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BRAND POSITIONING, STRATEGY & ARCHITECTURE
STP - Coggle Diagram
BRAND POSITIONING, STRATEGY & ARCHITECTURE
STP
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8 steps of Brand Building
- Money, time effort(resources) are placed against: research, positioning and marketing
- Important balance things out (expenditure, effort) and avoid skipping steps
- Brands should be re-looking at this all the time
- steps are iterative and not solely sequential
- missing out steps can lead to problems later
- brands are built from the inside out
- communication externally comes relative late
- different models of positioning require different considerations
- brand equity
- it is the price difference (value) between the branded offer and the commodity
- it is the value beyond the tangible assets
- it is difficult for one company to influence the price and consumers' behaviour towards the market of a commodity
- strategic justification
- To determine whether the firm can earn a premium from branding
- justifying to each function in the company why the brand is justifiable e.g. can create pull marketing for sales, R&D is helped by easier maintained designs, and CEO can benefit from increased stock price
- is it worth it?
- is it defensible?
- is it maintainable?
- form a team
- you need mavens for networking
- you need champions to evangelise the brand
- Mavens: to connect different part of the organization around the idea
- champions: to evangelize different ideas across different divisions
- research
- brands exist in the minds of consumers
- Quantitative and Qualitative research
- use of perceptual maps to see positioning relative to competitors
- historical analyses
- extract stories relating to founder and/or origin+rovence of the company to characterize the brand
- positioning
- this is about how you intend to earn your margin in the market.
- The position becomes an anchor for strategy and action.
- it creates the specific, intended meaning for a brand in consumers' and customers' minds.
- Tybout & Sternthal (2005) - Positioning articulates the goal that a consumer will achieve by using the brand and explains why it is superior to other means of accomplishing this goal
- P is dependent on S & T - you can't position until you know your target and you cant target until you know the segments
- "positioning is the act of designing the company's offering so that it occupies a meaningful and distinct position in the target consumers mind"
- effective positioning is the act of linking products and services to the solutions that customers seek thus making it easy to choose.
SEGMENTS 5W-1H
- identify clusters
- identify size of segments
- identify based on demographical or attitudinal cluster of customers
3C's
- Helen Edwards "who you are, and what you stand for"
- Customer (Consumer, Prospect, Stakeholder)
- Brand (Product, Company, Service)
- Market (Environment, Competitors (create perceptual map), Culture)
- You want to ideally be in the section where Brand and Customer overlap but not with the market - so you can create distance from competitors
- The facet of the company; brand is addressing the needs of the ones you want to be customers/consumers
- Identity what the brands what to come across as
- Image what the brand is like in the minds of consumers
- P&G: For the person who is/behaves/believes [like this], [our brand] provides [this singular competitive benefit], because... [reason to believe].
Mind-share positioning
- occurs when brands look to own a space in the customers' minds whereby they might associate a stimulus with your brand/associate your brand with an identifiable facet; could be achieved by
- Identify the target segment's needs
- Then make the brand meaningful to those needs^
- Deliver to customers; capability analysis
- forming a schema in the mind
- creating a point of difference, and then trying to keep it as consistent as possible
- avoiding brand myopia:IGNORING CUSTOMERS NEEDS (blockbuster and netflix were once at the same point)
- The brand's DNA/essence remains consistence, but the communication changes - This is how those brands are able to stay the same yet change forever
- key mental associations (rational benefits+emotional benefits) [ESSENCE/DNA - static] >>> sprinkle with trends/fame/celebrities/fashion/cool--->This adds contemporariness [RELEVANCE - dynamic]
- good for low involvement brands but was not good at connecting with people
positioning statement should be one clear claim
- to whom
- what
- promise
- reason to believe
CBBE Model - Keller - The Brand Equity Model
- Brand Salience - Identity (who are you)
- Brand Performance | Brand Imagery - Meaning (What are you?)
- Consumer Judgements | Consumer Feelings - Responses (What about you?)
- Consumer-brand resonance - Relationships (What about you and me?)
CULTURE
- Nike's cultural expressions
- cultural codes: poor black youth/chain link hoops/housing projects
- Myth: Just Do It: Overcoming social discrimination through sport
- Ideology: combative solo willpower
- Benefits/Halo Effect: functional benefits - great performance, high quality innovative deisgns.
Cultural Strategy; Holt & Cameron, 2010
- potentially can be compared to Schein's onion skin model
Cultural brand connects 'I' and 'WE' via ideology
- Create brand myth, by showing how your brand can help achieve some enduring national goal, ideology, aspiration .. Etc
- advance an ideology (Patagonia's adventurist environmentalism | Dove's body-positive feminism | Under Armour "Female uber-competitiveness")
- Since society is always changing brands must do so to
- that resolves a profound cultural tension at a particular moment in history, due to societal shift
- via content repurposed from subcultural "source materials" (Dove - feminism vs beauty myth, UnderArmour - Female athletics, Patagonia - "dirt bag" subculture)
- Look at culture or sub culture to find your brand's myth
The cultual brief
- document the brand's cultural and political authority
- Identify emerging cultural contradictions
- Between brand and current culture or cultural it self is changing and causing contradiction (cultural changes)
- immerse brand team in populist worlds
- develop empathetic understanding of followers' identity projects
- Create understanding with the customers
- select cultural contradiction
- Select the most relevant cultural contradictions to compose cultural brief which embodies the brand myth, populist authenticity, charismatic
- compose a cultlural brief (myth treatment, populist authenticity, charismatic aesthetic)
- insider brief/follower brief
- what are their motivations, beliefs, appeals, fears etc.
How enduring brands remain powerful:
- The model still does segmentation and targeting
- Firms that last change their identity regularly
- By doing so they provide a cultural resource
- This enables brands to connect themselves to a wider national narrative or collective identity
6.internal roll out - staff - brand engagement
- building the brand from inside out
- never brand to employees:
- build brand engagement to unite the employer brand with the consumer brand = consistency
- brand stories/brand videos/web portal
- to achieve brand alighnment
- brands are built from the inside out
- external communications
- through internal offerings and services in place
- brand drivers communication (NOT the other way around)
- communication externally comes relatively late
- tracking
- brand tracking: set metrics, measure, re-measure, quarterly/annually for early warning diagnostics
- A signal of expertise
- 5% brand budget
BRAND ARCHITECTURES
- branded house - one masterbrand creates a single powerful image, sometimes with a descriptor e.g. fedex
- sub brands - combining the corporate brand with strong sub-brands help differentiate and boost the corporate brand e.g. apple, iphone, ipad, iTV
- endorsed brands - leading with a strong sub-brand but leveraging the corporate brand as an endorser e.g. marriott
- house of brands - decentralised companies targeting diverse markets - P&G, L'Oreal
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