This is the second session (Sep 8) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
This is the first session (Sep 4) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
This document discusses developing a brand strategy and summarizes key points in brand positioning, identity, and image. It explains that brand identity is how a brand strategist wants a brand to be perceived, while brand image is how a brand is currently perceived by customers. Brand positioning communicates part of the brand identity to target segments. The document emphasizes translating a brand promise into a customer experience strategy and vision so employees can deliver the brand as intended. It questions how to map customer engagement opportunities to the brand vision and measure progress through key metrics.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
This is a presentation that I gave to a USF Masters of Business Administration class on Brand Planning for Clients. My hope was to share some thoughts with the future generation of clients on planning, positioning, relevance and new product development.
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
1. The document describes a customer experience mapping for a brand experience design project focused on sugar cane harvesting.
2. Various engagement tools are outlined, including contextual posters, ambassador conversations, visitor comment books, commenting cups, and benches for conversation.
3. The goal is to understand visitor and consumer perceptions of a new product category through authentic feedback and insights gathered via the different engagement methods.
This is the first session (Sep 4) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
This document discusses developing a brand strategy and summarizes key points in brand positioning, identity, and image. It explains that brand identity is how a brand strategist wants a brand to be perceived, while brand image is how a brand is currently perceived by customers. Brand positioning communicates part of the brand identity to target segments. The document emphasizes translating a brand promise into a customer experience strategy and vision so employees can deliver the brand as intended. It questions how to map customer engagement opportunities to the brand vision and measure progress through key metrics.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
This is a presentation that I gave to a USF Masters of Business Administration class on Brand Planning for Clients. My hope was to share some thoughts with the future generation of clients on planning, positioning, relevance and new product development.
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
1. The document describes a customer experience mapping for a brand experience design project focused on sugar cane harvesting.
2. Various engagement tools are outlined, including contextual posters, ambassador conversations, visitor comment books, commenting cups, and benches for conversation.
3. The goal is to understand visitor and consumer perceptions of a new product category through authentic feedback and insights gathered via the different engagement methods.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
The document is a presentation on creative planning given by Leon Phang at Miami Ad School. It discusses how creative planning is important to combine creativity and strategy. Phang believes the key is to be both creatively inspiring and relevant/differentiating. The rest of the presentation will cover the "creative domain" and tools for filling it. Strategic planning is important to get the basics right and avoid teams getting lost in the process without proper planning.
The document discusses how to approach big ideas in today's digital world. It advocates defining the creative brief, big idea, and engagement strategy in a more participatory way that considers how technologies and culture have changed. Specifically, it recommends:
1) Fueling the brief by understanding real problems and how audiences participate rather than just saying things at people.
2) Defining ideas as platforms that live on and are generous, multifaceted, responsive, and propagated rather than just TV campaigns.
3) Awesifying ideas by building ecosystems and engagement strategies tailored to cultural behaviors on channels like social networks, rather than just disrupting them.
4) Using the RISE framework to recruit,
How to write a killer agency creative briefDavid Bell
The document provides tips on how to write an effective agency brief in 3 parts:
1) What makes a great brief including understanding the customer and fueling creative ideas.
2) How to uncover the 4 key creative triggers - the problem, customer insight, compelling message, and how to communicate it.
3) How to give constructive creative feedback by thinking like the customer, focusing on what works, and providing clear guidance for improvements.
Lovemarks Presentation - Brand Pioneers April 9 2013Panelteam
Lovemarks
Arjan Kapteijns – CEO Saatchi & Saatchi
Saatchi & Saatchi is the Lovemarks company. Arjan looked closely at the question: What makes some brands inspirational, while others struggle? With inspiring case studies he will explain what Lovemarks are and how they deliver beyond their expectations of great performance.
The document discusses the art and science of gaining insights. It outlines a 4-step process for insighting: 1) observe, 2) reframe, 3) validate, and 4) refine. The process involves looking at things from different perspectives, asking why, making new connections, and embracing creative chaos. It provides examples of insights that led to successful branding, advertising, and innovations. It emphasizes that insights are most powerful when they touch people emotionally and are simply and clearly expressed.
A brand strategy is a plan for brand management that answers the big questions: who, where, why, what and when?
Building a strong brand requires a continuous commitment to excellence and an understanding of the qualities that define
the brand.
Here a practical guide to help you outline a successful Brand strategy.
The document provides information on developing an effective brand strategy, including defining what a brand is, understanding the importance of vision and mission statements, developing brand positioning, and creating a brand strategy roadmap. It discusses key concepts like primary vs secondary research, qualitative vs quantitative research, SWOT analysis, brand values, and formatting an effective positioning statement. The overall aim is to help readers understand the necessary steps and frameworks for establishing a strong brand identity and strategy.
The more beloved the brand, the more valuable the brand.
For more on Beloved Brands, here are a few of our most popular articles
1. Beloved Brands Marketing Training programs.
https://beloved-brands.com/brand-management-training/
2. Our Beloved Brands Mini MBA is an online marketing course to help your marketing career.
https://beloved-brands.com/mini-mba/
3. Simple process to build your Brand Positioning Statement
https://beloved-brands.com/brand-positioning/
4. How to write a Marketing Plan
https://beloved-brands.com/marketing-plans/
5. Our one-page strategic plan
https://beloved-brands.com/brand-strategy-roadmap/
6. The best and worst of a Creative Brief
https://beloved-brands.com/creative-brief-line-by-line/
7. Marketing Plan Template
https://beloved-brands.com/product/marketing-plan-template/
8. Our one-page Brand Plan
https://beloved-brands.com/brand-plans
9. How to understand Brand Architecture
https://beloved-brands.com/brand-architecture
10. How to use Marketing Funnels to analyze your brand
https://beloved-brands.com/marketing-funnels/
Feel free to download. Brands need to stand out to win. Marketers face limited resources that they apply to an unlimited choices. The role of the Brand Positioning Statement is to take everything you know about your brand and begin making focused decisions on who you will serve, what you will say that is unique, own-able and motivating to get consumers to think, feel and act differently to create a bond that is stronger than what the product alone could do. A good positioning statement should balance the rational and emotional benefits for the consumer. Your positioning has to reflect your internal brand soul and help shape your external brand reputation.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
We make brands stronger and brand leaders smarter. Here's how we can help:
1. We lead workshops to define your brand, helping you uncover a unique, own-able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation.
2. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan.
3. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand.
4. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth.
5. Our Executive Coaching program is designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter.
Griffin Farley helps us understand all forms of strategic planning in advertising including Brand Planning, Account Planning, Media Planning, Connections Planning, Transmedia Planning and Propagation Planning. Griffin will also cover the deliverables for each form of planning and creative examples that have leveraged the various processes.
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
The document outlines an agenda for a brand communication workshop. The workshop aims to define a brand's core values, strengths, and identity. It includes 6 exercises to analyze the target audience, explore brand associations, visualize the brand identity, assess features and benefits, develop a brand proposition, and determine brand values. The workshop follows a structured timing plan and aims to provide a final brand map, mood boards, insights, and recommendations to help guide the brand's future marketing strategy.
The big ideaL: Ogilvy's framework for giving brands a purposeOgilvy
Ogilvy & Mather developed a framework called "The big ideaL" to help brands find an authentic platform to speak from. It involves identifying a cultural tension in the market and finding the brand's core strength. For Louis Vuitton, this resulted in the ideal that the world is a better place when we live life as an exceptional journey. For Milo chocolate drink, it was the belief that play is essential for childhood development. Applying this process helps brands lift themselves above competitors by taking a clear point of view.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
The Creative Brief frames the strategy and positioning so your Agency can creatively express the brand promise through communication.
1, Marketing Execution must impact the brand’s consumers in a way that puts your brand in a stronger business position. The Creative Brief is the bridge between the brand strategy and the execution.
2. Through our Brand Positioning workshop, you will have all the homework on the brand needed to set up the transformation into a succinct 1-page Creative Brief that will focus, inspire and challenge a creative team to make great work.
3. The hands-on Creative Brief workshop explores best in class methods for writing the brief’s objective, target market, consumer insights, main message stimulus and the desired consumer response.
4. Brand Leaders walk away from the session with a ready-to-execute Creative Brief.
This document discusses brands and how individuals can build their personal brand. It notes that a brand is a person's gut feeling about a product, service, or organization. It also discusses how celebrities are brands and how micro-celebrities can influence others. The document recommends that individuals think of themselves as a brand and suggests ways to build a strong personal brand, including being ubiquitous, social, and interesting online.
A quick and extremely awesome guide to logo designFiverr
This document provides guidance on creating an effective logo. It discusses defining the purpose and goals for the logo, getting inspired by existing logos, brainstorming design concepts, considering color psychology, and bringing the logo to life. The key steps are to think about how the logo should make customers feel, look at other successful logos for inspiration, develop multiple concepts, get feedback, and choose a design and colors that represent the brand. An effective logo needs to be memorable, distinctive, and elicit the desired emotional response from viewers.
This is our brand management training workshop on brand positioning. Your brand positioning statement defines the target market, consumer benefits, both functional and emotional, as well as support points.
The document is a presentation on creative planning given by Leon Phang at Miami Ad School. It discusses how creative planning is important to combine creativity and strategy. Phang believes the key is to be both creatively inspiring and relevant/differentiating. The rest of the presentation will cover the "creative domain" and tools for filling it. Strategic planning is important to get the basics right and avoid teams getting lost in the process without proper planning.
The document discusses how to approach big ideas in today's digital world. It advocates defining the creative brief, big idea, and engagement strategy in a more participatory way that considers how technologies and culture have changed. Specifically, it recommends:
1) Fueling the brief by understanding real problems and how audiences participate rather than just saying things at people.
2) Defining ideas as platforms that live on and are generous, multifaceted, responsive, and propagated rather than just TV campaigns.
3) Awesifying ideas by building ecosystems and engagement strategies tailored to cultural behaviors on channels like social networks, rather than just disrupting them.
4) Using the RISE framework to recruit,
How to write a killer agency creative briefDavid Bell
The document provides tips on how to write an effective agency brief in 3 parts:
1) What makes a great brief including understanding the customer and fueling creative ideas.
2) How to uncover the 4 key creative triggers - the problem, customer insight, compelling message, and how to communicate it.
3) How to give constructive creative feedback by thinking like the customer, focusing on what works, and providing clear guidance for improvements.
Lovemarks Presentation - Brand Pioneers April 9 2013Panelteam
Lovemarks
Arjan Kapteijns – CEO Saatchi & Saatchi
Saatchi & Saatchi is the Lovemarks company. Arjan looked closely at the question: What makes some brands inspirational, while others struggle? With inspiring case studies he will explain what Lovemarks are and how they deliver beyond their expectations of great performance.
The document discusses the art and science of gaining insights. It outlines a 4-step process for insighting: 1) observe, 2) reframe, 3) validate, and 4) refine. The process involves looking at things from different perspectives, asking why, making new connections, and embracing creative chaos. It provides examples of insights that led to successful branding, advertising, and innovations. It emphasizes that insights are most powerful when they touch people emotionally and are simply and clearly expressed.
A brand strategy is a plan for brand management that answers the big questions: who, where, why, what and when?
Building a strong brand requires a continuous commitment to excellence and an understanding of the qualities that define
the brand.
Here a practical guide to help you outline a successful Brand strategy.
The document provides information on developing an effective brand strategy, including defining what a brand is, understanding the importance of vision and mission statements, developing brand positioning, and creating a brand strategy roadmap. It discusses key concepts like primary vs secondary research, qualitative vs quantitative research, SWOT analysis, brand values, and formatting an effective positioning statement. The overall aim is to help readers understand the necessary steps and frameworks for establishing a strong brand identity and strategy.
