1. BRANDING AND
MARKETING PROMOTION
STRATEGIES (Part I)
Core Text:
“Strategic Brand Management”
by
Kevin Lane Keller (2nd Edition)
Presented by:
PROF. HIMMAT ADISARE
3. What is a Brand?
Definition: “A brand is a product that
adds other dimensions that differentiates
it in some way from other products
designed to satisfy the same need.”
Ref: Chapter 1 of Core Text
4. Why Do Brands Matter?
CONSUMERS:
Search cost Reducer
Identification of
Source of Product Promise, Bond, or
Pact with Maker of
Assignment of
Product
Responsibility to
Product Maker Symbolic Device
Risk Reducer Signal of Quality
Ref: Chapter 1 of Core Text
5. Why Do Brands Matter? (2)
MANUFACTURERS:
Means of Identification
to Simplify Handling or Means of Endowing
Tracing Products with Unique
Means of Legally Associations
Protecting Unique Source of Competitive
Features Advantage
Signal of Quality Level Source of Financial
to Satisfied Customers Returns
Ref: Chapter 1 of Core Text
6. Can Anything Be Branded?
Physical Goods People and
Services Organizations
Retailersand Sports, Art and
Distributors Entertainment
Online Products Geographic
and Services Locations
Ideas and Causes
Ref: Chapter 1 of Core Text
7. Branding Challenges And
Opportunities
Savvy Customers
Brand Proliferation
Media Fragmentation
Increased Competition
Increased Costs
Greater Accountability
Ref: Chapter 1 of Core Text
8. The Brand Equity Concept
Basic Principles of Branding and Brand
Equity:
Differences in outcomes arise from the “added value”
endowed to a product as a result of past marketing
activity for the brand.
This value for a brand can be created in many different
ways.
Brand equity provides a common denominator for
interpreting marketing strategies and assessing the value
of a brand.
There are many different ways in which the value of a
brand can be manifested or exploited to benefit the firm.
Ref: Chapter 1 of Core Text
9. Strategic Brand Management
Process
Identifying andEstablishing Brand
Positioning and Values
Planning and Implementing Brand
Marketing Programs
Measuring and Interpreting Brand
Performance
Growing and Sustaining Brand Equity
Ref: Chapter 1 of Core Text
11. Sources Of Brand Equity
Brand Awareness Brand Image
Consequences of Strength of Brand
Brand Awareness Associations
Learning advantages Favorability of
Consideration Brand Associations
advantages
Uniqueness of Brand
Choice Advantages
Associations
Establishing Brand
Awareness
Ref: Chapter 2 of Core Text
12. Building A Strong Brand
The Four Steps of Brand Building:
1. Identity (Who are you?)
2. Meaning (What are you?)
3. Response (What about you?)
4. Relationship (What about you & me?)
Ref: Chapter 2 of Core Text
13. Customer-based Brand Equity
Pyramid
Relationship
Resonance
Response
Judgments Feelings
Meaning
Performance Imagery
Identity
Salience
Ref: Chapter 2 of Core Text
14. Customer-based Brand Equity Pyramid (2)
Brand Salience: This Brand Judgments: The
relates to aspects of customers’ personal
awareness of the brand opinions and evaluations
Brand Performance: with regard to the brand
This relates to ways in Brand Feelings: The
which product/ service customers’ emotional
meets customers’ needs responses and reactions
Brand Imagery: It’s how with respect to the brand
customers visualize a Brand Resonance: The
brand abstractly, with ultimate relationship &
no relevance to what the level of identification
brand actually does that the customer has
with the brand
Ref: Chapter 2 of Core Text
16. Identifying and Establishing
Brand Positioning
Basic Concepts
Target Market
Nature of Competition
Points of Parity and Points of Difference
Ref: Chapter 3 of Core Text
17. Identifying and Establishing
Brand Positioning (2)
Basic Concepts: According to the CBBE
model, it is necessary to decide:-
1. Who the target consumer is
2. Who the main competitors are
3. How the brand is similar to these
competitors, and
4. How the brand is different from these
competitors
Ref: Chapter 3 of Core Text
18. Identifying and Establishing
Brand Positioning (3)
Target Market:
Segmentation Bases:
a) Behavioral b) Demographic
c) Psychographic d) Geographic
Segmentation Criteria:
a) Identifiability b) Size
c) Accessibility d) Responsiveness
Ref: Chapter 3 of Core Text
19. Identifying and Establishing
Brand Positioning (4)
Nature of Competition:
Channels of Distribution
Competitors’ Resources
Competitors’ Capabilities
Competitors’ Likely Intentions
Other Competitive Factors (Porter’s 5-
Force Model refers)
Ref to Chapter 3 of Core Text
20. Identifying and Establishing
Brand Positioning
Points of Parity and Points of Difference:
1. Points of Difference Associations
2. Points of Parity Associations
3. Points of Parity versus Points of
Difference
Ref: Chapter 3 of Core Text
21. Positioning Guidelines
1. Defining and Communicating the
Competitive Frame of Reference
2. Choosing Points of Parity and Points of
Difference
3. Establishing Points of Parity and
Points of Difference
4. Updating Positioning Over Time
Ref: Chapter 3 of Core Text
22. Positioning Guidelines (1)
Defining
and Communicating the
Competitive Frame of Reference:
A starting point in defining a competitive frame
of reference for brand positioning is to
determine Category Membership. Membership
indicates the products or set of products with
which a brand competes. Communicating
category membership informs the consumer
about the goals that they might achieve by
using a product or service.
