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Australian Marketing Institute
Managing Your Brand as an Asset
John Gregg
JULY 18, 2013
Agenda
 Why is Brand Asset Management Important?
 What are the Key Steps to Brand Asset Management?
The Top Determinants of Brand Strength
Customer Loyalty Price Premium
“An increase in customer loyalty of only 5% can lift lifetime profits per customer by as
much as 95%”
“In some sectors, an increase of customer loyalty of just 2% is equivalent to a 10% cost
reduction”
“Over 50% of customers would be willing to pay 20-25% price premium to the brand that
they are most loyal to”
“A 1% increase in brand equity can result in a 1% increase in stock price”
“50% of customers are willing to try a new product from a preferred brand because of the
implied endorsement, credibility and trust.”
“It takes 7 to 10 times the cost and effort to gain a new customer as it does to keep an
existing customer”
“I Would Travel Further”
“I Would Pay More”
“I Would Wait Longer”
Agenda
 Why is Brand Asset Management Important?
 What are the Key Steps to Brand Asset Management?
Eight ways to manage your brand as an asset
1. Formally link business and brand strategy
2. Create a unique and relevant Brand Identity
3. Create a clear and distinct Positioning
4. Extend your brand strategically
5. Build a strategic Brand Architecture
6. Evaluate and align touchpoints
7. Consistently deliver on your Brand Contract
8. Practice effective global brand management
Managing Your Brand as an Asset
1. Formally link business and brand strategy
Resonate
Differentiate
Credibility
Brand Strategy
With
Customers
And
Employees
Vs. Competitors
Business Strategy
 Viable business model
 Viable profit model
Execution
 Planning (e.g.,communications road
map, marketing, site plans, etc.)
 Implementation
– Internally (e.g. communications,
brand behaviors, culture)
– Externally (e.g. brand customer
relationship)
Linkage Between Business and Brand Strategy
Connecting the brand vision to a financial growth gap helps
demonstrate the importance of bringing it to life
2010
(3.5%)
5-Year
CAGR
2005
$430 million
$630 million
8% $100 million
$100 Million
$70 million
= Current Business = Acquisitions = New Products = Brand Building
 Options to fill the brand-
driven growth gap:
– Build and leverage
your brand more
successfully—through
strategic line
extensions, premium
pricing, partnerships,
licensing
opportunities, etc.
5 Year Growth Gap =
$270 million
2. Create an aspirational and relevant Brand
Identity
Today
Future
Time
Brand
And
Customer
Value
Current perceptions of the brand
Platform to move the brand along its path to its
aspirational identity. Demonstrates the unique and
beneficial differentiation of the brand; resonates and
is credible with customers.
Brand
Positioning
Brand
Positioning
Brand
Image
Brand
Identity
Aspirational goal of the brand;
Aspirational associations customers
should have after repeated exposure
to/experiences with the brand.
Brand
Positioning
Brand Identity provides strategic direction
 Brand Identity is…
 Future-focused,
aspirational and
provides a vision for the
organization to strive for
 The emotional link
desired between
product and customer
 Brand Identity will
provide…
 Organizational
touchstone, both
internally and externally
 The basis for crafting the
strategic roadmap,
guiding Brand
Positioning,
Communications, Brand
Extendibility and
Metrics
Brand
Essence
Guides internal
strategy;
summary of the
Brand Identity
Core Identity
Core values, key
competencies.
Associations that will
remain consistent
across product,
markets and through
time.
