To establish the right brand identity and image the following must be decided Identify and establish the

Brand Positioning Points of parity and Points of difference  Determine Core Brand Values and the Brand

Mantra  Specific Brand Strategies to build brand equity

1 .Define competitive frame of reference

 

Target market Nature of competition

2. Define desired brand knowledge structures

 Points-of-parity (how it is similar to the competition)
Necessary to belong to the category Competitive PODs are neutralized

 Points-of-difference (how it is different to competition)

strong, favorable, and unique brand associations

Define competitive frame of reference Target Market segmentation bases can be  Descriptive / customer-oriented (kind of a person) and

/ or  Behavioral / product-oriented (how customer thinks / uses brand)

More useful for understanding branding issues clearer strategic implications (ideal points of parity & differences to establish positioning) eg. toothpaste segmentation
Sensory segment taste and flavor Sociables brightness of teeth

Rational for descriptive segmentation involves behavioral considerations also (children for sweets as they are heavy users) Demographic segmentation advantages media vehicles demographics are well known
But Data bases and innovative media has reduced its importance

Competitive frame of reference Target Market Criteria

1. Identifiable

easily determined 2. Size adequate sales potential 3. Accessibility distribution outlets, media availability 4. Responsiveness how favorably they will respond

Competitive frame of reference

Nature of Competition

TM implicitly defines competition (they consider other brands / that other have targeted them) Important not to be too narrow in defining competition


Competition at the benefit rather than the attribute level (furniture / stereo)

Competition can be defined at different product category levels

products are organized in the mind at a hierarchical fashion product class, category, type etc.

Other issues can also determine the nature of competition distribution channel

Define desired brand knowledge structures Points of Difference a strong, favorable, unique associations (USP in an ad)
Based on any type of attribute or benefit association CBBE broadly classifies them in terms of
Functional / performance related considerations Performances attributes cheese singles Performance benefits user friendly Mac Abstract / imagery related considerations Superior quality Low cost provider Could be based on business practices HR policy

Define desired brand knowledge structures Points of Difference

Consumers must evaluate it positively believe that the same cannot be found in competition

It must be a sustainable competitive advantage (SCA) ability to deliver superior value for a prolonged period of time

Major Challenges in Positioning - find compelling & impactful points-of-difference (MacMillan & McGrath, HBR, 97)
 How do people become aware of their need for your product      

and service? How do consumers find your offering? How do consumers make their final selection? How do consumers order and purchase your product or service? What happens when your product or service is delivered? How is your product installed? How is your product or service paid for?

Find compelling & impactful points-ofdifference (cont.)

How is your product stored? How is your product moved around? What is the consumer really using your product for? What do consumers need help with when they use your product?  What about returns or exchanges?  How is your product repaired or serviced?  What happens when your product is disposed of or no longer used?
   

Define desired brand knowledge structures Points of Parity associations shared with other brands come in 2 basic forms 1. Category points of parity


Important when a brand enters a new category

Necessary to be a legitimate, credible offering in the category (but not sufficient conditions for brand choice)

These attributes are at the Generic and Expected Product levels

May change over time because of tech. advances, legal developments, consumer trends

Define desired brand knowledge structures Points of Parity associations shared with other brands come in 2 basic forms 2. Competitive points of parity


Designed to negate competitor s POD by matching if not better on that attribute

Sometimes POD and POP may be conflicting

calls for source credibility to overcome consumer resistance

Define desired brand knowledge structures Points of Parity versus Points of Difference


Brand must be perceived as good enough on a particular attribute to achieve a point of parity (even if it is not as equally good)
There is a zone or a range of tolerance or acceptance with POP

Positioning is a often
achieving a competitive POP clear superiority

Activity

1.

Establish Category Membership Consider and determine

 The products or set of products with which

the brand competes  Competing in different categories results in different frames of reference, POPs, PODs Communicate membership to indicate the

goals that will be achieved by using a product or service

 Critical for new brands entering a category  When brand is affiliated but not entirely in the

category (Dove)

1. Establishing Category Membership Preferred approach to communicate Positioning



First inform about the brand membership Then state PODs (different campaigns may be needed)

Straddle position - brand may straddle 2 points of reference (to reconcile conflicting consumer goals)  PODs and POPs must be credible to be considered a legitimate player.

