with Maven integration and sample applications.
El documento describe la evolución histórica de la contabilidad y los restaurantes. Explica que en el siglo XVIII en Francia surgió el nombre "restaurante" cuando un comerciante ofreció alimentos básicos a viajeros hambrientos. También destaca que los avances tecnológicos han facilitado la práctica contable a través del desarrollo de software contable. Finalmente, el documento proporciona información sobre normas y decretos relacionados con restaurantes en Colombia.
The document discusses and compares the promotional and advertising strategies of General Motors and Volkswagen. It outlines how both companies use customer-oriented approaches and techniques like online networking, brand platforms, and ensuring customer satisfaction. General Motors prices its products through property exhibits and competitor comparisons, while Volkswagen focuses on quality, reliability and customer fulfillment. The document also examines effective advertising mediums, noting that online promotions have become most effective at reaching broad audiences cost-effectively.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Intel launched its successful "Intel Inside" ingredient branding campaign in 1991 to promote its microprocessors. The campaign involved convincing computer manufacturers to display the Intel Inside logo in their marketing materials. This helped address consumer uncertainty about microprocessor quality and established Intel as a symbol of reliability. By collaborating with partners and reducing costs through volume discounts, Intel was able to substantially increase its brand awareness and market share while maintaining high advertising exposure. The campaign proved highly successful for Intel, growing its market capitalization five-fold by 2003 and ranking as the sixth most valuable brand in the world by 2001.
This document provides an overview of Chapter 3 from the marketing textbook Marketing: The Core. It covers key concepts such as environmental scanning, social forces like demographics and culture, economic forces, technology, competition, regulation, ethics, and social responsibility. Specific topics discussed include generational cohorts in the US, multicultural marketing, the economy, marketspace, e-commerce, barriers to entry, consumerism, self-regulation, the consumer bill of rights, and green and cause marketing. Learning objectives are outlined for understanding the marketing environment, ethical behavior, and social responsibility.
This document discusses Porter's Diamond Theory of national competitive advantage. It explains that Porter's theory analyzes how factors like factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry interact to create competitive advantage for nations in specific industries. It provides detailed explanations of each of Porter's four determinants of competitive advantage and how they influence industry success. Overall, the document analyzes Porter's Diamond Theory and its key factors for understanding what gives nations competitive advantages in certain industries on the global stage.
This document discusses the concept of brand equity and its importance for companies. It provides definitions of brands and discusses different perspectives on branding that have been studied, such as brands as financial assets and consumer responses to brand extensions. The document notes that brand equity has become a central issue in marketing management research. It states that the purpose of this study is to focus on the strategic and managerial aspects of brand equity, such as defining, managing, and leveraging brand equity.
This document outlines an upcoming workshop for women entrepreneurs on building better markets and managing finance. The workshop will cover developing strong business models, using the business model canvas as a framework, and analyzing how business models interact with competitors. It provides examples of successful business models like Apple, Facebook, IKEA, and Skype that have strong virtuous cycles and competitive advantages through recurring revenues, low costs, network effects, and other strategies discussed in the workshop.
The company was founded in 1982 as a joint venture and was named Vodafone, deriving from its goal of establishing voice and data services over mobile networks. It has grown to be one of the largest mobile operators globally. In India, it began as a partnership between Hutchison Whampoa and Essar Group operating as Hutchison Essar. In 2007, Vodafone Group acquired a majority stake in the business, rebranding it as Vodafone Essar. The company now offers a range of prepaid and postpaid voice and data services across India, targeting various customer segments through differentiated products and pricing. It faces competition from other major mobile operators in India like Airtel but has
This document summarizes a study of distribution channels for Ralco Cycle Tyres and Tubes. It provides background on Ralson India Ltd and analyzes strengths, weaknesses, opportunities and threats. Key findings from dealer and OEM surveys include that replacement services need to be more speedy, prices could be decreased, inventory increased to meet OEM demand, and more discounts provided to dealers. The study had limitations of sample size representing only Punjab dealers and potential for incorrect dealer information.
The document provides an overview of the annual BrandFinance® Global 500 report, which ranks the world's most valuable brands. Some key findings from the 2011 report include:
- The total brand value of the top 500 brands grew 14% to US$3,306 billion.
- Google overtook Walmart as the most valuable brand in the world, with a brand value of US$44.3 billion, up 22%.
- Technology brands like Microsoft, Apple and Samsung saw significant brand value increases, while retail and consumer goods brands declined.
- The banking sector recovered the most, with a total brand value increase of US$90 billion.
- Emerging markets like South America performed strongly, while growth
This document contains the agenda and notes for a class on strategic management. It discusses conducting an internal scan of an organization using various frameworks like the resource-based view, value chain analysis, and analyzing internal issues. Students are assigned homework to conduct an internal analysis of a Thai multinational enterprise using these concepts and present a SWOT analysis in the next class. Peer evaluation of other groups' results will also occur.