Extended Identity
Elements that provide texture
and completeness; personality,
organization, product
characteristics
Virgin’s Brand Identity
Essence of
the Brand
Irreverence
Core Identity
Elements
Innovation
Fun &
Entertainment
Value
Service
Quality
Extended
Identity Elements
Underdog
Personality
Richard
Brand Identity
1. Communicates the elements of the identity that resonate and are most
credible with customers
2. Differentiates and demonstrates competitive advantage
 It is the foundation for all external communications
3. Serves as the platform to move the brand along its path to the aspirational
identity
4. Will evolve over time as the brand is able to deliver on elements of the Brand
Identity and as customers’ needs change
Four Fundamentals Of Brand Positioning
3. Create a clear and distinct Positioning
Most meaningful &
most difficult to imitate,
but hardest to deliver
Easiest to deliver,
but least meaningful
& most easily
imitated
Functional Benefits
Attributes
Emotional &
Self-Expressive
Benefits
The emotional & self-
expressive benefits
customers receive
The functional benefits
customers receive
Features or processes
that must be
demonstrated to
customers
Benefits Hierarchy
Extended
Identity
Elements
Core Identity
Elements
Essence of
the Brand
–Irreverence
–Service Quality
–Value
–Fun
–Innovation
–Underdog
–Exciting
–New Rules
Virgin’s Brand Positioning
Positioning
A Personal Way to
Flexibly Shop for
Wines at a Great
Value
“Wine Buying Like Never Before”
Brand Identity
A global Positioning statement can be tailored to
support local needs
USA
Zippo’s Core Global Positioning Statement
Zippo’s resilience, ruggedness, and dependability is
legendary, and has earned it the continuing respect,
confidence, and loyalty of its users. Combined with its
classic design, American heritage, and individual sense of
style, Zippo has become the quintessential brand for those
who demand the perfect flame.
GLOBALMexico
Japan
Germany
• Sporty and young-at-heart
• Patriotic and respectful of American ideals,
but not lost in nostalgia or sentimentalism
• Cosmopolitan, fashionable
• Socially active
• Proud of, but not arrogant
• Seeking and achieving success
• Outdoorsy, rugged
• Classic cool (e.g. James Dean)
• Worldly, modern, contemporary
• Rugged but friendly, outgoing and approachable
 Is the extension consistent with your longer term brand vision and strategy?
 Does the extension actually add value to your brand?
 Will you be able to deliver on the branded customer experience?
 Is the benefit consistent with your Positioning?
 If this extension fails, will it be a major or minor setback for your brand?
 Does the extension make sense for all regions?
4. Extend your brand strategically
Brand Extendibility: Critical Questions to Ask
Stronger brands allow for more differentiated
product line extensions
Office
(e.g., Scotch
Tape)
Transportation Safety
(e.g., Reflective
Coatings)
Industrial
(e.g. Abrasives)
Health Care
(e.g., Surgical
Supplies)
Beliefs and
Values
Benefits
Attributes
High Low
Degree of Product
Differentiation
Level of Brand
Meaning
Example:
Pioneering Innovative
Technologies &
Products
Brands with lower brand meaning cannot support
much extension
??
Beliefs and
Values
Benefits
Attributes
High Low
Degree of Product
Differentiation
Level of Brand
Meaning
Bottled Water
Pure Water
Example:
Sainsbury’s Bank
Faster Chips
The Blue Card
Consulting
X Box
Knowing when to extend your brand…
Successful Extensions
Unsuccessful Extensions
Mercedes C-Class
Coke Clothes
Wine Coolers
Mouthwash
…and knowing when not to is a key driver of brand
success
Brand extension ideas should be evaluated for fit in
all regions
USA
GLOBAL
Germany
Japan Mexico
GLOBAL
Germany
Japan Mexico
USA
USA
GLOBAL
Germany
Japan Mexico
USA
GLOBAL
Germany
Japan Mexico
Pocket Flashlight Sunglasses Camp Stove Lighter Wand
Purchase Interest
High Medium Low
5. Build a strategic Brand Architecture
 The logical, strategic and relational structure for all of the brands in the organization’s
brand portfolio
 The objective is to maximize clarity, synergy and leverage to maximize customer value
and internal efficiencies
 Should clarify what role each of your brands and products play in different markets, and
may result in a brand rationalization
Brand Architecture is the organizing structure of a brand
portfolio
– David A. Aaker, Brand Leadership
Master brand
Subbrands
Product brands
The Brand Architecture spectrum
A Branded House
uses a single Master
Brand to span a set
of offerings that
operate only with
descriptive offerings.
A House of Brands
consists of independent
stand-alone brands,
each maximizing its
impact on the market
with little connection to
its parent.
