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Strategic Brand Management

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Title: Strategic Brand Management


1
Strategic Brand Management
  • WELCOME!
  • Class 7
  • Soni Simpson

2
Strategic Brand Management
  • Refresherrelating to Brand Metrics

3
Measuring Brand Equity
  • Objective
  • To guarantee assets/liabilities are nurtured and
    managed (loyalty, awareness, perceived quality,
    propriety brand assets)
  • Develop Focused Master Plan
  • Create Long term Strategic Orientation

4
Brand Marketing Process
5
Brand Marketing Process
Analysis Long Term Strategy
6
Brand Marketing Process
Annual Plan Execution
7
Brand Marketing Process
8
Measuring Brand Equity
  • 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

9
Measuring Brand Equity
  • Assessing Competitive Trends
  • Competitor
  • Identification
  • Key direct competitors
  • Competitive Scope
  • Regional/National/Global
  • Competitor Focus
  • Importance in portfolio
  • Level of product activity
  • Level of marketing focus
  • Financial resources
  • Competitive Financials
  • PL analysis
  • Cost Structure
  • Spending
  • Profitability

Advantage
  • Competitive Strategy
  • Overall mission/priorities
  • Target Audience
  • Brand Turf/Positioning
  • Class of Trade (COT) importance

10
Consumer-Based Brand Equity Pyramid
4 Intense, Active Loyalty
Consumer- Brand Resonance
Consumer Acceptance Cycle
3 Positive Accessible Reactions
Consumer Judgements
Consumer Feelings
Brand Performance
Brand Imagery
2 Points of Difference
Brand Salience
1 Deep Broad Brand Awareness
11
Measuring Brand Equity
  • SWOT
  • Purpose to guide thinking and help distill the
    key issues and opportunities facing the Brand AND
    the category
  • Can be done in competitive analysis

STRENGTH Inherent source of competitive advantage
within the Brand (of genuine relevance to the
consumer)
WEAKNESS Inherent cause of competitive
disadvantage within the Brand (of genuine
importance to consumer)
12
Measuring Brand Equity
  • SWOT
  • Purpose to guide thinking and help distill the
    key issues and opportunities facing the Brand AND
    the category
  • Can be done in competitive analysis

OPPORTUNITY Unsatisfied or poorly satisfied need
in the marketplace which our company can perform
profitability
THREAT Potential problem from external source
which could undermine our Brands competitive
position if not addressed.
13
Strategic Brand Management
  • Lets BeginBrand Metrics

14
Brand Marketing Process
Analysis Long Term Strategy
15
Consumer-Based Brand Equity Pyramid
4 Intense, Active Loyalty
Consumer- Brand Resonance
Consumer Acceptance Cycle
3 Positive Accessible Reactions
Consumer Judgements
Consumer Feelings
Brand Performance
Brand Imagery
2 Points of Difference
Brand Salience
1 Deep Broad Brand Awareness
16
Measuring Brand Equity
  • Information Sources
  • Syndicated Data Nielsen/IRI
  • Panel Data
  • Internal Financial Data
  • Customer/Retailer Data
  • Media Buying Data (LNA, MRI, etc)
  • Trends Reports
  • Customized Research (qualitative quantitative)

17
Insight to Marketing Depth
  • Methods for understanding consumer insight
  • ZMET (Zaltman Metaphor Elicitation Technique)
  • Consumers have subconscious motives
  • Accesses hidden knowledge through guided
    conversations similar to Brandscape
  • Key themes, constructs are identified and
    consensus mapped.
  • Quant analysis applied for imagery, positioning,
    advertising/promotion and line extension
    direction

18
Insight to Marketing Depth
  • Methods for understanding consumer insight
  • Harvards Susan Fournier
  • Reframed brand personality in relationship terms
  • Brands can and DO serve as viable relationship
    partners
  • Daily mix decisions triggers inferences regarding
    contract relationship
  • Provides more actionable guidance
  • Measured in BRQ (Brand Relationship Quality)
  • Interdependence
  • Self concept connection
  • Commitment
  • Love/passion
  • Intimacy
  • Brand Partner Quality

19
Insight to Marketing Depth
  • Methods for understanding consumer insight
  • YRs Brand Asset Valuator (BAV)
  • Differentiation
  • Relevance
  • Esteem
  • Knowledge

Read and Understand In Chapter 10
20
Brand Marketing Process
Analysis Long Term Strategy
21
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Product
  • Pricing
  • Packaging
  • Advertising
  • Media
  • Public Relations
  • Consumer Promotion
  • Trade Promotion

22
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Advertising
  • Clear focused brief/creative strategy

Give me the freedom of a tight brief - Ogilvy
23
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Advertising
  • Clear focused brief/creative strategy
  • Copy on strategy?
  • Has Advertising achieved objectives and how do we
    measure?
  • Tracking, awareness, recall communication,
    brand equity enhancement, volume growth, level of
    trial, changes to market share, competitive
    changes
  • Are creative qualities as strong as need to be
  • Correct media mix and pool rotation?

