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eGUIDE 1 Contents
Defining brands > Using this guide
eGUIDE 2
> Introduction
Types of brands
eGUIDE 3 > What is brand management?
How brands work > Brand management or brand strategy –
eGUIDE 4 what comes first?
Brand strategy
> Brand management – top-down or
eGUIDE 5 bottom-up approach?
Managing and
developing brands > The brand plan
eGUIDE 6 > Some brand management scenarios
Brand portfolio and
architecture > Checklist
eGUIDE 7 > Case studies
Measuring brands and
their performance
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>Checklist
Points to a summary page.
>Resources
Links through to the online Brand Store
section where you will find further resources
on the topic being discussed.
>FAQs
Gives answers to frequently asked questions.
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Introduction
There is no defined life But brands don't have to die. Unlike products,
cycle for a brand and there is no defined life cycle for a brand and
they can, in theory, live they can, in theory, live forever. Brands are
forever. precious – they are often a company's most
valuable asset – and by carefully controlling
and tweaking them, in line with the brand
strategy, they can be protected from decline
and nurtured into growth. That is the ultimate
purpose of brand management and
development.
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Brand management What is brand management? > Brand management stands at the junction of
stands at the junction of company and customer and must integrate
company and customer > Brand management is a process that takes the totally different perspectives of the two
control over everything the brand does and worlds. Balances have to be struck between
and must integrate the says, managing the way in which it is the external market and internal capabilities
totally different perceived by others. This involves identifying of the company, between the company’s
perspectives of the two clearly what the brand stands for, and how inputs into the products and the influences
worlds. to position it so that it appears different and on consumer perception, and between short-
better than competing brands. It requires term satisfaction for various stakeholders
constant tracking of the brand and its and the long-term growth of the brand.
competitors, the integration of all [Arnold, 1992]
communications, and the management of
each contact point a consumer may have
with the brand. The overall aim of this
process is to increase the value of the brand
over time. [Temporal, 2002]
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their agency. Relying upon their agency leads enabling the brand to have a clear attitude.
to two problems. First, in most cases it creates [de Chernatony, L., 2001]
a dissonance between senior managers and
their key asset, the brand, the driver of future
growth opportunities. That distance can make
the co-ordination of efforts difficult, a situation
that can result in consumer confusion, loss of
synergy and ultimately performance that falls
short of potential.” [Aaker, 1994]
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[Brand positioning] The brand plan boost return on brand investment. It inspires
inspires and guides the and guides the team, giving a clear picture of
“The most effective way to determine and both the ‘job’ the brand needs to do and the
team, giving a clear
communicate the value of your brands to ‘human side’ to be reflected in tone and feel.
picture of both the ‘job’ others is to create a brand plan that includes The choice of tool for defining a brand’s
the brand needs to do objectives, strategies, tactics and position is of little importance. What is
and the ‘human side’ to measurements.” [LePla and Parker, 2002] important is that within a company everyone
be reflected in uses the same tool definition and format.
tone and feel. Defining the brand and its market Speaking the same language is crucial to
position facilitate effective communication. [Taylor,
2002]
eGuide 3: How Brands work: Brand positioning,
image and identity The different elements of positioning (essence,
values, personality, promise, benefits, brand
truths, consumer insight, market definition,
target consumer) should come together as a
“Positioning is a process of ensuring that a coherent whole. In the case of most strong
brand can fight through the noise in the brands, positioning is underpinned by brand
market and enables the brand to occupy a truths, providing real substance and content
distinct, meaningful and valued place in
that can be the starting point for a compelling
the target customers’ minds.” [de Chernatony, and unique story. [Taylor, 2002]
L., 2001]
Case study: Barr’s Irn-Bru
Brand positioning plays a vital role in keeping
a brand on track towards its destination. It When managing a brand, the external or
pinpoints what makes the brand motivating, internal circumstances may call for some
different and true for target customers. In changes in the execution of brand strategy,
doing so it should inspire and guide the team brand refreshment or rejuvenation, but the
to help them develop a competitive and values underpinning positioning should remain
coherent brand. When positioning is clearly constant. [Taylor, 2002]
defined, it can be a central tool for helping
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Essence
Shorthand distillation
Benefits Personality
The key motivations Human characteristics
for buying the Brand guiding tone, feel
brand promise and style
Summary of what
the brand offers and why
it is better than alternatives
Core insight
Human truth that opens door to opp-
ortunity for your brand to improve everyday life
Consumer target Market definition
Positioning: person the The product and service
brand must excite and areas in which the brand
involve. Consumption: wants to operate. Who will
broader group of buyers lose if we win?