Significant investment in multiple Brands
Build Brand Equity in Master Brand
Maximize synergies among business units
Target unique & separate customer base
Reinforce comprehensive solution focus
Key Issues Driving The Spectrum:
Branded
House
House of
Brands
Sub-Brands
Stand-Alone
A flexible architecture can be used to address local
differences
 The Sony brand system uses the Sony brand in a variety of ways, in different
markets, to target specific customers with unique value propositions
Endorser
IngredientDriver
Stand-AloneCorporate
Play Station and Columbia Tri-
Star are not visibly connected to
Sony, but many consumers know
about the link. This shadow
endorsement provides positive
associations, but allows the
strong brands to stand on their
own
The ProAudio brand augments
the Sony brand by
communicating cutting edge
technology across multiple
Sony Electronics product lines
Endorser brands usually represent
organizations, rather than products, and
provide credibility to the offering. Since the
Sony brand is somewhat insulated from the
product brand, poor performance of Metreon
is unlikely to affect the Sony brand
A driver brand has the primary
responsibility for a purchase
decision and owns the
customer’s brand experience.
Sony uses their master brand
with a descriptive, “Pictures,”
to drive the film division
Sony chooses a
flexible architecture
and leverages their
corporate brand in
several different
ways
6. Evaluate and align touchpoints to deliver
 Each touchpoint can reinforce or denigrate the brand, therefore the touchpoints must be
evaluated and aligned to deliver the brand Positioning, and ultimately reach the desired
Brand Identity
Pre-Purchase
Experience
Post-Purchase
Experience
Purchase
Experience
Touchpoint Wheel
Website
Advertising
Collateral
Product/Service
Assortment
Point-of-Purchase
Displays
Sales Force
Customer Service
Billing
Loyalty Programs
Product Quality
Whirlpool’s Touchpoint Wheel
Pre-Purchase
Experience
Post Purchase
Experience
Purchase
Experience
Influencing
Touchpoints
• Print & TV Advertising
• Coupons or Special Offers
• Website
• Viral Marketing
• Direct Mail
• New Product Launches
• Public Relations
• Consumer Reports
• Marketing Speeches
• Sponsorships
• Home Builders, Contractors,
Architects
• Partners like P&G
• Whirlpool Customers
• Retail Partners
• In-Store Displays
• Sales Force
• Financing Plans
• Installation Technicians
• Customer Service Agents
• Customer Service Reps
• Service Technicians
• Inspired Cooking Class
• Customer Satisfaction
Survey
• Bill
• Community Work
College/
MBA Recruiting
Company
Alumni
Vendors/
Suppliers
Analysts
Annual Shareholder
Meeting
Annual Report
Internal
Newsletters
Employees
 Understand the specifics of the Brand Contract from your customers’
perspective.
 Translate the specifics of the brand into product, service and delivery
standards that employees can understand and technology can fulfill.
 Fulfill the “positive” expectations of the Brand Contract to develop a
more lasting, powerful brand. Uncover and address the “negative”
expectations of the Brand Contract to improve and transform
perceptions of the brand.
 Uphold the Brand Contract or risk undermining the brand and losing
trust from customers.
 Deliver on the Brand Contract consistently through all touch points
7. Consistently deliver on your Brand Contract
 A Brand Contract includes all the promises that the brand makes to its customers. Once
you have identified and evaluated critical touchpoints, ensure that you have an action
plan to deliver on your Brand Contract.
The result of NOT delivering on your Brand
Contract
Brand Contract
 Consistent, fast, friendly service
 Reasonably priced
 Fresh, tasty food
 Family fun and safe
 Enjoyable experience
 High value
 High quality
 Wall Street Journal, July 16th - cites a University of
Michigan study on customer service that found
McDonald’s ranked among the poorest-performers
relative to customer satisfaction.
 “on any given day, 11% of McDonald’s customers are
dissatisfied with their visit”
 Nearly 70% of the dissatisfied customers are further
dissatisfied with the way their complaint was handled
 Over half of all dissatisfied customers reduce their visits
to McDonald’s and tell up to 10 others about their
unsatisfactory experience.
The article quantified the financial losses tied to poor
customer service as potentially costing McDonald’s $750
million annually.
What do you expect from a visit
at McDonald’s?