24
Customer-Based Brand Equity (CBBE) Model
Brand Awareness Brand Recognition Brand Recall
25
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Media
  • Objectives for SOV (Share of Voice) vs SOM (Share
    of Market)
  • Competitive SOV/SOM
  • Current media trends type, usage, spending
  • Media cost inflation
  • Media scheduling relative to category/brand
    seasonality
  • New media alternatives

26
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Public Relations
  • How is it utilized?
  • How to incorporate?
  • Measurements and value of output

27
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Consumer Promotion
  • Purpose
  • Market share changes (pre/during/post)
  • Level of activity
  • How is the category shopped ( of volume)
  • Planned purchase (brand)
  • Planned purchase (category not brand)
  • Unplanned purchased (in-store)
  • Profile of target (loyal, competitive,
    occassional, price sensitive, new user, new
    distribution channel user)
  • Cost of incremental product movement
  • Profitability analysis
  • Brand Equity linkage and communication
  • Retailer tie-in/support
  • Other Peoples Money and equity

28
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Trade Promotion
  • Purpose
  • Class of trade emphasis
  • Robertson Patman Act vs account specific
  • COT trends
  • Retailer emphasis (strategies, goals, private
    label, specific category or audience)
  • Retailer profitability analysis (allocation,
    merchandising, velocity hurdles, Out of stocks)
  • Trade spending effectiveness

29
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Summary of Basic Promotion tests
  • Advertising Testing Persuasiveness, Recall,
    Purchase Intent
  • Customized, Key message relevance
  • Controlled Store test Total volume/store
  • Incremental vol/store
  • Test Markets Distribution, Scanner, Factory
  • Share, Velocity, Growth model
  • National Programs Volume, Share, Distribution,
    Awareness, Equity changes

30
Measuring Brand Equity
  • Evaluate Marketing Mix Elements
  • Next Week
  • ROI Return on Investment
  • Break Even Analysis
  • Payout Analysis
  • Estimating the Promotion Gap
  • Redemption Analysis

31
Brand Marketing Process
Analysis Long Term Strategy
32
Measuring Brand Equity
  • Evaluate Financial Health
  • Review PL Handout
  • Review Brand Health Card

33
Measuring Brand Equity
  • Objective
  • To guarantee assets/liabilities are nurtured and
    managed (loyalty, awareness, perceived quality,
    propriety brand assets)
  • Develop Focused Master Plan
  • Create Long term Strategic Orientation

34
Measuring Brand Equity
  • Brand Equity Tracking
  • Business Assessment is an in-depth analysis of
    the current state of a brands health
  • Used to determine the brands long-term strategic
    focus
  • Provides historical reference document

35
Measuring Brand Equity
  • Brand Equity Tracking PURPOSE
  • Identify the primary factors that drive the
    category and our brand performance
  • Determine key issues that will influence
  • category evolution
  • Your ability to compete
  • Drive Long Term strategy and influence Brands
    strategic Role Designation

36
Measuring Brand Equity
  • To Measure Added Value we look at both market
    and perception measurements
  • Market measures
  • Easiest to track
  • Gauge consumer behavior, not just attitudes
  • Subject to Push/Pull of market place own
    promotional activity

37
Measuring Brand Equity
  • To Measure Added Value we look at both market
    and perception measurements
  • Market measures
  • Share of Market
  • Share of Households (penetration)
  • Consumer Loyalty
  • Distribution
  • Price Premium over competition

38
Measuring Brand Equity
  • To Measure Added Value we look at both market
    and perception measurements
  • Perceptual
  • Not influenced by short term promotion
  • Factors most directly affected by marketing
    communications
  • Brand Strength Inside consumers heads (mindset)

39
Measuring Brand Equity
  • To Measure Added Value we look at both market
    and perception measurements
  • Perceptual
  • Perceived Quality
  • Awareness
  • Key Product Point of Difference
  • Brand Association Symbols

40
Brand Value Chain Testing
  • Use The Brand Value Chain to determine
    Measurement Tactics and Resulting Marketing
    Strategies

