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Strategic Brand ManagementPertemuan 16
Buku 1 Hal: 290-314
Matakuliah : J0504 - Strategi PemasaranTahun : 2009
Bina Nusantara
• Innovation as a Customer Driven Process• New Product Planning• Idea Generation• Screening, Evaluating, and Business Analysis• Product and Process Development• Marketing Strategy and Market Testing• Commercialization• Variation in the Generic New Product Planning
Process
Learning Objective
Relevant issues in PLC analysis include:
• Determining the length and rate of change of the PLC
• Identifying the current PLC stage and selecting the product strategy that corresponds to that stage
• Anticipating threats and finding opportunities for altering and extending the PLC
Product Life Cycle Analysis
BRAND EQUITYCompany/Customer Value
of Brand Name and Symbol of a Product
Determined by the brand’s set of
assets (and liabilities)
Brand Equity
Effective strategic brand management requires that we understand brand equity and evaluate its impact when making brand management decisions:
“Brand equity is a set of brand assets and liability linked to a brand, its name,and symbol, that add to or subtract from the value provided by a product orservice to a firm and/or to that firm’scustomers.*
Measuring Brand Equity. Several measures are needed to capture all relevant aspects of brand equity.**
• loyalty (price premium, satisfaction/loyalty),• perceived quality/leadership measures (perceived
quality, leadership/popularity),• associations/differentiation (perceived value, brand
personality, organizational associations),• awareness (brand awareness), and• market behavior (market share, price and
distribution indices).These components provide the basis for developing
operational measures of brand equity.
BRAND IDENTITY STRATEGYBrand identity is a unique set of brand associations that the brand strategist aspires to create or maintain. These associations represent what the brand stands for and imply a promise to customers from the organization members.*
Four Brand Identity PerspectivesProduct
Organization
Person
Symbol
SpecificProduct
Lineof
Products
PrivateBranding
CorporateBranding
BRAND FOCUS
CombinationBranding
Strategies for Improving Product Performance
Product lineStrategy
Addnew
product(s)
Costreduction
Productimprovement
Altermarketingstrategy
Eliminatespecific
product(s)
MANAGING THE BRAND PORTFOLIOLeverage
Commonalities to Generate Synergy
Allocate Resources
Reduce Brand
Identity Damage
Facilitate Change and Adaptation
Achieve Clarity of Product Offerings
BRAND PORTFOLIO OBJECTIVES
Strategies for Brand Strength Brand-Building Strategies
– Developing the brand identification strategy– Coordinate identity across the organization
Brand Revitalization– Find new uses for mature brands– Add products related to heritage
Strategic Brand Vulnerabilities– Brand equity can be negative– Retailer private brands compete with manufacturer
brands– Major shifts in consumer tastes– Competitive actions– Unexpected events
Motivation for changing the product mix:• Increase the growth rate of the business• Offer a more complete range of products to
wholesalers and retailers• Gain marketing strength and economies in
distribution, advertising, and personal selling• Leverage an existing brand position• Avoid dependence on one product line or
category
Product Mix Modifications
BRAND EXTENSION
LINE EXTENSION
Extensions of the brand name to other product categories
--Similar
--Dissimilar
Minor variants of a single product are marketed under the same brand name
BRAND LEVERAGING STRATEGY
LINE EXTENSIONS BRAND EXTENSIONS
HorizontalExtension
VerticalExtension
AnotherProductClass
RangeBrand
Co-Branding
Up fromCore
Brand
Down fromCore
Brand
LEVERAGING ALTERNATIVES
BRAND LEVERAGING IN UPSCALE AND VALUE MARKETS
Vertical Brand Extensions*
Core Brand
NewUp-Market
Brand
NewDown-Market Brand
Core Brand
* ONE OF THE MOST DIFFICULT BRAND PORTFOLIO CHALLENGES
MOVING DOWN IS EASY BUT RISKY Affects perceptions of the brand –perhaps even more
significantly than other brand management options.We are influenced more by unfavorable information than by favorable
information. The brand’s ability to deliver self-expressive benefits
may be reduced. Potential cannibalization problem. Potential failure risk.
Problem when the value entry is perceived to be inconsistent with the quality expected from the brand.
MOVING A BRAND UPTHE DRIVERS
•Enhanced Margins at the High End
•Energy & Vitality
•Enhance Credibility and Prestige of the Brand
THE RISKS OF DAMAGING THE CORE BRAND
•Lacks Credibility
•Lacks Self-Expressive Benefits
•Falls Short of Expectations
BRAND EXTENSION DECISIONSExtending into Different Product Classes
THE PROCESS◊Identify product categories for which the product fits and adds value. Determine existing brand associations and the brand identity.◊Identify related product category opportunities Screening should be limited◊Evaluate each category Attractive Growing Good margins Competition Assets/Capabilities◊Select the most promising extension concept◊Develop a viable Brand Strategy
BRAND LEVERAGING EVALUATION CRITERIA
Brand Relevance/Differentiation
Capabilities/Perceived Value Match
Market/Segment Opportunity
Cannibalization Risks
Potential for Core Brand Damage
Clarity of Product Offerings
Estimated Financial Performance
Brand Equity Impact
SEVEN DEADLY SINS OF BRAND MANAGEMENT*
Failure to fully understand the meaning of the brand.Failure to live up to the brand promise.Failure to adequately support the brand.Failure to be patient with the brand.Failure to adequately control the brand.Failure to properly balance consistency and change with the brand.Failure to understand the complexity of brand equity measurement and management.*Kevin Lane Keller, Strategic Brand Management, Prentice Hall, 2003, 736.