starbucks brandz report
TRANSCRIPT
for Hill & Knowlton
1
What is BRANDZ?BRANDZ™ is the most in-depth and actionable study of brands ever undertaken.
Covers over 50 000+ of the world’s biggest & key local brandsCovers over 50,000+ of the world’s biggest & key local brands, including corporate and product onesIt is based on Millward Brown’s successful BrandDynamics™ system, a predictive tool that evaluates brand strength and li k it t f t h i k t hlinks it to future changes in market share.
First conducted in 1998, expanded every year since
Over 1,000,000 interviews to date , ,Conducted in Argentina, Australia, Belgium, Brazil, Canada, Chile, China, Czech Republic, Denmark, France, Germany, Greece, Hong Kong, India, Ireland, Italy, Japan, Korea, Malaysia Mexico Netherlands Poland South Africa SpainMalaysia, Mexico, Netherlands, Poland, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, UK and USAnalysis conducted across more than 250 product and service categories
USA
Coffee Houses
2006
Starbucks
2006
18 September 2008p
Sample:
450, Visit coffee houses nowadays, 18-65 years.
Date of fieldwork:
November 2006
5 Key Concepts from BRANZ
Compare your brand’s health with benchmark brands - BRANDZ™ Map™
Quantify the relationship your consumers have with your brand. We know strong brands build deeper relationships - BRANDZ Pyramid™strong brands build deeper relationships - BRANDZ Pyramid
Identify your brand’s relative strengths and weaknesses - BRANDZSignature™
Quantify your brand’s vitality and potential, and predict likely change in your market share - BRANDZ Voltage™
Id tif b d’ lit fil BRANDZ Ch t Z ™Identify your brand’s personality profile - BRANDZ CharacterZ ™
…and so diagnose what will help drive more effective marketing/PR programmes.
First step in understanding your brand
The BRANDZ™ map – your brand’s position in the categoryg y
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The BRANDZ™ Map+14
™ Strong EquityGrowing Equity
0Volta
ge (large strong brands)(small stronger &/or‘interesting’ brands)
0V
Little Equity( ll k b d )
Declining Equity(l k b d )
-8-50 -40 -30 -20 -10 0 10 20 30 40 +50
P
(small weak or new brands) (large weaker brands)
Presence
Well known, well loved with a large core following. Talked about in everyday life and part of the cultural
fabric of the country. Requires constant reinvestment in i d d i d b f h d
Relatively well known but definitely not a brand which is
Relatively unknown but with a strong following amongst a core group. Can become an Olympic brand if it can
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Olympic
its product and image and must be aware of the dangers that may result from being seen as a fashion statement
Well known, well
definitely not a brand which is suitable for a mass audience. Likely to be too expensive for
most. Small group of passionate users Has
an Olympic brand if it can increase familiarity and
relevance amongst a wider group without alienating its
core But could also
™
y p
Classic
loved with a relatively large core following. Good but not great. Can retain its status
passionate users. Has difficulty widening its
franchise without alienating its core users. And must beware
of pricing too high and
core. But could also continue to develop
amongst a loyal group and become a strong aspirational brand
0Volta
ge
Defender
ClassicLittle Tiger
by constant reinvestment in its product and image. Even with a large
of pricing too high and becoming irrelevant to current
and potential usersA good balance between product
performance and price - but no real
aspirational brand
0V
Clean Slate Fading StarWeak
Little known to most
injection of marketing spend this may not become a talked
about Olympic brand
performance and price but no real product based or emotionally rooted
advantaged
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
Little known to most consumers. The brands
relevance and advantages not at all established. In some cases a corporate
A brand perceived as having little to offer - but
still well known enough for
Previously known to and liked by all. Still relevant to a mass audience but hasPresencesome cases a corporate
brand not well known to consumers/ not previously
marketed to consumers
still well known enough for many to decide they don’t
like it
a mass audience, but has lost appeal and has little product or image based
advantage
Intuitive life-cycle?