This document discusses pricing strategies in oligopolistic markets. It begins by defining oligopoly as a market structure with a small number of firms controlling the market. It then examines the characteristics of oligopolies, including barriers to entry, interdependence between firms, and how prices are typically determined through price leadership. The document presents examples of industries that can be considered oligopolies like mobile phones, airlines and gaming consoles. It analyzes case studies of the mobile phone industry in India and how companies like Nokia, Samsung, Micromax and Karbonn employed different pricing and non-pricing strategies. Finally, it discusses barriers to entry in the mobile phone sector and concludes that oligopolistic behavior includes both competition and cooperation between
Marketing Channels and Supply Chain Managementmandalina landy
The document discusses marketing channels and supply chain management. It defines key terms like marketing channels, intermediaries, and supply chain. It describes channel structures for consumer and business products. It discusses the functions of intermediaries and issues that influence channel strategy decisions. It also covers managing relationships, logistical components of supply chains, and new technologies and trends in supply chain management.
Channel management is complex, presenting many challenges. A structured channel program with close program alignment will help you address those challenges.
The document discusses interactive and multichannel marketing. It defines key concepts like interactive marketing, which is two-way communication between buyers and sellers online. It also covers how marketers can create customer value, relationships, and experiences through personalized websites and communication. Additionally, it examines online consumer behavior and how to reach cross-channel consumers who shop across multiple channels through multichannel marketing strategies.
The document discusses key marketing concepts from Chapter 2 of Marketing Management by Philip Kotler including:
1. Tactical marketing plans specify marketing tactics at an operational level while strategic plans define long-term objectives and strategies.
2. Corporate culture refers to the shared experiences, beliefs and norms of an organization.
3. Customer experience considers all customer interactions with a company.
4. Platform innovation uses common components to create derivative products and services.
5. Environmental threats are external factors that could negatively impact demand like new competitors or technology changes.
The document appears to be a brand style guide for Ford in Europe. It provides guidelines on communicating Ford's brand values through various channels. The brand essence is defined as providing a "feel good" experience when reality exceeds expectations. The guide includes sections on understanding target consumers, defining a new tone of voice, visual style elements, and using various communication channels to convey the brand. It aims to present a consistent brand personality across all of Ford's European operations and interactions with consumers.
Market segmentation involves dividing the market into distinct groups based on characteristics like demographics, behaviors, or geographic location. The document discusses the key aspects of market segmentation and target marketing. It defines segmentation, lists common bases used to segment consumers, and explains the steps in target marketing such as selecting target segments and designing tailored marketing mixes. The purpose is to allow companies to better understand consumer groups and meet their distinct needs.
This document discusses JBoss Enterprise Application Platform (EAP) 6 and its capabilities for easing into cloud deployments. EAP 6 implements the full Java EE 6 specification and is designed with a cloud-ready architecture featuring high automation, flexible management, and dynamic resource usage. It provides fast performance, modular design, and centralized configuration. EAP 6 supports developer productivity with Maven integration and sample applications.
El documento describe la evolución histórica de la contabilidad y los restaurantes. Explica que en el siglo XVIII en Francia surgió el nombre "restaurante" cuando un comerciante ofreció alimentos básicos a viajeros hambrientos. También destaca que los avances tecnológicos han facilitado la práctica contable a través del desarrollo de software contable. Finalmente, el documento proporciona información sobre normas y decretos relacionados con restaurantes en Colombia.
Test-Driven Microservices: System ConfidenceC4Media
Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/1MV0NZr.
Russ Miles shows how we can build production-level confidence in our polyglot microservices by applying the test-driven approach to synchronous and asynchronous services and how by applying specific constraints to the system, testing not only can be successfully applied to the microservices themselves but this can be done simply, easily and can embrace speed of change rather than be an impediment. Filmed at qconlondon.com.
Russ Miles is Lead Engineer at Atomist and Founder at Russ Miles & Associates. His experience covers almost every facet of software delivery having worked across many different domains including Financial Services, Publishing, Defence, Insurance and Search.
Diseño de un Mezclador Basado en Convertidores de Corriente en Tecnología CMO...RFIC-IUMA
Este documento describe el diseño de un mezclador basado en convertidores de corriente (current conveyors) en tecnología CMOS 0.18 μm para aplicaciones de radiofrecuencia (RF) según el estándar WiMedia. Se analizan los conceptos teóricos de los mezcladores y los convertidores de corriente, y se detalla el diseño a nivel esquemático y de layout del mezclador propuesto.
El documento describe el capitalismo como un sistema económico, político y social basado en la iniciativa privada y el libre mercado. Algunas de sus características clave son la propiedad privada, el libre intercambio de bienes y servicios, y el crecimiento económico impulsado por los intereses individuales. También señala a Adam Smith como el padre de la economía y fundador de los principios del capitalismo descritos en su libro La riqueza de las naciones.
Penter Yip created Fashionary, a sketchbook for fashion designers that combines silhouette templates, design references, and textile information. It is meant to save designers time during the sketching and research process. Yip developed it based on feedback from fashion students and designers about their needs. Rather than using traditional publishing, he marketed it through fashion blogs and websites. The initial run of 500 books sold 180 copies, mostly on Etsy. Yip plans to continue improving Fashionary based on community feedback and create versions for menswear and future editions.
A new method of gridding for spot detection in microarray imagesAlexander Decker
This document presents a new method for spot detection in microarray images. It begins with edge detection using an adaptive multi-structure morphological algorithm to effectively suppress noise while preserving image edges. Morphological filling is then used to fill holes in the binary image output from edge detection. Finally, an automatic spot detection algorithm is used to segment each sub-grid into individual spot regions by applying gridding based on the intensity projection profile of the sub-grid. Fuzzy c-means clustering is then used to segment each spot from the background pixels. The results show the method is fully automatic without needing human intervention or parameter presetting.