The more beloved the brand, the more valuable the brand.
For more on Beloved Brands, here are a few of our most popular articles
1. Beloved Brands Marketing Training programs.
https://beloved-brands.com/brand-management-training/
2. Our Beloved Brands Mini MBA is an online marketing course to help your marketing career.
https://beloved-brands.com/mini-mba/
3. Simple process to build your Brand Positioning Statement
https://beloved-brands.com/brand-positioning/
4. How to write a Marketing Plan
https://beloved-brands.com/marketing-plans/
5. Our one-page strategic plan
https://beloved-brands.com/brand-strategy-roadmap/
6. The best and worst of a Creative Brief
https://beloved-brands.com/creative-brief-line-by-line/
7. Marketing Plan Template
https://beloved-brands.com/product/marketing-plan-template/
8. Our one-page Brand Plan
https://beloved-brands.com/brand-plans
9. How to understand Brand Architecture
https://beloved-brands.com/brand-architecture
10. How to use Marketing Funnels to analyze your brand
https://beloved-brands.com/marketing-funnels/
Feel free to download. Brands need to stand out to win. Marketers face limited resources that they apply to an unlimited choices. The role of the Brand Positioning Statement is to take everything you know about your brand and begin making focused decisions on who you will serve, what you will say that is unique, own-able and motivating to get consumers to think, feel and act differently to create a bond that is stronger than what the product alone could do. A good positioning statement should balance the rational and emotional benefits for the consumer. Your positioning has to reflect your internal brand soul and help shape your external brand reputation.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
We make brands stronger and brand leaders smarter. Here's how we can help:
1. We lead workshops to define your brand, helping you uncover a unique, own-able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation.
2. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan.
3. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand.
4. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth.
5. Our Executive Coaching program is designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter.
Griffin Farley helps us understand all forms of strategic planning in advertising including Brand Planning, Account Planning, Media Planning, Connections Planning, Transmedia Planning and Propagation Planning. Griffin will also cover the deliverables for each form of planning and creative examples that have leveraged the various processes.
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
The document outlines an agenda for a brand communication workshop. The workshop aims to define a brand's core values, strengths, and identity. It includes 6 exercises to analyze the target audience, explore brand associations, visualize the brand identity, assess features and benefits, develop a brand proposition, and determine brand values. The workshop follows a structured timing plan and aims to provide a final brand map, mood boards, insights, and recommendations to help guide the brand's future marketing strategy.
The big ideaL: Ogilvy's framework for giving brands a purposeOgilvy
Ogilvy & Mather developed a framework called "The big ideaL" to help brands find an authentic platform to speak from. It involves identifying a cultural tension in the market and finding the brand's core strength. For Louis Vuitton, this resulted in the ideal that the world is a better place when we live life as an exceptional journey. For Milo chocolate drink, it was the belief that play is essential for childhood development. Applying this process helps brands lift themselves above competitors by taking a clear point of view.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
The Creative Brief frames the strategy and positioning so your Agency can creatively express the brand promise through communication.
1, Marketing Execution must impact the brand’s consumers in a way that puts your brand in a stronger business position. The Creative Brief is the bridge between the brand strategy and the execution.
2. Through our Brand Positioning workshop, you will have all the homework on the brand needed to set up the transformation into a succinct 1-page Creative Brief that will focus, inspire and challenge a creative team to make great work.
3. The hands-on Creative Brief workshop explores best in class methods for writing the brief’s objective, target market, consumer insights, main message stimulus and the desired consumer response.
4. Brand Leaders walk away from the session with a ready-to-execute Creative Brief.
This document discusses brands and how individuals can build their personal brand. It notes that a brand is a person's gut feeling about a product, service, or organization. It also discusses how celebrities are brands and how micro-celebrities can influence others. The document recommends that individuals think of themselves as a brand and suggests ways to build a strong personal brand, including being ubiquitous, social, and interesting online.
A quick and extremely awesome guide to logo designFiverr
This document provides guidance on creating an effective logo. It discusses defining the purpose and goals for the logo, getting inspired by existing logos, brainstorming design concepts, considering color psychology, and bringing the logo to life. The key steps are to think about how the logo should make customers feel, look at other successful logos for inspiration, develop multiple concepts, get feedback, and choose a design and colors that represent the brand. An effective logo needs to be memorable, distinctive, and elicit the desired emotional response from viewers.
Technique innovante de brainstorming avec post it et mind mappingFormamind
La technique de brainstorming est une méthode de résolution créative de problèmes pour faciliter la prise de décision et la mise en commun des idées. Ceci dans l'idée de créer l’égalité des idées émises en faisant abstraction de toute hiérarchie. Cette procédure a pour objectif de favoriser la recherche de solutions en produisant un maximum d'idées.
How to create Design Strategy for a brandbala murugan
Method of creating Design Strategy with pictorial example
- factors to be consider
- analyze them with the right person
- Creativity Vs Research
- Who is the expert?
- The selling factor
- What is design strategy and what it includes?
This document provides an overview of design research and how it can be used at different stages of the product development process. It outlines three types of design research: foundational, generative, and evaluative research. A five-day research plan is presented, including preparation, interviews, and debriefing. Guidance is given on preparing research objectives and hypotheses, conducting effective interviews, and debriefing to refine ideas. The goal of design research is to gain insights into user needs and problems to help guide the creation of solutions.
1. The document discusses managing global brands and the challenges of achieving local relevance while maintaining a consistent global brand. Some key challenges discussed include balancing global consistency with cultural adaptation, determining which elements of the brand can be adapted locally versus remaining consistent globally, and determining which brands are best suited to be global mega-brands versus local brands.
2. Transitioning local brands to global brands is also discussed, outlining strategic options like fading a local name into a global name over time or making an instant switch. Drivers of a company's international product line are also mentioned.
