Brand dentity Prism

(Kapferer)
KAPFERER represents brand identity diagrammatically as
a six-sided prism as shown below:

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Constructed Source/Sender
Constructed Receiver
W Physique according to him is the basis of the brand.
E.G. the physique of Philips is "technology and reliability while for the
brand Tata it is "trust"
W PersonaIity is same as Aaker, it answers the question "what
happens to this brand when it becomes a person?
W CuIture symbolizes the organization, its country-of-origin and the
values it stands for.
E.G. traditional brands like -alsara, da-ur and zandu.
W #eIationship is the handshake between consumer and the
organisation.
E.G. the relationship with "safola" is safety.
W #efIection is the consumer's perception for what the brands stands
for.
E.G. .oke's image more attra.t youth.
W Self-image is what the .onsumer think of himself.
E.G. -enz Car owner think that since he has bought the car he is
treating himself to one of the best car in the world.
et us understand the model in detail.
hat is a Brand???
" A Brand is a .omplex sym-ol. It is the intangi-le sum of a produ.t's
attri-utes, its name, pa.kaging and pri.e, its history, reputation, and
the way it's advertised. A -rand is also defined -y .onsumer's
impression of people who use it, as well as their own experien.e "
- David Ogilvy
ow let us look at how 7and Expe7ience is differentiated.
Brand Experience are of %4 types
Brand Experience
External nternal
%he External Brand Experience include
W ame
W ogo
W Advertising
W Brand dentity
W Environments
W Products & Service
%he nternal Brand Experience include
W Business Process
W Customer Relations
W Brand Values
W %raining
W "uality
W Staff Motivation
W Recruitment Policies
W %echnology etc..
ow let us look at the Brand Identity Prism -ased on Kapferer model
and the 6 key dimensions in it