What do you experience from a
visit at McDonald’s?
8. Practice effective global brand management
 A company’s primary goal should be global brand leadership, not a global
brand
Effective
Global Brand
Management
Share Insights
and Best
Practices Across
Countries
Assign
Responsibility for
Cross-Country
Synergy
Execute Brilliant
Brand-Building
Programs
Support a Global
Brand Planning
Process
+ Holds a global meeting at its headquarters every quarter to spark internal community spirit, provide
education regarding the direction of the company, and rally associates around the brand
+ Senior management prefaces internal newsletters and status reports with brand vision
+ Employees who demonstrate the company’s core values receive company-wide recognition through
reward programs such as the highly acclaimed Chairman’s Award
+ Actively use intranet to share best practices
+ Provides complete “Brand Book” and “Brand Execution Guidelines”
+ Regular conferences
+ Global Brand Director frequently travels to educate, learn, and share
 Bayer Self Testing Segment has an inconsistent global brand structure
 Product oriented company; lacks umbrella brand
 No senior management support; no internal communication
 Brand does not tie its diabetes offerings together, resonate with consumers, or differentiate from
competitors
Companies use different methods for encouraging
sharing of best practices and brand insights
There are varying degrees of centralization of
brand management
Options for Global Brand Management
1. Single, Unified Global Brands & Positionings,
w/ Regional Variances
2. Regional Brands w/ Common Umbrella
Positionings, & Regional Autonomy
3. Distinct Global Brand Postionings, w/
Regional Brand Autonomy
4. Common Global Brand-Building Platforms
(products, sales force, marcom), Distinct
Brands by Price Point
Examples
Track specific brand metrics
ROBI Metrics
ROBI
SM
Measurement
Analysis
Decision Making
Benchmarking Diagnosing
Allocating
Resources
Compensating
Employees
Informing
Markets
Setting Future
Goals
There is only one kind of valuable brand metric –
one that drives to a business action
Business Action
Touchpoint Metrics
Metrics that diagnose the
brand’s performance across
the touchpoints of the brand-
customer relationship.
Metrics that diagnosis the
brand’s impact on the
business’ performance.
Strategic Metrics (Impact)
Eight ways to manage your brand as an asset
1. Formally link business and brand strategy
2. Create a unique and relevant Brand Identity
3. Create a clear and distinct Positioning
4. Extend your brand strategically
5. Build a strategic Brand Architecture
6. Evaluate and align touchpoints
7. Consistently deliver on your Brand Contract
8. Practice effective global brand management
Managing Your Brand as an Asset

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2013 navigate-managing your brand as an asset

  • 1. Australian Marketing Institute Managing Your Brand as an Asset John Gregg JULY 18, 2013
  • 2. Agenda  Why is Brand Asset Management Important?  What are the Key Steps to Brand Asset Management?
  • 3. The Top Determinants of Brand Strength Customer Loyalty Price Premium “An increase in customer loyalty of only 5% can lift lifetime profits per customer by as much as 95%” “In some sectors, an increase of customer loyalty of just 2% is equivalent to a 10% cost reduction” “Over 50% of customers would be willing to pay 20-25% price premium to the brand that they are most loyal to” “A 1% increase in brand equity can result in a 1% increase in stock price” “50% of customers are willing to try a new product from a preferred brand because of the implied endorsement, credibility and trust.” “It takes 7 to 10 times the cost and effort to gain a new customer as it does to keep an existing customer” “I Would Travel Further” “I Would Pay More” “I Would Wait Longer”
  • 4. Agenda  Why is Brand Asset Management Important?  What are the Key Steps to Brand Asset Management?