3. Achieving cultural relevance while maintaining authenticity to the core brand is highlighted as important. Examples are given of ensuring translations and adaptations are
A comprehensive guide to the world of branding. It is an exciting time for branding. As everything becomes global, good branding becomes more crucial. What is Branding? is an accessible guide that makes sense of this complex subject. It explores the process of branding, and shares insights that can be applied to practical challenges.
This document discusses strategies for building and strengthening brand equity. It advises learning from successful brands that have built trust with customers through consistent delivery on their brand promises. Strong brands align their culture, products, customer interactions and communications to differentiate themselves and create emotional bonds with customers. The document recommends conducting annual brand audits and research to monitor the brand's perception and ensure brand-related activities are creating value and profits. It also provides tips for small organizations to focus on value and use limited resources efficiently to implement a branding strategy.
BRAND_e-book by Mahesh Enjeti_Purpose of my Book and your Brand_pages 5 to 8_...Mahesh Enjeti
The document discusses how a brand is the foundation of a business, not just a marketing function. It argues that businesses often focus on revenue over profits, and leverage brands only for awareness rather than profit generation. The booklet aims to connect the ideas of profitable sales growth and sustained brand value in order to help businesses build long-term prosperity. It defines a brand as a company's purpose - who it is, what it stands for, its offerings, behaviors, and how it fulfills its social or other motives. Discovering a brand's purpose can clarify and shape brand thinking.
The document provides an overview of branding, including definitions of key branding concepts and strategies for building an effective brand identity. It discusses the purpose of branding, tools for developing brand identity such as slogans, colors and logos. It also addresses measuring brand effectiveness and the relationship between brands and reputation. The document contains sections on branding introduction, brand identity, brand equity and case studies of well-known brands.
The document discusses the importance of developing a strong brand story. It states that in today's competitive environment, it is not enough to just provide facts about a company - you need to be compelling and memorable. A good brand story answers the question of what makes your brand so special. The document then provides guidance on key elements that make up a powerful brand such as defining a big idea that matters to people, reflecting customers, engaging customers, and enabling customers to do more. It emphasizes that powerful brands are about people, not products, and reflect customers' aspirations.
The document discusses how to build an effective brand identity system, including defining what a brand is, avoiding common branding traps, developing a brand identity structure, and creating a clear value proposition. It provides examples of different brand architecture models and strategies for developing a memorable brand name, logo, and positioning statement to clearly communicate what the brand stands for to customers.
The document discusses building a brand identity system. It defines brand identity as a unique set of associations that a brand strategist aims to create to represent what the brand stands for. It discusses various models for conceptualizing brand identity, including perspectives on the brand as a product, organization, person, and symbol. It also outlines potential traps to avoid, such as focusing only on brand image or product attributes rather than developing a strategic identity. Finally, it describes the core and extended components of an identity structure.
This document provides an overview of branding basics and developing a brand. It discusses that a brand is defined by customer perceptions and feelings about a company or product. The document then outlines key components of a brand including brand strategy, which defines core values and messaging, and brand creative, which encompasses visual elements like logos. It notes that a strong brand can command higher market share and pricing. Finally, the document details five pillars for building and managing a brand: creating a foundation by defining the company's core identity; connecting internal and external stakeholders; customizing through research and product development; confirming strategies with market research; and cultivating the brand over time.
Interics Designs is a strategic brand consultancy and multidisciplinary design agency with over 2 decades of experience in branding, rebranding and brand promotion for leading B2B and B2C companies.
The marketing and advertising arms race to create emotional appeal, generate buzz and move up brand valuation league tables, is creating a widening gap between brand strategy and business strategy. In this environment some of the once coolest and iconic brands are faltering at a game they once dominated. The key question for businesses today, is how to expose such strategic blind spots and remain relevant in the face of an evolving marketplace? This article explores one methodology and framework into just how that can be done.
This document discusses what makes brands iconic. It explains that while logos play an important role, truly iconic brands have a combination of qualities. These include delivering outstanding products and experiences, having a consistent tone and environment, and repeating branding boldly worldwide. Iconic brands also deeply understand their target audiences, are driven by passion, provide consistently high quality, strive to be the best in their industry through hard work, gain exposure through multiple channels, and have strong leadership to guide their vision.
This document discusses the evolving nature of brand leadership. Some of the key points made include:
- Leadership roles are converging as purchasing shifts online and brand-consumer interactions become more relationship-based. Emotional intelligence and consumer insights are now as important as financial metrics.
- To be an effective leader, brands must imagine an inspiring vision of the future, join consumer conversations on social media rather than avoid them, continuously innovate including disrupting themselves, lead through innovative design, invest in developing talent, leverage big data and social media insights, and co-create with consumers rather than just dominate.
- Effective leadership in the modern, globalized business landscape requires new skills like collaborative leadership as work becomes
The document discusses how brands can remain strong in the face of disruption. It argues that to differentiate itself, a brand must have a clear vision of the future that is understood throughout the organization. This allows for nimble decision-making. The document also states that while partnerships may keep a brand current, building emotional meaning is what makes brands truly valuable to consumers. It provides examples like Subaru and Tesla, which communicate feelings that resonate with people and have created real brand capital. Finally, it suggests that in a future with autonomous vehicles, brands may rely even more on emotional differentiation, as driving dynamics will matter less.
Branding Roundtable No. 2 – Purpose-Driven Branding Leo Burnett
Branding Magazine interviewed Leo Burnett’s Chief Strategy Officer Mick McCabe in the latest edition of The Branding Roundtable. The Branding Roundtable is a monthly, free, downloadable eBook that features interviews with industry experts, an effort to explore branding topics in greater depth. Each month, experts are asked about a different subject, and July’s topic is Purpose-Driven Branding. Read McCabe’s interview for his insights and opinions about the state of purpose in branding.
The document discusses branding essence and strategic branding services. It emphasizes rethinking and renovating brands to capture emotional brand essence. It outlines seven core values of branding including brand imagery, product positioning, and defining brand essence. It discusses delivering actionable solutions through proprietary models and analyzing brands. The document promotes helping clients accelerate growth profitably through brand renovation.