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Constructed Source
Constructed Receiver
-Business Process -Customer Relations
-Brand Values -%raining
-"uality -Staff Motivation
-Recruitment Policies -%echnology etc..
-ame -ogo
-Advertising -Brand dentity
-Environments -Products & Service
W Physical
Product features, symbols & attributes
W Personality
Character & attitude
W Relationship
Beliefs & association
W Culture
Set of Values
W Reflection
Customer's view of the brand
W Self-mage
nternal mirror of customer as user of brand
et us now understand the prism with some examples.
or Sify India let us look at how they have -uilt the -rand -asis the
Kapferer Model
Sify ndia
W Physical
Kite Symbol, Online Access
W Personality
nnovative & %ech savvy
W Culture
Customer centric & ndian
W Self -image
"net" way of life empowered
W Reflection
Consistent & dependable performer
W Relationship
Best guide to the net
et us now understand the prism in more detail with a .ase study.
didas
Case Study Adidas (1)
%he company Adidas was founded in the early 1920s as Gebruder Dassler Schuhfabrik, in
Herzogenaurach in Germany. Adolf Dassler designed a pair of sport shoes in 1925 and few years later
he and his brother Rudolph were selling special shoes for tennis players and began design specific
shoes for different sports. %he family company split in 1948. After the split, Adolf (Adi) Dassler founded
Adidas and his brother Rudolph founded Puma. %he three-stripe logo was designed in 1941 by Adi
Dassler and he registered it as a trademark for Adidas after the split.
%he strength of Adidas was its product innovation. Adi Dassler registered more than seven hundred
patents. Adidas began selling its shoes in the United States after 1968 and in few years the company
dominated the American market. %he most important marketing breakthrough was the active promotion
of global sporting events, especially the Olympics. %he connection of Adidas to the Olympics has a rich
heritage. At the 1972 Olympic game in Munich, every official wore Adidas.
Activities: manufacture and distribution of textiles, shoes and appliances for sport and related products.
Adidas has 107 subsidiaries in 20 countries, and exports to 160 countries. Exploitation of the registered
trademark "Adidas is made where ever it is an opportunity. Activities of the company and its
subsidiaries are directed from Adidas-Salomon AG's headquarters in Herzogenaurach, Germany.
Products: Adidas - Footwear, apparel, and hardware such as bags and balls. Salomon - inter sports
incl. skis, snowboards, snowblades, ski boots and bindings, inline skates, hiking, apparel. Mavic Cycle
components, Bonfire Snowboard apparel. Arc'%eryx - Outdoor apparel, climbing equipment, Clich
Skateboard equipment, footwear and apparel, %aylor Made-Adidas Golf - Golf equipment, golf apparel,
golf shoes and finally, Maxfli - Golf balls, irons and accessories
Case Study Adidas (2)
n the early 1980s Adidas has sales of $1 billion, and their brand-building model began to lose power.
n America, the largest sports market, ike had built a successful business in part of riding the
explosive growth of running and jogging among casual users. Adidas focused mainly on athletes in
team sports so they did not participate in the boom of the 1980s. Mostly therefore Adidas was
overtaken by ike at that time.
n 1990, Adidas was holding on to just a two to three percent share of the U.S. market. Between 1988
and 1992 Adidas total sales dropped from nearly $2 billion to $1.7 billion. n the same period, ike's
sales went from $1.2 billion to more than $3.4 billion. From being the U.S. market leader in the late
1970s, Adidas's market share dropped to 3 percent in 1992. %he European market shares dropped
while ike's shares grew.
Adidas also have had problems with the upstream value activities in their value chain. %raditionally, the
company have their own factories and wholly owned subsidiaries. hat happened in the '70s and
forward, during the Adidas recession, was that Adidas was unable to ship products when it was
needed, and they had a long supply chain - it took 18 months to get a new shoe into the market. %his
time is now reduced by 50%. Methods used are e.g. reducing transporting times trough bypassing
warehouses and deliver directly to retailers. %oday Adidas aims to have new products closer to the
market.
n 1997Adidas AG acquired the Salomon Group with the brands Salomon, %aylor Made, Mavic and
Bonfire. %he new company is named Adidas-Salomon AG.
Research Problem
W %he strategies of Adidas were based on advertising, sponsorship programs for team end events
and sub-brands
W Among the similarities between the campaigns for Adidas and ike we can see their strategies to
advertise in a huge scale
W One difference is that Adidas Endorsement program is focusing on major global events, sports
associations, and teams, and ike, in contrast, focuses on individual athletes and their success
W hile ike have ike %own shops in the bigger cities in the world, Adidas have created "%he
Adidas Streetball Challenge which started out in Germany 1992 and five years later it had over
500.000 participants
W n the finals in Germany it attracted 3200 players and 40.000 spectators
W Both ike and Adidas began their turnarounds by developing a brand identity
W n each case, this exercise led to a focusing of the brand and initiatives that built the brand in new
directions
ow have Adidas used the instrument -randing, and whi.h roll did it play in the
.ompetition -etween Adidas and ike?
ow let us do a Comparative analysis through Kapferer's Prism model
%wo aspects of rand Identity
Sender Receiver
Physique PersonaIity #efIection SeIf-Image
Kapferer means
what the central
purpose of the brand
is (that is what the
brand does)
Kapferer means the
soul of the brand
Kapferer means how
the individual in the
targeted group
identify himself as a
person in relation to
the brand
Kapferer means how
the individual in the
targeted group
identify the brand in
relation to himself
Two dimensions are still left to -e explained in the prism, the Relationship and the
Culture
The #elati4nship is, a..ording to Kapferer, externalizing the -rand from the
.ompany outwards, and the .ulture is an aid for internalizing the -rand in the
organization and in to the .ons.ious of the .ustomer
The Cultu7e is, a..ording to Kapferer, the strongest dimension in the prism. It
represents the differen.e -etween one -rand and another
ow let us look at the prism of Adidas and ike
didas
Picture of Sender
Picture of Receiver
Personality
%raditional, conservative,
collective
Physique
Sports and fitness
Relationship
"uality and heritage
Culture
European, %raditional

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Reflection
%rue sportsmanship, A
good team player, Strong
work ethic
Self mage
Relates more to competing
than to winning
ike
Picture of Sender
Picture of Receiver
Personality
ike Jordan, oods.
Physique
Sports and fitness
Relationship
Sponsorship, ethics
Culture
American, Just do it!

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Reflection
Aggressive, provocation,
in- your face
Self mage
Cool, am an athlete
didas
Picture of Sender
Picture of Receiver
Personality
%raditional,
conservative,
collective
Physique
Sports and fitness
Relationship
"uality and
heritage
Culture
European,
%raditional

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Reflection
%rue sportsmanship, A good
team player, Strong work ethic
Self mage
Relates more to competing than
to winning
ike
Picture of Sender
Picture of Receiver
Physique
Sports and fitness