  • 5. Eight ways to manage your brand as an asset 1. Formally link business and brand strategy 2. Create a unique and relevant Brand Identity 3. Create a clear and distinct Positioning 4. Extend your brand strategically 5. Build a strategic Brand Architecture 6. Evaluate and align touchpoints 7. Consistently deliver on your Brand Contract 8. Practice effective global brand management Managing Your Brand as an Asset
  • 6. 1. Formally link business and brand strategy Resonate Differentiate Credibility Brand Strategy With Customers And Employees Vs. Competitors Business Strategy  Viable business model  Viable profit model Execution  Planning (e.g.,communications road map, marketing, site plans, etc.)  Implementation – Internally (e.g. communications, brand behaviors, culture) – Externally (e.g. brand customer relationship) Linkage Between Business and Brand Strategy
  • 7. Connecting the brand vision to a financial growth gap helps demonstrate the importance of bringing it to life 2010 (3.5%) 5-Year CAGR 2005 $430 million $630 million 8% $100 million $100 Million $70 million = Current Business = Acquisitions = New Products = Brand Building  Options to fill the brand- driven growth gap: – Build and leverage your brand more successfully—through strategic line extensions, premium pricing, partnerships, licensing opportunities, etc. 5 Year Growth Gap = $270 million
  • 8. 2. Create an aspirational and relevant Brand Identity Today Future Time Brand And Customer Value Current perceptions of the brand Platform to move the brand along its path to its aspirational identity. Demonstrates the unique and beneficial differentiation of the brand; resonates and is credible with customers. Brand Positioning Brand Positioning Brand Image Brand Identity Aspirational goal of the brand; Aspirational associations customers should have after repeated exposure to/experiences with the brand. Brand Positioning
  • 9. Brand Identity provides strategic direction  Brand Identity is…  Future-focused, aspirational and provides a vision for the organization to strive for  The emotional link desired between product and customer  Brand Identity will provide…  Organizational touchstone, both internally and externally  The basis for crafting the strategic roadmap, guiding Brand Positioning, Communications, Brand Extendibility and Metrics Brand Essence Guides internal strategy; summary of the Brand Identity Core Identity Core values, key competencies. Associations that will remain consistent across product, markets and through time. Extended Identity Elements that provide texture and completeness; personality, organization, product characteristics
  • 10. Virgin’s Brand Identity Essence of the Brand Irreverence Core Identity Elements Innovation Fun & Entertainment Value Service Quality Extended Identity Elements Underdog Personality Richard Brand Identity
  • 11. 1. Communicates the elements of the identity that resonate and are most credible with customers 2. Differentiates and demonstrates competitive advantage  It is the foundation for all external communications 3. Serves as the platform to move the brand along its path to the aspirational identity 4. Will evolve over time as the brand is able to deliver on elements of the Brand Identity and as customers’ needs change Four Fundamentals Of Brand Positioning 3. Create a clear and distinct Positioning
  • 12. Most meaningful & most difficult to imitate, but hardest to deliver Easiest to deliver, but least meaningful & most easily imitated Functional Benefits Attributes Emotional & Self-Expressive Benefits The emotional & self- expressive benefits customers receive The functional benefits customers receive Features or processes that must be demonstrated to customers Benefits Hierarchy
  • 13. Extended Identity Elements Core Identity Elements Essence of the Brand –Irreverence –Service Quality –Value –Fun –Innovation –Underdog –Exciting –New Rules Virgin’s Brand Positioning Positioning A Personal Way to Flexibly Shop for Wines at a Great Value “Wine Buying Like Never Before” Brand Identity
  • 14. A global Positioning statement can be tailored to support local needs USA Zippo’s Core Global Positioning Statement Zippo’s resilience, ruggedness, and dependability is legendary, and has earned it the continuing respect, confidence, and loyalty of its users. Combined with its classic design, American heritage, and individual sense of style, Zippo has become the quintessential brand for those who demand the perfect flame. GLOBALMexico Japan Germany • Sporty and young-at-heart • Patriotic and respectful of American ideals, but not lost in nostalgia or sentimentalism • Cosmopolitan, fashionable • Socially active • Proud of, but not arrogant • Seeking and achieving success • Outdoorsy, rugged • Classic cool (e.g. James Dean) • Worldly, modern, contemporary • Rugged but friendly, outgoing and approachable
  • 15.  Is the extension consistent with your longer term brand vision and strategy?  Does the extension actually add value to your brand?  Will you be able to deliver on the branded customer experience?  Is the benefit consistent with your Positioning?  If this extension fails, will it be a major or minor setback for your brand?  Does the extension make sense for all regions? 4. Extend your brand strategically Brand Extendibility: Critical Questions to Ask