The document outlines the process of building brands through three main phases: 1) creating a brand blueprint through discovering purpose, audience, voice, and competitors, 2) establishing brand identity through logo, design, and messaging, and 3) marketing the brand to build presence, awareness, perception, advocacy, and loyalty. Coca-Cola is used as an example of executing these phases successfully through consistent messaging that has created a strong global brand known for happiness and social experiences over many years.
This document discusses factors to consider for effective brand positioning. It defines brand positioning as owning a credible and profitable position in consumers' minds through differentiating the brand. Brands can be mapped on a perceptual map based on consumer perceptions of price and quality. The brand positioning process involves understanding stakeholder needs, opportunity modeling to establish relevance and differentiation, developing a brand platform and identity, and continuous evaluation. Examples are provided of companies like Disney that maintain a clear vision to guide brand extensions. Microsoft is also discussed as keeping its original vision of computers for all despite vast growth. Effective brand extensions leverage brand equity to enter new categories while maintaining quality associations.
A quick study of the basics and importance of strategic brand development. By Fanen Acho, Headstart Consultimg Limited. Headstart is a strategy and innovation company
The document discusses design thinking and its application in business. It explains that design thinking is an iterative process that uses techniques like empathy, prototyping and experimentation to solve problems in new ways. It allows companies to harness collective imagination and customer insights. The document also outlines how design thinking can be applied in different business functions like marketing, product development and strategy to drive innovation.
Idris Mootee, CEO of Idea Couture Inc., gave a lecture at the Ivey School of Business on global strategy and innovation. He discussed how the world is becoming increasingly hyper-connected and how industries are converging. He argued that companies must think globally to find growth opportunities, noting that emerging markets like China and India present enormous potential customers and talent. However, companies must understand local needs and adapt locally to succeed globally. Mootee suggested companies pursue a balanced approach of global integration and local responsiveness in their strategies.
This document outlines 10 lessons of innovation based on experience in the field. The lessons are: 1) Innovation involves selling ideas as well as inventing them. 2) Brainstorming needs structure and rules. 3) Creativity is not the same as innovation, which builds on creative ideas. 4) There is no single clear or simple path to innovation. 5) Innovation occurs at the intersection of unrelated ideas. 6) Innovation requires respectful but intense debate of ideas. 7) Innovation benefits from critical evaluation of flaws and failures. 8) Innovation has its own visual and verbal methods of communicating ideas. 9) Prototyping and failing early are important to innovation. 10) Intrinsic motivation, not money, drives radical
The document is a 15-minute crash course on innovation by Idris Mootee, CEO of Idea Couture Inc. It discusses how thinking is limited by theories, biases, and bounded awareness. It provides tips on avoiding hindsight bias and being foresight-deficient. Key quotes emphasize breaking patterns to see things differently, doing new things rather than just dreaming them up, failing innovatively, and solving impossible problems with one idea. The document encourages exploring the intersection of ideas and putting big ideas into action.
The document lists 10 habits of companies that lag in innovation: 1) being afraid of risks and failure, 2) lacking diversity in processes, 3) overreliance on mature products with a weak innovation pipeline, 4) continuing practices that brought past success, 5) having an inward focus, 6) trying to develop all ideas in-house, 7) applying six-sigma principles to everything, 8) thinking focus groups equal customer centricity, 9) thinking design is about aesthetics, and 10) believing innovation does not require resource commitment.
Innovation and Design Thinking - Idris MooteeIdris Mootee
The document outlines 10 design thinking principles for business and strategy innovation presented by Idris Mootee, CEO of Idea Couture Inc. The principles are: using creativity to organize problems; bringing customer empathy; using conceptual drawings to discover relationships; breaking challenges into manageable chunks; focusing the organization with a common mission; creating tangible prototypes; using storytelling to articulate customer scenarios; immersing cross-functional teams in challenges; uncovering unmet customer needs through research; and using design as a language to describe new concepts.
CEO Innovation Playbook Public Short Version Part TwoIdris Mootee
This document discusses barriers to innovation and strategies for overcoming them. It summarizes that as companies grow larger, they become more specialized and complex machines that are difficult to change. An innovative idea may require destroying the existing wiring of the business. The document also discusses three myths about innovation: that it is mostly accidental, can be achieved through strategic planning, and is about being first to market. It argues that recognizing valuable accidents and being correctly positioned are more important. The document provides an overview of different types of innovation including business models, experiences, services, processes, products, and technology. It concludes with a discussion of intellectual property management for innovation.
CEO Innovation Playbook Public Short - Idris Mootee Part OneIdris Mootee
This document is part 1 of 2 of "The CEO's Innovation Playbook" by Idris Mootee. It introduces the concept of design thinking as a new management practice that fuels innovation. It argues that many businesses are missing opportunities by over-managing and under-innovating. The document provides tips for spotting market vulnerabilities and shifts to stay ahead of competition through innovation.
This document discusses the concepts of Web 2.0 and Media 2.0. Web 2.0 refers to emerging cultural practices on the internet where users are increasingly helping to generate content, rather than just consuming it. Media 2.0 is driven by convergence of different media enabled by new technologies, which is lowering barriers for anyone to participate in cultural production and sharing their creations globally through platforms like blogs and podcasts. This democratization of media production is shifting power away from traditional large media companies towards grassroots, citizen-led movements online.
The document discusses the rise of mobile social networks. It predicts that consumer demand for social media and user-generated content on mobile devices will increase sharply over the next year. Mobile social networks are also expected to become a $13.1 billion industry by 2011. Additionally, location-based social services using GPS on mobile phones are forecast to grow from 0.5 million users currently to over 20 million users by 2011. The document examines the nature and value of social networks and how they are evolving to become dynamic and context-dependent as more aspects of people's social lives move onto mobile devices.