Shareholder Value
Value Stages
  • -Product
  • Communication
  • Trade
  • Employee
  • Other
  • -Awareness
  • Associations
  • Attitudes
  • Attachment
  • Activity

-Price Premiums -Price Elasticities -Market
Share -Expansion Success -Cost Structures -Profita
bility
-Stock Price -P/E Ratio -Market Capitalization
41
Brand Value Chain Testing
  • Use The Brand Value Chain to determine
    Measurement Tactics and Resulting Marketing
    Strategies

Marketing Program Investment
Customer Mindset
Market Performance
Shareholder Value
Value Stages
Multipliers
-Clarity -Relevance -Distinctiveness -Consistency
-Market Dynamics -Growth Panel -Risk
Profile -Brand Contributions
-Competitive reactions -Channel Support -Customer
size Profile
42
Brand Value Chain Testing
  • Brand Value Chain Big Picture Perspective
  • how brand equity or value can be created.
  • BVC CBBE Positioning Marketing Plan
    Guidance
  • Tracking Studies (sample Fig 2-11 Brief 8-1,
    Fig 8-6 and Chapter 9 )

43
Brand Value Chain Testing
  • Evaluating the Mayo Clinic
  • 600k in- and out-patients/yr
  • Founded in 1800 by Dr William Woral Mayo two
    sons.
  • Pioneered group practice Two heads are better
    than one
  • Two extension facilities in 1980s
    (Scottsdale,Jacksonville)
  • Mayo Graduate School of Medicine one of largest
    graduate education centers

44
Brand Value Chain Testing
  • Evaluating the Mayo Clinic
  • Worldwide leader in patient care, research and
    education
  • Renowned for world class specialty care
  • Earned a reputation as world class specialty care
  • Most medical staff participate in research
  • 1950 Nobel Prize winners, Drs Kendall and Hench
    discovered Cortisone

45
Brand Value Chain Testing
  • Use The Brand Value Chain to determine
    Measurement Tactics and Resulting Marketing
    Strategies

Marketing Program Investment
Customer Mindset
Market Performance
Shareholder Value
Value Stages
  • -Product
  • Communication
  • Trade
  • Employee
  • Other
  • -Awareness
  • Associations
  • Attitudes
  • Attachment
  • Activity

-Price Premiums -Price Elasticities -Market
Share -Expansion Success -Cost Structures -Profita
bility
-Stock Price -P/E Ratio -Market Capitalization
46
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
  • Awareness 84.3, 90 among 45
  • Specialty ranking Top ranked at 15.4 (next at
    5.3) ..go anywhere in US for serious condition
    which required highly specialized care..
  • Strongest Brand Associations 1) Scientific
    Research, 2) Cancer Treatment, 3) Cardiac Care

47
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
  • Associations (Thoughts Feelings)
  • Integrity (longevity, heritage, wisdom of staff,
    trust in institution),
  • Leadership (modernity, premium quality,
    international prestige)
  • Professionalism (staff held high standards, were
    intellectually sophisticated and efficient)
  • Commitment to health healing (reputation for
    medical discoveries, preventative medicine,
    tangible results)
  • Exclusivity
  • No Negative Associations

48
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
  • Product Perception ISSUE
  • Outside Midwest perception of only for
    rich/famous
  • Known for Tertiary Care (Not primary family care)
  • Thus, not like me

49
Brand Value Chain Testing
  • Use The Brand Value Chain to determine
    Measurement Tactics and Resulting Marketing
    Strategies

Marketing Program Investment
Customer Mindset
Market Performance
Shareholder Value
Value Stages
Multipliers
-Clarity -Relevance -Distinctiveness -Consistency
-Market Dynamics -Growth Panel -Risk
Profile -Brand Contributions
-Competitive reactions -Channel Support -Customer
size Profile
50
Brand Value Chain Testing
  • Use The Brand Value Chain to determine
    Measurement Tactics and Resulting Marketing
    Strategies

Marketing Program Investment
Customer Mindset
Market Performance
Shareholder Value
Value Stages
  • -Product
  • Communication
  • Trade
  • Employee
  • Other
  • -Awareness
  • Associations
  • Attitudes
  • Attachment
  • Activity

-Price Premiums -Price Elasticities -Market
Share -Expansion Success -Cost Structures -Profita
bility
-Stock Price -P/E Ratio -Market Capitalization
51
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
  • Communication
  • Word of Mouth is influential in selecting
    specialty care
  • 1/3 know at least one Mayo patient

