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Quick Take from planOnline.org

A Marketing Plan Format

I. Statement of the Marketing Goal II. Marketing Objectives for the Project A. Overall Objective B. Primary Objectives (each is assigned and tagged with a deadline) C. Sub-objectives for every primary objective (each is assigned and tagged with a deadline) III. Target Market Segments A. Identify (primary only) B. Why selected C. Desired exchange IV. Marketing Strategies A. Main strategies 1. 2. 3. 4. Market Penetration Market Development Service/program Development Diversification

B. Strategy Development by Target Group 1.Target Group A 2.Target Group B 3. Target Group C C. Promotional Tools (list) V. Monitoring Techniques A. Progress Reports B. Timeline C. Outcome Measurements VI. Budget

2001 Center for Strategic Planning. All rights reserved.

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Brand Presentation Transcript

1. BRAND PLANNING 1 2 Customer response to brand marketing Customer brand

knowledge Differential effect 2. The Concept of Customer-Based Brand Equity Customer-based brand equity

3 to the brand by linking it to some other entities Other companies,

brands, places, people . Other associations indirectly transferred supporting marketing programs Products, services, communications, channels . Marketing and other activities and Brand name, logo, symbol, character, slogan. 3. Building Customer-Based Brand Equity The initial choices for the brand elements

4. Benefits of Customer-Based Brand Equity Enjoy greater brand

loyalty & to competitive marketing actions Command larger marginsbe less vulnerable & responses to price increases and elastic responses to price decreases Receive greater trade cooperationhave more inelastic & direction 4 Bridge between past activities and future Support brand extensions effectiveness Yield licensing opportunities Increase marketing communication support

increasing scope are presented: 1) brand positioning model describes

how to guide integrated marketing to maximize competitive advantages; 2) brand resonance model describes how to create intense, activity loyalty relationships with customers; and 3) brand value chain model describes how to trace the value creation process to better understand the financial impact of marketing expenditures and investments. 5 and implementation. To help guide these efforts, three models of 5. Three Tools to Facilitate Brand Planning Holistic marketing requires careful planning

Three Questions You Need to Ask About Your Brand, Harvard

Business Review, September, 80 (9), 80-89. 66. 1. Brand Positioning Model Kevin Lane Keller, Brian Sternthal, and Alice Tybout (2002),

positioning and use it as context for making decisions 7

organizational activities by clarifying the brands essence, what the brand helps the customer achieve, and how it is unique in doing so Everyone in the organization should understand the brand customers to think about a brand with respect to competitors A strong brand positioning helps guide 7. Brand Positioning Brand positioning is about how we want target

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8. Classic Brand Positioning Statement To

___________________________________________________________________, (Target Group/Need) _______________is the brand of __________________________________________. (Brand) Frame of Reference (Perceptual) Competing Mainly With ___________________________________________________ Frame of Reference (Competitive) that ___________________________________________________________________, (Relevant Differentiating Benefit) because ______________________________________________________________. (Reason To Believe) The Brand Character is: ___________________________________________________

9. Amazon.com Positioning For the young at heart who value an

infinite amount of choices, Amazon.com is the virtual cookie jar, competing mainly with all brick and mortar stores, that gives you the perfect combination of convenience, service, selection and price, because Amazon.com offers a truly global selection of products. Brand Character: Simple, Friendly, Empowering 9

growth platform 10 Doesnt provide forward-looking Ignores need

for points-of-parity points-of-difference Assumes only 1 key point-ofdifference 10. Problems with Classical Positioning Statement Ignores possibility of multiple

Short 3-to-5 word phrases that capture key PODs Brand mantras

Demonstrate category credentials Negate competitor points-of-difference Establish shared brand points-of-parity (POPs) Differentiating from competitors Deliverable by the brand Desirable to consumer Develop unique brand points-of-difference (PODs) Target market Nature of competition 11. The Four Components of a Superior Competitive Positioning Competitive frames of reference & essence or spirit of the brand. 11the irrefutable

Classic, iconic symbolism Optimistic view of life Distinctive taste

profile Points-of-difference Non-alcoholic? reference Colas? 12. Coca-Cola Positioning Competitive frame of & 12 Coke Side of Life Brand slogan Refreshing flavor Contemporary, up-to-date imagery Points-of-parity