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Positioning Empathy with the core Capture attitudes, AB women aged 25-45 Food enthusiasts who
target consumer, understand values, colour Knorr enjoy good food but
their life are pressed for time Knorr
Core insight Open the door to an Describe a human truth Parents worry about People who are concerned
opportunity to improve and how this opens a nappy rash Pampers about their baby having a
everyday life door for the brand wet bottom and getting
Add colour and emotion nappy rash as this makes
them worry about not being
a perfect parent Pampers
Brand truths Development of product Be specific and concrete Good service Blockbuster promise:
Job of brand
(limit to 2-3) features and attributes Blockbuster ‘Get the film you want or hire
it for free next time’
Benefits Product development, Specific reasons for purchase, Pro-vitamin B5; ‘Hair so healthy it shines’
(limit to 2-3) communication emphasis not reasons to believe doesn’t dry hair Pantene Pantene
continued/…
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(limit to 2-3) brand behaviours with and polarising Prêt à Manger one for all, all for one
customers Prêt à Manger
Personality Guide tone, feel and style Make them colourful Reliable, honest, Solid as a rock, straight
(limit to 3-4) of communication and not bland friendly Clearasil as an arrow, best mate
front-line staff Clearasil
Promise Key summary input Focused on what it is and Affordable short-break holiday Magical place where everyone
Rally calls
(limit to 15-20 words) for briefs why it is better. Inject colour, offering best combination of can live out adventures they
emotion and edge activities for all the family DLP have dreamt off DLP
Essence Shorthand check for Capture emotion not just Best shave Gillette, Ultimate performance
(limit to 2-4 words) reviewing the brand mix function, inspire future growth male attractiveness Lynx Gillette, pulling power Lynx
Source: Taylor, D. (2002) The Brand Gym. London, John Wiley & Sons.
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fails to live up to the promise made in “You don’t create a culture, you catch it like a
communication, the same goes for the virus. People see new behaviours and copy
employees and the company they work for. In them until they become the way we do things
reality, such internal communication has a here” [Phil McManus, head of internal
limited role to play in engaging and aligning communication at Vodafone]
people with the brand.
Integrated brand communications
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the spheres of other audiences. It would be > All audiences interact and interconnect;
misleading to think of different stakeholder indeed, because the same person often has
groups (eg, employees, consumers, different roles, brand communications ought
shareholders) as isolated and mutually to be broadly consistent across these
exclusive groups. Arguably, as much attention audiences. [Uncles, 1996]
should be given to ‘managing the employee
brand’ as to the consumer brand, as Maintaining brand integrity across
Employees are the most employees are the most direct link between touch points
direct link between the the brand and its customers. [Uncles, 1996]
brand and its customers. “The way we interpret the body language of
Five points to remember when brands means that the apparently trivial can
implementing integrated marketing be greatly significant.” [Bullmore, 2001]
communications:
Advertising, packaging, price and promotions
> Audiences will attempt to interpret the have this in common: they are all within the
messages you send, but not necessarily in control of the marketing company. To be rather
ways that were originally intended. more accurate: the transmission of these
brand stimuli is within the control of the
> It is the task of management to maximise marketing company. The reception however, is
the interpretation of intentional messages not. [Bullmore, 2001]
and minimise the interpretation of
unintentional messages. However, there are other factors which lie
outside the brand’s control, but their effect on
> To do this effectively the process needs to be the public can be significant. Because they are
managed from the centre. The brand needs impossible to foresee or orchestrate, they tend
to embody a vision or mission. to be totally ignored. Examples of these
include: a story in the press about racial
> All audiences should be informed and involve discrimination or unethical employment
employees and shareholders, as well as practices at a brand’s factory, an anti-brand
customers and consumers. crusading website, a product recall for safety
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> Rights tend to be national with every country > Make sure they aren’t being used by others.
having its own laws (with exceptions like the
Community Trade Mark in the EU). Owning a > Register the trademark.
right in one country does not necessarily
mean the right is held in another country. > Make sure you use them correctly.
> The main rights associated with brands are: > Control their use when licensing.
> Trademarks (registered or common law)
> Take action against misuse immediately.