Ref: Chapter 3 of Core Text
23. Positioning Guidelines (2)
Choosing Points of Parity and Points of
Difference:
Points of Parity: These are driven by the needs of
category membership and the necessity of
negating competitors’ PODs.
Points of Difference: These are based on the
following criteria:
1. Desirability: In terms of a) Relevance
b) Distinctiveness, and c) Believablity
2. Deliverability: In terms of a) Feasibility
b) Communicability, and c) Sustainability
Ref: Chapter 3 of Core Text
24. Positioning Guidelines (3)
Establishing Points of Parity and Points of
Difference:
1. Separate the attributes: Launch two marketing
campaigns, each one devoted to a different brand
attribute or benefit.
2. Leverage Equity of another Entity: Link the
brand with a well-liked celebrity, cause or event.
3. Redefine the Relationship: Use attitude
change strategies to convert negative perspectives
about the brand to positive ones.
Ref: Chapter 3 of Core Text
25. Positioning Guidelines (4)
Updating Positioning Over Time:
1. Laddering: This strategy is to deepen
the meaning of the brand to tap into core
brand values or other more abstract
considerations.
2. Reacting: This could imply no reaction
to moderate or significant reactions
depending on level of competitive threat.
Ref: Chapter 3 of Core Text
26. CHAPTER 4
CHOOSING BRAND
ELEMENTS TO BUILD
BRAND EQUITY
Ref: Chapter 4 of Core Text
27. Criteria for Choosing Brand
Elements
1. Memorability
2. Meaningfulness
3. Likability
4. Transferability
5. Adaptability
6. Protectability
Ref: Chapter 4 of Core Text
28. Options and Tactics for
Brand Elements
1. Brand Names
2. URLs (Uniform Resource Locators)
3. Logos and Symbols
4. Characters
5. Slogans
6. Jingles
7. Packaging
Ref: Chapter 4 of Core Text
30. New Perspectives on
Marketing
Five Major Drivers of the New Economy:
Philip Kotler identifies them as under:
1. Digitalization and connectivity
2. Disintermediation and Reintermediation
3. Customization and Customerization
4. Industry Convergence
5. New Customer and Company Capabilities
(Remaining topic is for Self-study)
Ref: Chapter 5 of Core Text
31. Product Strategy
Perceived Quality and Value:
1. Brand Intangibles
2. TQM and Return on Quality
3. Value Chain
Relationship Marketing:
1. Mass Customization
2. Aftermarketing
3. Loyalty Programs
Ref: Chapter 5 of Core Text
32. Pricing Strategy
Consumer Price Perceptions:
Price Band strategies
Value-based Pricing Strategies
Setting Prices to Build Brand Equity:
Value Pricing based on: a) Product design and
delivery b) Product costs, and c) Product prices
Everyday Low Pricing (EDLP): A strategy based
on low pricing as well as discounts and
promotions to consumers at regular intervals.
Ref: Chapter 5 of Core Text
33. Channel Strategy
Channel Design: Broadly, channel types can be
classified into Direct and Indirect channels.
Direct Channels: a) Company-owned stores b)
Leased/Rented shopping-space in larger
department stores.
Indirect Channels: a) Distributors and Dealers
b) Retailers c) other middlemen
Web Strategies: Today, these are extremely
powerful channels if supported by efficient
physical “brick & mortar” channels.