52
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
    CONCLUSIONS
  • Mayos Brand Equity is Powerful and Precious
  • As perceived by patients and consumers, Mayos
    Essence
  • Excellence The best medical, personal and
    technical expertise in patient care and education
  • Care Compassionate patient care and education
    resulting in physical, mental and emotional
    well-being
  • Cooperation Care and education in cooperative and
    inclusive relationships among colleagues and with
    the patient, the patient, the patients family
    and consumers
  • Enlightenment (Wisdom) Commitment to pioneering
    knowledge, insight, and truth through research
    and education

53
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
    CONCLUSIONS
  • Mayos Brand Equity is Powerful and Precious
  • By living out these standards fully and
    consistently, the Mayo clinic had engendered in
    patients and consumers a sense of confidence,
    safety, hope and serenity

54
Brand Development
  • Consumer Driven Marketing Cycle

Succeed And Improve
Map the Marketspace
Select Most Valuable Customers
Assess Performance
Choose a Winning Positioning
Execute the Tactical Plan
  • Brand saturation
  • High Cost

Define Performance Measures
Create the Tactical Plan
Build Operational Capabilities
Mark Kerback, Kerback Company
55
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
    CONCLUSIONS
  • A Satisfied national patient base is VITAL to
    maintaining preference
  • Vital to developing guidelines that protected the
    brand
  • 1999 created Office of Brand Management
  • Responsible for the protection enhancement of
    the Mayo Clinic brand ( monitoring)
  • Developing Brand Management Guidelines a
    Positioning statement
  • Implementing a Branding System (include
    education)
  • Build awareness of Brand Management within the
    organization
  • Research extension opportunities risks

56
Brand Value Chain Testing
  • Evaluating the Mayo Clinic 96 Brand Equity Study
    CONCLUSIONS
  • Example of Brand Management Guidelines
  • Each new/existing Mayo Clinic branded product,
    service or business relationship meets 4
    criteria
  • Using name must be owned by Mayo or under full
    control
  • Use to solely assure success of service/product
    not appropriate
  • Not to be used in a manner that trivalizes the
    name/institution
  • Not shared or sold

57
Brand Value Chain Testing
  • Get to the Consumer Insight/Core Value by
  • Laddering up to it
  • Keep asking WHY, WHY, WHY
  • Is Mayo Resonating with Consumers Central
    Beliefs/Core Values?
  • What Consumer Insight might they center their
    equity on?

58
Consumer-Based Brand Equity Pyramid
Loyalty Attachment Community Engagement
4 Brand Relationships (WHAT About You AND ME?)
Resonance
Feelings
Quality Credibility Consideration Superiority
Warmth, Fun Excitement, Security,
Social Approval, Self-Respect
Judgements
3 Brand Response (WHAT About You?)
Imagery
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
Performance
2 Brand Meaning (WHAT Are You?)
Category Identification Needs Satisfied
1 Brand Identity (WHO Are You?)
Salience
59
Brand Value Corresponding to Brand Hierarchy
Pyramid
Very meaningful in differentiating our Brand but
very difficult to deliver consistently to our
consumers
Beliefs Core Values
Benefits
Easy to deliver and explain to consumers but also
easy to imitate
Features Attributes
Hierarchy Timothy D. Ennis, Ennis Associates,
Inc
60
Free Association
Levis 501
61
Consumer-Based Brand Equity Pyramid
Loyalty Attachment Community Engagement
4 Brand Relationships (WHAT About You AND ME?)
Resonance
Feelings
Quality Credibility Consideration Superiority
Warmth, Fun Excitement, Security,
Social Approval, Self-Respect
Judgements
3 Brand Response (WHAT About You?)
Imagery
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
Performance
2 Brand Meaning (WHAT Are You?)
Category Identification Needs Satisfied
1 Brand Identity (WHO Are You?)
Salience
62
Consumer Memory Recall
  • Understanding Consumer Memory
  • Associative network memory
  • Network of nodes connecting links
  • Spreading activation RECALL/retrieval of info
  • Node activated via external info or internal
    processing
  • Strength Organization of Brand Associations
    Important Determinants of Recall
  • Thus, influence consumer response brand-related
    decisions

63
Consumer Memory Recall
  • Understanding Consumer Memory
  • Quality
  • Meaning of Info during encoding
  • Thinks about it, elaborates
  • Content, organization strength of existing
    associations
  • Personal EXPERIENCE
  • Nature of Info gt Simplicity, vividness,
    concreteness
  • ie.RESONATING w/CONSUMER CORE VALUE

64
Consumer Memory Recall
  • Understanding Consumer Memory
  • Quantity
  • Repeated Exposure
  • Over Time
  • Not as effective as Quality
  • HOWEVER, most effective close to purchase
  • Recency theory

65
Consumer Memory Recall
  • Understanding Consumer Memory
  • RECALL
  • Presence of Other competitive product info
  • Time since exposure
  • Number and type of retrieval cues
  • What does this mean in planning Brand
    Strategy/Tactics?