> Copyright and database rights
> Designs Copyright
> Patents
> Unfair competition/passing off > Ensure that with any creative work from an
> Trade secrets/confidentiality. outside supplier the copyright is transferred
to you.
> Although not an intellectual property right,
domain names on the Internet provide > When merchandising copyright material,
important signposts to the brand, requiring control and monitor usage.
careful management.
> Where possible find ways to incorporate
small but deliberate mistakes to prove
copying has taken place.
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> Take action on copying immediately. > If you commission work that includes an
invention, try to get all patent rights
Designs outright.
> For Unregistered Design Right, record the > Watch out for anyone who suggests there is
design in a design document or make a a connection with you where none exists.
prototype to obtain protection. Take action quickly.
> Ensure your rights are acknowledged and > Laws vary widely from country to country.
protected in any merchandising agreement.
> Preserve any evidence of confusion.
> Look out for copies and take action if you
find any. Domain names
> Mark everything involved as confidential. > Treat it with great care and on a ‘need to
know’ basis.
> Before filing only make any disclosures to
those under an obligation of confidence. > Take action quickly against any leaks.
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> The opportunity can only be exploited fully The first stage in maintaining and revitalising
with a new brand brand relevance is to investigate what
consumers think and feel about the brand. It is
> The proposition and economics of a new important to consider the relationship the
brand have been thoroughly pre-tested. brand has with consumers and whether this is
still relevant. Changes in consumers’ lifestyles,
pressures and needs must be understood so
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that the solutions delivered by the brand of elements in the marketing mix, including
remain relevant and effective. It is also delivery of the product or service, the
necessary to understand the gap between the distribution channels used, pricing or
performance of current solutions on the communication. Budweiser added an
market and consumers’ ideal, as any gap risks idiosyncratic element to its brand personality
being filled first by a competitor. through its ‘Whassa?’ advertising campaign,
while Stella Artois succeeded by adopting very
Solutions to maintaining and revitalising brand different positioning in the UK market
relevance will depend on the nature of the (‘reassuringly expensive’) compared to its
problem. If any changes are required to brand native Belgian market.
performance, personality or communication,
marketers need to consider how these would Case study: Lucozade
affect what the brand has always stood for –
its core values. There needs to be mechanism in place
whereby any activity that affects the brand is
Where brand performance is weakened, or a carefully considered against the statement of
gap exists between current performance and core values to ensure that none of the core
consumers’ ideal, performance-related values would be adversely affected. This type
innovation is likely to be the primary driver for of system emphasises a long-term view of the
maintaining brand relevance. If a brand fails to brand and the brand equity gained over time
perform because it has been leapfrogged by a as opposed to short term measures. A further
competitor, that brand will be damaged and advantage of having a statement of brand
Relevance can be re- must re-assert its leadership position if it is to values is that it enables managers to check
established by adjusting continue to thrive. their interpretation of the brand against the
delivery of the product agreed view. [de Chernatony, L. and
Changing the brand’s performance may not mcDonald, M., 1998]
or service, the always be the right answer. If a brand is losing
distribution channels its relevance, can the brand be re-positioned Finally, all changes must be carefully co-
used, pricing or to meet different or new needs? Relevance can ordinated to ensure that each element of the
communication. be re-established by adjusting any of a range marketing mix supports the new proposition.
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NO-GO AREAS
NO-GO AREAS
Involvement would seriously
damage and compromise
EXTENSION
clarity of brand proposition
AREAS
EXTENSION AREAS
Areas to which brand franchise Average OUTER Non
Enhanced Out
taste CORE foods
can be widened without damage health of
Glasshome
INNER bottles
OUTER CORE Black-
CORE
Optional attributes currant
> Great taste
Ready > Premium priced Mothers
INNER CORE No > Health benefits with Sugar
to drink artificial free Low
Critical elements in brand identity Male children
position- flavouring price
ing Concentrated
Plastic drink Flavours
bottles
Ribena UK sales increased
by 1000% in 1980-95 Carbonated
Medical Mainstream
positioning soft drink
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Co-branding
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CASE STUDIES
1. Wedgwood: stretching the brand
2. Barr’s Irn Bru: one hundred years young
3. Lucozade: in sickness and in health
4. Remington vs Phillips: a close shave
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1. Wedgwood: stretching the brand where the Wedgwood name has come to
symbolise gifts of good taste and also in the
The Wedgwood brand is one of the oldest and UK where long standing relationships with
most prestigious found in the world today. The designers such as Jasper Conran have given
quintessentially English brand was founded in the brand an association with high fashion.