2. dentifying & Choosing POP s & POD s

PODs must become a strong, favorable, unique association 2 important considerations -

1. Desirability - consumers must find PODs desirable

1. Relevance 2. Distinctiveness 3. Believability

2. Deliverability consumers must believe that the

firm can deliver to make the brand enduring

1. Feasibility 2. Communicability 3. Sustainability

2. Identifying & Choosing POP s & POD s

2 important considerations for PODs are 1. Desirability criteria 3 key desirability criteria 1. Relevance personally relevant and important e.g pain killer 2. Distinctiveness and Superiority e.g. long lasting pain relievers 3. Believability POD is believable and credible e.g. Mountain Dew has more caffeine When POD is abstract or image based support for the claim may reside in the general associations of the company that have developed over time French Chanel perfume

2. Identifying & Choosing POP s & POD s

2. Deliverability criteria 3 deliverability criteria 1. Feasibility product s ability to perform at the level stated actual and potential Company s ability - have the resources, expertise, time to create POD The product and the marketing designed to support the desired associations Associations that are there but consumer is not aware of (easier to do) Or make changes & convince consumers of it (more difficult)

2. Identifying & Choosing POP s & POD s

2. Deliverability criteria 3 deliverability criteria 2. Communicability current or future Difficult to create associations that are not consistent with prior consumer knowledge. Therefore compelling reasons proof points must be given to say the brand will deliver the desired benefits 3. Sustainability - over time reinforced and strengthened through actual performance and communication Check positioning is pre-emptive, defensible and difficult to attack Internal commitment and use of resources And external marketing forces

2. Identifying & Choosing POP s & POD s - Create POP s and POD s in the face of

attribute & benefit trade-offs

       

Price & quality Convenience & quality Taste & low calories Efficacy & mildness Power & safety Ubiquity & prestige Comprehensiveness (variety) & simplicity Strength & refinement

Target Audience Compelling benefit Reason Why

Brand Positioning Statement

For homemakers, Dow Bathroom Products are the easy way to get a great clean shine for your tub, tile and toilet. That s because only Dow Bathroom Products contain scrubbing bubbles that cut through dirt and grime clean to the shine!

Brand Positioning Statement

For those suffering from a cold, Comtrex offers four different relief formulas that treat and work against your specific cold ailments.

Brand Positioning Statement

For cold sufferers, Contac offers 12 hours of continuous relief from congestion and sinus pressure thanks to it s time-release technology.

For consumers ages 16-35, Crest Whitestrips whiten teeth five times better than the leading paint-on whitening gel. That s because Crest s gel-coated strips hold the peroxide on teeth longer, to whiten stains below the tooth surface.

Brand Positioning Statement

For women ages 25-55, Loreal Revitalift Anti-wrinkle and firming cream reduces facial wrinkles and firms your skin.

NO REASON WHY!

Brand Positioning Statement

For Green consumers seeking healthy foods free from pesticides, chemical or preservatives, Seeds of Change frozen entre s taste great. 100% of our ingredients are grown organically and are not only healthy for you, but also our planet.

Brand Positioning Statement

For single consumers ages 30+ who prefer upscale finedining, Hormel offers four great meat entrees.

NO PRODUCT NAME!

WHAT IS IT?

Brand Positioning Statement

For females who cook meat, Saran Disposable Cutting Sheets are the solution to your worries about meat juice germs. That s because you can cut your meat right on Saran Cutting Sheets, and they ll soak up the juicy mess. Just toss the sheet away and your worries are gone with it!

Now Its YOUR TURN!

A positioning must be
One, two or three words, phrases or sentences about your brand that you want to imprint in the heads of key stakeholders .

Kevin Clancy, Copernicus

So clear, so succinct, and so powerful that once launched, it begins to move people toward your new evolving brand

Kevin Clancy, Copernicus

All about identifying the optimal place of a brand and its competitors in the consumer s mind Maximizing company potential benefit The compass that guides marketing strategy

Positioning = The Heart Of Marketing Strategy

THE POSITIONING STATEMENT DRAWS ON THE STRONGEST ASSETS OF THE BRAND S EQUITY
 Clarifies what brand is all about  Uniqueness/Point of Difference  Why consumers should BUY & USE

(Addresses their needs better than competition)

Positioning = The Heart Of Marketing Strategy

WHO are you going to give this positioning to? WHO are you going to market your product to? Are all consumers created equal? WHAT do they want and need What CONSUMER INSIGHT is your positioning based on?

