Strategic Brand Management potx

Brand Development Consumer Driven Marketing Cycle •Brand saturation •High Cost Consumer Insight: Singularly focused need, desire or want Strategies: Fact Based choices on who, how and wh

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Strategic Brand Management

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Brand A Brand B Brand C All other

Brand Dollar Shares

6% 6% 3%

85%

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What is a Brand Management?

– Understanding & anticipating the needs and

desires of the consumer

– Understanding the key attributes of the

product(s)

Invent) the brand’s CORE VALUES and

abide by them.

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Brand Vision and Essence

BRAND = Mindset EQUITY = Roots ESSENCE = Brand’s Soul VISION = Brand’s DNA

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What is Brand Management?

Functional Excellence in

Support of the Brand

Primary Source of Differentiation

• Product/service innovation and

communication

Purpose of the Brand

• Create or reinforce product

distinctiveness

Firm-wide Leadership in Stewarding the Brand

Primary Source of Differentiation

• Customer experience, in addition to

innovation and communication

Purpose of the Brand

• Provide clear set of values along

which to align all enterprise activities and investments

Corporate Executive Board

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Customer-Based Brand Equity

What CONSUMERS learned, felt, seen, heard, experienced over time

Reflected in CONSUMER perceptions, preferences, and behavior related to all aspects

of the marketing of a brand

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Consumer-Based Brand Equity

Credibility Consideration Superiority

Warmth, Fun Excitement, Security, Social Approval, Self-Respect

4 Brand Relationships (WHAT About You AND ME?)

1 Brand Identity (WHO Are You?)

2 Brand Meaning (WHAT Are You?)

3 Brand Response (WHAT About You?)

User Profiles Purchase and Usage Situations

Personality & Values History, Heritage, &

Experiences

Brand Characteristics & Secondary Features Product Reliability, Durability & Serviceability Service Effectiveness, Efficiency, & Empathy

Style and Design; Price

Category Identification Needs Satisfied

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4 Steps of Brand Building

Consumer Questions Brand Actions

1 WHO Are You?

Ensure Identification & association w/category or need

2 WHAT Are You? Firmly establish TOTAL brand meaning by strategically linking

associations w/certain properties

4 WHAT About You

AND ME?

Convert Brand Response to create

an intense, active loyal relationship

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Consumer-Based Brand Equity

Pyramid

Brand Salience

Brand

Consumer-Resonance

Consumer Judgements

Consumer Feelings

Brand

Performance

Brand Imagery

4 Intense, Active Loyalty

1 Deep Broad Brand Awareness

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Consumer Conversion Model

% Conversion •Message Communication

% Conversion •Persuasion & Interest

•Trial Inducement Promotions

% Conversion • Benefit Communication/Delivery

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% Conversion •Message Communication

% Conversion •Persuasion & Interest

•Trial Inducement Promotions

% Conversion • Benefit Communication/Delivery

1 Brand Identity (WHO Are You?)

2 Brand Meaning (WHAT Are You?)

3 Brand Response (WHAT About You?)

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Transform-Model-Based Marketing Planning

Obsessive Implement- ation

Diagnostic Metrics

Kevin Clancy, Copernicus, Counter Intuitive

 Brand Vision LIFTS the Brand above the mundane and functional

 Appeals to Expressive and Central VALUES

 Process creates a bond with the consumer, and hopefully, long-term loyalty

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Moving On…

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Measuring Brand Equity

GOALS = OBJECTIVES

and managed (loyalty, awareness, perceived quality, propriety brand assets)