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Olympic
™
y p
Classic
0Volta
ge
Defender
ClassicLittle Tiger
0V
Clean Slate Fading StarWeak
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence
Building on and maintaining success
• Reinforce what has made you strong
• Demonstrate leadershipp
• Preserve strength of offering / basics
Classic/OlympicClassic/Olympic Little TigerLittle TigerSpecialistSpecialisty py pbrandsbrands
ggbrandsbrands
ppbrandsbrands
Monitor trends closely to Project proposition ith claritPrice / niche stat s is keMonitor trends closely to avoid stagnation
Project proposition with clarity
Challenge leadership of others
Accelerate trial & drive basics
Price / niche status is keypart of equity
Accelerate trial & drive basics
Initiating recovery & growthRe address the fundamentals•Re-address the fundamentals
•Establish meaning and clarity
•Build momentum
Fading StarsFading Stars
D ’t fi ht h it f fi d i
DefendersDefenders
Di ti ti l it d d
WeakWeak Clean SlateClean Slate
Don’t fight heritage - re-focus or find new spinInnovation may be needed
Distinctive clarity neededMake noise to establish momentum
brandsbrands Clean SlateClean Slate
Exploit loyalists or re-launchEstablish and project new meaning
Build basicsEncourage trialEstablish and project new meaning Encourage trial
Where do ‘Olympic’ brands go?
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Olympic 53%
™
y p
Classic6% 38%
0Volta
ge
Defender
ClassicLittle Tiger
3%
0V
Clean Slate Fading StarWeak
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresenceSource: Brandz 1998 -2001
Where do ‘Classics’ go?
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Olympic
™
y p
Classic 34%
17%
5%2%
0Volta
ge
Defender
ClassicLittle Tiger
34%
39%
2%
0V
Clean Slate Fading StarWeak3%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresenceSource: Brandz 1998 -2000
Where do ‘Little Tigers’ go?
14
Olympic
™
y p
Classic41%10%
3%
0Volta
ge
Defender
ClassicLittle Tiger
41%
33%0V
Clean Slate Fading StarWeak7%4%
3%-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
3%
PresenceSource: Brandz 1998 -2001
Where do ‘Specialists’ go?
14
Olympic
™
y p
Classic3%
10%51%
0Volta
ge
Defender
ClassicLittle Tiger
10%
21%0V
Clean Slate Fading StarWeak8% 7% 1%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresenceSource: Brandz 1998 -2000
Where do ‘Defenders’ go?
14
Olympic
™
y p
Classic
1%
0Volta
ge
Defender
ClassicLittle Tiger 8%
5%6%
44%0V
Clean Slate Fading StarWeak14%15%
5%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresenceSource: Brandz 1998 -2001
Where do ‘Fading Stars’ go?
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Olympic
™
y p
Classic
0Volta
ge
Defender
ClassicLittle Tiger
31%<1%
0V
Clean Slate Fading StarWeak 58%9%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
1%
PresenceSource: Brandz 1998 -2001
Where do ‘Weaks’ go?
14
Olympic
™
y p
Classic
0Volta
ge
Defender
ClassicLittle Tiger 5%
2%0V
Clean Slate Fading StarWeak
47% 13%
27%5%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
47%
PresenceSource: Brandz 1998 -2001
Where do ‘Clean Slates’ go?
14
Olympic
™
y p
Classic
0Volta
ge
Defender
ClassicLittle Tiger
2%
9%0V
Clean Slate Fading StarWeak
5%
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
76%5%
PresenceSource: Brandz 1998 -2001
The BRANDZ™ Map – Some PR Action Examples14
Actions:S
PR Action: Actions:R f h
PR Action:S hi
™ Strong EquityGrowing EquityStay small and
special
Grow bigger ith t l i
Build advocates,
ambassadors
RefreshRe-inventReinforce
Sponsorship New alliances
Loyalty programmes
0Volta
ge
without losing strength Guerrilla
marketing0V
Little Equity Declining EquityActions:Get known
PR Action:Shout above your weight,
stunts, celebs,
Actions:Re-focusRedefine
Reposition
PR Action:Relaunch
RecruitmentNew
-8-50 -40 -30 -20 -10 0 10 20 30 40 50
P
controversy etc
pendorsers
Presence
….so where is your brand?
BRANDZ™ Map
….and what about your competitors?
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BRANDZ™ Map
BRANDZ™ Map
Targeting - who are you strong or weak amongst?
