The Brand Asset Valuator
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Project work per il Corso di Management della comunicazione aziendale - Novembre 2007 -
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2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
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6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
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Integrated marketing communications program
The document defines integrated marketing communications (IMC) as a strategic planning process that coordinates various communication options to effectively reach target audiences. IMC aims to generate both short-term financial returns and long-term brand value. Key criteria for IMC include evaluating how well each communication option covers the audience, contributes to desired responses, reinforces common messages, complements other options, can be adapted for different groups, and weighs the costs of each option. The goal is an integrated communications program that is both effective and efficient.
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This document discusses strategies for revitalizing declining or dead brands. It identifies the main causes of brand decline as managerial actions, environmental factors, and competitive actions. Managerial missteps like compromising quality, frequent price increases without added value, price cuts using cheaper materials, neglecting the brand, and failing to stay relevant to the target market can weaken a brand over time. Environmental changes in technology or regulations and aggressive moves by competitors can also cause brands to fade. The document argues that reviving rather than replacing brands can leverage existing brand equity if the brand still commands premium status and has a clear differentiation. Research is key to understanding what made the brand successful originally and how to reposition it. Reviving a brand requires
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Brand management involves developing a brand vision, establishing a brand position, fulfilling brand promises, and communicating the brand position. It is important to measure return on brand investment. A brand vision articulates strategic, financial and brand goals for the next five years. Brand positioning involves defining the target market and point of difference. A brand contract lists all promises a brand makes to customers. Return on brand investment can be measured through metrics like brand awareness, customer loyalty, and financial value.
Market segmentation
Market segmentation involves dividing a heterogeneous market into homogeneous subgroups. It is based on the recognition that markets contain different customer groups with distinct needs, characteristics and behaviors. Effective segmentation requires that segments are identifiable, measurable, accessible, substantial, and responsive to different marketing strategies. Common bases used for segmentation include geographical, demographic, psychographic and behavioral factors. The goal of segmentation is to allow firms to better serve distinct customer segments by developing tailored marketing mixes for each subgroup.
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The document discusses concepts related to product and brand management including:
1) Brands differentiate products and add emotional value beyond core functionality.
2) Successful brands are managed strategically throughout their lifecycle and nurtured by the entire organization.
3) Brand leadership often changes over time as markets and consumer preferences shift. Established category leaders may be replaced as new brands emerge.
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This document discusses the criteria for choosing effective brand elements. There are six main criteria: memorable, meaningful, likable, transferable, adaptable, and protectable. The first three criteria - memorable, meaningful, and likable - help build the brand. The latter three criteria - transferable, adaptable, and protectable - help leverage and preserve brand equity despite opportunities and constraints. Each criterion is then briefly defined and an example is provided.
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Brand is forever
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
Measuring Brand Value | Patrick Collings 2010
This presentation provides an introduction to brand valuation and, among other things, discusses some of the more prominent methodologies and why they produce such different results. The presentation looks at the importance of brand valuation but also highlights the criticism of the current methodologies. I am retiring this presentation from my lecture series and in future will integrate brand valuation into a broader presentation on brand measurement.
Keller sbm3 02
The document discusses Kevin Keller's model of customer-based brand equity. It describes brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. The model includes six dimensions that comprise brand equity: brand identity, meaning, responses, resonance, salience, and imagery. Building strong brand equity requires marketers to establish brand awareness, create positive brand associations, and develop deep, active loyalty relationships between customers and the brand.
Chapter 3 (brand positioning)
The document discusses brand positioning and provides guidance on how to effectively position a brand. It emphasizes that positioning is about how a brand is perceived in the mind of the consumer, not about the product itself. It provides examples of positioning statements and discusses the importance of understanding key insights about consumers' needs and beliefs to craft an effective positioning. The document stresses that positioning should be clear, consumer-focused, and competitive to differentiate the brand and be persuasive and sustainable.
Shaving cream
The document analyzes the Indian shaving cream market and the positioning of major brands. It finds that the top 6 brands control 60% of the market, with VJ-John having the largest market share at 29.2%. The document studies each brand's products, pricing, promotion, and distribution strategies. It segments the market based on geography, demographics, and psychographics. The analysis shows VJ-John and Dettol have the most distinct positioning compared to competitors. VJ-John's strong alignment between segmentation, targeting, and positioning has made it the leading brand.
Brand Equity
Brand equity refers to the value added to a product or service by its brand name. There are four main dimensions of brand equity: brand awareness and associations in consumers' minds, influence on purchase behavior, impact on market position and financial performance, and the monetary value of the brand as an asset. Brand equity is created through strong, favorable, and unique brand associations related to the brand's awareness, perceived quality, loyalty, and other attributes. Measuring these dimensions can provide an assessment of a brand's relative strength and equity.
Brand Architecture Process
This document outlines a methodology for developing a brand architecture for a company. It discusses assessing the current brand portfolio, developing hypotheses for the future architecture, validating the hypotheses through research, and creating a strategy and migration plan. Key deliverables include brand assessments, alternative architecture frameworks, research findings, the final architecture, and a plan to transition the portfolio to the new architecture. The goal is to strategically organize the company's brands to increase clarity, realize synergies, and strengthen brand equities.
Strategic Brand Management Chapter 1
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Integrated marketing communications program
The document defines integrated marketing communications (IMC) as a strategic planning process that coordinates various communication options to effectively reach target audiences. IMC aims to generate both short-term financial returns and long-term brand value. Key criteria for IMC include evaluating how well each communication option covers the audience, contributes to desired responses, reinforces common messages, complements other options, can be adapted for different groups, and weighs the costs of each option. The goal is an integrated communications program that is both effective and efficient.