1759 by Josiah Wedgwood, renowned as the
‘Father of English Potters’, and has a long and As Wedgwood diversified, however, so
proud history of delivering fine pottery to consumers perceptions of the brand altered –
affluent, upmarket customers; both to be used to the extent that research undertaken in 1997
as purchased and to be handed down as showed that whilst the brand name held a
family heirlooms. good reputation and suggested quality to
consumers, they no longer associated it with
By applying the emotional associations of the it’s core product range of china tableware. The
brand to a variety of new products, Wedgwood brand was achieving double digit growth and
have diversified and expanded into new sales had risen to a record high of £417million
categories over the past two decades. In 1986 but the research was still disconcerting for
the company merged with Irish crystal Wedgwood. Determined not to lose brand
manufacturers Waterford and the two have focus, they launched a major new advertising
since pursued product developments outside of campaign to bring attention back to the
their core ceramics and crystal ranges as they premium china range and to market the brand
sought to expand into the luxury goods market as more contemporary and ‘younger’ than ever
as a whole. before. As a result Wedgwood have been able
to continue their diversification and growth in
Whilst Waterford have developed ranges of the luxury gifts market whilst maintaining their
writing instruments, table linen and lamps, the core values of tradition and association with
Wedgwood brand has grown to encompass fine pottery which provide the brand with its
products such as jewellery, leather goods and integrity.
even gourmet foods. The brand has expanded
into new territories and taken market share
from its competitors, particularly in Japan
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But it is easy for brands with such a strong produced a notably more dynamic set of
heritage to lose contemporary relevance. responses.
Latent brand affinity isn’t always transferred
into sales. The brand ends up very much loved This kind of initiative helped to get under the
but not very often purchased. Shrewd skin of Irn-Bru. As a result a uniquely
marketing has helped Irn-Bru to avoid this compelling personality for the brand has been
fate. developed over time.
By the middle of the nineties, Barr’s wished to Since Irn-Bru itself tastes like nothing else in
grow the brand in England. Research showed the world, the marketing of the brand had to
that the ‘Made in Scotland from Girders’ do justice to it. But in talking to its biggest
campaign was extremely successful in fans, we realised that no two kids described
Scotland, but this success didn’t transfer to the Irn-Bru in the same way. The marketing of the
English market. We had to recreate the brand would have to enhance, not deny this
advertising so that the English consumer, who indescribable character. The best description
had not grown up with the brand for the past we found was ‘likeable maverick’ – a self-
90 years, could also relate to it. confident, unconventional and independent
character who wouldn’t think or behave in
The key was to adopt the right personality for quite the same way as other people. As a
Irn-Bru. The Barr’s brand team began visiting character-type this description of the brand
schools to find out what teenagers were has a great deal in common with the way our
talking about, and in particular what really teenage audience likes to be perceived itself.
made them laugh. This had advantages over And maverick is also a very apt description of
traditional research methods. Whereas in a what we sought the marketing to achieve.
research group teenagers can easily turn surly Competing against some brands with much
and uncommunicative, in school they are bigger budgets, Irn-Bru has to shout to be
expected to contribute their own ideas and heard. And the best way to do that is to
opinions. Consequently, exploring strategic and constantly surprise people.
creative marketing ideas in the classroom
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These insights have been used to inspire the 3. Lucozade: in sickness and in
creativity of Irn-Bru’s marketing activity at all health
levels, from website design to carefully tailored
sponsorships, to above-the-line advertising. [Ann-Marie Salmon, Director, Consumer
The maverick tone of voice has proven flexible Healthcare Communication, Smithkline
enough to produce award-winning advertising Beecham, in British Brands, Issue 4, Summer
on radio, posters and TV. On TV, from the ‘See 1997]
What Irn-Bru Can Do For You’ campaign to the
current award-winning work, Irn-Bru’s It is not without irony that a 50 year old brand
advertising has been consistently amongst the aimed at ‘aiding recovery’ was itself not in
most popular and talked about for its teenage good health at the end of the 1970s. Lower
target audience. levels of sickness, less frequent ‘flu epidemics
and price increases all contributed to a decline
Because Irn-Bru’s marketing is based on in consumer consumption of Lucozade and
genuine consumer insight, not nostalgia, it between 1974 and 1978 alone, sales had
works just as well south of the border too. fallen by 30%. Drastic steps needed to be
Scots have always loved Irn-Bru – now the taken or half a century of brand heritage
gap is closing as English teenagers increasingly would be lost with little chance of recovery.
