6_brandarchitecture.pdf

8/9/2019 6_BrandArchitecture.pdf

1/10

10/21/2014

1

Brand Management

MK542E

Brand Architecture

Dr. Dildar HussainAssistant Professor

E! "ennes chool of Business

#ffice $o. %2&

dildar.hussain'esc(rennes.com

Overview

)hat *rand architecture or *rand structure is+

Different *randing a,,roaches

Ho- to choose an a,,ro,riate *rand strateg+

En/ironmental ,ressure on *randing

Learning Objectives

A,,reciate the conce,t of *rand structure

elect an a,,ro,riate *rand *randing a,,roach

E0amine the gro-th of licensing and strategic alliances in *randing

E0amine *rand structure in international mar1ets

2

!ha,ter #/er/ie-

2


2/10

10/21/2014

2

With more targeted marketing, it has become

More com,le0

lo*al

Dnamic

Brands are owned by other brands which, in turn,

are owned by another set of brands

Brand management, now a days, is not

all about managing single brands but managing

portfolios

33

3ntroduction

Same company can sells products to different segments

Different products may be positioned differently

Some thoughts about brands

Branding an im,ortant to,ic of interest for research

Becoming difficult to create ne- *rands

3n future *uilding a *rand ma onl *e ,ossi*le through acuisition +++

#ther issues include changing *rand management ta1eo/ers high turn(o/er of *rand

managers

ocus on e!isting brands and corporate identities has increased

4

6rom Brand Management to Brand Portfolio Management

4


3/10

10/21/2014

3

Brand portfolios are result of a process

Brand accumulation transition and reduction

of *rands

#rgani7ation of relationshi,s *et-een *rands

De/elo,ment of *rand ,ortfolios to gain

com,etiti/e ad/antage

"herefore, brand portfolio deals with both the internal and e!ternal environments

Brand portfolio influences #$%&, '(()*

" 8 D

Mar1eting resources

!ost efficienc

ro-th etc.5

trategic Balance of Brand Portfolio Management ( 9

5

Si! ways in which portfolio management could

enhance growth

!lear ,rioriti7ation of future focus * ma:or mar1et

Prioriti7ation * *rand and ,roduct

!oncentration of e0,enditure on ,riorit mar1et

*rands and ,roducts

#,erational cost sa/ing through sim,lified *usiness

Dis,osal of *rands that don;t fit

a, filling * ,roduct de/elo,ment and acuisition

6


6


4/10

10/21/2014

4

ive step approach for

optimi+ing brand portfolio

Decide on brands to review

Shortlist all of the brands and analy+e each others

contribution to the company #contribution*

-ssess brands according to current market

performance #traction* and future prospects

#momentum*

"he brands are classified along those three dimensions

#contribution, traction, momentum* to identify challenges and opportunities and

enable brands to be sorted into

Po-er< A *rand that needs to *e defended ferociousl

lee,er< A *rand that -ith a little trac1ing can *uild into a ,o-er *rand

lider< A /alua*le *rand that has lost momentum and needs immediate inter/ention

7

trategic Balance of Brand Portfolio Management ( %

7

oldier< A solid *rand that contri*utes uietl

-ithout need for much management attention

Blac1 hole< A *rand that suc1s u, resources and

ma or ma not e/er ,a out

"oc1et< A *rand that is on its -a to ,o-er(*rand

status

)allflo-er< A small undera,,reciated *rand -ithloal customers often under ,riced and under mar1eted

Discard< A *rand that should ha/e *een discontinued ears ago

"he objectives for individual brand are tied together into an overall plan, which will

include any changes to the roster, brand architecture and resource allocation

8


8


5/10

10/21/2014

5

Si! brand naming strategies

$orporate brand name

!om,an names across /irtuall all their ,roduct range

Honda hell Kellog;s =otal

.ouse brand name

rou, of com,anies >*rands

?) grou,

amily brand names

6amil of ,roducts

ame *asic name

$estle9

Brand Hierarch ( 9

9

&ono brands

3nde,endent *rands

Proctor 8 am*le @Ariel

/irtual Brands

sed to identif /ariants of ,roducts

+++

Description

sed to descri*e a /ariant of a ,roduct -ith descri,tion

Knorr *eef stoc1 cu*es

10

Brand Hierarch ( 2

10


6/10

10/21/2014

6

&onolithic structures

#rgani7ations using one name and

one /isual stle

0ndorsed structure

!or,orate identit used in association

-ith name of su*sidiar >*rand

!or,orate dominant

Mi0ed *rands

Brand dominant

Branded identities

=otall different *rand names and /isual stles

Mono *rands

11

Brand Hierarch ( %

11

$hoices for branding in international conte!t

se the same *rand in different countries

Ce/erage *rand strength across *oundaries

Maintain local *rands to meet local customers;

,references

!hoose a *rand structure or architecture that

suits

$orporate1dominant structure

2roduct1dominant structure

.ybrid brand structure

12

3nternational Brand tructure ( 9

12


7/10

10/21/2014

7

Determinants of international brand structure

irm1based factors

#rgani7ational structure

E0,ansion strateg

Mode of e0,ansion @acuisitions organic gro-th

or strategic alliances

=he im,ortance of cor,orate identit

Di/ersit of ,roduct lines and ,roduct di/isions

2roduct market characteristics

$ature of the ,roduct mar1et@s

)hether homogeneous mar1et or glo*al consumers

Mar1et integration and com,etitors cultural em*eddedness of ,roduct

13

3nternational Brand tructure ( 2

13

rom mono brands to corporate brand

im,ler and cost effecti/e

Mar1et com,le0ities

!om,etiti/e ,ressure

rom corporate brands to mono brands

Mar1et segmentation

Differentiation to a/oid canni*ali7ation

6ailure in finding snergies of cor,orate *randing

-nti1globali+ation movements

14

En/ironmental Pressure on Branding

14


8/10

10/21/2014

8

Licensing a contractual permission to use a brand

in association with a defined product, for a defined

period of time, in a define territory

- brand owner can e!tend trademark or character

from its principal environment onto to products of

a completely different nature

Licensing can

E0,and the ,roduct ,ortfolio

Dri/e ne- re/enue streams through licensing o,,ortunities

3ncrease the *rand glo*al a-areness

3ns,ire customer loalt and *uild *rand euit

6uel /alua*le ,romotional and retail ,artnershi,s

Ma1e the *rand more lifestle oriented15

Ho- !an Brand Cicensing Boost Business+

15

Strategic 3uestions

)hat is strategic *enefit of licensing+

)hat are the target ,roduct categories+

Ho- is the licensing strateg related to the *rand strateg+

4esources and capabilities 3uestions

Does the com,an has e0,erience in negotiating and dra-ing licensing agreements+

)hat is current ne- ,roduct de/elo,ment ,rocess+

3s the com,an ,re,ared to carr out the technical ins,ection of the licensee+

)hat su,,ort -ill the com,an offer to the licensee+

Does the com,an has resources to im,lement the licensing strateg+

Enforcement of co, rights ++++++++++

16

Brand Cicensing More than Product E0tension

16


9/10

10/21/2014

9

17

Brand tructure > Architecture of ?) rou,

17

Brand Strategy 2ositions 2roducts Worldwide

18

!ase tud

18


10/10

10/21/2014

10

http566www7youtube7com6watch8v9121'hD:;k

6_brandarchitecture.pdf

Documents