product & brand strategy
DESCRIPTION
TRANSCRIPT
1
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.1
Lecture 6
Product and Brand Strategy
Chapter 11
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.2
1. Introduction
2. Product
3. Brands
4. Product differentiation
5. Product platforms
6. Summary and recap
Product strategy
2
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.3
A product is anything that can be offered to a market
for attention, acquisition, use or consumption that
might satisfy a want or need.
It includes physical objects, services, persons,
places, organisations and ideas.
Kotler (2001)
Definition of product
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.4
Core
benefit
or service
Installation
After-
sales
service
Delivery
and
credit
Warranty
Features Styling
Brand
name
PackagingQuality
Authors such as Kotler and Levitt have proposed different dimensions
for a product.
Augmented product
Tangible product
Core product
Levels of product
3
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.5
Twinings 1706 Boeing 1916
Schweppes 1798 Adidas 1920
Levis 1850 Volvo 1926
Agfa 1873 McDonald’s 1937
Coca-Cola 1886 Benetton 1965
Philips 1891 Nike 1972
Pepsi-Cola 1898 Body Shop 1976
Persil 1907 Swatch 1982
Nivea 1911 Eternity 1988
Market introduction of brands
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.6
• Branding is the process by which firms distinguish
their products from that of their competitors.
E.g. Ford and Mercedes
• This is usually achieved by developing distinctive
names, packaging, design. Often through using
logos and effective advertising.
What is a brand?
4
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.7
• Brands are linked to perceptions
It is well known that in blind product testing, consumers
fail to distinguish between brands in each product
category.
• Different meanings
A brand is a complex symbol that can convey up to
six levels of meaning (Kotler, 2001).
What is a brand? (Continued)
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.8
• Attributes – good engineering, quality, performance
• Benefits – feeling of safety, savings, etc.
• Values – the producer’s values e.g. prestige
• Culture – the producer’s culture – creativity or efficiency
• Personality – projection of personality
e.g fun or austere
• User – can suggest the type of consumer who buys it
Kotler (2001)
6 levels of meaning
5
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.9
The
brand
Finance
department
Brand
management
External brand flow Internal brand flow
Customer facing
Activities
Complaints procedures
Clubs
After-sales
Repairs
Communications
Activities
Sponsorship
Ads
Direct marketing
Database
promotions
Sales force
Retailers/licensees
Dealers
Point of sale price
Raw materials
Product quality
sourcing
R&D function
NPD
Production process
Warehousing
Distribution & information
Systems
Packaging
Internal and external brand contacts
Source: H. Rubenstein (1996) ‘Brand first management’, Journal of Marketing Management, Vol. 12, 269–80
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.10
• Purpose to focus and integrate team effort and
permit delegation
• Groups/teams in NPD
• Variety of inputs, including mission, objectives,
platforms, portfolio, differentiation, etc.
What is strategy?
6
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.11
• Why is differentiation important?
• Differentiation related to competencies of the firm
• Types of differentiation and cost leadership
What is differentiation?
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.12
• Product uniqueness and novelty
• Technically superior
• Product quality
• Product attractiveness and design
• High performance to cost ratio
Product differentiation
7
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.13
• Form
– size, shape, physical structure
• Features
– supplements basic function
• e.g. car CD player, trim level,
child seats
• Performance quality
– appropriate to target market
and competitor performance
levels
• Conformance quality
– each product identical, meets
the promised specification and
performance
• Durability
– expected operating life
– balanced with technological
obsolescence
• Reliability
– probability of
malfunction/failure
• Repairability
– ease of repair, cost, technical
support
• Style
– aesthetics – look and feel
– distinctive and difficult to copy
Product differentiation (Continued)
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.14
Five basic strategies:
• Product proliferation (e.g. Sony, Honda)
– Many new products simultaneously or in close succession
– Market response determines support (supporting those products that prove successful)
– Cover all segments and block new entrants (market coverage)
• Value (e.g. Toyota/Lexus)
– New quality/cost trade-off curves
– Continuous improvement/re-engineering (maintain leadership)
• Design (e.g. Braun, Harley-Davidson)
– Aesthetics, touch, ease of use, etc.