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BRANDZ™ Map
SSecond step in understanding your brand
The BRANDZ™ pyramid – quantify the relationship your consumers have with your brand and then y ycompare to other brands in the category
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The BRANDZ™ pyramid describes a consumers journey to loyalty
Bonding
Wh t i it d i d f ?
Can anything else beat it?
Performance
Advantage
Is it satisfactory?
What is it admired for?
Relevance
Performance
Does it cater for me?
Is it satisfactory?
Presence Do I know about it?
The BRANDZ™ pyramid describes a consumers journey to loyalty
I th b d
Do you have an opinion Have you
Is the brand top of mind?
about it?experiencedit?
Presence
The BRANDZ™ pyramid describes a consumers journey to loyalty
Is it in the i h iW ld I
Does it suit m needs?
right price bracket?
Would I want to be seen
using it?
Relevance
my needs?using it?
Presence
The BRANDZ™ pyramid describes a consumers journey to loyalty
Can it deliver?
Performance
Can it deliver?
Relevance
Performance
Presence
The BRANDZ™ pyramid describes a consumers journey to loyalty
Does it appeal to you more than y
others?
Advantage
Performance
Presence
Relevance
Presence
The BRANDZ™ pyramid describes a consumers journey to loyalty
BondingHow many other brands do you feel
Is it best on what matters in this category?Advantage
brands do you feel the same about?
this category?
Relevance
Performance
Presence
Relevance
The Competitive Set - Pyramids
The BRANDZ™ pyramid describes a consumers journey to loyalty - The PR Connectionsjourney to loyalty The PR Connections
Loyalty programmes/ clubs customer
BondingLoyalty programmes/ clubs, customer awards, ‘best of breed’ activities, rewards
Case study/ testimonials, 3rd party advocate programmes partnership marketing
P f
Advantageprogrammes, partnership marketing
Product reviews, education/ training, trade marketing, validation (experts), sampling/ t i l
Relevance
Performance trial
Endorsements, lifestyle/ sports marketing, hobbyist programmes, niche-targeted
Presence
Relevanceactivity
Product launches, sponsorships, trade shows, exhibitions, alternative/ lateral , ,distribution, co-operative activity
Third step in understanding your brand
The BRANDZ™ signature – your brand’s strengths and weaknesses compared to other g pbrands in the category
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The BRANDZ™ Signature actually identifies a brand’s strengths and weaknessesg
relative to the other brands in the category
It shows how well you are doing, relative to the category as a whole, in moving people up
each level of the pyramid and connectingeach level of the pyramid and connecting with them
BRANDZ™ Pyramid and Signature (vs. Competitors)
The Competitive Set – Brand Signatures
Di i h I tDiagnosis - why am I strong or weak at particular levels and how can I strengthen?how can I strengthen?
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What does the BRANDZ™ signature mean for my brand?my brand?
Weak at presence
No one knows about the
Strong at presence
Already a very well known brand. Establish
presence and brand promise
brand compared with competitors. Need to
ensure that what k b tconsumers know about
our promise is relevant and motivating
Diagnosis of Presence
What does the BRANDZ™ signature mean for my brand?
Weak at relevance Strong at relevance
This brand isn’t relevant to many consumers –
either because of appeal
Relevant to the majority this brand has no
problems with emotional or price
pappeal or pricing.
Generally a mass market brand
Diagnosis of Relevance (amongst those for whom the brand fails to be relevant)
What does the BRANDZ™ signature mean for my brand?
Weak at performance Strong at performance
The brand isn’t performing well. The
performance area needs
If a brand performs well use the opportunity to
grow market share to be fixed and communicated
gthrough trial building
campaigns and communicate this
strength to consumers
Diagnosis of Performance (amongst those for whom the brand fails to perform)
What does the BRANDZ™ signature mean for my brand?
Strong at advantage/ bonding
Weak at advantage/ bonding
Strong at the important top layers of the pyramid
- the objective is to
New news about the brand is likely to be
needed to prompt re-maintain this by targeting those loyal to the brand.
