06 building successful brands
TRANSCRIPT
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.1
Brand Management
Ian McPhee
Marketing ManagementSession 7
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.2
The world’s most powerful brands 2004
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.3
Change in brand values since 1999
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.4
Brand Building at Different Levels
You can have:• Company brands – Philips, Virgin, Cadbury• Individual brand names – eg Unilever and P&G concentrate on individual brand identities: Fairy, Persil, Cif, Comfort, Ariel etc• Company & brand – eg Kellog’s Corn Flakes• Range branding – eg Matsushita groups its products under separate range names: National, Panasonic, Technics & Quasar
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.5
What’s in a Brand Name?
• Buying decisions are influenced by brand values additional to real performance• e.g. Pepsi v. Coke• e.g. Peugeot, Citroen & Fiat all share production facilities• The power of the brand is more powerful than mfg differences or quality
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.6
How added values occur
• Experience of use e.g. British car mfrs• User associations: images of the type of people who use certain products• Belief in efficacy: pharmaceuticals, cosmetics• Brand appearance: the design can affect preference• Maker’s name & reputation e.g. Sony, HP offer confidence & incentive to trial
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.7
Measuring & Planning Added Values
• Research methods that gain understanding of how consumers perceive brands:• Free association• Picture impressions• If the brand were a person• Animals, activities & objects• What is the brand user like?• Brand similarities & differences
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.8
Brand Positioning Strategy
A plan of what image should be cultivated• Attitude research• Competitor research• Gap analysis• Concept testing
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.9
The brand building blocks
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.10
First Direct and Northern Rock brands
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.11
First Direct and Northern Rock brands
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.12
What is
a brand?
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.13
Achieving Potential
• The potential brand is an invisible ring around the product. • A brand has achieved its potential when customers prefer it even when substitutes are substantially cheaper.• Quality: the number one determinant• Being first•Unique positioning concept•Strong communications programme•Time and consistency
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.14
Brand building over time
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.15
The relationship between market share and profitability
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.16
Market share rank and return on sales for grocery brands
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.17
Brand leaders: leverage on profitability
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.18
Brand extension strategies
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.19
Improving brand performance
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.20
Buying versus
building
brands
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.21
Innovation & NPD
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.22
Types of new product
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.23
Evolution of competitive strategy
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.24
Competitive strategies in the watch industry
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.25
Impact of development problems on profitability
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.26
Time and resources to complete a typical
new product project
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.27
The New Product
Development
Process
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.28
New product idea screening form
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.29
Product
adoption
process and
communication
tools
Doyle and Stern, Marketing Management and Strategy, 4th Edition © Pearson Education Limited 2006
Slide 6.30
Adopter categories in the diffusion process