13. Identifying & Choosing POPs & Believable Personally relevant

PODs Desirable? (consumer perspective) & Pre-emptive, defensible Profitable Feasible Deliverable? (firm perspective) credible & Distinctive Differentiating? (competitive perspective) difficult to attack & 13superior

14. Identifying & Choosing POPs & PODs 14 focus of marketing communications as the points-of-difference may

be a given 15 there is a zone or range of indifference or tolerance Points-ofparity may even need to be the often negatively correlated Points-of-parity are NOT points-of-equality are needed to be well-positioned Points-of-parity

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and points-of-difference are 15. Principles Reinforced By Miller Lite Launch Both points-of-parity and points-of-difference

new position Reaffirm core duality and functional benefit of less

filling falling behind both Bud Lite and Coors Lite Management decides to create a powerful 16. Miller Lite Update Miller Lite had experienced flagging sales, & and linking performance uncompromising character By addressing inherent product trade-offs great tasting Reinforce strong user imagery and emotional appeal as to & 16emotional equities Sales rise 10% during 2004-2005

Points-of parity with its two main competitors, McKinsey solutions

This strategy permits: Information technology expertise in developing client Strategic insight, vision, and thought leadership 17. Accenture Straddle Positioning Strategy Accenture is the company that combines: & 17 IBM While simultaneously achieving points-of-difference

18. Accenture Strategy Straddle Positioning & Vision (WHAT they do)

Technology & Execution

19. Accenture Straddle Positioning McKinsey IBM Strategy POP POD &

Vision Technology & POD POP Execution

20. Accenture Proactive, Agile, Straddle Positioning & Passionate

(HOW they do it) Approachable & Collaborative

21. Accenture Straddle Positioning McKinsey IBM Proactive, Agile, POP

POD & Passionate Approachable POD POP & Collaborative

22. Accenture High Performance. Delivered. 22 23. Communicating & Establishing POPs & attributePODs Create

POPs and PODs in the face of & benefit trade-offs Price & Conveniencequality & Tastequality & Efficacylow calories & Powermildness & Ubiquitysafety & Comprehensiveness (variety)prestige & Strengthsimplicity & 23refinement

24. Strategies to Reconcile Attribute & Benefit Trade-Offs Design

optimal product & negative to positive 24 co-brand) Re-define the relationship from programs Leverage secondary association (e.g., Establish separate marketing services

capture the brands points-of-difference, i.e., what is unique about the

brand. 25 the brand is supposed to represent and therefore, at least implicitly, what it is not Brand mantras typically are designed to irrefutable essence or spirit of the brand. Brand mantra must clearly delineate what 25. Brand Mantras Short 3-to-5 word phrases that capture the

Personal Recognition 26 Worldclass Service, Entertainment

American Express Fun Family Performance Disney Authentic Athletic 26. Brand Mantra Examples Nike

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is personally meaningful and relevant to as many employees as

possible. 27 Ideally, the brand mantra would also stake out ground that result, it should be short, crisp, and vivid in meaning. Inspire An effective brand mantra should be memorable. As a categories) of business for the brand and set the brand boundaries. It should also clarify what is unique about the brand. Simplify A good brand mantra should define the category (or 27. Brand Mantra Criteria Communicate

28. Some Positioning Guidelines 1. A good positioning has A foot

in the present & A foot in the future 2. Evaluate POP & PODs according to: Desirable (consumer) Deliverable (company) Differentiating (competition) 3. Identify crucial POPs Role play competitors positioning Surface & resolve potential consumer trade-offs Assess negative correlations & decision-making styles 4. Ensure duality Rational (Head) Emotional (Heart) 28

Equity: A Blueprint for Creating Strong Brands, Marketing

Management, July/August, 15-19. 2929. 2. Brand Resonance Model Kevin Lane Keller (2001), Building Customer-Based Brand

of s the right types of experiences to create the right brand

knowledge Building a strong brand involves a series 30. Create Brand Resonance with Customers Challenge is to ensure customers have a logically constructed set of brand building blocks. 30teps as part of a branding ladder A strong brand is also characterized by