Words With Recruiters. Anecdotes & Advice on How to Get Noticed.Thoughtworks
This document provides advice for job seekers on how to get noticed by recruiters. It introduces Matt, a design professional looking for his next career opportunity. It recommends researching companies and roles, developing a plan of action, and timing applications strategically. It also suggests job seekers maintain an active online presence through profiles and portfolios, and to stand out by being strategic, bold, authentic, and creatively promoting themselves beyond just their portfolio. The document was written by Annie Conn from ThoughtWorks.
Taconic Capital Group is a leading boutique merchant bank in China that provides asset management and financial advisory services. It has successfully executed many private placement deals for Chinese companies and taken several companies public. Taconic partners have over $10 billion in transaction experience covering various industries. The company focuses on creating long-term value and partnerships for its clients through its expertise, proven execution capabilities, client focus, and global/local network.
This document discusses Exeter Resource Corporation's Caspiche gold-copper project located in Chile. It provides details on the project's mineral resources which include measured and indicated resources of 1.7 million ounces of gold equivalent in oxides and 37.9 million ounces of gold equivalent in sulphides. The document also notes that Chile is a politically stable mining jurisdiction that is ranked highly for mining investment.
Mudasar Ghansar is a project management professional with over 8 years of experience managing projects in telecommunications, SaaS, and IT. He currently works as a Project Leader for Here Solutions India, a Nokia company, where he manages multiple projects and teams. Previously he worked as an Account Manager for ADP India, where he implemented payroll and HR software solutions for clients. He holds a Bachelor's Degree in Electronics Engineering and several project management certifications.
This infographic outlines the timeline of key events in citrus fruit history from 1500 BCE to 1800 CE. It shows that citrus fruits originated in Southeast Asia in 1500 BCE and were introduced to Mediterranean regions by 600 BCE. Citrus cultivation expanded throughout Europe, North Africa and the Middle East from 800 CE to 1800 CE. Major citrus growing regions developed in areas including Italy, Spain, Morocco and Turkey from 1500 CE to 1800 CE.
The document discusses a goals-based wealth management process that aligns investments with clients' life goals. It focuses on helping clients achieve their dreams through tailored financial guidance. Key aspects include identifying clients' ideal and acceptable scenarios for each goal, designing investment plans within a "comfort zone", and making ongoing adjustments as clients' lives and priorities change over time. The process aims to minimize risk while avoiding unnecessary sacrifices to clients' lifestyles.
The document discusses open data and its benefits. It defines open data as government data that is readily available with no legal or technological barriers. The presentation outlines key benefits of open data including promoting transparency, innovation and economic opportunities. Global trends in open data are examined, including the launch of the Open Government Partnership. Challenges in implementing open data are also reviewed.
3M is an innovative company that employs over 75,000 people worldwide and produces over 50,000 products. It promotes a culture of innovation through programs like allowing employees to spend 15% of their time on personal projects. 3M has a diverse brand portfolio across business segments and uses an endorsing brand strategy with its corporate brand to provide flexibility. The company works closely with customers to identify new opportunities and maintains a strong corporate identity focused on innovation, practical solutions, and fulfilling its commitments.
It is a case analysis of a Harvard Business School Case. This ppt shows how a shift has taken place from upstream to downstream activities in the business.
This document discusses co-branding, including its types, benefits, limitations, and factors for selecting co-branding partners. It provides the example of Micromax partnering with MTV. Co-branding combines two or more brands and can be composite (joint ventures or multiple sponsors) or ingredient (one brand is a component of the other). Benefits include increased sales, risk sharing, and wider marketing scope. Limitations include misaligned visions or adverse impacts on brands. Partner selection requires synergy, balanced brand power, and complementary networks. Micromax and MTV benefited as their youth-focused brands increased each other's audiences.
Vodafone Essar is a subsidiary of Vodafone Group operating in India. The document discusses Vodafone's operations in India, its products and services, a PEST analysis, segmentation, targeting, positioning, and competitive strategies. It also outlines an IMC plan to increase brand awareness and customer base through advertising, print media, and outdoor advertising.
3M is an innovative company that employs over 75,000 people worldwide and produces over 50,000 products. It promotes a culture of innovation through programs like allowing employees to spend 15% of their time on personal projects. 3M has a diverse brand portfolio across business segments and uses an endorsing brand strategy with its corporate brand to provide flexibility. The company works closely with customers to identify new opportunities and maintains a strong corporate identity focused on innovation, practical solutions, and fulfilling its commitments.
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1. May 2008
The Delta Perspective
“If this business were split
up, I would give you the land
and bricks and mortar, and I
would take the brands and
trade marks, and I would
fare better than you.”
— John Stuart,
Chairman of Quaker
(c.a. 1900)
2. 2
Brands came into existence as early as trade when herd owners
used hot irons to mark and identify their cattle. This mark later
developed with the industrial revolution where factories used
certain elements to distinguish their products from others. As
people moved into cities and were no longer exposed to the
manufacturing source of the products available, their purchasing
decision became influenced by the brands that they knew. Brands
have come a long way since, and have become representative of a
significant value of their parent companies.
3. 3
of origin.” If the above is applicable in
a developed market like the UK, the
impact of a trusted brand would deliver
much higher value in high-growth
markets where corporations are less
customer oriented.