Remember what made the
needed to prompt reappraisal. Don’t fight any
heritage that may exist for the brand - exploit Remember what made the
brand successful.with new spin on existing attributes
Diagnosis of Advantage(Which factors contribute to Advantage? Rank importance of factor shown in
brackets next to each statement)brackets next to each statement)
Summary of what drives Bonding
Affinity I like the brandAppeals moreHigher opinion
Want to be seen usingWould recommendEasy to use
Meets needs
Challenge Growing popularS tti t dChallenge Setting trends
Difference Differente e ce
Fame Top of mind awarenessMost popularFame Most popular
Price Better pricece
Summary of what drives Bonding
Fourth step – assessing the vitality andFourth step – assessing the vitality and future market share potential of the brand
Brand voltage
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What does the Voltage mean?g
A high voltage score has potential to gainshare from its own marketing actions andshare from its own marketing actions and resist the actions of competitors to maintain sharemaintain share.
A low voltage brand can still grow, but will have to work harder to stand still, and over time be more vulnerable from the actions of other brands
A proven link between Voltage and Changes in Market Share
Less than More thanVoltage
Probability - 2.5 - 2.5 to +2.5 +2.5
of Share Increasing next year
16%23%
61%y
Probability of Share 52% 14%
23%
10%of Share Decreasingnext year
52% 14% %
Brand Voltages
fFifth step – what are the dominant personality traits of the brand
Brand character
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How the key 10 characters are capturedHow the key 10 characters are captured
Seductress Hero JokerMaiden
SexyDesirable
AdventurousBrave
FunPlayful
InnocentKind
Friend
Friendly
Dreamer
IdealisticDifferent
Wise
Wise
King
In controlStraightforwardDifferent
CreativeTrustworthy Assertive
Mother Negative words used to determine RebelGenerous
Caring
gif the character is manifested
positively or negativelyHasty
ArrogantDishonest
Rebel
Rebellious
DishonestUncaring
The key 10 characters and their negative counterpartscounterparts
CHANGE
THE JOKER
THE FOOL
THE DREAMER
THE FANTASIST THE VAMPIRE
THE SEDUCTRESS
THE FOOL
WELL-BEING SUCCESS
THE REBEL
THE ANARCHIST
THE MAIDEN
THE WITCH
THE FRIEND
THE TRAITOR
THE MOTHER THE WISE
THE HERO
THE VILLAIN
THE KING
THE TYRANT
THE STEP-MOTHER
THE MOTHER THE WISE
THE CHARLATAN
SAFETY
CHARACTERZQualitative Framework forJoker Dreamer SeductressMaiden King
The Joker The DreamerThe Joker represents:
happiness, fun, humour, impulse
and positivity
The Dreamer represents:
charm, surprise,
imagination and openness
The Seductress represents: desire, attraction, mystery
and pleasure
The Maiden represents: kindness, humility, innocence and understanding
The King represents:
power, leadership,
strength and
Fool
p
Fantasist VampireWitch
justice
Tyrant
The Fool Th F t i t Th V irepresents:
immaturity, foolhardiness and lacking in
judgement
The Fantasist represents: unrealistic, irrational,
spontaneity and unconsidered
The Vampire represents:
manipulation, darkness, danger and falseness
The Witch represents: darkness, trickery,
vengeance, fear
The Tyrant represents: selfishness, obsession,
injustice, greed unconsidered g ,and
manipulationand arrogance
CHARACTERZQualitative Framework forMother Friend Hero Wise Rebel
The Mother represents: care,
protection, support,
abundance and
The Friend represents:
stability, closeness,
reliability and
The Hero represents:
admiration, hope, credibility,
popularity and
The Wise represents:
humility, credibility, admiration and
benefit
The Rebel represents: innovation, difference,
revolution and
Stepmother
love
Traitor
honesty
Villain
success
Charlatan Anarchist
conviction
The Step-Mother represents:
negligence, hate, emptiness and
disinterest
The Traitor represents: deception,
selfishness, falseness,
The Villain represents: envy,
narcissism, superficiality and self-centredness
The Charlatan represents:
evasiveness, immorality,
madness, fraud
The Anarchist represents: delinquency,
marginality and weakness,
abandonment and calculation
,and complexity
The brand’s dominant character
How is the brand characterised?
What is positive about the brand?
What is negative about the brand?
Summary – how Hill & Knowlton can help your brand to progress
BRANDZ™ learnings for Starbucks
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Summary – how Hill & Knowlton can help your brand to progress
Potential PR response
BRANDZ™ learnings for Starbucks
Click to add textClick to add text
Thank-you
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