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Personality
ike Jordan,
oods.
Relationship
Sponsorship,
ethics
Culture
American, Just do
it!
Reflection
Aggressive, provocation, in-
your face
Self mage
Cool, am an
athlete
Comparative naIysis
Comparative Analysis (1)
W ike centred their brand equity model on the platforms, the endorsement focus strategy, creating a
dominant media presence, development of Flagship stores, ike %own and sub-branding
W %he Adidas strategies were based on, endorsement focus strategy, advertising, sponsorship
programs focusing on major global events, sports associations, and teams, and sub-brands
W %o create brand awareness both companies have been using endorsement strategies in their
brand-building programs
W hat differs is that Adidas focuses on sponsorship of teams and events e.g. national teams and
big sport events like the Olympic Games and different orld Championship events. %his will help
them to create awareness with help from different types of media
W n contrast ike has their focus on individuals like M. Jordan and %. oods and their success
stories
W About the second strategy, advertising. ike's advertising strategy was to create dominant
presence in media. ike created media presence in several trend setting United States cities. %V
ads linking ike to a city were used, but real drivers were huge oversized billboards and murals on
buildings that blanketed cities with messages featuring key ike-sponsored athletes, not products
W Adidas took up the competition with ike through raising their advertising budget to a level that
made it possible to compete with ike on the same conditions and the same strength as ike did
to capture the consumer interest
W Adidas did not just spend more money; they made an impact with brilliant executions. %hey
made %V and other advertising campaigns. %he company communicate their heritage of
innovation, technology and big success stories with personalities like Emil Zatopek, Mohammad Ali
W Adidas tried to spread meanings like "e know then- we know now and "%here is nothing between
you and success, so exceed your own expectations and limitations and " Earn it
W %he success was obvious and after hard work and striving toward a top position in the industry
Adidas was back in business.
Comparative Analysis (2)
W ike's third strategy was to develop, flag ship stores, ike %own shops in bigger city's, first
national, and then abroad
W ike was the first company to establish flagship stores and it turned out to be a sensation
W Adidas choice was to experiment with sport events, with which they made great success.
Examples of that is the Adidas Streetball Challenge a local three-person team basketball
tournament, this event started out as a trail in Berlin in the beginning of the 1990s as one time
occasion
W n the mid 1990s it had become a huge sport event with about 500.000 participants all over the
bigger cities in Europe
W n the finals in Germany it attracted 3200 players and 40.000 spectators
W Adidas made hereby a brand-building success
W %he ike customer associated the ike brand with words like sports, attitudes and life style.
Reasons for that is one can relate to or identify one self to ike's marketing campaigns like "Just
do it and the companies front athletes like Michael Jordan and %iger oods. For Adidas one
image study of consumers found the brand very trendy, modern and cool
W %he survey was made in late 1990s. All marketing actions that both companies are implementing
will hopefully result in loyal customers
W Adidas introduced a sub-brand in 1990 to serve the high-end products for all categories of shoes
and apparel. %he "Equipment sub-brand would represent the best, whatever the product was
W %he low-end products, for the "normal consumer still have a high technology and level of
innovation because of their inheritance of the older innovations and technology from the Equipment
line
W %his strategy made the Adidas brand take on a different meaning; it still meant participation,
emotion and performance
Comparative Analysis (3)
W %his was a success strategy for Adidas so successful that ike copied their idea and introduced
their own line, the Alpha line, based on the same idea
W ike advanced from $1 billion dollars in 1986 to $ 9.9 billion in 2002, Adidas advanced from $1.7
billion in 1992 to $4.8 billion in 1998
W According to sales figures for the both companies, it seems that both ike and Adidas companies
have succeeded to create a brand loyal customer who perceives the ike and Adidas products as
top quality
Conclusion (1)
W Both Adidas and ike have used the same theoretical systems to create their brand building
programs
W %he companies are benchmarking each other, using the techniques from each others successes,
when ike launched their sub-brand product Alpha line which was benchmarked on Adidas already
launched sub-brand of the Equipment product line for the elite of sports men
W e can find many similarities like endorsements strategies and the companies advertising
strategies but what differs in the endorsement strategies is that Adidas focuses in sponsoring
teams and global events, while ike have their center of attention on stars in specific sport like
basketball and Michael Jordan or in golf and %iger oods
W About advertising both companies have about the same scale and scope of advertising but they try
to communicate different messages
W %he messages from Adidas is; the only one you compete with is your self whereas ike
communicate a provocative, aggressive winner attitude which can be related to the American
sports attitude "You don't win silver, you lose gold
W As we can understand the two companies are aiming at nearly the same targeted customer group
but with a slightly differentiation of attitude
W Adidas stand for a competing and winning over your self-attitude, and ike stands for a winning
over everyone attitude
W %he differentiation is based on the differences in culture between the two companies and between
Europe and USA
W As an overall reflection one can see that Adidas had to overcome, that the both companies had the
same target group. Adidas choose a brand-building strategy that built on the same theoretical
criteria's as ike. But they created a differentiation in identity of the brand (as seen comparing
analysis in the Kapferer Prism Model above) compared to ike
Conclusion (2)
W Adidas had the same strategy within creating equity value to their brand
W %hey challenged ike in endorsement strategy, and in advertising, but with a slight difference in
communicated message, by doing it trough the same medias. %o differentiate them self and make
totally own awareness activities, events like Adidas Streetball Challenge was created. Events like
those communicated the Adidas brand around the world
W According to the results and positions the brand-building programs have given both Adidas and
ike in the sport industry, one can say that branding have been a totally determining factor. On top
of that they made it so good that they are used as models in higher education.