  • 16. Stronger brands allow for more differentiated product line extensions Office (e.g., Scotch Tape) Transportation Safety (e.g., Reflective Coatings) Industrial (e.g. Abrasives) Health Care (e.g., Surgical Supplies) Beliefs and Values Benefits Attributes High Low Degree of Product Differentiation Level of Brand Meaning Example: Pioneering Innovative Technologies & Products
  • 17. Brands with lower brand meaning cannot support much extension ?? Beliefs and Values Benefits Attributes High Low Degree of Product Differentiation Level of Brand Meaning Bottled Water Pure Water Example:
  • 18. Sainsbury’s Bank Faster Chips The Blue Card Consulting X Box Knowing when to extend your brand… Successful Extensions
  • 19. Unsuccessful Extensions Mercedes C-Class Coke Clothes Wine Coolers Mouthwash …and knowing when not to is a key driver of brand success
  • 20. Brand extension ideas should be evaluated for fit in all regions USA GLOBAL Germany Japan Mexico GLOBAL Germany Japan Mexico USA USA GLOBAL Germany Japan Mexico USA GLOBAL Germany Japan Mexico Pocket Flashlight Sunglasses Camp Stove Lighter Wand Purchase Interest High Medium Low
  • 21. 5. Build a strategic Brand Architecture  The logical, strategic and relational structure for all of the brands in the organization’s brand portfolio  The objective is to maximize clarity, synergy and leverage to maximize customer value and internal efficiencies  Should clarify what role each of your brands and products play in different markets, and may result in a brand rationalization Brand Architecture is the organizing structure of a brand portfolio – David A. Aaker, Brand Leadership Master brand Subbrands Product brands
  • 22. The Brand Architecture spectrum A Branded House uses a single Master Brand to span a set of offerings that operate only with descriptive offerings. A House of Brands consists of independent stand-alone brands, each maximizing its impact on the market with little connection to its parent. Significant investment in multiple Brands Build Brand Equity in Master Brand Maximize synergies among business units Target unique & separate customer base Reinforce comprehensive solution focus Key Issues Driving The Spectrum: Branded House House of Brands Sub-Brands Stand-Alone
  • 23. A flexible architecture can be used to address local differences  The Sony brand system uses the Sony brand in a variety of ways, in different markets, to target specific customers with unique value propositions Endorser IngredientDriver Stand-AloneCorporate Play Station and Columbia Tri- Star are not visibly connected to Sony, but many consumers know about the link. This shadow endorsement provides positive associations, but allows the strong brands to stand on their own The ProAudio brand augments the Sony brand by communicating cutting edge technology across multiple Sony Electronics product lines Endorser brands usually represent organizations, rather than products, and provide credibility to the offering. Since the Sony brand is somewhat insulated from the product brand, poor performance of Metreon is unlikely to affect the Sony brand A driver brand has the primary responsibility for a purchase decision and owns the customer’s brand experience. Sony uses their master brand with a descriptive, “Pictures,” to drive the film division Sony chooses a flexible architecture and leverages their corporate brand in several different ways
  • 24. 6. Evaluate and align touchpoints to deliver  Each touchpoint can reinforce or denigrate the brand, therefore the touchpoints must be evaluated and aligned to deliver the brand Positioning, and ultimately reach the desired Brand Identity Pre-Purchase Experience Post-Purchase Experience Purchase Experience Touchpoint Wheel Website Advertising Collateral Product/Service Assortment Point-of-Purchase Displays Sales Force Customer Service Billing Loyalty Programs Product Quality
  • 25. Whirlpool’s Touchpoint Wheel Pre-Purchase Experience Post Purchase Experience Purchase Experience Influencing Touchpoints • Print & TV Advertising • Coupons or Special Offers • Website • Viral Marketing • Direct Mail • New Product Launches • Public Relations • Consumer Reports • Marketing Speeches • Sponsorships • Home Builders, Contractors, Architects • Partners like P&G • Whirlpool Customers • Retail Partners • In-Store Displays • Sales Force • Financing Plans • Installation Technicians • Customer Service Agents • Customer Service Reps • Service Technicians • Inspired Cooking Class • Customer Satisfaction Survey • Bill • Community Work College/ MBA Recruiting Company Alumni Vendors/ Suppliers Analysts Annual Shareholder Meeting Annual Report Internal Newsletters Employees
  • 26.  Understand the specifics of the Brand Contract from your customers’ perspective.  Translate the specifics of the brand into product, service and delivery standards that employees can understand and technology can fulfill.  Fulfill the “positive” expectations of the Brand Contract to develop a more lasting, powerful brand. Uncover and address the “negative” expectations of the Brand Contract to improve and transform perceptions of the brand.  Uphold the Brand Contract or risk undermining the brand and losing trust from customers.  Deliver on the Brand Contract consistently through all touch points 7. Consistently deliver on your Brand Contract  A Brand Contract includes all the promises that the brand makes to its customers. Once you have identified and evaluated critical touchpoints, ensure that you have an action plan to deliver on your Brand Contract.