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Measuring Brand Equity

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Brand Development

Consumer Driven Marketing Cycle

•Brand saturation

•High Cost

Consumer Insight: Singularly focused need, desire or want

Strategies: Fact Based choices on who, how and why

Tactics: Activities/capabilities –what, where and when

Actions: Execution, feedback, assessment, and improvement

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Brand Development

•Brand saturation

•High Cost

Strategies: Fact Based choices

on who, how and why

Consumer Insight: Singularly

focused need, desire or want

Tactics: Activities/capabilities

–what, where and when

Actions: Execution, feedback,

assessment, and improvement

Strategies Tactics

Actions

Mark Kerback, Kerback & Company

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Brand Development

Consumer Driven

Marketing Cycle

 Strategic Execution as a Cycle

 Strategy Explicitly linked to

•Brand saturation

•High Cost

Strategies Tactics

Actions

Make based choices

Fact-on who, how

and why

Create what tactics and capabilities are needed,

where they are needed and when

Take action, get

feedback, assess &

improve

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Brand Development

•Brand saturation

•High Cost

StrategiesTactics

Actions

Map the Marketspace

Select Most Valuable Customers

Choose a Winning Positioning

Create the Tactical Plan

Build Operational Capabilities

Define Performance Measures

Execute the

Tactical Plan

Assess Performance

Succeed And Improve

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Brand Development

•Brand saturation

•High Cost

Strategies Tactics

Actions

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Brand Development

•Brand saturation

•High Cost

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Brand Development

•Brand saturation

•High Cost

Map The Market-space

Select the Most Valuable

Consumers/Customers

Choose A Winning

Positioning

Winning Strategies=Informed Insight =

Rigorous, fact-based research & analysis w/experience &

instinct

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Brand Development

•Brand saturation

•High Cost

Innovative qualitative research –group one-on-one

Rigorous quantitative research that drives strategy

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Brand Development

•Brand saturation

•High Cost

Targeting of most valuable customers through relevant distribution channels – from client to end-user

Multi-dimensional customer protraits and choice of drivers

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Brand Development

•Brand saturation

•High Cost

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Brand Development

•Brand saturation

•High Cost

StrategiesTactics

Actions

Map the Marketplace

Select Most Valuable Customers

Choose a Winning Positioning

Create the Tactical Plan

Build Operational Capabilities

Define Performance Measures

Execute the

Tactical Plan

Assess Performance

Succeed And Improve

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Strategic Marketing Process

Three Year and ANNUAL Objectives

What do I want to Accomplish Objectives Should be S.M.A.R.T

Establish Positioning Concept

Marketing Plan Execution

Functional Objectives &

Strategies And Tactical Plan

Physical Product

Package Pricing Advertising Public

Relations

Consumer &

Retailer Promo

Market Research

Market &

Competitive Trends Consumer Insights SWOTs

Marketing Mix

Financial Health

Strategic Implications & Strategy Development

Core Competencies, External Opportunities

Brand Vision Brand Strategy Strategic Role

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Market &

Competitive Trends

Consumer Insights

SWOTs

Marketing Mix

Financial Health

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ANNUAL STRATEGIES

How will the objectives be achieved?

Physical Product

Package

Pricing

Advertising Media

Public Relations

Consumer &

Retailer Promo

Market Research

Objectives

Strategies

Tactics

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Initial Strategic Planning

Draft TimeLine

 Key TimingEDLONG STRATEGIC PLAN TIMELINE

Marketing Team Planning 05/19/03 Announce Global Strat Plan

UK Check points UK Check points UK Check points

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Brand Development

•Brand saturation

•High Cost

Strategies Tactics

Actions

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Physical Product

Package Pricing Advertising Public

Relations

Consumer &

Retailer Promo

Market Research

Market &

Competitive Trends Consumer Insights SWOTs

Marketing Mix

Financial Health

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Brand Marketing Process

Market &

Competitive Trends

Consumer Insights SWOTs

Marketing Mix

Financial Health

Strategic Implications & Strategy

Development

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Strategic Marketing

Market Trends Checklist



Volume & Share

•Industry definition & served market

•Category Size & growth rates

•Category Segmentation, trends, importance to category

•Share of market by brand & by segment

•Importance of the category to the retailer

•Retailer focus on private label

•Retailer influence over category marketing activity

Consumer Conditions

•Substitute products

•Changes in tastes/attitudes/needs

Government Conditions

•Regulations & Reqs.

•Legislative issues

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Brand Unit Shares

4%

13% 3%

80%

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Branding

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Brand Development

Units sold or consumed in a specified area over a period of time

Sales/HH ratio

National Sales/HH ratio

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Brand Development

 Category Development Index is the relationship

between unit sales and the population of an area for all products in the category.

 Brand Development Index is the relationship between unit sales and the population of an area for just the

company’s brand (all the products in a brand).

 Product Development Index: Same but can measure

an individual sku.