66
Consumer Memory Recall
  • Sources of Brand Equity arise from the consumer
    mindset
  • Measuring Brand Equity Brand Manager must fully
    understand
  • How consumers shop for use products/services
  • Consumers know, think feel about brands
  • Different Data will Drive Strategies/Tactics

67
Largest Growth OpportunityCase Study
Consumer Segment ( of Category Consumers)
Non-Category Brands They Identify With
Brand
Social/ Emotional Payoffs
CONSUMER DESIRES
BRANDIMAGE
Category Brands Used
Category Product Support
Demographics
68
Largest Growth OpportunityCase Study
Girlish Segment (19 of Hair Care Consumers)
Brands They Identify With Cover Girl Gap Calvin
Klein Tommy Hilfiger Porsche
TRESemme Image
Sweet, Pretty, Youthful Outgoing, Friendly,
Fun Glamorous, Sexy Attractive, Looking
Best Cool, on-trend
Social/ Emotional Payoffs
Alluring Glamorous Sophisticated
For the young Trendy/fashion Costs
More Exotic Fun Glamorous hair
Hair Care Brands Used Effect Brands Clairol
Herbal Essences Big Beautify Brands
Beauty Glamour Professionals Use Up To Date,
Fashion Large Sizes Healthy, Beautiful Hair
Hair Care Product Support
Youthful (skew under 21) Single Less Educated
69
Largest Growth OpportunityCase Study
UNAWARE
Unaware to aware

NAME AWARENESS
Aware to Familiar

BRAND FAMILIARITY
Familiar to Trial

TRIAL
Trial to Acceptance

ACCEPTANCE
Acceptance to Usage

USAGE
Usage to Regular Use

REGULAR USAGE
Directionally higher than average (80)
Significantly higher than average
(95) Significantly lower than average (95)
70
Largest Growth OpportunityCase Study
UNAWARE

NAME AWARENESS

BRAND FAMILIARITY

TRIAL

ACCEPTANCE

USAGE

REGULAR USAGE
71
Market Research
  • Measuring Brand Knowledge Structures and the
    Customer Mindset
  • Identify and Quantify sources of Brand Equity
  • Depth/Breadth of Awareness
  • Strength/Favorability/Uniqueness of Associations
  • Valence of Brand Responses
  • Nature of Brand Relationships
  • CBBE Creating Knowledge More Favorable
    Response

72
Market Research
  • Qualitative Research
  • A means to identify possible brand associations
  • In depth glimpse of what brands/products means to
    consumers
  • Quantitative Research
  • Approximate brand awareness breadth and depth
  • Favorability of brand responses
  • Nature of brand Relationships
  • More precise and generalizable

73
Market Research
  • Qualitative Research Techniques
  • Free Associations
  • Adjective ratings and checklists
  • Projective Techniques
  • Photo Sort
  • Bubble Drawings
  • Story Telling
  • Personification exercises
  • Role Playing
  • Experiential Methods

74
Market Research
  • Quantitative Research Techniques
  • Brand Awareness
  • Direct Indirect measures of Brand Recognition
  • Aided and Unaided measures of brand recall
  • Brand Image
  • Open-ended and scale measures of specific brand
    attributes and benefits (strength, favorability,
    uniqueness)
  • Overall Judgments and Feelings
  • Overall Relationship Measures (Intensity,
    Activity)

75
PERFECT SKIN STUDYvia TeleNation
Prepared For
Prepared By
August 3-5, 2001
76
Hand and Body Perfect Skin
  • Characterized as...
  • being smooth
  • being soft
  • being clear / flaw-less / blemish free

77
Facial Perfect Skin
  • Characterized as...
  • being clear / flaw-less / blemish free
  • being smooth
  • being soft

78
Brand Marketing Process
79
Insight to Concept
  • Discipline.In designing a brand concept you must
    stay true to
  • The brand essence
  • The consumer insight
  • The brand positioning

80
Insight to Concept
  • Concepts are used for internal definition
  • Process Focus Consumer learning
  • Clear, concise brand or product idea
  • Pre creative strategy
  • Document for RD, Packaging, Marketing to litmus
    work against
  • Concepts are for external consumer validation
  • Qualitative refinement feedback (elements or
    entire concept)
  • Quantitative Diagnostic Testing