– Engineering design + aesthetic design
• Innovation (e.g. Canon, 3M, Merck)
– Technological and marketing innovations
– Either market pioneers or fast-followers
– Utilise both radical and incremental innovation
• Service (e.g. Otis Elevators, SAS)
– Customer relations, physical distribution, after-sales service.
Product-based competition
8
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.15
• Key questions:
– How to deliver distinctive products to market whilst
building on core capabilities and conserving
development, production and marketing resources?
– How to balance the needs of high-volume
manufacturing/service delivery with the needs of
individual customers?
• Product platforms:
– Common platforms for a range of products
– Shared components/parts, production processes,
knowledge, people and relationships
– Improves efficiency.
Differentiation vs standardisation
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.16
Single platform
Many common partsProduct
price
Low
High
Generic strategy
Overall cost leadership Differentiation
VW Golf
Seat Leon
Skoda Oktavia
Audi A3
Audi TT
Product platforms
9
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.17
Audi
A3
A4
A6
A6
A8
R8
Q7
TT
Bentley
Brooklands
Arnage
Continental
Azure
Volkswagen
Fox
Lupo
Polo
Golf
Passat
Jetta
Beetle
Touran
Phaeton
Touareg
Skoda
Fabia
Octavia
Roomster
Superb
Volkswagen Commercial Vehicles
Caddy
Transporter
Crafter
Carravelle
California
Lamborghini
Murcielago
Gallardo
Seat
Alteo
Alhambra
Toledo
Leon
Ibiza
Bugatti
EB110
Veyron
Volkswagen
Group
Product portfolios (VAG)
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.18
• The benefits of product platforms include:
– Increased product variety and ability to serve multiple
market segments (mass customisation)
– Greater speed to market
– Improved management of demand and uncertainty
– Accommodating differential technology change
– Reducing production costs
– Supports late-stage differentiation of products
– Reduces service infrastructure requirements
– Greater speed and efficiency in technological learning
and knowledge creation.
Product platforms
10
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.19
A Successful Strategy:
• Helps achieve coordination among
functional areas of the organization.
• Defines how resources are to be
allocated.
• Leads to a superior market position.
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.20
Elements of a Product Strategy
1. Statement of the objective(s) the product should
attain
2. Selection of strategic alternative(s)
3. Selection of customer targets
4. Choice of competitor targets
5. Statement of the core strategy
6. Description of supporting marketing mix.
7. Description of supporting functional programs
11
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.21
Hierarchy of Objectives
Company Mission/Vision
Corporate objectives
Corporate strategies
Divisional objectives
Divisional strategies
Product/brand objectives
Brand strategies
Program objectives
Tactics
Level I
Level 0
Level III
Level II
Level IV
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.22
Total Product Concept
Generic
product
Expected
product
Augmented
product
Potential
product
12
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.23
Five Areas for Differentiation
1. Quality
2. Status and Image
3. Branding
4. Convenience and Service
5. Distribution
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.24
Brand Equity
Reduced marketing
costs
Trade leverage
Attracting new
customers• Create awareness
• Reassurance
Time to respond to
competitive threats
Anchor to which
other associations
can be attached
Familiarity-liking
Signal of substance/
commitment
Brand to be
considered
Provides value to
customer by
enhancing
customer’s:
• Interpretation/
processing of
information
• Confidence in the
purchase decision
• Use satisfaction
Brand
loyalty
Brand
loyalty
Brand
loyalty
Brand
awareness
Brand
loyalty
Brand
equity
13
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.25
Brand Equity cont.
Reason-to-buy
Differentiate/
position
Price
Channel member
interest
Extensions
Help process/
retrieve
information
Reason-to-buy
Create positive
attitude/feelings
Extensions
Provides value to
firm by
enhancing:
• Efficiency and
effectiveness of
marketing programs
• Brand loyalty
• Prices/margins
• Brand extensions
• Trade leverage
• Competitive
advantage
Brand
loyalty
Perceived
quality
Brand
loyalty
Brand
associations
Brand
loyalty
Brand
equity
Competitive
advantageBrand
loyalty
Other
proprietary
brand assets
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.26
WHAT IS A BRAND?
• Brands include all names, terms, symbols or
designs - all are used to identify and differentiate the
goods of one seller from those of competitors.
14
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.27
Branding
• Brand Extension — launching a new product line in another
product class, making use of the existing brand name, eg.