Ref: Chapter 5 of Core Text
35. Conceptualizing the
Leveraging Process
Creation of New Brand Associations:
By making a connection between the brand and
another entity, consumers may form a mental
association from the brand to this entity
and, consequently, to any or all
associations, judgments, feelings and the like linked to
that entity
Effects on Existing Brand Knowledge: Three factors
are important in predicting the extent of leverage
resulting from linking the brand to another entity:
i) Awareness and knowledge of the entity
ii) Meaningfulness of the knowledge of the entity, and
iii) Transferability of the knowledge of the entity
Ref: Chapter 7 of Core Text
36. Company
The branding strategies adopted by a company
that makes a product or offers a service are an
important determinant of the strength of
association from the brand to the company and
any other existing brands. Three main
branding options exist for a new brand:
1. Create a new brand
2. Adapt or modify an existing brand
3. Combine an existing and new brand
Ref: Chapter 7 of Core Text
37. Country of Origin
Besides the company that makes the
product, the country or geographic location
from which it is seen as originating may also
become linked to the brand and generate
secondary associations. Thus, a customer may
choose to wear Italian suits, exercise in
American sports shoes, drive a German
car, and drink English beer.
Ref: Chapter 7 of Core Text
38. Channels of Distribution
Channels of distribution can directly
affect the equity of the brands they sell by
the supporting actions that they take.
Retail stores can indirectly affect the
brand equity of the products they sell by
influencing the nature of associations that
are inferred about these products on the
basis of the associations linked to the
retail stores in the minds of consumers.
Ref: Chapter 7 of Core Text
39. Co-Branding
Co-branding: Also called brand bundling or
brand alliances-occurs when two or more
existing brands are combined into a joint
product or are marketed together in some
fashion.
Ingredient branding: This is a special case of co-
branding that involves creating brand equity
for materials, components, or parts that are
necessarily contained within other branded
products.
Ref: Chapter 7 of Core Text
40. Licensing
Licensing involves contractual
arrangements whereby firms can use the
names, logos, characters, and so forth of
other brands to market their own brands
for some fixed fee. Because it can be a
shortcut means of building brand equity,
licensing has gained popularity in recent
years.
Ref: Chapter 7 of Core Text
41. Celebrity Endorsement (1)
Using well-known and admired people to
promote products is a widespread phenomenon
with a long marketing history. The rationale
behind these strategies is that a famous person
can:
1. Draw attention to a brand, and
2. Shape the perceptions of the brand by virtue
of the inferences that consumers make based on
the knowledge they have about the famous
person.
Ref: Chapter 7 of Core Text
42. Celebrity Endorsement (2)
Potential Problems:
1. Celebrity endorsers can be overused by
endorsing so many products that they lack any
specific product meaning or are just seen as
overly opportunistic or insincere.
2. There must be a reasonable match between
the celebrity and the product.
3. Celebrity endorsers can lose popularity thus
diminishing their market value to the brand.
4. Many consumers feel that celebrities are
doing the endorsement only for money.
Ref: Chapter 7 of Core Text
43. Sporting, Cultural, or Other Events
1. A brand may seem more likable or
even trustworthy by becoming linked to
an event.
2. Sponsored events can contribute to
brand equity by becoming associated to
the brand and improving brand
awareness, adding new associations, or
improving the strength, favorability, and
uniqueness of associations.
Ref: Chapter 7 of Core Text
44. CHAPTER 8
DEVELOPING A BRAND
EQUITY MEASUREMENT
AND MANAGEMENT
SYSTEM
Ref: Chapter 8 of Core Text
45. The Brand Value Chain
Value Stages:
1. Marketing Program Investment
2. Customer Mindset
3. Market Performance
4. Shareholder Value
Ref: Chapter 8 of Core Text
46. Value Stages (1)
Marketing Program Investment: The ability of
a marketing program investment to transfer or
multiply further down the chain will depend on
qualitative aspects of the marketing program
via the program multiplier.
The Program Multiplier: Four factors are
important:
1. Clarity 2. Relevance
3. Distinctiveness, and 4. Consistency
Ref: Chapter 8 of Core Text
47. Value Stages (2)
Customer Mindset: Five dimensions have emerged
from research as important measures of the customer
mindset:
1. Brand Awareness 2. Brand Associations
3. Brand Attitudes 4. Brand Attachment
5. Brand Activity
Customer Multiplier: Three essential factors are:
1. Competitive Superiority 2. Channel and other
intermediary support 3. Customer size and profile
Ref: Chapter 8 of Core Text
48. Value Stages (3)
Market Performance: Six dimensions need to
be addressed:
1. Price Premiums 2. Price Elasticities
3. Market Share 4. Brand Expansion
5. Cost Structure 6. Brand Profitability
Market Multiplier: Following factors need to
be considered:
1. Market Dynamics 2. Growth Potential
3. Risk Profile 4. Brand Contributions
Ref: Chapter 8 of Core Text
49. Value Stages (4)
Stakeholder Value: Based on all available and
forecasted information about a brand and
many other considerations, the financial
marketplace then formulates opinions and
makes various assessments that have direct
financial implications for the brand value.