Eight Deadly Sins Of Web 2.0 Start-Ups - Idris MooteeIdris Mootee
The document outlines nine deadly sins that can doom startups. These sins include lack of founder happiness, inauthentic ideas not based on personal experience, inability to focus on a core idea or product, being technology-driven rather than user-focused, excessive spending before profitability, desiring too much ownership and power over others, arrogance, surrounding oneself with boring people, and failing to acknowledge one's own limitations. The author urges founders to avoid these pitfalls in order to have a successful startup venture.
Web 2.0 Start-Up Field Guide - Idris MooteeIdris Mootee
The document provides advice for web 2.0 entrepreneurs on starting a business. It discusses the key components needed for a business, including money, commitment, and knowledge. It outlines common mistakes like not having enough capital or believing a feature is a business. The document also discusses strategies for finding investors, including understanding the investment climate and continuum from angels to venture capitalists. It provides tips on developing the business model and positioning the company for future investment.
The document discusses customer experience design. It defines customer experience as the interactions a customer has with a company over time, including marketing, sales, delivery of service, and post-sales support. It argues that companies should shift from being product-driven to being customer experience-driven by focusing on interactions, relationships, and value for the customer throughout their journey. The crossover of business, design, and technology can create new strategic advantages for companies by improving the customer experience.
The document outlines an open source advanced branding strategy masterclass hosted by Idris Mootee on his website www.mootee.typepad.com starting in the third week of August 2007. It discusses concepts like the expanded brand experience in a digital context, the importance of customer experience, engagement, advocacy and equity, and how brands can leverage social networks and new digital channels like mobile and video. Participants can register on the website and be part of shaping future industry thinking around branding.
Open Source Advanced Brand Strategy MasterClassIdris Mootee
This document announces an open source advanced branding strategy masterclass hosted on a blog starting in August 2007 with no tuition fees, classes, textbooks, or travel required. All lectures will be delivered via the host's blog, Wikipedia, Facebook, del.icio.us, YouTube, and Google Docs in a Web 2.0 style of open source learning, with the goal of democratizing professional knowledge and making the best thinking available to more people for their jobs. The first class will begin the third week of August 2007 and more information will be available at the listed website.
The document discusses the emerging role of information architects (IAs) in online social networks and communities. As social networks grow into active, collaborative communities on a large scale, a new system of influence will emerge with unknown qualities and powers. This self-organizing system will be disruptive in nature. IAs' role is shifting from organizing and presenting information to facilitating interactions and social connections between users. The new focus is on designing for participation and co-creation across connected devices and networks.
The document discusses strategies for discovering opportunities for innovation. It outlines several myths about innovation, including that innovations are accidents, market research is effective for validation, and radical innovations can be achieved through strategic planning. It also discusses where to look for big ideas, such as customer unmet needs, discontinuities, market shifts, and disruptive innovations. Specific strategies are provided, such as looking beyond incumbent companies, exploring under the radar options, and using prototyping as a problem-solving tool.
1) The document discusses various predictions and trends for the future including that by 2010, technologies will be more integrated and disrupt existing industry structures.
2) It is predicted that by 2010, most people will change jobs frequently working for virtual companies and may feel more loyalty to online communities than local geographic communities.
3) Several technologies are discussed that could emerge by 2010-2020 including low-cost PCs, personalized products ordered from different suppliers, new approaches to beauty not focused on age, and indexing multimedia information across networks.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
1. Session Two:
How are brands built? Managing brand meanings.
Idris Mootee CEO Idea Couture Inc.
Sept 8 2007
2. All brand names mentioned and logos included in this presentation are registered trademarks of their
respective owners and are legally protected. Their inclusion in this presentation is only for the purpose of
illustration, criticism and analysis.
Disclosure: Starbucks, Nike, Kitchen Aid, Jordan, Virgin, BMW, Nintendo, Crate & Barrel are clients of
Blast Radius Inc. which I was formerly employed as Senior VP and Chief Strategist. The mentioning of
these names are solely for academic purposes and should not be considered as case studies. The
material here was prepared solely with public information supported by the author’s analysis during the
writing of the book 60-Minute Brand Strategist which was published in four languages. Other brand
names including Levis, Apple, Mercedes Benz, Sony, Coca Cola, Macys, Target, Daimler Chrysler,
Citibank mentioned here were at some point a client of mine in association with previous firms under
which I was employed or co-founded. No confidential or proprietary information were used or mentioned
here.
This series of presentation is designed to provide relevant and up-to-date information for brand and
marketing practitioners and it is not to be used in marketing or rendering of professional services. Some
rights reserved. Idris Mootee 2001-2007. Presentation can be freely embedded in any website or blog
under creative commons license with prohibition of any commercial use.
3. “We spent eight months
and a lot of energy on a
brand strategy and all
that’s changed is the logo
and tagline.”
- CEO Financial Services Company
4. “We hired a brand consultancy and
developed a grand brand strategy.
Our ad agency went on to create and
produce an ad campaign that
stepped way ahead of our capability
to deliver the brand promise. We
ended up with customer
disappointment, internal conflicts and
brand credibility erosion.”
- CEO Utilities Company
5. “From a brand management
perspective, there are just too any
cooks in the kitchen. It is one thing
to allow consumers in participating
in meaning creation. It is quite
another to bring in everyone to let
them loose in the crazy world of
consumer generated content.”
- CMO Consumer Goods Company
6. “Many companies are simply
not ready to deal with or
anticipate identity
obsolescence, much as they
anticipate the obsolescence of
products lines or business
models.”
- CMO Media Companies
7. Management do not
understand why we
need to have a brand
strategy.
Sales and marketing
Cannot justify the
aren’t reading the
cost for brand re-
same book, let
positioning.
alone the same
Where’s the ROI?
page.
Management
thinks branding is
just another logo
with a new tag
line.
Brand vision
and company
reality do not
match.
8. Best Practices + Strategic
Outsourcing + ERP = ?
