The Good, The Bad, and The Dead
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This document discusses brands and their life cycles using Halloween-themed metaphors. It analyzes brand health data from the BrandAsset Valuator tool to identify brands that are immortal, at risk of becoming irrelevant, or already deceased. Immortal brands like Amazon and Coca-Cola continuously rank highly across all brand health pillars. At-risk brands like Blackberry and Kodak are declining in differentiation and esteem. Deceased brands such as Blockbuster and Palm Pilot no longer exist due to losing cultural value over time.
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The Good, The Bad, and The Dead
- 2. THE BRAND GRAVEYARD The Dead. Serial Killers. Mutants. Halloween staples, sure. But these genre titles can also be applied to brands and their life cycle. Brand graveyards are littered with brands that died because they were one-dimensional, lost the ability to stay relevant in consumers’ lives, and generally lost cultural value (RIP Tower Records). No one is immune to the curse, but, with proper care, brands can be resurrected. This Halloween season, Y&R’s BrandAsset Valuator® (BAV) - our proprietary brand management tool and global database of consumer perceptions of brands – looked at 20 years of U.S. data to analyze The Good, The Bad, and The Dead. Using BAV’s measurements on four key pillars of brand health and 48 brand imagery dimensions, we looked at brands that are seemingly immortal, the ones at risk of becoming irrelevant, and those that have gone to that great big brand grave in the…well, ground. UNDERSTANDING BAV PILLARS DIFFERENTIATION a brand's unique meaning, dynamism, and energy RELEVANCE how meaningful a brand is in the life of a customer ESTEEM consumers' respect and regard for a brand KNOWLEDGE the depth of understanding consumers have of a brand
- 4. THE DEAD 3X Palm Pilot Circuit City Napster Borders Books Hummer Surge BLOCKBUSTER RIP LARGER THAN ITS BIGGEST COMPETITOR LOCATIONS 9,000 AT ITS PEAK $9.31 STOCK PRICE IN 2005 STOCK PRICE $0.05 IN 2010 ONCE SEEN AS INNOVATIVE, NOW IS “TRADITIONAL” Simply put, these are the brands that no longer exist – the ones that lost value in culture. Over time these brands fell off on equity, which BAV measures using four pillars (Differentiation, Relevance, Esteem, and Knowledge). Ranking high on each of these pillars is guaranteed success for brands. Take for example the life and death of Blockbuster. Its leader status rose from a business model centered on being a behe-moth: it had a huge and diverse inventory (movies, videogames, snacks), it was open seven days a week, and offered new releases as soon as they were available. But with such an established brick-and-mortar presence, Blockbuster was not nimble enough to change quickly. Enter Netflix. Well, we all know what happened next. CASE STUDY:
- 6. SERIAL KILLERS It takes a special brand profile to kill off major competi-tion and dominate a category. Like Netflix — seen as a market leader by consumers, Its high equity scores and Differentiation helped “kill” Blockbuster. Seen as innovative, these brands dominate their catego-ries — knocking off their competitors one by one with their high marks on all four pillars. Making it harder for any other brand to enter this space. SERIAL KILLERS Trader Joe’s iPhone iTunes Amazon Netflix Swiffer Facebook 100 80 60 40 20 0 Percent rank score DIF REL EST KNO Trader Joe’s Supermarket Average SUPERMARKETS Friendly Trustworthy Good Value Down to Earth Reliable This chart demonstrates how Trader Joe’s scores far above its category in BAV’s pillar: Differentiation, Relevance, Esteem, and Knowledge. TRADER JOE’S Fun Trendy Progressive Authentic Unique Trader Joe’s, like other serial killer brands, excels partially because it captures the traits that are expected of their category while also managing to cultivate a charismatic personality. CASE STUDY: TRADER JOE’S
- 8. THE INFECTED And then there are the brands that should be coffin shopping – brands that are fatigued, declining, and struggling to recover. These brands are consistently dropping in Differentiation and Esteem, and are often seen by consumers as outdated. However, not all hope is lost. If these brands can evolve, they can successfully mutate into a new stage of their life cycle. THE INFECTED America Online (AOL) United Colors of Benetton Boston Market MySpace Blackberry Quiznos Diners Club Kodak 2008 1999 2007 2009-11 2003 2004 DIFFERENTIATION & RELEVANCE BRAND STRENGTH 2006 2010 BRAND STATURE ESTEEM & KNOWLEDGE 2009 2001 2013 2011 2013 2013
- 10. MUTANTS Not so much The Hills Have Eyes variety, but think more like The X-Men. These brands, due to a drop in equity, were on the verge of death, but developed Differentiation and regained Relevance, Esteem, and Knowledge. Old Spice, which was once seen as one of the most traditional brands in the U.S., has evolved to being seen as more daring and dynamic through a mix of viral and interactive campaigns. CASE STUDY: OLD SPICE 100 20 0 Percent rank score DIF REL EST KNO 2005 2010 80 60 40 All but forgotten, Old Spice made a huge comeback with its “The Man Your Man Could Smell Like” campaign that launched during the 2010 Superbowl. Not did it revitalize the brand, it established Old Spice as a cultural icon. MUTANTS Nintendo Old Spice Dunkin’ Donuts Hostess/Twinkies LEGO 23 MILLION VIEWS IN 36 HOURS Saying that “The Man Your Man Could Smell Like” commercial performed well after launching is a severe understatement 106% The amount sales went up from the prior year period after its new communication efforts
- 12. IMMORTALS Some brands have proven that they just can’t be killed. These brands have always held a leadership position in our culture, ranking in the Top 5 percent of 3,000+ U.S. brands on all BAV pillars and have shielded against decay by being seen by consumers as trustworthy, visionary, and original. IMMORTAL Disney Nike Microsoft The Discovery Channel U.S. Marines Hallmark Amazon.com General Electric IBM Coca-Cola CASE STUDY: AMAZON.COM 1999 Progressive Intelligent Innovative Leader Dynamic Up to Date Intelligent Unique 2011 Straightforward Good Value Trustworthy Friendly Cares about Customers Reliable Helpful Responsible + Amazon was ranked among the top 10% of all US brands at the turn of the millenium, noted for its refreshing, ener-gized qualities. And yet, over ten years later, Amazon still retains those qualities but has the added bonus of now being steadfast and trustworthy. Oh, and it’s still in the top 10% of all US brands. 100 80 20 0 Percent rank score DIF REL EST KNO 1999 2011 60 40
- 13. BAV can help your brand stay relevant by providing data to build your brand's strength, resilience, and stamina to win big in the marketplace. BAV is a brand management tool with 72 universal metrics, the ability to not only be diagnostic but prescriptive, and provides insights about how to build stronger brands. BAV looks at brands beyond the confines of their categories to identify and understand the roles they play in our culture, in order to build a strategic framework that helps drive marketplace performance. yr.com/bav BAV@yr.com @YR_BAV