The Wealth of a Homeonwers association aka property values is analogous to the wealth of a Nation and a function of the Triple Constraint: Public Safety, Repair, Replace and Maintain and Trust in local governance

1. HOA Branding
Joseph Lewis Aguirre

3. – 67% - There is no risk associated with buying
brands with which you are not familiar
• Lack of substantive differentiation
– 72% - A well-known brand is an important
factor on making buying decisions
Why Brand?

4. Demand Curve Shift With Brand Equity
Volume
Effect
Q2
Q1
P2
P1 Price
Brand
Equity
Leverage
Quantity
Price or
Margin Effect
Brand Equity is the Premium that Consumers Pay
for Your Products and Services...

5. Agricultural Chemicals
$XX.00/c.wt.

6. Better Living through
Chemistry
$50/bag
DUPONT

12. Product, Price, Community, Communication
and Distribution Programs
Wraparounds
Conceptual Model of Brand Equity
Core Product/
Service
Source: Keller (1996), Aaker (1996), Strategic Market Research Group, Marketspace Analysis
. . . provides positive
consumer responses . . .
A good brand . . .
Customer Benefits
 Confidence
 Loyalty
 Satisfaction
Firm Benefits
 Reduced
marketing costs
 Increased
margins
 Opportunity for
brand extensions
. . . and benefits both target
customers and firm
Brand Awareness
 Depth
 Breadth
Brand Associations
 Strength
– Relevant
– Consistent
 Valence
 Uniqueness
– Memorable
– Distinctive

13. Marketing Programs to Build Brand
Equity
Brand Equity
Product
Pricing
Communication
Promotional
Program
Distribution

14. Branding — Conclusion
– Branding is fundamentally different from the other marketing activities — product,
pricing, communication, community and distribution — in three ways:
• Brands are reflections or outcomes of the firm’s marketing activities
• Unlike the other activities, branding is an integral part of every
marketing activity and strategy
• Strong brands can be used to enhance the effectiveness of all other marketing activities
– The branding process includes seven steps: 1) clearly define the target audience, 2)
understand the target customer, 3) understand the competition, 4) design compelling
Brand Intent, 5) identify key leverage points in customer experience, 6) execute the
branding strategy and 7) establish feedback systems.

15. Functional
Intimate
Evangelist
TIME
Customer Experience (f)Time

16. Brand Equity
Brand Loyalty Brand Awareness Perceived Quality Brand Associations Other Assets
Reduced
Marketing
Costs
Trade
Leverage
Attracting New
Customers
Time to
Respond to
Competitive
Threats
Anchor to Which
Other Associations
Can be Attached
Familiarity -
Liking
Signal of
Substance /
Commitment
Brand to be
Considered
Reason-to-Buy
Differentiation /
Position
Price
Channel Member
Interest
Extensions
Help Process /
Retrieve Information
Differentiate /
Position
Reason-to-Buy
Create Positive
Attitudes / Feelings
Extensions
Competitive
Advantage
Provides Value To Customer By Enhancing
Customer’s:
Interpretation / Processing of Info
Confidence in the Purchase Decision
Use Satisfaction
Provides Value To Firm By Enhancing :
Efficiency & Effectiveness of Marketing
Programs
Price / Margins
Brand Extensions
Competitive Advantage

17. Brand Drivers
– Limited Resources
• Time
– Unlimited Options
• Money
• Energy
– Limited Consequences

18. • Every Organization has an ‘identity’ – whether it
chooses to control that image, or not
• A Good Brand is an identify which is
– Recognition “shorthand”
– Consciously developed
– Purposeful
– Cultivated
• A Bad Brand
– Is ‘what happens’ to you
– The discrepancy between promise and delivery
Brand Truisms

19. • A Brand is the difference between inherent
worth and perceived value
• A Brand is a Unique Selling Proposition
which translates into
– Marketing Advantage
– Profit Margin
– Higher Multiples
Brand Drivers

20. • A Brand has
– An “aura”
– Identity
– Personality
– Customer-’stickiness’
– Positive inertia
Brand Drivers

21. The Business
Customers
(number/type)
Fees/Prices
(revenue)
Defines
&
Drives
Business Value
The Brand
Customers
(number/type)
Potential Markets
Served
(size/growth)
Brand Share
Potential
Brand Contribution
Brand Value
The Business and the Brand are Intertwined
Today’s business is the DNA of the Brand and its potential to
create value via strategic decisions, such as diversification
Measuring Brand Value

22. Brand Equity
Brand Loyalty Brand Awareness Perceived Quality Brand Associations Other Assets
Reduced
Marketing
Costs
Trade
Leverage
Attracting New
Customers
Time to
Respond to
Competitive
Threats
Anchor to Which
Other Associations
Can be Attached
Familiarity -
Liking
Signal of
Substance /
Commitment
Brand to be
Considered
Reason-to-Buy
Differentiation /
Position
Price
Channel Member
Interest
Extensions
Help Process /
Retrieve Information
Differentiate /
Position
Reason-to-Buy
Create Positive
Attitudes / Feelings
Extensions
Competitive
Advantage
Provides Value To Customer By Enhancing
Customer’s:
Interpretation / Processing of Info
Confidence in the Purchase Decision
Use Satisfaction
Provides Value To Firm By Enhancing :
Efficiency & Effectiveness of Marketing
Programs
Price / Margins
Brand Extensions
Competitive Advantage

23. Tools
If the Only Tool We Have is a Hammer, We Tend to
See Every Problem as a Nail
-- Maslow

24. Leadership vs Management:
•The word leader is derived from the verb to go, manager means to
handle
•Leader is dynamic, manage is static
•Leader deals with where one needs to be, a manager deals with
where one is at.
•A leader deals with what is possible, a manger deals with what is
needed
Leadership Vs Mgmt.

25. "Never forget that only dead fish swim with
the stream."
-- Malcolm Muggeridge
-
Strategy