81
Brand Marketing Process
Annual Plan Execution
82
Brand Development
  • Consumer Driven Marketing Cycle

Succeed And Improve
Map the Marketspace
Select Most Valuable Customers
Assess Performance
Choose a Winning Positioning
Execute the Tactical Plan
  • Brand saturation
  • High Cost

Define Performance Measures
Create the Tactical Plan
Build Operational Capabilities
Mark Kerback, Kerback Company
83
Building Blocks to Successful TRES TV
84
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85
Other Learning
  • Healthy is rated as the most important
    characteristic from a list of words used to
    characterize perfect hand / body and facial skin.
  • Most women rate both their hand / body and facial
    skin as average -- 6.6 is the mean on a scale
    where 10 is perfection.

86
Key Learning Category Drivers -- Facial Category
  • Facial skin is more important than the skin on
    their body (higher stakes)
  • Want proof product works
  • Goes beyond clinical / dermatological proof
  • Want a cue ( tingle on the skin, dirt on a cotton
    ball, foaming, etc)
  • Higher expectations for facial products than hand
    and body (Hope in a Bottle)
  • Believe facial products are researched / leverage
    technology
  • High quality facial products will
  • Be higher priced
  • Come in small containers (not volume packs)
  • Applying small dabs of product to their face
  • Fear of product going bad / being wasteful if
    large containers
  • Needs change with age (more problems), however
  • Dont know how to care for skin
  • Heavy creams are being used by women with oily
    skin
  • Habits developed early in life with little
    understanding why
  • difficult to change habits
  • women in 40s and 50s using same routine as when
    teens

87
Key Learning Category Drivers -- Facial
Category (cont)
  • Perfect facial skin is...
  • Clear / flaw-less / blemish free
  • Smooth
  • Soft
  • Most women rate their facial skin average
  • No single benefit rises to the top as a key
    driver for moisturizers or cleansers
  • due to many different needs experienced
  • Packaging is important
  • Must be able to control dispensing
  • Should dispense small amounts (again, they use
    small dabs of product)
  • Prefer pumps or tubes
  • Jars are seen more negatively with (product under
    finger nails / product contamination)

88
Key Learning Category Drivers -- Facial
Cleansers
  • Users agree that facial cleansing provides
    emotional benefits beyond cleansing (not as
    recognized by non-users)
  • Cleansing in morning feel energized / ready to
    face the day
  • (70 agree vs. 44 of non-users).
  • Cleansing in evening washes away the stress
  • (70 agree vs. 45 of non-users).
  • Cleansing is relaxing
  • (57 agree vs. 30 for non-users).
  • Non-users are
  • more likely to agree that facial cleansers
    irritate the skin
  • less likely to agree that cleansers do a better
    job or are less drying than bar soap
  • 32 of users are looking for a better product
    than what they are using
  • 55 of users prefer fragrance free facial
    cleansers. The remaining want only a light scent
    (43).

89
Key Learning Category Drivers -- Facial
Moisturizers
  • Half of users agree moisturizing their face is
    relaxing
  • moisturizing in the morning helps give them
    confidence that they will look their best during
    the day
  • Primary barrier to using facial moisturizers is
    concern that the products
  • will leave your face looking oily
  • will cause blemishes and pimples
  • 90 of users say a good facial moisturizer should
    feel light when applied
  • Non users are less likely to believe that facial
    moisturizers will
  • Work better on the face than body lotion.
  • Help prevent pre-mature signs of aging / minimize
    wrinkles
  • Make it easier to apply make-up
  • 62 of users prefer fragrance free facial
    moisturizers. The remaining want only a light
    scent (37).

