51155631 iim shillong brand management

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IIM Shillong

Brand Management

December 8, 2009

Charanpreet SinghAssociate Dean

Praxis Business School

[email protected]

Click to edit Mastertitle style
mailto:[email protected]:[email protected]


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Brand PersonalityWells Fargo

David A. Aaker, a former professor of

marketing strategy at Berkeley and vice

chairman of Prophet Brand, wrote in his

bookManagingBrandEquity:A study of banks in California confirmed

that their associations are very similar ...

Nothing distinctive -- with the exception of

WellsFargo, which has had a host of

associations going along with their

ubiquitous stagecoach. In an industry in

which similarity is the norm, the stagecoach

is an enormous asset, in part because of the

richness of the concept, In addition to

providing associations with the Old West,horses, and the gold rush, it also

effortlessly is linked to reliability in the

face of adversity, adventurousness,

independence, and even building a new

society out of wilderness.


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Technology Impact onMarketing

E. Jerome McCarthys concept of

4Ps, now being redefined

Product: Consumer wants to

shape them (produce what can

be sold)Price: Discovered (free canmake money, Google)

Place: Physical to virtualPromotion: Non-personal mass

driven to engaging one-on-one -

CRM

Technology Impact on

Marketing


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Technology Impact onBrand Management

Consumers love to talk back

Lifesavers got 400,000 votes for keeping

the pineapple flavour.

Consumers are control freaks power fromgiving inputs

Brands are virtual

Sara Lee has sold off most of its

factoriesNike does not make sneakers

Sims

allows to create a family on-line

and then take care of it

obviously brands get involved

Technology Impact on Brand

Management


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Its a business strategy.

Its about how you

engage

transact

fulfill

service

Its about how you collect anduse

intelligence to unify points of

contact in order to optimizeyour

customers experience.

customer relationship

management

focus on the customer


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Property of Hewlett-Packard - Do not copy or distr

check if yes

Are your core products orservices at risk of beingcommoditized?

Are your customers demandingthat you provide anytime,anywhere, anywaycapabilities?

Is there a significant difference

in the value of your bestcustomers vs. your averagecustomers?

Are you finding the need tocustomize or personalizeproducts and services?

Do you have a premium brandto protect?

Are there competitors in yourmarket who are attempting to

change the rules of thegame?

is it time to getserious

about CRM?


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Marketing withoutMarketing

How to

make brand successes appearlike serendipitous accidents

let go of the fallacy that brand

belongs to you, not to themarket

co-create by collaborating with

your consumers

Brand Hijack


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Marketing without Marketing

How to

inspire customer loyalty, not

customer retention

embrace the value of being

surprising and imperfect

Brand Hijack


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Marketing withoutMarketing

How did Starbucks, eBay build

billion $ valuations withoutleading with a quintessential

advertising campaign?

Brand Hijackingthe art of commandeerin a brand

Brand Hijack


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Brand Hijack

- a complex orchestration of

Brand Hijack


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Shawn Fanning did not want to

revolutionize the music

industry and invent file sharing

- wanted to know how to et

Brand Hijack


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Provided a blank canvas

users could make a neutral

infrastructure their own

Brand Hijack


15/126Property of Hewlett-Packard - Do not copy or distrTechnology enables the Hijack

The Web 2.0phenomenon


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Brand Hijack

the marketers guide



Brand Hijack


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Brand Hijack



Brand Hijack


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Brand Hijack


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Brand Hijack


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Brand Hijack


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Brand Hijack

Marketing as a catalyst forcultural development


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Today we will talkabout.

Measuring BrandPerformance

Brand Tracking

Methods of Brand Tracking

Quantitative

Young & Rubicams BAV J. Aakers Brand

Personality

Kapferers Brand Prism

QualitativeProjective techniques

Laddering method


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Brand Tracking

Three components:

Brand Knowledge

Brand Equity premiumchargeable/ highernumbers

Brand Value rupeevalue if the brand issold or franchised


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Brand Tracking

Brand Knowledge

Has two components:

1.Brand Awareness does theconsumer know about thebrand?