Cadbury‟s ice cream
• Success is more likely if there is a logical tie between the core
brand and the extension (Cadbury example above). The
extension needs to be carefully evaluated as to any negative
impact on the brand equity of the core brand [eg, if a bank
introduced a defective security service as a brand extension,
this might make people think the bank is not secure and
therefore weaken the core (banking) brand].
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.28
Brand loyalty
• Brand loyalty reflects both a positive attitude to a
brand and the behavioural repeat purchase probability
of buying the same brand.
• Bednall, Walker and Grant (see pages 163-164 of
text) suggest that most consumers are co-loyal — that
is loyal to a small number of brands that dominate
their evoked set.
• Scan Exhibit 8.4 from the text — contrast the type of
products at the top and bottom.
15
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.29
BENEFITS OF BRANDING
TO BUYER:
• Help buyers identify the product that they like/dislike.
• Identify marketer
• Helps reduce the time needed for purchase.
• Helps buyers evaluate quality of products especially if unable to
• Judge a products characteristics.
• Helps reduce buyers perceived risk of purchase.
• Buyer may derive a psychological reward from owning the brand, ie Rolex or Mercedes.
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.30 BENEFITS
TO SELLER:
• Differentiate product offering from competitors
• Helps segment market by creating tailored images, ie Contact lenses
• Brand identifies the company‟s products making repeat purchases easier
• Reduce price comparisons
• Brand helps firm introduce a new product that carries the name of one or more of its existing products...half as much as using a new brand,
• lower costs: designs, advertising and promotional costs.
16
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.31
EXAMPLE
• Easier cooperation with intermediaries with well known
brands
• Facilitates promotional efforts.
• Helps foster brand loyalty helping to stabilise market share.
• Firms may be able to charge a premium for the brand.
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.32
MANUFACTURERS’ BRANDS:
• Initiated by the producer.
• 85% food items, all cars, 75% major appliances, more than
80% patrol
• Requires the producer to be involved in distribution,
promotion, and to some extent, pricing.
• Brand loyalty is encouraged by quality, promotion and
guarantees.
• Producer tries to stimulate demand, encouraging middlemen to
make the product available (PULL)
17
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.33
PRIVATE DISTRIBUTOR BRANDS:• Initiated and owned by the resellers eg Bob Jane T-Mart for
tyres
• Manufacturers not identified in the product.
• Helps retailers develop more efficient promotion, generate
higher margins and increase store image.
• Wholesalers brands-IGA
• Retailers brands K-Mart, Target, Safeway
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.34
GENERIC BRANDING
„no brand‟ strategy - identifies product by contents
small % of sales
cheaper
promotion and packaging costs lower
18
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.35
FAMILY BRANDING
• single name for all products in the product mix
• reduces cost of introducing new products
makes promotional efforts more efficient
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.36
TRADE NAME WITH A BRAND NAME
allows all brands to benefit from the company trade
name while maintaining a distinctive and descriptive
label
19
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.37
REASON FOR INCREASE IN PRIVATE
BRANDS:
• Increasing prices of MB in 1990s.
• Increasing Quality of PB
• Increasing Promotion of PB
• PB offer retailers higher margins
• Offer regional products
Manufacturer brands are responding with:
• Reduced price
• Promotions focus on quality and directed at PL
• New product launches, line extensions.
• Focus on core products
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.38
DESIRABLE QUALITIES FOR A
BRAND NAME
• It should suggest something about the products' benefits and qualities. eg:
Beautyrest, Slumberland, Sunkist, Spic & Span, Pure & Simple.
• Should be easy to pronounce, recognise and remember. eg: Clix, Jatx,
Ritz.
• Should be distinctive. eg: Kodak, Unisys.
• Should translate easily in foreign languages or has no meaning eg Exxon.
• It should be capable of registration and legal protection. Name must be
unique.
• Guard against a brand name becoming a generic term used to refer to
general products category. Generic cannot be protected. eg Aspirin
20
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.39
BRANDS
• Brands allow customer to recognise product.
• Brands encourage the use of preselling and reduce the need for personal contact at the retail level.
• Brands simplify introduction of new products.
• Example of early brands that st ill survive in Australia -Nugget, Vegemite, Vaseline, Velvet Soap.
• Family Brands are groups of products sold under one label by a single f irm. eg: Heinz, Arnotts, GM Holden, Black & Decker (w hich has scrapped the w ell know n GE brand to market under B & D).
