...joumal of Marketing Management 1999, 15,43-51 Kevin Lane Keller Brand Mantrais: Rationale, Criteria and Examples hi this paper, we consider how marketing managers can benefit from the concept of a "brand mantra." We examine how brand montras relate to brand positioning and a related concept, "core brand associations." Our focus is on how brand mantras can be used to improve intemal brand management We consider design and implementation issues in temi of characteristics of good A/nos Tuck School of brand mantras as well as process issues in developing Business brand mantras. It is noted that brand mantras, as with Dartmouth College Nike's "authentic athletic perfonnance" and Disney's "fun family entertainment" often consist of three words that combine brand functions with descriptive and emotional modifiers. Procedurally, brand mantras are developed at the same time as brand positioning. At tlwt time, brand mantras would then be judged on their ability to effectively communicate, simplify, and inspire, as reflected by employee research. Organizational Brand Management Through Brand Mantras Introduction An increasing number of firms have embraced branding as a business priority and marketing imperative. Despite that fact many firms are unsure as to exactly what they should do to effectively manage their brands and maximize their equity. Much of the branding literature has taken an extenial perspective to focus on strategies and tactics that firms should take to build...
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...Focus is what develops a Brand We Seem to Be Confusing Product Brands and Company Brands It's obvious that Procter & Gamble is a company brand, but what's an Apple? Like P&G, Apple is a company brand. But unlike P&G, the Apple company brand is a powerful motivating force for buying Apple product brands including the iPod, the iPhone and the iPad. Every company should have a powerful company brand, but they don't. Except for a handful of companies like Johnson & Johnson, most company brands influence very few consumers. How many consumers go out of their way to buy Procter & Gamble products? Or Unilever products? Or PepsiCo products? Or General Motors products? Not very many. How do you build a company brand? Many marketing pundits have a lot to say about this subject. Some typical approaches include: * Communicating culture, concern for the environment and sustainability programs. * Purpose-driven marketing, based on social responsibility and standing for something that inspires consumers. * Through innovation, by launching new products and services that are on the cutting edge of design and performance. All of these things are worth doing, but they don't do much to build a company brand. The problem is the noise level. It's not just the Fortune 500 that are causing the problem. That's just the tip of the corporate iceberg. It's the Fortunate 17,509. There's nowhere near enough room in the average consumer's mind to file away facts...
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...INGOLSTADT SCHOOL OF MANAGEMENT Team Case Analysis DOVE: EVOLUTION OF A BRAND (2008) Zuzana Husarova Sayantan Jana Papitha Mohan Arianna Parmigiani Subject: Brand Management Summer Term 2015 Date of submission: 2015-05-28 Dove: Evolution of a brand The aim of this team case analysis is to describe and analyse the evolution of the brand Dove with respect to its current strong position in American, European and increasingly even in the Asian market. What enables the brand to be so successful? Why is Dove today synonymous with care and beauty? We believe that the answers to these questions can be found in changes that took place almost a decade ago and shaped perspectives, values, corporate culture and point of view of the brand and, consequently, also of Dove´s customers and the public in general. 2 Brand Management in Unilever Because of global decentralization and the lack of transparency in all operations Unilever decided to change its organization structure with the aim to create a unified global identity. Thus, in February 2000 they launched an initiative “Path to Growth” that would clearly define their goals in order to strengthen the brand under a changing marketplace scenario. The most important changes are described in a table below. BRAND MANAGEMENT CHANGES pre 2000 after 2000 Leadership Style Laissez-faire Decentralization Centralization Product Category Multiple brands each led by a brand manager competing...
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...who pounce on whichever brand or store offers the best deal. Brand loyalty, the thinking goes, is vanishing. In response, companies have ramped up their messaging, expecting that the more interaction and information they provide, the better the chances of holding on to these increasingly distracted and disloyal customers. But for many consumers, the rising volume of marketing messages isn’t empowering—it’s overwhelming. Rather than pulling customers into the fold, marketers are pushing them away with relentless and ill-conceived efforts to engage. That’s a key finding of Corporate Executive Board’s multiple surveys of more than 7,000 consumers and interviews with hundreds of marketing executives and other experts around the world (for more detail, see the sidebar “About the Research”). Our study bored in on what makes consumers “sticky”—that is, likely to follow through on an intended purchase, buy the product repeatedly, and recommend it to others. We looked at the impact on stickiness of more than 40 variables, including price, customers’ perceptions of a brand, and how often consumers interacted with the brand. The single biggest driver of stickiness, by far, was “decision simplicity”—the ease with which consumers can gather trustworthy information about a product and confidently and efficiently weigh their purchase options. What consumers want from marketers is, simply, simplicity. Consider the marketing activities of two digital camera brands. Brand A’s search engine...