31. BRAND RESONANCE PYRAMID Branding Stages of Brand Building

Blocks Objective at Development Each Stage RELATIONSHIPS: Intense, 4 What about you & me? Active Loyalty Resonance RESPONSE: Positive, 3 What about you? Accessible Judgments Feelings Reactions MEANING: Points-of-Parity 2 What are you? & Difference Performance Imagery Deep, Broad IDENTITY: 1 Brand Who are you? Salience Awareness

History Brand personality Type of user Four important intangible

dimensions are: think the brand actually physically does. Brand imagery is thus more extrinsic properties of the brand. How people think about a brand abstractly rather than what they inherent product benefits. Imagery Brand performance refers to the intrinsic properties of the brand in terms of What the brand does to meet customers' more functional needs. Performance Recognition and recall at purchase and consumption Depth and breadth of brand awareness 32. Brand Resonance Pyramid Terminology Salience & 32 Experiences heritage

brand. 33 experiential or enduring in nature. Can also relate to the

social currency evoked by the reactions to the brand Can be mild or intense; positive or negative; or Customers emotional responses and associations to form different kinds of brand opinions Feelings How customers combine performance and imagery Customers overall brand evaluations 33. Brand Resonance Pyramid Terminology Judgments

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Enduring private, possibly part of day-to-day life Brands should have

one, or ideally both, types of feelings Experiential Feelings Enduring Feelings Warm Sense of Security (Inner-directed) Increasing Fun Social Approval (Outer-directed) level of intensity Exciting Self-Respect (Actualization) SelfRespect Higher level of values Experiential immediate, short-lived during purchase/consumption 34. Dimensions of Brand Feelings Brand feelings can be divided into two broad categories: & Sense of Security Social Approval needs Inner-Directed Outer-Directed

35 events, or other loyal customers Etc. The extent to which

customers seek out brand information, Repeat purchase rates customers have with the brand Level of activity engendered by this loyalty they are in synch with the brand Intensity or depth of the psychological bond that The extent to which customers feel that 35. Brand Resonance Pyramid Terminology Resonance

36. Sub-Dimensions of Brand Resonance Pyramid RESONANCE

LOYALTY ATTACHMENT COMMUNITY ENGAGEMENT FEELINGS WARMTH JUDGMENTS FUN QUALITY EXCITEMENT CREDIBILITY SECURITY CONSIDERATION SOCIAL APPROVAL SUPERIORITY SELF-RESPECT PERFORMANCE IMAGERY PRIMARY CHARACTERISTICS & USER PROFILES SECONDARY FEATURES PURCHASE & USAGE PRODUCT RELIABILITY, SITUATIONS DURABILITY & SERVICEABILITY PERSONALITY & SERVICE EFFECTIVENESS, VALUES EFFICIENCY, & EMPATHY HISTORY, HERITAGE, STYLE AND DESIGN & EXPERIENCES PRICE SALIENCE CATEGORY IDENTIFICATION NEEDS SATISFIED

37. Brand Resonance Model: Brand Building Implications 1. Customers

own brands 2. Dont take shortcuts with brands 3. Brands should have a duality Performance & imagery Judgments & feelings 4. Brand should have a richness 5. Brand resonance provides important focus 37

Brands Create Value, Marketing Management, May/June, 26-31.

3838. 3. Brand Value Chain Model Kevin Lane Keller and Don Lehmann (2003), How Do

39. Brand Value Chain Marketing Customer Market Shareholder VALUE

Program Mindset Performance Value STAGES Investment - Price premiums Product - Awareness - Stock price - Price elasticities - Communications Associations - P/E ratio - Market share - Trade - Attitudes - Market capitalization - Expansion success - Employee - Attachment - Cost savings - Other - Activity Profitability Program Investor Marketplace MULTIPLIERS Quality Sentiment Conditions - Relevance - Competitive reactions - Market dynamics Distinctiveness - Channel support - Growth potential - Consistency - Customer size and profile - Risk profile - Cohesiveness - Brand contribution

Points-of-parity Competitive brand positioning model 40.

Conclusions Three helpful brand planning models are: & Judgments, Feelings, Six building blocks: Salience, Performance, Imagery, Brand resonance model points-of-difference & Value stagesResonance Brand Value Chain & Qualitatively to guide These models can be used

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multipliers & 40 actions Quantitatively to measure marketing effects interpret possible marketing

2001 Center for Strategic Planning. All rights reserved.

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