  • 27. The result of NOT delivering on your Brand Contract Brand Contract  Consistent, fast, friendly service  Reasonably priced  Fresh, tasty food  Family fun and safe  Enjoyable experience  High value  High quality  Wall Street Journal, July 16th - cites a University of Michigan study on customer service that found McDonald’s ranked among the poorest-performers relative to customer satisfaction.  “on any given day, 11% of McDonald’s customers are dissatisfied with their visit”  Nearly 70% of the dissatisfied customers are further dissatisfied with the way their complaint was handled  Over half of all dissatisfied customers reduce their visits to McDonald’s and tell up to 10 others about their unsatisfactory experience. The article quantified the financial losses tied to poor customer service as potentially costing McDonald’s $750 million annually. What do you expect from a visit at McDonald’s? What do you experience from a visit at McDonald’s?
  • 28. 8. Practice effective global brand management  A company’s primary goal should be global brand leadership, not a global brand Effective Global Brand Management Share Insights and Best Practices Across Countries Assign Responsibility for Cross-Country Synergy Execute Brilliant Brand-Building Programs Support a Global Brand Planning Process
  • 29. + Holds a global meeting at its headquarters every quarter to spark internal community spirit, provide education regarding the direction of the company, and rally associates around the brand + Senior management prefaces internal newsletters and status reports with brand vision + Employees who demonstrate the company’s core values receive company-wide recognition through reward programs such as the highly acclaimed Chairman’s Award + Actively use intranet to share best practices + Provides complete “Brand Book” and “Brand Execution Guidelines” + Regular conferences + Global Brand Director frequently travels to educate, learn, and share  Bayer Self Testing Segment has an inconsistent global brand structure  Product oriented company; lacks umbrella brand  No senior management support; no internal communication  Brand does not tie its diabetes offerings together, resonate with consumers, or differentiate from competitors Companies use different methods for encouraging sharing of best practices and brand insights
  • 30. There are varying degrees of centralization of brand management Options for Global Brand Management 1. Single, Unified Global Brands & Positionings, w/ Regional Variances 2. Regional Brands w/ Common Umbrella Positionings, & Regional Autonomy 3. Distinct Global Brand Postionings, w/ Regional Brand Autonomy 4. Common Global Brand-Building Platforms (products, sales force, marcom), Distinct Brands by Price Point Examples
  • 31. Track specific brand metrics ROBI Metrics ROBI SM Measurement Analysis Decision Making Benchmarking Diagnosing Allocating Resources Compensating Employees Informing Markets Setting Future Goals
  • 32. There is only one kind of valuable brand metric – one that drives to a business action Business Action Touchpoint Metrics Metrics that diagnose the brand’s performance across the touchpoints of the brand- customer relationship. Metrics that diagnosis the brand’s impact on the business’ performance. Strategic Metrics (Impact)
  • 33. Eight ways to manage your brand as an asset 1. Formally link business and brand strategy 2. Create a unique and relevant Brand Identity 3. Create a clear and distinct Positioning 4. Extend your brand strategically 5. Build a strategic Brand Architecture 6. Evaluate and align touchpoints 7. Consistently deliver on your Brand Contract 8. Practice effective global brand management Managing Your Brand as an Asset