2. Brand Image what doesthe consumer associate withthe brand?


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Brand Tracking

Brand Knowledge

Kellers Pyramid

Level 1: Brand Awareness

Level 2: Brand Image

Level 3: Brand Evaluation

Level 4: Brand Loyalty

Few brands reach Level 4


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Brand Tracking

Brand Knowledge

Brand Awareness has twodimensions:

1. Depth (Top-of-mind,unaided, aided recall)

2. Breadth (length oftime)


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Brand Knowledge

Kellers Brand Pyramid

Brand Evaluation has twodimensions:

1. Functional: Brand Valueand Credibility

2. Emotional: Selfconcept, feelings, socialapproval and empathy


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Kellers Brand Knowledge Pyramid

Brand Knowledge

Brand

AwarenessBrand Image Brand Evaluation Brand Loyalty

Depth Breadth

Functional Emotional Funct Emot EmotFunct


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Young & Rubicams BrandAsset Valuator

Attempts to measure:

Brand Stature

The current strength of thebrand

rand Vitality

The potential for growth

oung u cam s ran


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gAsset Valuator

Brand stature measuresthe current strength ofthe brand and dependson:

Knowledge how wellconsumers know thebrand

Esteem - how highlyconsumers regard thebrand.

Y & R bi B d


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Brand vitality measuresthe growth potential of abrand and depends on:

Differentiation howdistinct the brand is

Relevance -appropriateness to thetarget consumer


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Young & Rubicams Brand


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Young & Rubicam s BrandAsset Valuator

Methodology

nce the responses alongthe four dimensions aremeasured, we have the

scores of the brandacross the fourdimensions

he Stature and Vitalitymeasures translate into a2*2 matrix with 4quadrants


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Measuring Brand PerformanceY & R BAV Matrix

Brand Stature

4

Low, Low

2

Low, High1

High, High

3

High, Low


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uadrant 2

ow Stature, High Vitality

nterpretation:

merging Brand

omparative strength is

measured by knowledgeand esteem scores knowledge score is morefundamental


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ou g & ub ca s a dAsset Valuator

nderstanding what thescores tell you .

elevance:

igh relevance meansyour need-identificationis spot-on the first

building block is in place


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Asset Valuator


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Measuring BrandPerformance nderstanding what thescores tell you .

mplication of HighRelevance, LowDifferentiation

our need identification isstrong, but competitors

offerings are seen to be


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nderstanding what the

scores tell you .

mplication of HighRelevance, LowDifferentiation

he Prescription:

ont tinker with thepositioning - concentrate

on the clarity of


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Asset Valuator

Clarity of communication

SAFFOLA

SURF EXCEL

ASIAN PAINTS APEX ULTIMA

HAPPYDENT

FEVICOL

Asset Valuator


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Measuring BrandPerformance nderstanding what thescores tell you .

mplication of LowRelevance, HighDifferentiation

onsumers clearly see itas different fromcompetition, but do notrelate to the benefit or

image portrayed by it


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nderstanding what the

scores tell you .

mplication of LowRelevance, HighDifferentiation

rescription:


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Asset Valuator


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Understanding what the

scores tell you

he Esteem score tells youhow well the brand is

regarded and respected

unction of:

he way the brand hasconducted itself on the

value attribute reality


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Understanding what thescores tell you

igh knowledge, lowesteem:

he brand personality isnot reinforced, or hasundesired attributes


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The BAV model couldthrow up results thatlead us to the softer

aspect of the brand theBrand Personality

Measures of BrandPersonality

Jennifer Aakers model

Kepferers Brand Prism


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The Aakers Model of


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Brand Personality

Sincerity, measured by

whether the brand isseen as:

Honest

Wholesome

Down to earth

Cheerful

Kapil Dev

The Aakers Model ofB d P lit


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Brand Personality

Excitement, measuredby whether the brand isseen as:

Daring

Spirited

Imaginative

Up to date /

contemporary

Dhoni


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The Aakers Model ofBrand Personality

Competence, measuredby whether the brand isseen as:

Reliable

Intelligent

Successful

Rahul Dravid


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Sophistication,measured by whetherthe brand is seen as:

Upper class

Charming

Tiger Pataudi

Imran Khan


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Ruggedness, measuredby whether the brand isseen as:

Tough

Outdoorsy

Yuvraj Singh

Andrew Symonds


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The Aakers Model of

Brand Personality

Aakers model haslimitations:

personification of brandsis restrictive - a brand

possesses dimensionswhich one may or maynot be able to personify


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http://flyoni.com/wp-content/uploads/2008/05/prism.JPG


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Kapferers Brand IdentityPrism

Physical facet (External):

Packaging

Color

Product look & feel

May be prominent or

dormant

Is the first stage inbrand construction


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Kapferers Brand IdentityP i


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Prism

Brand Relationship(external):

More relevant to b2band services and dealswith the quality oftransactions.

Trust, commitment arethe key variables.


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Kapferers Brand IdentityP i


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Prism

Brand Culture (internal):

Culture is a deep-seatedfacet and implies asystem of values, asource of inspiration,

brand energy.

Cultural moorings:urban/ rural/ Indian/global

Fosters, Rolex, Ceylontea, Kitchens of India,e-choupal

The Worlds Local Bank

K f B d Id tit


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Reflected consumer(external):

Whom is the brand seenas targeted to and theimage of the targetwhich the brand offersto the public

Marlboro, Raymonds,Open Source Software



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Prism

Consumer Mentalisation(internal):

If reflection is thetargets outward mirror,the self-image is thetargets own internalmirror

Through our attitudetowards certain brands,

we develop a certaintype of innerrelationship withourselves

Marlboro, Raymonds,

Kapferers Brand Identity


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Kapferer s Brand IdentityPrism

The identity prism putsthe brand under themicroscope of each ofits facets

Comes up withdiagnoses - useful when

brand identity prismsare worked out forcompetitors


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Qualitative Methods ofmeasuring brand

performance

Projective Techniques

Laddering


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Personal values


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research:

Macro (sociology):

standard surveyresearch methodologycombined with aclassification scheme tocategorize respondentsinto predeterminedclusters or groups

VALs Values, Attitudesand Lifestyles -methodology of the

Stanford Research

Personal values


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Personal valuesresearch:

Macro (sociology):VALs

Administer an intervalscaled instrument witha series of questions onVALs

Cluster the respondents

by running a clusteranalysis and givenames to each cluster(belonger, emulator, Iam me, achiever)


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Personal values


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Personal valuesresearch

Micro (psychology):

Means-end theory(Gutman 1982)

linkages between the

attributes that exist inproducts (the "means"),

the consequences forthe consumer provided

by the attributes,

and the personal values(the ends) theconsequences reinforce


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Means-end theory

Consequences (C)

The power of the bikecould lead to the

consequences of:It goes faster (speed)

It is sturdier (power =sturdiness)

It goes long distances


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Means-end theory

Consequences (C)

The consequence of itgoes faster couldfurther be:

You will zip past yourfriends and classmates.


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Means-end theory

Consequences

The consequences of itis sturdier couldfurther be:

It will last longer

It will have lowermaintenance

Means end theory


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Means-end theory

Values

The values of it will last

longer and will havelower maintenancecould be:

Pride in being careful

about the money spent -vfm buyer

Means end theory


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Means-end theory

Consequences

The consequence of it

goes long distancescould be that

As a sales executive,you could cover more

territory and achievehigher sales.


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Laddering


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Measuring BrandPerformance Laddering refers to anin-depth, one-on-one

interviewing techniqueused to develop anunderstanding of howconsumers translate theattributes of productsinto meaningfulassociations with

respect to self,following the Means-End Theory

Laddering


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Measuring BrandPerformance a tailored interviewingformat using primarily a

series of directedprobes, typified by theWhy is that importantto you? question

goal of determining setsof linkages between thekey perceptual elementsacross the range ofattributes (A),consequences (C), andvalues (V).


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Measuring Brand

Performance

Laddering

provides a perspective onhow product informationis processed from a

motivational perspective- the underlying reasonswhy an attribute or aconsequence isimportant can beuncovered

Laddering

the following ladder, startingith b i di ti ti


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Measuring Brand

Performance

with a basic distinctionbetween types of snackchips, represents part of the

data collection from a singlesubject in a salty-snackstudy:

(V) self-esteemI

(C) better figureI

(C) dont get fat

I(C) eat lessI

(A) strong tasteI

(A) flavored chip

Laddering


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Measuring Brand

Performance Data CollectionOne-on-one interviews.Typical question is: whyis that important to

you?