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...Chapter 1 BRAND POSITIONING MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Chapter 2 BRAND RESONANCE MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Chapter 3 BRAND VALUE CHAIN MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 B R A N D P L A N N I N G 5 INTRODUCTION Great brands are no accidents. They are a result of thoughtful and imaginative planning. Anyone building or managing a brand must carefully develop and implement creative brand strategies. To aid in that planning, three tools or models are helpful. Like the famous Russian nesting “matrioshka” dolls, the three models are inter-connected and become larger and increasing in scope: The first model is a component into the second model; the second model, in turn, is a component into the third model. Combined, the three models provide crucial micro and macro perspectives to successful brand building. Specifically, the three models are as follows, to be described in more detail below: 1. Brand positioning model describes how to establish competitive advantages in the minds of customers in the marketplace; 2. Brand resonance model describes how to create intense, activity loyalty relationships with customers; and 3. Brand value chain...
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...Brand Management Assessment 1 Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on marketing management and strategic brand management and lectures in executive programs on that topic. Previously, Professor Keller was on the faculty of the Graduate School of Business at Stanford University, where he also served as the head of the marketing group. Additionally, he has been on the marketing faculty at the University of California at Berkeley and the University of North Carolina at Chapel Hill, been a visiting professor at Duke University and the Australian Graduate School of Management, and has two years of industry experience as Marketing Consultant for Bank of America. Professor Keller's general area of expertise lies in marketing strategy and planning. His specific research interest is in how understanding theories and concepts related to consumer behavior can improve marketing strategies. His research has been published in three of the major marketing journals -- the Journal of Marketing, the Journal of Marketing Research, and the Journal of Consumer Research. He also has served on the Editorial Review Boards of those journals. With over sixty published papers, his research has been widely cited and has received numerous awards. Professor Keller is acknowledged as one of the international...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory Join Search Browse Saved Papers Home Page » Business and Management Procter & Gamble, Scope Case Study In: Business and Management Procter & Gamble, Scope Case Study Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing...
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...BRAND MANAGEMENT Student: Drobnjak Anja, K-5050 Professor: Prof. dr David Jones Warsaw, 22.01.2014. Contents Introduction 4 Branding 5 The Laws of Branding 6 Branding and its components 8 Brand implementation 9 Brand awareness 9 Brand recognition 10 Brand equity 10 Brand elements 11 Brand Bubble Trouble 12 Strategic brand management 13 Adidas - a brand that identifies with its performance 15 Coca-Cola as Number One 17 Disney world 18 Conclusion 18 Abstract One of the most valuable intangible assets of a firm is its brand, and building a strong brand is both an art and a science. It requires careful planning, a deep long-term commitment and creatively designed and executed marketing and management. This paper will try to show that brand management is a communication function which includes analysis and planning on how that brand is positioned in the market, which target public the brand is targeted at and maintaining a desired reputation of the brand. Attention will also be directed on the tangible elements of brand management such as a product itself; look, price, the packaging, etc. It will include some components of brand management, laws of brending, strategic brand management and its importance, and also examples of well known companies, in order to show nowadays rising role of brands and made some conclusions. Key Words: brand management, brand, strategic brand management, brand...