Already from the early start-up stage,
setting up a telecom operator is
becoming increasingly standardized; the
investors choose one of three or four
main companies to setup their network,
recruit the same regional telecom
experts from existing operators, and
most likely use the same company to
develop their SIM cards and packaging.
Then, as the market becomes mature,
the main differentiator to attract
customers becomes the brand (look &
feel, communication, and experience)
Operators in a monopolistic situation
typically focus on slowly adding incremental
functionality in order to make customers
spend more money, therefore increasing
revenue. Monopolies would regard neither
price nor brand as priorities because
customers have no other alternatives or
benchmark in the market
As the second player enters the market,
price will increasingly become a competitive
priority. Improved customer service and some
degree of customized products and services
will push the functionality axis slightly higher.
Branding in this case is usually regarded as a
mere visual differentiation between operators
As the more operators enter the market,
pricing will not be a sustainable lever to play
in the long term. In order to differentiate,
operators will need to look to their brand’s
emotional appeal. Since there are caps
in the functional axis (limited to network
capabilities) and financial axis (restricted
by profitability and business sense), a
brand’s emotional appeal is always limitless
and only capped by the operator and its
communication agency’s creativity
4. 4
The process of building a
global telecom brand
The process of building a global
brand can be divided into five key
stages, from deciding on the branding
approach to sustaining the brand in the
long run.
Deciding on the branding•
approach
Developing a governance model•
Defining the corporate identity•
Deploying the new brand•
Sustaining the brand•
The role of a project management office
(PMO) is crucial in a global or regional
(re)branding project to hold the different
elements together and ensure timeliness
and consistency of the different
steps across all the functions of the
operation. Single operator (re)branding
efforts can be managed through
individual functions, provided a specific
department is assigned to manage the
initiative across the organization.
“In the deregulated
markets of today’s
telecom industry, having a
distinguishing brand may
be more important than
ever as telecom providers
seek to define their places
in a complex web of
supply options. Given the
myriad of choices, a brand
must be substantial,
offering more than just a
logo and a tag line. The
brand must define and
deliver differentiators
that represent a
value proposition to
customers.”
- “The Value of Branding
in Telecom Today” by Tyco
Telecom USA
Exhibit 2: The best of breed brand examples which show how to create a
sustainable difference
If we take a look at the main pillars of a telecom value proposition, we notice
that it is almost impossible to create sustainable differentiation in any of the
elements. This is because there exists an upper limit (or best of breed) for
distribution models, products and services, tariffs, handsets, customer service,
and coverage; whereas a brand is not limited by any such ceiling. Below are
some examples of brand activities that go beyond all foreseeable benchmarks:
Emirates Airlines signs the biggest club sponsorship deal in English•
football history with Arsenal FC worth approximately GBP 100 million
and gained naming rights to Arsenal’s football arena “Emirates
Stadium”
52.9% of companies surveyed by the Economist engage in corporate•
social responsibility activities to have a better brand / reputation
Nakeel, the Dubai based real estate developer has committed AED 500•
million to fund research and development activity, and promote active
engagement with international experts on the issues of sustainable
development, construction, management and governance of coastal
communities around the world.
– Nakheel has developed three palm islands in addition to a set of
islands representing the world map, off the coast of Dubai
AT&T killed off the Cingular brand (worth USD 6.6 billion) in order to•
strengthen its own name and empower it with a mobile offering
5. 5
Deciding on the branding
approach
Monolithic brands are necessary for
pan-regional operators to develop global brand
equity from all communication activities in
individual markets
Leveraging on a
multinational
brand
An early assessment on the convenience
to move towards a monolithic or multi-
brand approach needs to be conducted
prior to commencing any new brand
identity development exercise. In order
to do this, several key questions need to
be thoroughly discussed and answered:
Can I have the same strategy•
across all operations, or are there
significant differences?
Can I leverage my footprint to•
have positive spillover in terms of
media, products and services, and
advertising ideas?
How big is my existing local brand•
equity in each market?
Do I have an experienced group•
branding function capable of
succeeding in the endeavor?
Exhibit 3: Brand architecture components
Brand
architecture
Brandhierarchymodel
Businessdivisions
approach
Productlines
Servicenaming
Classification
Monolithic►►
Endorsed►►
Multiple►►
Product/service divisions►►
Customer usage-driven divisions►►
Payment method (prepaid,►►
postpaid)
Usage/user type (premium,►►
youth)
Iconic►►
Descriptive names►►
Technology names►►
Suggestive names►►
Color coding►►
Icons and stylization►►
Service images►►
Brand
hierarchy
model
Business
divisions
approach
Product
lines
Service
naming
Classification
Strategic options
Source: Delta Partners analysis
6. 6
Developing the brand architecture
Operators should define a clear
brand architecture for customers
and employees to understand the
way in which the brands within a
company’s portfolio are referred to
and differentiated from one another
in terms of both market offering
and management structure. Brand
architecture includes the brand hierarchy
model, business division approach,
product line definitions, service names,
and a classification method.
Different brand hierarchy models
Due to the vast wave of mergers and
acquisitions in the MENA region,
telecom operators have inherited a
multitude of brands (see Exhibit 4).
This has resulted in fragmented
identities for holding companies,
and the loss of global leverage in
local markets. Every time a company
purchases a new operator it is faced
with the daunting question: to rebrand
or not to rebrand. Below are some
pros and cons of rebranding.