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Presentazione Tesi di Laurea Triennale in Disegno Industriale - Facoltà di Architettura "L. Quaroni" - Uni. "La Sapienza" Roma.
Tesi di laurea sulla gestione del valore del brand, la brand equity
Corso di laurea triennale in Marketing e Organizzazione d'impresa. Tesi di laurea sulla gestione del valore del brand, la brand equity.
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Comunicare la propria start up per le scuole superiori
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REBRANDING E STUDIO DELL'IDENTITA' VISIVA E MULTIMEDIALE DI UN AZIENDA
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Tesi di laurea sulla gestione del valore del brand, la brand equity
Tesi di laurea sulla gestione del valore del brand, la brand equity
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Milano, 24 aprile 2012 | Master in Editoria libraria, Fondazione Arnoldo e Alberto Mondadori
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Nell'ambito del Master in Editoria Libraria 2012 organizzato dalla Fondazione Mondadori e su invito del Dott. Giovanni Peresson, ho provato a fissare in poche slide come vedo la filiera del libro nel prossimo futuro. A partire da alcune criticità relative alla distribuzione libraria tradizionale, viene delineato il sistema per la creazione di valore nel settore editoriale.
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L'INTERNET MARKETING MIX DELL'IMPRESA EDITORIALE ORIENTATA AL CLIENTE OPINION...
La tesi sviluppa una strategia di e-marketing per una casa editrice che pubblica contenuti sia in formato cartaceo che elettronico. Il lavoro parte, perciò, da un'analisi dei nuovi comportamenti di acquisto e di consumo del libro, per procedere poi a una segmentazione integrata per il mercato della saggistica.
Dopo aver analizzato il rapporto tra impresa e cliente secondo un approccio di marketing relazionale, si individuano le tre leve di e-marketing necessarie a sviluppare contenuti in linea con gli interessi dei clienti (Content), servizi innovativi che consentano di effettuare transazioni online (Commerce) e spazi di aggregazione per i clienti affinché possano dar vita ad una rete di relazioni che coinvolge l'impresa stessa (Community).
Chiude il lavoro di tesi la trattazione del caso aziendale di Liguori Editore, una casa editrice napoletana che ha puntato proprio sull’innovazione per sviluppare un catalogo di oltre 500 ebook e un servizio innovativo di e-commerce (pay-per-chapter), all’interno di un sito web ricco di contenuti e pienamente rispondente alle nuove sfide che l’editoria pone a chi era tradizionalmente inteso come intermediario culturale e si trova ora a svolgere il difficile ruolo di content provider.
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The Brand Asset Valuator
- 1. MANAGEMENT DELLA COMUNICAZIONE AZIENDALE Carla Martire Angelo Ventriglia Gianvincenzo Villani
- 5. I 4 PILASTRI DEL BAV Diversità : misura la forza del brand meaning - cosa rende x una marca ? - Rilevanza: indica l'adat-tabilità della marca alle esigenze personali dei consumatori - quali sono i benefici ricercati dal cliente connessi alla marca x ? - Stima : corrisponde al modo in cui il brand adempie alle promesse fatte ai consumatori - che considerazione ha il cliente della marca x ? - Familiarità : è qualcosa di più profondo e radicato della brand awareness - cosa rappresenta per il cliente la marca x ? -
- 6. Le criticità dei 4 pilastri Rilevanza Diversità è la dimensione che permette una forte penetrazione nel mercato. Le marche che riescono ad incrementare sia la Diversità che la Rilevanza sono quelle che raggiungono i maggiori livelli di redditività (operating earning). è l'ultima dimensione ad essere raggiunta, ma risulta essere anche la più stabile, l'ultima ad erodersi. segue la Diversità e la Rilevanza mapuò continuare a sopravvivere anche molti anni dopo la scomparsa di tali pilastri. Stima Familiarità è il principale driver dei margini – le marche che incrementano la loro Diversità, infatti, raggiungono in media un margine operativo più alto del 50%.
- 11. Leader Perdita potenziale Potenziale crescente Potenziale inespresso Nuova Sfuocata In declino Forza (Diversità + Rilevanza) Statura (Stima + Familiarità) 100 50 0 50 100 Power Grid
- 12. LA POWER GRID DEI COFEE BRAND BAV DI ILLY CAFFÉ Power grid / 3 Base: 2005 Italy - All Adults - Coffee ILLy 0 50 100 0 50 100 Brand Stature illy 0 50 100 0 50 100 D R E K Base: 2005 Italy - All Adults - Coffee Brand Stature
- 15. Archetipi e Ombre Archetipo Ombra L’ombra è l’interpretazione in negativo delle caratteristiche dell’archetipo, la sua degenerazione. Polarità della Mappa
- 16. Caso Bud Light Bud Light è posizionata nel polo dell’energia, si può associare all’Archetipo del creativo, una personalità estroversa , ironica , al passo coi tempi ; Miller Lite si colloca invece nel polo della sostanza ed è riconducibile all’archetipo della Madre, una figura pragmatica , che da’ rassicurazioni più che divertire. “ la birra leggera per uomini veri” “ più gusto, meno pesantezza”
- 17. Anno: 1993 USA Anno: 2004 USA Ecco i risultati di una strategia di comunicazione efficace e costante, sempre pronta al rinnovamento e al cambiamento continuo del mercato.
- 18. Volume vendite Ecco i risultati di una strategia di comunicazione efficace e costante, sempre pronta al rinnovamento e al cambiamento continuo del mercato.