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...what you consider to be the two major issues and management problems challenging Disney. In your analysis also respond to the questions listed below. • Strategy, mode of entry • Organizational structure • Marketing, sourcing strategies(650s), logistics • International and local staffing policy. ??? DRS defines strategy as “Management’s idea on how to best attract customers, operate efficiently, compete effectively, and create value. Guides building and sustaining the company’s competitive position within its industry” (DRS, p. 809). What factors led to the disappointing performance of Hong Kong Disneyland? Factors leading to Hong Kong Disneyland’s poor performance include: high prices for tickets and food; small park size; inconvenient location too far from primary business and residential areas, product offering, product positioning, cultural gaps, staff issues, bad press, and overcrowding led to the disappointing performance of Hong Kong Disneyland. The case study also adds “lack of unique features, insufficient appeal to adults and missing Chinese elements (Farhoomand, p. 1) as possible reasons for the park’s lackluster performance. Marketing mix = product, price, promotion, brand, and distribution. DRS p. 623 Why did the management team repeatedly offend local people despite its awareness of the importance of observing local culture and customs? Why have the remedial actions taken by management been unsuccessful in revising the Park? What more...
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...Leading Licensing Companies By Dawn Wilensky A combination of new and evergreen properties/brands drove 2006 worldwide retail sales of licensed merchandise. Over the last five years, we have made strategic changes to our Leading Licensors list to ensure up-to-date, accurate worldwide retail sales estimates. This year, we made yet another change. As the line between licensor and licensing agent continues to blur—with many licensors taking on the task of representing properties/brands outside of their portfolio, and many traditional licensing agents being charged with fueling power for the brands/properties they represent—we have widened our list to include overall retail sales figures for licensing agents. As a result, we have changed this feature's name from “Leading Licensors” to “Leading Licensing Companies” to better reflect the power of the licensing business. As for this year’s list, which reflects 2006 worldwide retail sales of licensed merchandise, No. 1 Disney recorded a $2 billion increase in retail sales fueled, in part, by consumer demand for all things Pirates of the Caribbean, High School Musical, Cars, and Disney Princess. Sanrio also saw a significant uptick in sales, rising from $4.2 billion in 2005 to $5.2 billion in 2006. Phillips-Van Heusen makes its debut on the list at No. 2 with $6.7 billion in sales driven by proprietary brands Van Heusen, Arrow, Izod, Bass, and Calvin Klein. Other newcomers include: Carte Blanche Greetings ($700 million); Sean John...
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...positioning as, “the act of designing the company’s offer so that it occupies a distinct and value place in the mind of the target customers”. A brand can be positioned by associating its name with the desirable benefit. For example: Volvo – Safety Hallmark – Caring Lexus - Quality A firm may choose to target its product at a particular section of an overall market. It may try to portray the product in a certain way and give the brand characteristics that would influence the consumer's purchasing decisions. 2. Why do firms try to establish brand names? Firms try to build brand names as it is a way of differentiating its products and services from those of its competitors. The most famous brand names are now invaluable, intangible assets for the firms who produce them. This differentiation will encourage consumer loyalty and allow a price premium, thereby increasing profits. 3. Make a list of twenty of the best known brand names. Which of these are examples of corporate branding and which are multiple product branding? • Coca Cola – Corporate • Microsoft – Corporate • IBM – Corporate • Intel - Corporate • Nokia – Corporate • General Electric – Corporate • Avon - Corporate • Cadbury – Corporate • Tommy Hilfiger – Multiple • Ford – Corporate • Disney - Corporate • McDonalds - Corporate • Hewlett Packard – Corporate • Toyota - Corporate • Gillette - Corporate ...
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...The Concept of Brand Space Introduction Brand management faces an inconsistent challenge for executives who must wrestle a course between constancy and change; fostering the brand as it develops over time, and maintaining its up-date and carrying on its relevance, but safeguarding its core connotations. If branding is regarded as sharing significance of the intangible benefit of the company, brand managers therefore must select development opportunities to improve brand equity whereas expanding its meanings while preserving its ‘semiotic, cultural, and representative value’. Brand extensions answer this duty. Success of brand extensions was broadly attributed to the authenticity between the parent brand and the extension, authenticity that should maintain brand sets and mode, respect its heritage, save its spirit, and avoid brand misuse (Spiggle et al, 2012). In addition, because business environment is in perpetual change and converted into more global, local and even regional brands should face same evolution, thereof, the approach in managing brands should be more holistic, and the future of brands management should move toward a multidimensional view (Uggla, 2013). The failure in brands extension, the global environmental change, and the increasing markets competition and transformation were the main reasons that drive Berthon, Holbrocok, and Hulbert (2003) to expose some major mistakes committed by companies in managing their brands, and to develop a framework...