Not only are brands similar, even
companies are now more or less
the same or nearly identical.
Sameless is the worst thing you
can have for marketing.
9. The very technologies that make it faster
and cheaper to innovate also help us to
imitate. The competitive pace switching
back and froth from innovation to imitation.
The increasing difficulty in differentiating
between products, services and the speed
with which competitors take up innovations
will assist in the rise and rise of the brand.
10. In a world that is predisposed to
sameness, there are few things in
life more satisfying than building
brands that disrupts predisposition.
Some develop brands that move
market share. Some develop
brands that win advertising award.
Some create brands that build
culture. Some do all.
11. If you are planning for one
year, grow sales. If you are
planning for three years, grow
channel. If you are planning
for business that is build-to-
last, grow a brand.
12. The traditional thinking around branding
was to endow a product or service with
unique characteristics through the
creative use of name, slogan, packaging
and advertising. However, in a world
where there is a muddle of images and
messages, it is extremely difficult for a
brand to rise above the noise to be
noticed or remembered.
13. The romanticized view of
advertising is that it can change
what people think about your
brand; however, the realistic view
is that advertising does not
change what people think about
your brand (which has always
been very hard), but only has
them think about your brand at all.
14. Too much advertising too little meanings?
Customer Value
Customer Value
Brand Meaning
Brand Meaning
Brand Advertising
Brand Advertising
15. The rationale behind branding is all
about creating positive differentiation
that in consequence leading to a
dominant or at least profitable brand
shares. Brand marketers must deliver
tangibles and/or intangibles that
differentiate a brand among others.
This differentiation not only needs to
be perceived, but also valued.
16. QUESTION: How do you create
and deliver intangible benefits for
brands?
17. Brand has meanings beyond
functionality that exists in people's
minds. Part art, part science, brand
is the intangible yet visceral impact
of a person's subjective experience
with the product, the personal
memories and cultural associations
that orbit around it.
Lyle's Golden Syrup was named as
Britain's oldest brand, with its green
and gold packaging having remained
almost unchanged since 1885.
18. … brand is the difference between
a bottle of soda and a bottle of
Coke……
19. … brand is the difference between
a mp3 player and an iPod ….
20. … brand is the difference between
a cup of coffee and a cup of
Starbucks….
21. … brand is the difference between
a luxury car and a Mercedes
Benz…..
22. … brand is the difference between
a designer’s hand bag and a
Hermes Birkin……..
23. Psychological differential are often
more resilient than functional
differential advantages. Intangible
emotional associations are difficult
to copy: once an emotional territory
is occupied by a well known brand,
it is more difficult to displace than a
brand with a functional claim that
can be beaten.
24. “Globalization is an influential
driver behind global brand
development and in particular,
there is a direct connection
between technology trends and
global brand building that should
not be underestimated.”
- John Quelch Harvard Business School
25. Social
Networks
The Expanded
Brandsphere
Mobile
Googlism
Video
Location Based
Service
26. “You can say the right thing about
a product, and nobody will listen.
You've got to say it in such a way
that people feel it in their gut.
Because if they don't feel it,
nothing will happen.”
- The Late Bill Bernbach Founder DDB
27. A good brand strategy is about finding
ways to tap into emotions and connect
with other. That’s when they that
transcend product. A brand is a
metaphorical story that connects with
something very deep — a fundamental
appreciation of mythology. Stories create
the emotional context people need to
engage themselves in a larger
experience.
29. QUESTION: Although it is logical to
assume that brand marketers see
the main objective of branding is to
create high involvement situations.
Indeed if the branding exercise fails
to deliver a relevant and valued
differentiation for its targeted
segments, then can it be argued that
its efforts are unsuccessful?
30. QUESTION: What if consumers were
not in anyway prepared to pay for that
differentiating activity by way of
perceiving or appreciating any
differences between brands in certain
categories?
31. ….. then there would be no
economic justification for brand
marketers to invest in branding
exercises. In a product category, if
differences are not valued, buyers
tend to discriminate between
products or brands on the bases
of price and availability.
32. QUESTION: Does it really make
sense to invest in building brands
in low involvement markets?
Or is it even possible to generate
high brand involvement in the face
of low category involvement?
33. Here is a case that needs to be
made: a good branding strategy
should be capable of completely
transforming categories to the
extent that the brand effectively
creates new, or at least sub-
categories.
34. Can you name a few
brands that have been
successful in
transforming their
categories or inventing
new ones?
36. Consumers often don’t buy products,
they buy the personalities associated
with those products. Big K cola and
Coke are equal in taste tests … but not
in market share. Brand personalities
help consumers define their own self
concepts and express their identities to
others. People can find meanings only
on those brands with personalities.
37. Brand personalities help
firms differentiate their
products from the
competition and build brand
equity (value). Stand for
something or you’ll fall for
anything!
39. INFORMATIVE AFFECTIVE
Think Feel
High Involvement
Designers
SUV
Hand Bag
Min Van
Personal Plasma TV Cigars
Computer
Digital Skateboard Perfume
Camera Sneakers
Spaghetti
DVD Player
Air Conditioner Tea Bags
Low Involvement
Diapers
Toaster Detergent
Milk Bottled Water
Paint
Pencil
Salt
HABITUAL SATISFACTION
The Involvement Grid
40. There are voices about the no-brand
movement. This anti-brand movement is
well-understood. Companies have even
been successful in branding
commodities such as bricks, paper,
chickens, diamonds, milk, salt, sugar,
oranges, bananas, microprocessors and
even air, water and sand. The question
is: What more can you brand?
41. As long as there are humans,
there will be brand marketing.
Brand humanizes products and
personifies them with distinct
personalities and sensibilities to
reflect our very own and help
products differentiate from the
competition.
42. A quick reminder for us.
Brand awareness does not
equate = brand differentiation.
44. Most common mistake brand
marketers made is they think
attitude = behavior. In this
case you are confused
between “I love you” with
“I want you”.