Three important indicators are:
1. Stock price
2. Price/earnings multiple, and
3. Overall market capitalization of the firm
Ref: Chapter 8 of Core Text
50. The Brand Value Chain
Implications:
1. A necessary condition for value creation is a
well-funded, well-designed, and well-
implemented marketing program.
2. Value creation involves more than just the
initial marketing investment.
3. Each of the three multipliers can increase or
decrease market value from stage to stage.
4. The brand value chain provides a detailed
roadmap for tracking value creation enabling
market research and intelligence efforts.
Ref: Chapter 8 of Core Text
51. Designing Brand Tracking
Studies
What to Track:
1. Product Brand Tracking
2. Corporate or Family Brand Tracking
3. Global Tracking
How to Conduct Tracking Studies:
1. Who to track
2. When and where to track
How to Interpret Tracking Studies
Ref: Chapter 8 of Core Text
52. Designing Brand Tracking Studies (1)
What to Track: Three distinct surveys can be
conducted for:
1. Product-Brand Tracking: The six-block
pyramid for brand-building can be used as a
basis for design of the questionnaire.
2. Corporate or Family Brand Tracking: Some
additional questions may be added to establish
levels of corporate credibility and corporate
brand associations.
3. Global Tracking: A broader set of background
measures are needed to put brand development
in those markets in the right perspective .
Ref: Chapter 8 of Core Text
53. Designing Brand Tracking Studies (2)
Who to Track:
1. Current Customers
2. Potential Customers
3. Channel Members
4. Frontline Employees (Services sector)
When and Where to Track: Options are:
Continuous Tracking Studies
Based on Stage of Product Life Cycle
Based on depth of Brand Equity
Ref: Chapter 8 of Core Text
54. Designing Brand Tracking Studies (3)
How to Interpret Tracking Studies: For tracking
measures to facilitate actionable insights and
recommendations, they must be reliable and sensitive
as possible. This may require framing of questions in a
comparative or temporal manner. It is also necessary to
decide on appropriate cutoffs. For example:
What is a sufficiently high level of brand awareness?
When are brand associations sufficiently strong,
favorable, and unique?
How positive should brand judgments and feelings be?
What are reasonable expectations for the amount of
brand resonance?
Ref: Chapter 8 of Core Text
55. Establishing a Brand Equity
Management System
Brand Equity Charter
Brand Equity Report
Brand Equity Responsibilities:
1. Overseeing Brand Equity
2. Organizational Design and Structure
3. Managing Marketing Partners
Ref: Chapter 8 of Core Text
56. Establishing a Brand Equity
Management System (1)
Brand Equity Charter: A formalized document
should spell out the following:
The firm’s view of the brand equity concept.
The scope of the key brands of the firm.
Specify the actual and desired equity for a brand
at all relevant levels i.e. at individual product
level and corporate level.
Strategies for managing brand equity.
Outline specific tactical guidelines for marketing
programs.
Trademark usage, packaging & communications
Ref: Chapter 8 of Core Text
57. Establishing a Brand Equity
Management System (2)
Brand Equity Report: Important market
information that should be included:
1. Product shipments and movement
through channels of distribution.
2. Relevant cost breakdowns
3. Price and discount schedules
4. Sales and market share information
5. Profit assessments
Ref: Chapter 8 of Core Text
58. Establishing a Brand Equity
Management System (3)
Brand Equity Responsibilities:
1. Overseeing Brand Equity: Aspects that are
important:
a) Review brand sensitive material
b) Review the status of key brand initiatives
c) Review brand sensitive projects
d) Review new product and distribution strategies
with respect to core brand values
e) Resolve brand positioning conflicts
Ref: Chapter 8 of Core Text
59. Establishing a Brand Equity
Management System (3-contd)
Brand Equity Responsibilities:
2. Organizational Structure & Design: The
current market trends are redefining job
requirements and duties. The traditional
marketing department is disappearing from a
number of companies that are exploring other
ways to conduct their marketing functions
through business groups, multidisciplinary teams
and so on.
Ref: Chapter 8 of Core Text
60. Establishing a Brand Equity
Management System (3-contd)
Brand Equity Responsibilities:
3. Managing Marketing Partners: The
performance of a brand also depends on the
actions taken by outside suppliers and marketing
partners. Hence, these relationships must be
managed carefully. Many leading global firms
have been consolidating their marketing
partnerships and reducing the number of outside
suppliers. (Ex: Levi Strauss value chain)
Ref: Chapter 8 of Core Text (END OF PART I)