Pros: Maintaining several brands can
be very expensive for telecom holding
companies. It denies them economies
of scale benefits, as they neither have
the advantage of developing one
regional brand campaign targeting
all OpCos, nor local campaigns
with spill over to other regional
operations which would result in
higher brand equity. Having multiple
sub-brands would also result in brand
fragmentation losing the focus that
can be achieved through strategic
investments in maintaining a
single identity.
Exhibit 4: Example of multiple branding - Orascom Telecom brand hierarchy (May 2008)
7. 7
In order to tackle the above situation,
the concept of a monolithic brand is
gaining popularity among telecom
operators in the MENA region. A
monolithic brand is a single brand used
in all markets and across all product
lines. This approach was followed by
MTC who has developed the new
Zain brand and is applying it across all
existing and new operations. In the
same spirit Vodafone decided to drop
the “live” and “3G” logos from all
their ads to avoid having sub-brands
that dilute the overall Vodafone
brand image.
Cons: Re-branding can be a daunting
task especially in cases where existing
brands have high equity. Brand equity
transfer is never comprehensive,
and changing a brand has deep
repercussions on company perception
across all stakeholders. Despite all
transition efforts a company will lose
some of its customer loyalty. The only
way to minimize the loss is through
extensive research and testing,
starting from customer satisfaction, to
expectations, perception, and adoption.
Another issue to be considered is
the re-branding history of certain
operators, because changing brands
frequently would result in a perception
of desperation and low credibility. In
many cases a single operator would
have had several different identities
within the period of a few years which
makes it very difficult for customers
to relate to the brand and virtually
impossible for the operator to build
brand equity. An example of such an
operator is currently known as MTN
Syria, having changed its identity six
times over a period of seven years (see
Exhibit 5).
Exhibit 5: Evolution of MTN Syria’s brand identity (2000-2007)
2000 Q1 2001 Q2 2001 Q4 2004 Q3 2005 Q3 2007
8. 8
In order to get the necessary attention,
the (re)branding project needs to be
sponsored by the CEO; not by being
involved in every decision, but through
acting as an endorser and reference
point to push the process forward in
deadlock situations and managing
high-level subjective differences. Their
endorsement should be conveyed
through company-wide events
highlighting the benefits to be gained
from (re)branding and its implications
on all areas of the organization. There
needs to be an internal structure in place
(usually set by the Chief Commercial
Officer or Marketing Director) to
manage the branding process.
Since branding directly or indirectly
impacts all areas across an organization,
it requires synchronized efforts from each
function within the company. A steering
committee comprised of empowered
decision makers from each function
should be set up to coordinate project
plans and ensure complete internal
alignment and progress on all matters.
This structure should be replicated at
each operating company / country
and coordinated by a global project
management office reporting to the
group CEO and CCO in the case of a
multinational operator.
According to a study by Harvard
Business Review(4)
, the responsibility for
global brand leadership can follow four
possible configurations:
Business management•
teams: Whereby each product
category is run by a global
category team who work in R&D,
manufacturing and marketing
within their respective regions.
This team defines the identity
and positioning of brands in their
categories throughout the world
(i.e. Proctor and Gamble)
Brand champions:• Senior
executives with other
responsibilities, possibly CEOs
serve as the brand’s primary
advocates and nurturers
(i.e. Sony)
Global brand managers:•
Branding experts for the company
who lie just below the top
line management, but usually
don’t have sign-off authority on
marketing programs (i.e. IBM)
Global brand teams:• Teams
responsible for managing the
global brand consisting of brand
representatives from different
parts of the world, different
stages of brand development,
and different competitive
contexts (i.e. Lycra)
Developing a governance model
Brands should be sponsored by the CEO (the ultimate brand champion) to
ensure a consistent and powerful image across geographies
9. 9
Defining the corporate
identity
Brand positioning should be specific and
meaningful with achievable objectives reflecting
the ideology of the operator as a whole
Brand positioning
should come
from within
Because a brand represents the image
and reputation of a telecom operator,
it should truly reflect its ideals. It
is therefore necessary to carry out
research and internal assessments
prior to brand development. Internal
and external research should be done
to define the conceptual target and
positioning, while incorporating local,
regional, and global company strategy
in addition to competitive landscape.
Other research should be done through
workshops to select the brand name
and derive the brand values. This
requires final Board approval, which is
best achieved by involving the Board
at early stages. It is also important to
check that the name defined does not
have negative connotations in any
language and not directly related to
another branded product (poignant
check-points include the availability
of an online domain name and ease
of pronunciation) Finally, qualitative
research should validate conceptual
target and brand values, and to
profile the segments. By doing the
above, the operator should establish
clear guidelines and foundations for
positioning the new brand, which
needs to be translated across all the
activities and be reflected in the culture
of the organization.
For example, Vodafone considers
mobility at the heart of its business
and reflects that through highlighting
the “now” indicating the power of
mobility and allowing customers to
aspire to it; whereas Orange, France
Telecom’s single brand for internet,
television and mobile services
highlights the power of being “open”
with no restrictions to wires.
In mature markets where customers
expect coverage, voice, roaming, and
customer service quality by default,
brands should have a positioning
that goes beyond those basic needs.
There have been mistakes by telecom
companies on both sides of the
spectrum either by being too narrow
focusing on connecting people
10. 10
(which is the minimum requirement)
or too broad about enjoying life and
the future (which ends up being an
oversell or over promise). A particularly
effective promise has been developed
focusing on the key benefit of
mobility, the “now” whereby you
can get instant access to whatever
you like anytime, no matter where
you are or what you are doing. Their
effectiveness is a result of the promise
being aspirational yet achievable,
while related to the industry and
the offering.