90
Introducing St. Ives Apricot Facial Scrubs
Discover the Swiss Secrets for smooth, radiant,
healthy-looking skin
Over the centuries, the Swiss have developed and
perfected their secrets for naturally beautiful
skin. Now these closely guarded secrets are
captured in the St. Ives Apricot Facial Scrub
Collection. Only St. Ives starts with pure Swiss
glacial water and nourishing Swiss botanicals,
expertly blended with 100 natural exfoliants to
give you the ultimate in clean, clear skin. St.
Ives Apricot Scrubs clean deep into pores and
gently remove dull, dead skin to instantly reveal
noticeably smooth, radiant, healthy-looking skin.
In just one use, you can see and feel the
incredible difference.
Choose the formula that meets your individual
needs (2.99 for 6oz) Invigorating - gentle
exfoliation for normal to dry skin Medicated -
helps prevent blackheads and breakouts for oily
or acne prone skin Ultra Gentle - extra mild
exfoliation for sensitive skin
St. Ives Apricot Facial Scrubs Discover the Swiss
Secrets for smooth, radiant, healthy-looking skin
A22109 - 12
91
Introducing St. Ives Apricot Facial Scrubs
Your personal source for smooth, radiant,
healthy-looking skin
St. Ives knows that everyones skin is different
and your needs change from day to day. Thats
why the St. Ives Apricot Facial Scrub Collection
lets you take control of how you cleanse your
face. Whether you have oily or acne prone skin,
sensitive skin, normal or dry, St. Ives has a
facial scrub formulated just for you! Only St.
Ives starts with glacial water and nourishing
botanicals, expertly blended with 100 natural
exfoliants to give you the ultimate in clean,
clear skin. St. Ives Apricot Scrubs clean deep
into pores and gently remove dull, dead skin to
instantly reveal noticeably smooth, radiant,
healthy-looking skin. In just one use, you can
see and feel the incredible difference.
Choose the formula that meets your individual
needs (2.99 for 6oz) Invigorating - gentle
exfoliation for normal to dry skin Medicated -
helps prevent blackheads and breakouts for oily
or acne prone skin Ultra Gentle - extra mild
exfoliation for sensitive skin
St. Ives Apricot Facial Scrubs Your personal
source for smooth, radiant, healthy-looking skin
A22109 - 11
92
Introducing (Brand Name)Succinct insight driven
benefits (benefit statement)
  • Consumer Insight statement (AHA not fact).
  • Introducing New Brand. What it does (relevant
    core benefit to consumer). Reason to believe
    (how/why it does what it does).
  • Reprise of positioning in closing tag.

93
Insight to Positioning
  • State the thought you wish to implant in your
    targets mind
  • TO (core target audience), (Brand Name),
  • IS THE (frame of reference)
  • THAT (owned benefit)
  • BECAUSE (support or reason to believe)

94
Insight to Product Architecture
  • Expanding Portfolio
  • Understanding the business
  • Leveraging Brand Essence and Consumer Insights

SAMPLE Mambas Line Positioning
Hierarchy European Fruit Treat
Master Consumer Insight I want a treat but I
want to eat healthy too Intense Euro Fruit Chews
w/ vitamins ACE
Die Cuts/Checker board on pack/Off color (green
and purple catsup)
95
Insight to Product Architecture
  • Expanding Portfolio
  • Understanding the business
  • Leveraging Brand Essence and Consumer Insights

SAMPLE Werthers Line
Positioning Hierarchy German Made
  • Master Consumer Insight
  • I like to treat myself w/comfort indulgences
  • Family Heritage w/ Traditional Quality Blends

96
Brand Elasticity
  • Resolving Up to Greater Relevance gt How far will
    a brand stretch?

Products
Sub Brands
Categories
Core Value
Marketing Leadership Council
97
Brand Elasticity
  • Resolving Up to Greater Relevance gt How far will
    a brand stretch?
  • Sony Case Study
  • What Does Sony Make?
  • What Brands/Sub Brands does the Company Make?
  • Is Sony A Master Brand
  • What Does it Stand For with the Consumers?
  • What Value Does Sony solve for Consumers

Marketing Leadership Council
98
Brand Elasticity
  • Resolving Up to Greater Relevance gt How far will
    a brand stretch?
  • Sony Case Study gtgt Elevating from Electronics to
    Entertainment
  • Shift from Product Level Focus to Consumer Value
    Focus

Marketing Leadership Council
99
Brand Elasticity
  • SONY elevates from electronics to entertainment

Game consoles Game controllers Playstation
Magazine NFL 2002
Speed Punks
CD Players, Car Stereos, MP3 Players, Yo-Yo Ma,
Bob Dylan
Walkman, Epic, Records, Xplod, Columbia Records
Playstation
Flat screen TVs, DVD players, Digital
VCRs, Jerry Maguire, Dawsons Creek
Wega, Columbia Pictures, DVD Dream System,
Tri-Star
Games
Music
TV/ Movies
entertainment
Digital Imaging
Handy-Cam Memory Stick Image Station
Camcoders Digital still cameras, Online photo
storage
Info Tech
Vaio, Aibo, Clie
PCs, Notebook Computers, PDAs, Software,
Entertainment robots
100
Insight to Product Architecture
  • Storck Specific Architecture A David among
    Goliaths
  • Expanding Portfolio Sample Architecture