adopt a brand that speaks to them too. Irn-
Bru sales in England now account for almost a Lucozade was first developed in 1927 by a
quarter of total volume. And Irn-Bru’s brand Newcastle chemist for his son recovering from
image has improved dramatically in England jaundice. It was bought by Beecham in 1938
wherever the campaign has been seen. and launched in its classic yellow cellophane
wrapped bottle with the strapline ‘Lucozade
So long as marketing continues to keep the aids recovery’.
brand young, there is every reason to suppose
that Irn-Bru can enjoy another hundred years The glucose in Lucozade is in a form that can
of healthy growth. be easily assimilated into the body so that in
illness, when there is appetite loss or food is
BACK difficult to keep down, a drink of Lucozade can
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help provide the energy the body needs to As a result it was decided that the best growth
recuperate. The brand was consistently opportunity for the brand was in the
promoted on this basis through the 50s and carbonated soft drinks (CSD) market, the
60s, during which time it became Beecham’s rationale being the brand’s excellent in-store
biggest selling brand. However during the 70s, positioning and distribution strength in both
the brand started its steady decline. grocery and ‘corner-shop’ markets and the
volume potential in the CSD market. However,
To address this problem, new advertising was these positive aspects were balanced by a
developed aimed at extending usage by number of other factors, not least was the
positioning it as an in-health pick-me-up for total domination of this market by Coke and
housewives. This campaign increased sales by Pepsi. In addition, Lucozade would be
11% and although the prior decline was expensive and the brand had a lot of negative
arrested, growth was not maintained for long baggage with the younger target audience as
and by the end of 1979 sales had levelled out. something their mums had given them when
they were ill.
This campaign was only part of the company’s
effort to get in-health usage, however. In It was felt that these problems could be
1980, a new 250ml wide-mouth bottle was addressed via advertising which would do two
introduced in the ‘one-shot’ market which things - justify a price premium via a unique
carried the new brand positioning ‘Lucozade selling proposition and in execution use
replaces lost energy’. But whatever short term imagery which the new young target
benefits accrued from the advertising and audiences would find motivating. The unique
packaging initiatives, it was clear from a usage selling proposition to justify the price premium
and attitude study conducted in 1982 that the was based on the brand’s particular benefit
underlying character of the brand had not claim - ‘Lucozade is not only delicious and
changed dramatically from its historical norms. refreshing, but can quickly replace lost energy’.
Housewives and children were still the The creative solution was to be found in sport
predominant users and illness and recovery which simultaneously addressed both the
the main reasons for consumption. target audience and the product claim.
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At that time, Daley Thompson was signed as Since then, the brand has gone from strength
the spokesman for Lucozade and in July 1983 to strength with the introduction of new
he featured in a Lucozade ad for the first time. flavour variants, the 1988 launch of the
Results were mixed and extensive analysis of Lucozade Sport isotonic drink and the 1995
the advertising showed that consumers liked launch of the NRG teen drink. Many of these
Daley but didn’t connect him totally with the concepts have been successfully transferred to
brand. markets outside the UK in Ireland, Asia and
Australasia. All of these introductions have
From this assessment came the ‘Traffic Lights’ included innovative new packaging elements,
TV commercial which sought to ‘portray’ the developed new loyal consumer groups and yet
energy of Lucozade rather than ‘explain’ it. have remained true to the core character of
The combination of Daley Thompson in slow the brand as an energy drink. Even more
motion with the heavy metal Iron Maiden graphically, in the ten years between 1985 and
music chosen for its wind down and slow build 1995, global sales of the brand increased from
to thunderous crescendo embodied the before £12 million to £125 million, a true illustration
and after promise of dynamic energy, at the of a brand fulfilling a promise made 70 years
same time branding the advertising ago...
unmistakably.
‘Lucozade aids recovery’
In the first year of the new advertising, with
no significant gains in distribution or changes BACK
in pricing, volume sales increased by 40% and
were accompanied by sales increase in the
original bottle of 4%. Quantitative and
qualitative research showed that the energy
message was getting through to both existing
users and the new, younger target audience.
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