Exhibit 6: Telecom brand promises as portrayed through operator selling lines
Company positioning or promises can be mapped across two axes, specific vs. generic and functional vs.
emotional. The general criteria for a company promise is that it needs to be somewhat emotional for customers
to aspire to, yet somewhat specific in order to be relevant to the services provided and have an achievable
objective (as opposed to over promising). Being in the middle generally results in a bland brand that is neutral to
everything. Brands that are very functional usually commoditize their offering and their promise tends to reflect
what the service is as opposed to an inspiring call to action that stakeholders can buy into.
Emotional
du►►
Add life
to life
Mobinil►►
Communicate from
the heart
Vodafone►►
Make the most of now
T-Mobile►►
Stick together
Qtel►►
Let’s connect
Etisalat►►
Reach
Nokia►►
Connecting people
MTN►►
Everywhere you go
O2►►
See what you can do
Al Jawal►►
With you
Mobily►►
My world, My choice
Orange►►
The future is
bright
Generic
Functional
Specific
Desirable positioning
Source: Delta Partners analysis
11. 11
Developing the brand
A brand is more prominent in the feeling customers get after interacting
with a company and is best catered to through managing overall
communication and experience, as opposed to colors and visuals
Once the previous steps are developed
the creative part of logo development
should commence. This is done through
a Corporate Identity (CI) agency.
Corporate Identity agencies are usually
involved at very early stages of the
brand development process, in most
cases starting with the research,
creation of values, positioning, and
finally the visual identity.
Once a visual identity is developed, the
CI agency would proceed to developing
a comprehensive brand look and
feel guidelines booklet. This includes
advertising templates, instructions
on logo usage, placement, colors,
photography, tone of voice, literature,
stationary, giveaways, etc.
A typical gap found in the Middle East
and Africa is the lack of advertising
and communication guidelines. Such
guidelines are intended to further
elaborate on the positioning statement,
and the insights behind it in order
to ensure a consistency across the
different messages delivered through
advertising. Vodafone’s communication
agency has developed such guidelines
for the Vodafone brand explaining the
“make the most of now” positioning.
This document clarifies the commercial,
brand, consumer and communication
insights, while elaborating on how to
best communicate or advertise
the brand.
In some cases when the decision is
taken to develop these guidelines, a
tough debate may occur on whether
the CI agency, the ad agency, or both
should develop them. This is because
the CI agency is viewed to be more
focused on design and image as
opposed to advertising oriented - yet
they are the agency responsible for
the identity under which advertising
falls. It is recommended to have
the advertising agency develop the
advertising guidelines since they are
the party applying them. It is apparent
that when agencies have ownership
of a brand project they develop better
quality work.
The target audience of a brand must
always include all stakeholders in
The target audience of
a brand must always
include all stakeholders
in the company - namely
employees, shareholders,
and customers. A common
mistake by many companies
is not regarding employees
and shareholders as target
audience when developing
and communicating the
brand, presuming that they
are the responsibility of HR
and investor relations; such
behavior generally results
in a fragmented
(non-cohesive) brand
12. 12
Google brand buildingthe company - namely employees,
shareholders, and customers. A common
mistake by many companies is not
regarding employees and shareholders
as target audience when developing and
communicating the brand, presuming
that they are the responsibility of HR
and investor relations. Such behavior
generally results in a fragmented
(non-cohesive) brand.
In order to create a brand experience
that appeals and applies to all of these
audiences, some companies have been
resorting to sensory branding. Sensory
branding is an innovative branding
methodology that allows the brand
to appeal to each of the five senses.
In this pursuit Singapore Airlines have
created a proprietary perfume (Stefan
Floridian Waters) used by all its staff,
on its wet towels, and embedded in
its leather seats. According to Martin
Lindstrom’s book Brand Sense, research
showed that 80% of people recognize
Singapore airlines from its scent alone
without having to see the logo. In
other examples of sensory branding,
Nokia has developed a signature sonic
branding that is being adapted to the
cultures of all the markets it operates
in; Apple has developed the iPod touch
and the iPhone in addition to many
other products that appeal to the sense
of touch; Coca Cola reverted to the
authentic bottle design to preserve a
visual distinction. This approach has
generated very rewarding results across
a range of different industries but has
not been fully exploited by telecom
operators to date.
Exhibit 7: Some examples of brands who use sensory branding
Coke bottle Singapore Airlines scent iPhone touch screen Nokia tune
Google has been ranked as the top
global brand of 2008 according
to the Brandz ranking by Millward
Brown Optimor. Google is a brand
that anyone who uses the internet
has interacted with and most
probably loved. When you take a
closer look however, you notice
that Google has not developed any
traditional advertising campaigns.
The Google brand was built on
customer experience, and through
their philosophy to “push the limits of
existing technology to provide a fast,
accurate and easy-to-use search service
that can be accessed from anywhere.”
Despite not having any traditional ads
and no monolithic brand Google has
managed to build the world’s best
brand by focusing on the customer
and exuding simplicity.
13. 13
Most of the work for developing a
brand is done after the development of
the actual logo. A brand is built with
every piece of communication, which
includes the company logo. There are
many other parties involved in deploying
and communicating the brand.