101
Insight to Product Architecture
  • Expanding Edlong Portfolio Sample Architecture

102
Insight to Product Architecture
  • Mapping Mayo Portfolio Sample Architecture

103
Brand Architecture
  • Discipline.IF it doesnt fit in the strategic
    architecture DONT do it!

104
Brand Marketing Process
105
Consort Mens Styling
Source IRI Total FDMX 52 weeks ending May 5,
2002
106
Vitalis Mens Styling
Source IRI Total FDMX 52 weeks ending May 5,
2002
107
Dippity-do Mens Styling
NEW LINE
NEW
Source IRI Total FDMX 52 weeks ending May 5,
2002
108
Brylcreem Mens Styling
NEW
Source IRI Total FDMX 52 weeks ending May 5,
2002
109
American Crew Mens Styling
Source IRI Total FDMX 52 weeks ending May 5,
2002
110
Short Cuts Mens Styling
Source IRI Total FDMX 52 weeks ending May 5,
2002
111
DEP Sport Styling
Source IRI Total FDMX 52 weeks ending June 2,
2002
112
Nivea for Men
Source IRI Total FDMX 52 weeks ending May 5,
2002
113
Neutrogena for Men
Source IRI Total FDMX 52 weeks ending May 5,
2002
114
Competitive Map
  • Product GAP Map
  • Expanding Portfolio
  • Understanding the business
  • Leveraging Brand Essence and Consumer Insights

115
Brand Marketing Process
Annual Plan Execution
116
Your Marketing Plan s
  • PL .
  • Any Questions?

117
Your Marketing Plan s
  • PL .
  • Estimate total sales (WHEN will you get there?
  • Share Achievable of estimates of market
  • Comparable to other brands in market of target
    share level
  • Build up from Projected Units Used via
    trial/repeat model
  • Estimate Target Market Size (number of bodies
    that will use)
  • Estimate number of Consumers that will try and
    when
  • Estimate of units they will buy the first time
  • When will they repeat
  • How many will they buy then
  • Running total to year end

118
Your Marketing Plan s
  • COST Structure Analysis
  • What portion of price affects profitability?
  • How great is the leverage between volume and
    profitability?
  • Retail Price
  • Retailer Markup Factory Price
  • Factory Price
  • Variable Costs Fixed Costs Profit
  • Profit Margin
  • Factory Price (Variable Costs Fixed Costs)

119
Your Marketing Plan s
  • COST Structure Analysis
  • What portion of price affects profitability?
  • How great is the leverage between volume and
    profitability?
  • Is this a price sensitive market?
  • Retail Price (NOTE Walmart has a 24 margin)
  • Retailer Markup Factory Price
  • Factory Price
  • Variable Costs Fixed Costs Profit
  • Profit Margin
  • Factory Price (Variable Costs Fixed Costs)

120
Your Marketing Plan s
  • Examples of Fixed Costs
  • Examples of Variable Costs

121
Your Marketing Plan
  • Purpose
  • Define your core objectives, strategies and
    tactics in concise summary
  • Management selling tool for brand investment
  • Document and sell or acknowledge results
  • Provide solid, focused direction to corporation
    and brand support
  • Define Brand evaluation objectives
  • Live Working Document

122
Your Marketing Plan
  • Fundamental Statement of Purpose
  • What do I want to do (grow X to )
  • Objectives must be SMART
  • Specific
  • Measurable
  • Appropriate
  • Realistic
  • Timebound
  • Long Term and Short term

123
Strategic Brand Management
  • INDIVIDUAL CASE ASSIGNMENT (due WK10)
  • Develop a new brand marketing plan in an existing
    category (sample format attached)
  • Develop the concept positioning
  • Ensure the following are included
  • Launch Rationale
  • Business analysis (Competitive and market
    analysis, SWOT etc)
  • Target audience, Key Competitive insights and
    Core Values (use CBBE Pyramid)
  • Projected share and financials
  • Proposed Marketing Strategies and Tactics

124
Introducing (Brand Name)Succinct insight driven
benefits (benefit statement)
  • Consumer Insight statement (AHA not fact).
  • Introducing New Brand. What it does (relevant
    core benefit to consumer). Reason to believe
    (how/why it does what it does).
  • Reprise of positioning in closing tag.

125
YOUR MARKETING PLAN
  • What is your Big Inspiring Vision?
  • How will your consumer insight translate across
    ALL elements of your plan?
  • Positioning
  • Brand Essence
  • Strategies and Tactics
  • WHO is your target REALLY (pscyh, demo)
  • In your SWOT What is going on competitively and
    in the Market Place?
  • WHY should I invest in your launch????????

126
Strategic Brand Management
  • THANK YOU!
  • Class 7
  • Soni Simpson
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