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•High Cost

• Cost of Obtaining initial awareness and trial

• May be fighting negative consumer perceptions

• Cost of trial

• Negative consumer perceptions

• Stronger base from which to build share

•More efficient expenditure of marketing funds

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• Cost of Obtaining initial awareness and trial

• May be fighting negative consumer perceptions

• Cost of trial

• Negative consumer perceptions

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Focus on Profitable Growth: FSIs

S/C Category Sales: High

TRES S/C PDI: High

Key Competitor PDI: High

S/C Category Sales: High TRES S/C PDI: Low Key Competitor PDI: High Maximum Coverage Page Size: Full Dollar Value: $.75

S/C Category Sales: High TRES S/C PDI: Low Key Competitor PDI: Low Moderate Coverage Page Size: Full Dollar Value: $.75

S/C Category Sales: Low

TRES S/C PDI: High

Key Competitor PDI: High

S/C Category Sales: Low TRES S/C PDI: Low Key Competitor PDI: High Moderate Coverage Page Size: Full Dollar Value: $.75

S/C Category Sales: Low TRES S/C PDI: Low Key Competitor PDI: Low Minimum Coverage Page Size: Half Dollar Value: $.55

High Brand Strength Low

Sample Market Investment Matrix

Brand Development Uses

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Strategic Marketing

Market Trends Checklist



Volume & Share

•Industry definition & served market

•Category Size & growth rates

•Category Segmentation, trends, importance to category

•Share of market by brand & by segment

•Importance of the category to the retailer

•Retailer focus on private label

•Retailer influence over category marketing activity

Consumer Conditions

•Substitute products

•Changes in tastes/attitudes/needs

Government Conditions

•Regulations & Reqs.

•Legislative issues

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Brand Switching

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Brand Unit Shares

4%

13% 3%

80%

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 Do consumers use more than one product within a category?

 Do brands gain or lose sales or consumers from/to other brands?

 Can brands increase consumer consumption of the category?

 Measuring Brand Switching and Source of Volume Interpretation

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Brand Switching

gained from (or lost to) competitive brands in the category.

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– Decreases/Increases

– Lost/New Brand Buyers

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Brand Switching

Decreases/Increases

due to decreased/increased category

consumption among households that bought the brand in both Period 1 and Period 2.

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Brand Switching

Lost/New Brand Buyers

lost/gained due to decreased/increased

category consumption among households that bought the category in both Period 1 and

Period 2, but bought the brand in only one

Period.

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Brand Switching

New (or Lost) or Infrequent Buyers

(or lost) from buyers who purchased the

category in one period but not the other.

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Personal Care Issues to address:

 From where is S brand growth coming?

– Determine the sources of volume due to:

 brand switching

 increased/decreased category consumption

 lost/new category buyers

 Did S Product Line contribute to overall category growth?

 What are the switching dynamics between “S” and other leading brands in the

Category?

 With which competitive brands does “S” show the greatest interaction?

 What implications did volume switching and altered category consumption have on consumer purchase dynamics for “S”?

 What are the sources of volume for the other leading Category brands? Particularly Key Competitors?

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-Clairol Herbal Essences

* Denotes brands that will have interaction indices only Quantified sources of volume will not be provided for these brands due to coverage and/or trend issues.

•Volume Equivalency = 1 ounce

•Geography

- Total U.S Food/Drug/Mass (including Wal*Mart)

•Time Periods

-(Pre-period) 52 Weeks ending December 17, 2000

-(Post-period) 52 Weeks ending December 16, 2001

Personal Care Brand Switching

Analysis Parameters

-*Lever 2000 -*Neutrogena -Jergens -Tone -Zest -Aveeno -*Calgon -*Healing Garden -Sarah Michaels

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26,268

Period One Volume Period Two Volume

Net Volume Gain:

consumption

(+25.0)

“S” grew 27.3% versus YAG just through new/ increased category consumption Brand Switching added another 13.3%.

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“S” Net Volume Gains

(graphically represented as a percentage of total brand growth)

New Category Buyers 6%

New Brand Buyers

33%

Switching to SI 33%

Increased Consumption of SI

28%

Switching, increased consumption, and new brand buyers made up the majority of growth

IRI Multi-Outlet Panel data, 104 weeks ending Dec 16, 2001

Net Volume Gain:

+40.6%

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0.4 0.7 0.8 0.1

2.5 3.5 1.0

0.3

0.7 0.3 0.2

-0.6

0.6 1.6

0.6

0.1 -0.1

56 80 118

125

180

81 55 82 168

83 85 NA

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-422 -548 -1,177

-428 -442 -266

-16

-185 -129 -12

-138 -19 -1,226

-440

-197

-21 -432

Source: IRI Multi-Outlet Panel, 104 weeks ending Dec 16, 2001

Volume Losses & Gains Due to Switching

“S” Switching

1,039 560

688

1,203 890

1,103 447

67

311 180 57

21 136

1,529

557

209 0

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