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...D o TNS - GLAKES N Brands & Brand Equity 26 June , 2012 ot C op y 1 Session 3 BEST GLOBAL BRANDS 2011 Interbrand 2011 Rankings Rank 1 2 3 4 5 6 7 8 9 10 Brand Coca – Cola IBM Microsoft Google GE Value ( $ mn.) C ot McDonalds Intel Apple N Disney D o Hewlett-Packard Global Brands Morgan Chase Data: Interbrand Corp., J.P. Scoreboard & Co / (Interbrand) Business Week September 10 The table ranks 10 top global brands that have a value greater than $1 billion. The brands were selected according to two criteria. They had to be global in nature, deriving 1/3 rd. or more of sales from outside their home country. There also had to be publicly available marketing and financial data on which to base the valuation. TNS - GREAT LAKES op y 71,861 69,905 59,087 53,317 42,808 35,593 35,217 33,492 29,018 28,479 Top 10 Most Trusted Indian Brands – 2011 RANK 1 2 3 4 5 6 7 8 9 BRAND LUX COLGATE AIRTEL N D o 10 ot NOKIA DETTOL MAGGI TNS - GREAT LAKES C LIFEBUOY BRITTANNIA VODAFONE CLOSE-UP op y ( ET - Brand Equity Sep 28, 2011 ) BRANDS THAT LOST LUSTURE D o TNS - GREAT LAKES N ot C op y Some Leading US Brands since 1925 D o 1. Kodak 2. Del Monte 3. Wrigley 4. Nabisco 5. Gillette 6. Coca Cola 7. Campbell 8. Ivory 9. Goodyear 10. Lipton N ot TNS - GREAT LAKES C op y Cameras Canned Fruit Chewing Gum Biscuits Razors Soft Drinks Soups Soap Tyres Tea D o Category...
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...ARTICLE REPRINT Design Management Journal Toward meaningful brand experiences David W. Norton, PhD, Vice President, Experience Strategy and Research, Yamamoto Moss Reprint #03141NOR19 This article was first published in Design Management Journal Vol. 14, No. 1 Brand Frontiers: Designing More Than Experiences Copyright © Winter 2003 by the Design Management Institute . All rights reserved. No part of this publication may be reproduced in any form without written permission. To place an order or receive photocopy permission, contact DMI via phone at (617) 338-6380, Fax (617) 338-6570, or E-mail: dmistaff@dmi.org. The Design Management Institute, DMI, and the design mark are service marks of the Design Management Institute. SM www.dmi.org EXECUTIVE PERSPECTIVE Toward meaningful brand experiences By David W. Norton, PhD Millennial '90s '80s Meaningful experiences Brand truth Brand experience Brand image Successful brand strategies Meaningful brand experiences Experiential customer encounters Products & services with personality Design solutions Experiences Products & services Evolution in consumer demand R eflecting on the past 20 years, David Norton discovers a fascinating evolution. In the ’80s, increased consumption paralleled the focus on brands and branding. We were what we bought. The cost, however, was a decline in cultural wealth. In the ’90s, brands became experiences rather than objects. Today, seeking to renew cultural capital, the challenge...
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...Brand is the "name, term, design, symbol, or any other feature that identifies one seller's product distinct from those of other sellers."[1] Brands are used in business, marketing, and advertising. Initially, livestock branding was adopted to differentiate one person's cattle from another's by means of a distinctive symbol burned into the animal's skin with a hot branding iron. A modern example of a brand is Coca Cola which belongs to the Coca-Cola Company. In accounting, a brand defined as an intangible asset is often the most valuable asset on a corporation's balance sheet. Brand owners manage their brands carefully to create shareholder value, and brand valuation is an important management technique that ascribes a money value to a brand, and allows marketing investment to be managed (e.g.: prioritized across a portfolio of brands) to maximize shareholder value. Although only acquired brands appear on a company's balance sheet, the notion of putting a value on a brand forces marketing leaders to be focused on long term stewardship of the brand and managing for value. The word "brand" is often used as a metonym referring to the company that is strongly identified with a brand. Marque or make are often used to denote a brand of motor vehicle, which may be distinguished from a car model. A concept brand is a brand that is associated with an abstract concept, likebreast cancer awareness or environmentalism, rather than a specific product, service, or business. A commodity brand is...
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