After the identity is developed by
the CI agency, it is passed on (along
with the guidelines) to the operator’s
advertising agency, which is responsible
Deploying the new brand
Deploying brand strategy is a task that requires intricate understanding of
the company strategy and therefore should be developed by the strategy
department and later handed over to an operator’s MarCom team
for developing all of the brand
communication including:
A strapline (in a few cases this is•
developed by the CI agency)
A launch campaign and strategy•
Corporate stationery•
Products and services•
communication
Corporate profiles and annual•
reports
Any other advertising•
requirements
Exhibit 8: Parties involved in the deployment and communication of the new brand
Advertising agency PR agency DM agencyMedia agency Web design agency Retail design
Strapline►►
Launch►►
campaign
Corporate►►
stationary
P&S campaigns►►
Corporate►►
profile
Annual reports►►
Media►►
communications
Press releases►►
Events►►
Media bookings►►
Media presence►►
strategy
Corporate►►
website
Micro sites►►
Flash animations►►
Intranet►►
Direct mail►►
CRM►►
Values and positioning►►
Visual identity►►
Identity application guidelines►►
Own shops►►
Dealers►►
Office►►
environments
CI agency
New brand
14. 14
Even though the advertising agency
is generally regarded as the brand
guardian, there are many additional
partners and suppliers involved including
media booking, PR, web design, direct
marketing and retail / interior-design
agencies – all in addition to third party
suppliers usually responsible for printing
and execution.
Operators in the Middle East generally
follow an ad hoc communication
management process, which can be
summarized into the following:
MarComs manage each of the•
agencies individually without
leveraging on a single integrated
communication approach
involving all parties
Even though the MarCom•
department is in charge of
managing the brand internally
and with the communication
agencies, they are superseded by
the marketing department and
C-levels who also occasionally
contact the advertising agency
directly or provide direct
comments to them in meeting
Each agency is responsible for•
directly coordinating with the
advertising agency
The PR department is treated as•
a separate entity and coordinates
separately with all internal
departments, the PR agency,
and the advertising and media
agencies as needed
This approach usually results in
un-integrated campaigns because the
media booking, DM, web content, and
PR are done independently from the
advertising concept. The management
and coordination process becomes
entangled and hard to follow.
A best practice to streamline the process
would involve:
The MarCom department having•
more autonomy over the brand
The advertising agency being•
allowed to manage all forms of
advertising by having the authority
to manage all third parties
The PR department having a•
parallel coordination stream with
CxOs and the PR agency – yet
aligning with MarCom on
brand-related PR content.
Brand strategy governance
The brand is best initially overlooked
and managed by either the strategy
department or professional services
teams directly involved in the overall
operator strategy, and later handed
over to the operators’ MarCom
15. 15
teams to manage across different
communication agencies and disciplines.
The strategy teams in the region are
more dominant in C-level and executive
management meetings and decisions
than communication agencies and
the MarCom teams, which gives them
a clear bird’s eye view of the overall
business as opposed to operating in
one discipline only. By managing the
branding process, the strategy team can
develop a brand strategy that:
Takes into consideration the•
operator’s requirements in the
short and long term
Adheres to financial forecasts,•
and global communication ROI
benchmarks
Incorporates forecasted service•
launch schedules
Is consistent with market•
Exhibit 9: Simplified process structure to ensure alignment, effectiveness and efficiency
segmentation (developed by the
strategy team)
Is constantly updated to respond•
to detailed penetration figures
(which are closely managed by the
strategy team)
Ideally and to help the above process
work seamlessly a telecom operator
should try and assign a regional multi
discipline advertising group to manage
their brand. Large advertising agencies
are usually part of a holding company
that offers advertising, media booking,
PR, DM, and online services. Assigning
one of these companies could help
integrate all branding and
communications across geographies
under one roof allowing sister companies
to work together on all campaigns and
communication initiatives.
16. 16
Sustaining the global brand
Sustaining a global brand requires strong alignment between messages
and media channels to ensure optimal communication, distribution
and continuous brand auditing with global consistency
Global brand management requires a
rigid control process involving a single
brand champion from the holding
company to manage the overall brand
and approve all applications across the
different markets for consistency, short
approval times in order not to disrupt
the work flow and increase time to
market, approval at concept level and
artwork stage to avoid rejecting the
concept after all the work has been
done, and clear guidelines on image and
positioning in addition to those of
logo application.
The approval process needs to be robust
and enforced to ensure compliance with
maximum effectiveness. This can be
done through:
Brand audits that take place•
regularly for each operation
Quarterly presentations from each•
operation to the Group Branding
function
Putting motivational processes•
in place, incentivizing brand
managers who deliver good results
An online brand management•
tool that would help different
operations have access to and
review all the work developed on
the brand across geographies.
To launch the Audi A3 in the USA, Audi allowed people to
participate in the communication campaign that went as follows:
A live theft of the first Audi A3 in the USA from the dealership
on Park Avenue in New York. Passers-by would see two people
break the window and steal the car, security guards running after
a suspect, the placement of police tape around the crime area, and
the handout of wanted flyers.
The following day at the New York International Auto Show the
car was replaced with signs indicating that the car was missing,
and the public would not know how the car was stolen.
The event was covered by bloggers around the world, and
supported by newspaper ads, billboards, and TV ads asking people
to help find the car and providing response channels.
The Audi USA website showed that the company contracted a firm
specialized in the retrieval of high end stolen art named Last Resort
Retrieval.
