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Endorsed
Marketing synergy between product and service name and the parent
Product and service has a clear market presence; benefits from parent
association
Parent endorses the product/service
Branded
Hybrid
What are we? What are our competitive strengths? What are our deep
capabilities that are sustainable? What founding characteristics need to
endure? What are we proud of and proud to be?
What do we do? What are our key services? What future services will we
offer?
How do we do it? What skills, approach do we have? How do we work these to
our competitive advantage?
Who are we? Whats our personality, our values? What has made us who we
are today? What do we do or need to do to deliver?
Why do we do it? Whats our cause, purpose, mission? What do you like about
coming to this place?
FOCUS
CREATE
ENGAGE
SUSTAIN
Brand Strategy
and Service Brand
Strategies
Group Brand
Design and
Service Brand
Design
Enthusiastic and
Committed
Leadership
Create a Project,
elevate as Mission
critical.
Brand Essence.
Brand architecture
and Market
offerings
Implementation of
new identity
internal and
external
Stakeholder
consensus on
brand architecture,
values, brand
essence.
Development of
visual expression,
across core
applications
and
communications
Systems and
processes
for maintaining
standards
Brand brief.
Test/feedback
Guidelines and
standards
Joining and separating usually both are needed to create a sustainable structure
for complex company portfolios. The Brand Architecture method allows these
highly sensitive issues to be moved from the superficial branding level (name,
logo, colors) to a much deeper level. All the strategic and operational implications
of brand-related decisions are analyzed and presented in a way that makes it
clear to management the consequences or undesirable effects their decisions will
produce.
In complex multi-brand systems, the market power of the individual brands and
synergy effects are structurally opposing forces. With the instruments provided
by the Brand Architecture, these two parameters can be optimized even in
difficult cases (e.g. mergers and acquisitions). To achieve this, the process of
joining and separating brands must be carried out consistently throughout the
entire value-added chain from R & D to production, from marketing to sales, and
even to distribution channels.
In those areas where individual brands are to operate independently, they are
allowed to lead their separate existences. The group brand, on the other hand,
will be used in those cases where it is felt that it can create a stronger impact.
The Brand Architecture method can also be used to determine whether, in a
multibrand system, a joint sales force will create a greater benefit or whether
the impact will be stronger if the brands are handled by separate sales forces.
Here it is important to carry out a detailed analysis of the relationship between
the company and the brands on the one hand, and its distribution partners on the
other. Armed with these results, the sales force will be able to make the most of
this relationship to create the maximum impact.
What should be done with the secondary brand which has a lower price
positioning?
Clearly, it is a matter of the utmost importance that the main brand is not
cannibalized. However, there is no easy solution. Each case needs to be treated
individually and all the relevant parameters must be taken into account.
Secondary brands that can only survive through cross-subsidization must be
evaluated in terms of their economic viability.
If a company has already established a well-organized brand structure, another
problem affecting the brand architecture may arise, namely how to present the
product ranges under each of the brands. Each brand portfolio must fulfill two
conditions. First, there has to be a connection between the product offerings and
the established brand. The reason is that customers store all their positive
experiences under the name and symbols of the brand. Secondly, the individual
products need to be sufficiently differentiated from one another. This way
customers can perceive how broad a range the brand is capable of covering. If
these conditions are met, the brand will achieve maximum competitive strength
over its entire product range.
When the brand portfolio is headed by a group brand, the Brand Architecture
method has to address another issue. In communications with sales markets, the
group may need to remain entirely invisible or to display its connection with the
brand. In the latter case, it is important to determine how prominent that link
must be.
Certainly, one of the main tasks of any group brand is to impress the financial
markets. Unlike sales markets, where the existence of individual, unconnected
brands will not necessarily have a negative effect on the relationship with
customers and retailers, financial markets need to see evidence that a group has
successfully integrated its brands into a strong portfolio.
2.
Now focus on the benefits. For each one, determine whether its
functional or emotional.
A functional benefit is directly related to the functionality of the feature.
Example: An upgraded stereo provides higher-quality sound.
An emotional benefit is one that evokes a feeling or emotion. Example: An
upgraded stereo might make the user feel like a rock star.
3.
Next, review each feature and benefit individually, and determine its
level of importance to the market. Assign each to one of three categories:
4.
Expected: These are basic and expected; a customer wont buy without
these features or benefits. Every product/service in this category must
offer these features.
Adds value: Not expected, but most customers probably wont purchase
based on this factor alone. Nevertheless, it helps differentiate your
product/service from those of your competitors.
Will buy: Customers will choose you over your competitors based on this
feature/benefit alone its just that valuable
Now, rank your features and benefits. Brands play on our emotionseven
B2B brands. The strongest brands are built around emotional benefits. Use
this ranking system:
Features that are expected = 1
Features that add value = 2
Features that will buy = 3
Functional benefits that are expected = 4
Functional benefits that add value = 5
Functional benefits that will buy = 6
Emotional benefits that are expected = 7
Emotional benefits that add value = 8
Emotional benefits that will buy = 9
5. Few brand architectures are built around features, but by including them in
the rankings, we emphasize the importance of focusing on benefits and,
more specifically, emotional benefits that cause people to desire your
offering on a visceral level. The final step is to identify the emotional benefits
that will become the core of your brand strategy.
Typically, you should focus on the highest rankings for the architecture of
your brand. Evaluate all of those with a ranking of 6 or higher. You might
decide to include a few functional benefits with the emotional benefits.
Carefully consider the functional or emotional benefits you select for your
brand architecture. Youll spend a lot of resources to convey these to the
marketplace, so test them amongst your team and your market if youre
unsure.
After youve decided on your brand architecture, you can begin thinking about
the other components of your brand strategy: your brand personality traits, your
means, your promise, your story, and your visual and operational requirements.
Market Penetration
1. Existing Markets, Existing Products
For many companies, the first place to look for more sales is amongst existing
customers.
Current customers have already made the ultimate gesture of approval and paid
money to buy your products. A bit more persuasion and they may buy more.
However, how many companies know their customer so well that they know if
they have every available piece of business? Ask yourself the following questions:
How much is each customer buying of the products (or services) I sell to them?
What share do my competitors and I have of each customer's account?
What does the customer think of me against the other suppliers it could or does
use?
What would make each customer buy more?
There is only one way to ensure that a companys customer value proposition
(CVP) appeals to the target audience and differentiates that company from the
competition and that is through fully understanding market needs. B2B
International can help you better understand the needs and perceptions of your
customers with regards to your products and services. Through detailed analysis
we can give you a clearer indication of where emphasis needs to be placed to
deliver customer value and achieve greater customer loyalty.