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.40
BRAND MEANINGS
• Attributes. A brand elicits certain product attributes in the
minds of consumers.
• Benefits. The benefits may produce objective need-satisfiers,
such as increased safety, or psychological benefits, such as
enhanced self-esteem.
• Values. The benefits of the brand indicate that these things are
important to the consumer who chooses them.
• Personality. People personify brands and products.
21
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.41
BRAND EQUITY
• Brand Equity Brands are used to:
create awareness,
build preference, and
ultimately, to command loyalty among consumers.
• Companies with strong brands often attempt to build brandportfolios by acquiring brands with strong brand equity fromother companies.
• Brand Name Selection requires careful attention to the needsof the product for success in the competitive marketplace.
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.42
BRAND STRATEGY
Some Definitions
• Brand Extensions are any effort to use a successful brand name to launchnew or modified products.
• Multibranding offers a way to establish different features and appeal todifferent buying motives.
• New Brands are created with a new brand name enters a new productcategory
• Line Extensions occur when a company introduces additional items in agiven product category.
• Brand repositioning might require changing both a product and its image.
22
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.43
EXAMPLE: Brand Extension
• When Coca-Cola first developed a low-sugar
coke it chose to market it under a new brand
name - TAB.
• When PepsiCo came out with Diet Pepsi it
captured much of the market. Coca-Cola
reacted by introducing Diet Coke
• Brand / Line extension
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.44
BRAND IMAGE OPTIONS: EXAMPLES
• Multiproduct (Family Brand) - one name for a range of company products
eg Honda: Civic, Accord, Prelude, Legend.
Uncle Tobys, Sharp, Penfolds
• Multibrand - one company with many brands
CUB- Vic Bitter, Melb Bitter, Carlton Cold
• Reseller Brands - David Jones Fashion, Bob Jane brand of tyres
• Mixed (use a variety of strategies) eg Colgate-Palmolive has multibrand
detergents (ColdPower, Fab, Dynamo) and uses multiproduct branding in
toothpaste
• Generic (minimises brand image except for pricing)
eg Farmland, Black & Gold
23
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.45
BENEFITS OF VARIOUS STRATEGIES
• Family Branding
- Single name for all products in the product mix
- Reduces cost of introducing new products (carry-over
effects)
- Makes promotional efforts more efficient
• Generic Branding
- Promotional and packaging costs are lower
- Goods are cheaper
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.46
BENEFITS SOUGHT FROM BRANDING
• consistency of customer perception
• positive image
• opportunity for leverage
• standardisation of quality
• opportunity for preference generation
• loyal following
24
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.47
BRAND LEVERAGING
Moving a successful name from one product category
into another
Eg Colgate launched the Palmolive brand leveraging it
from its core markets of soap and dishwashing
detergents into hair-care, skin lotion, deodorants and
automatic dishwashing liquids.
Most of these being successful.
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.48
Why would a company wish to create
Brand Identity?
• To establish an image that differentiates it from competition
• To communicate qualities & attributes
• To facilitate recognition
• To shape customer perception and response to the product
• To establish preference for the brand
• To secure loyal purchase behaviour
25
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.49
BRAND ASSETS: Loyalty
• Contributes to brand value - repeat buying in a market that presents substitutes.
• In extreme form loyalty is an attachment. Insulates brand from competitive pressures
• Helps consumers minimise “buying” effort
• Makes demand for product less price elastic
• Lowers marketing costs
• Results in higher margins and profits
• Gives you time to respond to competitive threats
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.50
BRAND ASSETS: Awareness
• Familiarity leads to confidence and hence reduces the risk
• assists one thru the buyer decision stages
• consumers tend to prefer brands with which they are familiar
• choice of a known brand provides consumer with justification
for decision
26
Paul Trott, Innovation Management and New Product Development, 4th Edition, © Pearson Education Limited 2008
Slide 11.51
BRAND ASSETS: Perceived Quality
• Inherent in a brand is a view of quality (good or bad)
• There is an association between the name and attributes
eg Gillette makes fine-quality razors
• A brand can become synonymous with a category
eg Xerox, Kleenex
• Brand has strong price associations that influence quality
perceptions eg Kmart is low in price and probably low in
quality