Lets go through an

example - the productclass chosen is WineCoolers


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Laddering


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Measuring Brand

Performance

Laddering

Data Analysis

The summary ladder for(1) is:

V: sense of belonging

(part of the group)C: socialize

C: avoid getting drunk(wasted)

A: less alcohol/filling

n erv ewer: ou sa you pre er a coo er w en you ge omeafter work because of the full-bodied taste. Whats so good about afull-bodied taste after work?

Respondent: I like it I work hard and it feels good to drink


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Respondent: I like it. I work hard and it feels good to drinksomething satisfying.

Interviewer: Why is a satisfying drink important to you after work? Respondent: Because it is. I just enjoy it.

Interviewer: What would you drink if you didnt have a cooleravailable to you? (*)

Respondent: Probably a light beer.

Interviewer: Whats better about a wine cooler as opposed to alight beer when you get home after work?

Respondent: Well, if I start drinking beer, I have a hard timestopping. I just continue on into the night. But with coolers I getfilled up and its easy to stop. Plus, I tend to not eat as much

dinner.

Interviewer: So why is continuing to drink into the eveningsomething you dont want to do?

Respondent: Well, if I keep drinking I generally fall asleep prettyearly and I dont get a chance to talk to my wife after the kids go to

bed. She works hard with the house and the kids all dayand its


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Laddering

D A l i


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Measuring Brand

Performance

Data Analysis


V responsibility tofamily

C waste money

C throw it away (dontdrink all of it)

C gets warmC too much to drink

A larger size


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Laddering


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Measuring Brand

Performance Data AnalysisThe summary ladder for

(4) is:

V like my coworkers(belonging)C sophisticated image

C more feminineA bottle shapeA fancy label

5. Third-person Probe (*)


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Interviewer: You mentioned you drink wine coolers at parties at yourfriends house. Why do you drink them there?Respondent: Just because they have them.

Interviewer: Why not drink something else?Respondent: I just like drinking coolers.

Interviewer: Whydo you think your friends have them at parties? (*)Respondent: I guess they want to impress us because wine coolers areexpensive.They relate quality to how expensive it is.

Interviewer: Why do they want to impress others?Respondent: Since coolers are new, they are almost like a status

symbol.

Interviewer So what is the value to them ofhaving a status symbol?Respondent: My friends always like to do one better than anyone else.Its probably related to their self-esteem.

Laddering

D t A l i


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Measuring Brand

Performance

Data Analysis


V self-esteem

C status symbolC impress (others)

C quality

A expensive


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Laddering

Data Analysis


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Measuring Brand

Performance

Data Analysis

The summary ladder for

(6) is:

V completing a chore

(accomplishment)C rewardC thirst-quenchingC refreshing

A crispA carbonation


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Table 1: Summary Content Codes forHypothetical Wine Cooler Example


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Values(20) Accomplishment(21) Family(22) Belonging(23) Self-esteemConsequences

8) Quality9) Filling(10) Refreshing(11) Consume less(12) Thirst-quenching(13) More feminine

(14) Avoid negatives(15) Avoid waste(16) Reward(17) Sophisticated(18) Impress others(19) Socialize

Attributes

1) Carbonation2) Crisp3) Expensive4) Label5) Bottle shape6) Less alcohol

7) Smaller


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Laddering


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Measuring Brand

Performance

Positioning

We obtain the 4segments

We also get cues on thecombinations of

attributes andconsequences leading tothese segments

We can position andcommunicate ourpositioning accordingly


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Laddering

C b d f


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Measuring Brand

Performance

Can be used for:

(1)segmenting consumers with respect to their

values orientations for aproduct class or brand;

(2)for assessing brands or

products in a fashion similarto the use of more traditionalratings;

(3)evaluating competitiveadvertising; and

(4)as a basis for developingadvertising strategies


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51155631 iim shillong brand management

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