45. 35 %
19 %
Pseudo
Die hard
YES
loyals
loyals
LOYALTY:
Repeat Purchase
42 %
4%
(BEHAVIOR)
Occasional
Potential
Impulse
loyals
NO
buying
NO
YES
BRAND EQUITY:
I Relate to the Brand (ATTITUDE)
Customer loyalty (behavior) might be different from brand image
(attitude).
Loyalty might be the result of price, or availability, and not of a good
relationship with the brand (pseudo loyals).
A good relationship with the brand is not always enough to bring loyalty.
Customers like the brand, but not its offerings (potential loyals).
Source: SONY
46. QUESTION: Does market
leadership = loyalty
leadership? If not, then you
need to decide which one is
your prime branding
objectives.
47. Why do we need a theory for strategic
brand management? Because theory is
eminently practical. Managers are the
world’s most voracious consumer of
theories. Every time a brand marketing
decision is made, it is usually based on
some implicit understanding of what
causes what and why. The real problem
is they often use a one-size-fits-all theory.
There are many ways to build great
brands. Here are the four approaches:
49. Types of Brand Philosophies
Branding by Branding by Self-
Branding by
Branding by Customer Expression
Imageries
Planning Experience
Louis Vuitton
Procter and Gamble Abercrombie & Fitch Starbucks
Converse
Coca Cola Calvin Klein Tiffany
Prada
Johnson & Johnson Ralph Lauren Southwest Airline
Swatch
Nestle BMW Hertz
Apple
Intel Absolut Disney
VW Beetle
Gillette Milk Costco
Herman Miller
Kodak Marlboro Marriott
IBM Thinkpad
GM Tag Heuer Yahoo
50. Branding by Planning. Branding is
approached as part of a formal planning
process. The typical approach includes
application of portfolio and product life
cycle concepts together with competitive
positioning. The information is distilled
and analyzed through each individual
brand’s performance in terms of market
share and margin contribution.
52. Branding by Imageries. Branding is being
approached in a more functional manner.
Usually advertising agencies take a
leading role and advertising is linked to
branding. The levers of brand building
consist mainly advertising. Marketers and
agencies closely link the brand to
advertising creative execution.
Sometimes the burden is given to
celebrated art directors and
photographers.
54. Branding by Experience. Companies see
customers taking functional benefits,
product quality and a positive brand image
as a given. What they want is products,
services and marketing communications
that dazzle their senses, touch their hearts
and stimulate their minds. Here the
customer becomes the most important
part of the brand. Service design and/or
usability usually a core part of these
experiences.
56. Branding by Self-Expression. Companies
put the role of brand building partially into
the hands of customers. Consumers also
do not want to use the brand to endorse or
reflect his or her personality; rather it
contributes to building a personal or
individual brand. Users are actively
participating in creating meanings for the
brand and using it as a symbolic
representation of his or her innerself.
58. “(Customers) are
involved with a
collectivity of brands so
as to benefit from the
meanings their add to
their lives.”
- Susan Fournier Formerly Harvard Business School
59. QUESTION: If a brand does not have
vital consumer meaning, may be it is
not worthwhile investing in its
leadership financially and
organizationally. Does it still justify the
enormous financial resources which it
will take to build or maintain; nor is it
worthwhile living the value
relationships which comes out from
the branding process.
60. Ries and Trout suggested that “owning a
word in the prospect’s mind” is the most
powerful concept. It is when the
association is so strong that any word can
immediately be linked to a brand. But
today’s brands have become very
sophisticated. Owning “category words”
and “benefit-related words” are not
enough; one can easily find themselves
under attack from competitors who will try
to undermine the association.
61. The most powerful concept is
actually to be able to own a set of
values beyond the narrow focus of
functional benefits. “Benefit-related”
word association is becoming less
powerful when those are at par and
companies aggressively expand
their product range targeting
different segments.
62. Mercedes owns the word “engineering”, BMW
owns the word “performance”, and Volvo
owns the word “safety” and each of them
comfortably occupied those words and their
associations until now. But when Mercedes
launches the C-series to appeal to the
younger segments; BMW launches the highly
sophisticated 7 series targeted at those who
appreciates state-of-the-art engineering and
Volvo revamps its product range and change
to a more sporty look suggesting speed,
those associations can quickly become quite
meaningless
63. “You can’t survive floating on the tide,
assessing the competition, conducting
surveys to find out what your
customers want right now. What do
you want? What do you want to tell the
world in the future? What does your
company have that will enrich the
world? You must believe in that ‘it’
strongly enough to become unique at
what you do.”
- Jesper Kunde A Unique Moment
64. “The idea that business is just a
numbers affair has always struck me as
preposterous. For one thing, I’ve never
been particularly good at numbers, but I
think I’ve done a reasonable job with
feelings. And I’m convinced that it is
feelings - and feelings alone - that
account for the success of the Virgin
brand in all of its myriad forms.”
- Richard Branson Virgin Group
65. A brand is only a trademark
without deeper meanings.
That’s the most important thing
about a brand strategy.
Colonization of physical space
is now extending to the mental
space and happening at an
even faster pace.
66. “We are in the twilight of a society based on
data. As information and intelligence become
the domain of computers, society will place
more value on the one human ability that
cannot be automated: emotion. Imagination,
myth, ritual rich — the language of emotion
— will affect everything from our purchasing
decisions to how we work with others.
Companies will thrive on the basis of their
stories and myths.”
- Rolf Jense Copenhagen Institute for Future Studies
67. “Most people can’t understand what
would drive someone to profess his or
her loyalty for our brand by tattooing our
logo onto his or her body—or heart. My
fellow employees and I understand
completely. We also understand very
clearly that this indescribable passion is
a big part of what has driven and will
continue to drive our growth.”
- Richard Teerlink Harley-Davison
68. Companies used to be all
“product producers” now they all
need to become
“meaning brokers”
Brand Managers should now
be Meaning Brokers
(BM vs. MB)