On the Last Resort Retrieval website, there were thousands of
leads including photos, faxes, phone calls, and emails
CASE Study: Audi “The Art of the Heist”
Last Resort Retrieval was also advertised for months in the
classifieds section of high end magazine (to show that it’s a
legitimate company).
To target video gamers, Audi created a twist whereby a game
developer is trying to find the car, and gives live interviews at E3 the
largest video game expo in the world.
To make sure people were able to follow the story, you could visit
the blog of Todd who was intently following the action from day 1
and posting all the updates and viral films
A few weeks later people would have noticed that the mystery was
solved, and learn why the car was stolen
Campaign results include:
45 million PR impressions•
500,000 story participants•
Over 10,000 leads to dealers•
Over 2 million unique visits to the Audi USA website•
Source: Adforum
17. 17
Common pitfalls observed in ME and Africa
In order to reach an internal consensus on brand related matters,
regional operators tend to adopt the safe brand option which results in
killing creativity
In many cases telecom brands are
perceived and treated as personal
belongings of the chairman or CEO
who is often influenced by revenue
generating potential held in the
marketing department. Therefore
MarCom, as a pure cost center, have
little decision making power over
the brand. Due to this, MarCom
departments usually take a very safe,
risk averse position that does not
contribute to strongly differentiating
the brand.
The advertising approach in the region
has two extremes: brand and tactical.
Ads are either too tactical with strong
predominant calls to action along
the lines of “buy now” (to satisfy
the marketing teams); or brand ads
which are very vague and provide
over promising messages (these are
usually accompanied with expensive TV
productions intended to be a show off
statement as opposed to getting closer
to the customer).
Another regional issue that limits
targeted communication is the limited
availability of data about existing
customers and their behaviors. Not
having this data is a lost opportunity
for effective communications,
and generally results in inefficient
mass communication that in
many cases is irrelevant to many
customers and eventually weakens
the customer-brand bond. It is
strongly recommended that MarCom
departments engage in more research
activities for defining target audience
behavior and testing concepts prior to
going on air.
MEA telecom operators usually lack
a strong local flavor in their brand
identity. This is mainly due to the
lack of trust in regional corporate
identity agencies and resorting to
UK companies for developing local
identities for geographies they are
not very familiar with. Another lack
of flavor is generally a result of media
18. 18
Brands are the only effective and sustainable differentiators for•
telecom operators in the long run
Telecom branding is still in its infancy compared to other•
industries
The benefits of having a monolithic brand outweigh those of•
maintaining a multi-brand approach
It is essential to give autonomy to brand managers, and make•
them the final decision makers for all brand related matters
A CEO should be involved in branding at its early stages to ensure•
a smooth roll-out across the organization
Brand promises should be customer centric, aspirational yet down•
to earth, and achievable
All brand related communication should be consistent and•
integrated across as many media as possible
There should be open channels between MarCom and customers•
as opposed to having all messages filtered through customer
service or marketing
The MarCom function needs to have authority over marketing to•
ensure that the brand transcends products, services, and technical
features
utilization, whereby all campaigns
are developed for mass media and
very little effort is placed on targeting
specific audiences that the service is
developed for.
Fragmentation remains a key
characteristic of telecom branding and
communications in the Middle East
and Africa. Fragmentation is observed
across different brand campaigns,
product launches, and in different
subsidiaries across geographies.
Regional players should put more
effort in communication consolidation
by developing a central branding
department, a clear consistent
strategy, and local brand guardians in
each country.
Key take-aways
19. 19
Similar to salad dressing, a strong
brand penetrates all the conventional
ingredients of a telecom operator and
gives it a distinct flavor differentiated
from other operators offering the same
products and services. The brand
dressing should have a strong prominent
flavor that becomes prevalent in all
aspects of an operator from the sign
at the door to the customer care
welcoming statement, HR strategy,
corporate culture, advertising, products
and services, and investor relations.
Only a bold distinct flavor can
make the brand promise “stick” in
Footnotes
Conclusion
stakeholders minds and create a form
of addiction that gets reinforced at
every touch point.
A salad dressing is always developed by
the chef: (in this case MarCom) never
the restaurant manager or any other
staff working at the restaurant.
The salad dressing should fit with the
salad context, which is why you do not
find ranch dressing on a Chinese salad;
and hence brands and promises need to
be tailored to suit the local market and
the telecom context.
Source: MillwardBrown Optimor, the full document is available on http://www.brandz.com/BrandZ_2007_Ranking_1.
Report.pdf
According to Reuters, Preschoolers preferred the taste of burgers and fries when they came in McDonald’s wrappers2.
over the same food in plain wrapping, U.S. researchers said, suggesting fast-food marketing reaches the very young.
“Overwhelmingly, kids chose the one that they perceived was from McDonald’s,” said obesity prevention expert Dr.
Thomas Robinson of the Stanford University School of Medicine, whose work appears in the Archives of Pediatrics &
Adolescent Medicine. Full article available on: http://www.reuters.com/article/latestCrisis/idUSN06428781
The full research by conway.smith.rose is available at: http://www.ofcom.org.uk/static/archive/Oftel/publications/3.
research/2001/bran1101.pdf
From “The Lure of Global Branding” article in Harvard Business Review (November – December 1999) in which4.
executives from 35 companies in the US, Europe and Japan that have successfully developed strong brands across
countries were interviewed