Positioning = The Heart Of Marketing Strategy

3. Communicating & Establishing POP s, PODs Communication of Category Membership 3 ways to communicate 1. Communicate category benefits, (provide supporting rationale 2. Compare to exemplars (note worthy brands) 3. Product descriptors to follow brand name
Critical with new technology products

3. Communicating & Establishing POP s, PODs

Communication of Category Membership 3 approaches to increasing levels of communication effectiveness (but also levels of difficulty)
1. Separate the attributes 2 different launch campaigns (each devoted to a different attribute / benefit)
Expensive and does not address the issue head on

2. Leverage equity of another entity use celebrities, other brands, event 3. Re-define the relationship from negative to positive convince them that the relationship is positive by providing a different perspective - a convincing story is necessary

3. Communicating & Establishing POP s, POD s Update Positioning over time 2 main issues
1. Deepen the meaning of the brand - tap into

core brand values or other abstract considerations - laddering 2. React to competitive challenges that threaten an existing positioning - reacting

3. Communicating & Establishing POP s, POD s Update positioning over time 2 main issues
1. Deepen the meaning of the band through Laddering

Deepen POD by creating benefit and value associations Nike innovation for peak performance. How to do this ..
Explore underlying motivations of consumer to uncover relevant associations - Maslow s hierarchy Means-end-chain model - to uncover higher level meaning of brand characteristics (attribute benefits values)

As a brand gets associated with more products and moves up the product hierarchy the brand meaning becomes more abstract while the POPs and PODs exist in the minds of the consumer

3. Communicating & Establishing POP s, POD s

Update positioning over time 2 main issues 2. Reacting to competitive challenges that threaten positioning
Competition reduces PODs to POPs / strengthens PODs / establishes new PODs

3 reactions

None, Moderate, Significant reaction

Depending on severity of the threat (know through brand audit)

None competitive action is unlikely to capture/create a new POD Moderate - defensive competitive action has potential to disrupt market add reassurance, advertise to strengthen POD & POP Significant - offensive competitive action is potentially damaging reposition brand to address threat product extensions advertising that fundamentally changes meaning of brand

4. Defining and Establishing Brand Values Core Brand Values and Brand Proposition
 Set of abstract associations, attributes and benefits

that characterize the 5-10 most important dimensions of the mental map of a brand.

 Serves as the basis of the positioning  Identified through a structured process Mental Map - salient brand associations and responses of the TM (beliefs, attitudes, feelings, images, experiences) Core Brand Values Brand Mantra - an articulation of the heart and soul of the brand -core promise. (Short three to five word phrases that capture the irrefutable essence or spirit of the brand positioning and brand values).

4. Defining and Establishing Brand Values Brand Mantra what the brand is (implicitly what it is not) Designing it broken down into 3 terms nature of products, benefits, experiences (concrete or abstract term for high order benefits) 2. Descriptive modifier the business function (combined 1 & 2 delineate the brand boundaries) 3. Emotional modifier qualitative nature of what the brand does
1. Brand function term

4. Defining and Establishing Brand Values

Brand Mantra importance  Provides guidance
what products to introduce, ad campaign message, how to sell, look of the reception, etc.

Important for a number of reasons 1. Signals importance of brand to the organization 2. Employees and marketers understand its management
A memorable shorthand for crucial considerations of the brand that must be kept salient / TOM

4. Defining and Establishing Brand Values Brand Mantra other note worthy points


BM derives its power and usefulness from its collective meaning

No other brand should singularly excel on all dimensions

BM are designed to capture PODs

POPs need to be reinforced in other ways

4. Defining and Establishing Brand Values

Brand Mantra
  

implementation

BM should be developed at the same time as Positioning

Based on Positioning (a few sentences)

Call for inputs from employees, marketing staff Following considerations must come into play Communicate define category of business, the boundaries, and USP Simplify - memorable, short, crisp and vivid (sometimes more words may be necessary) Inspire employees and stake out ground that is personally meaningful & relevant also to consumers

The meaning underlying the mantra has to be articulated so that it is not misinterpreted

Brand charters - for Internal Branding

 Internal brand communication Employees should be properly aligned with the brand they represent to build BE
Particularly important for service employees

Branding should be perceived as participatory

Use intranet, letters from CEO, etc.

 Marketing partners Franchisees Retailers, etc

1. Establish Category

Membership

3. Communicate & Establish

POP s & POD s

 Product descriptor  Exemplar comparisons  Product benefits

 Separate the attributes  Leverage equity of another

2. Identify & Choose POP s & POD s

 Desirability criteria

entity  Refine the relationship of conflicting attributes  Update positioning over time
Deepen the brand meaning React to competitive action

(consumer perspective)
Personally relevant Distinctive & superior Believable & credible

4. Defining and Establishing Brand Values - internal branding

 Brand mantra

 Deliverability criteria (firm

perspective)

promise

core

Feasible Communicable Sustainable /Profitable Pre-emptive, defensible & difficult to attack

  

Brand charters

Communicate Simplify Inspire