therakorn yardpaga 3m thailand ltd. “brand management”
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Therakorn YardpagaTherakorn Yardpaga
3M Thailand Ltd.3M Thailand Ltd.
““Brand Management”Brand Management”““Brand Management”Brand Management”
What is a Brand?
Name
Term
Sign
Symbo
l
Design
Combination
Identifies product/service
of sellerDifferentiates from
competitors
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Brand Recognition
The stage of brand acceptance at which
the consumer knows of a brand, but does
not prefer it to competing brands.
Brand Preference
The stage of brand acceptance at which the
consumer selects one brand over competing
offerings based on previous experience with it.
Brand Insistence
The stage of brand acceptance at which the
consumer refuses to accept alternatives and
searchers extensively for the desired good or
service.
ManufacturerBrand
Kodak, Heinz
ManufacturerBrand
Kodak, Heinz
Private Brand
Kenmore, DieHardCraftman
Private Brand
Kenmore, DieHardCraftman
Family BrandKitchenAid Appliances, Johnsons &
Johnson products
Family BrandKitchenAid Appliances, Johnsons &
Johnson products
Individual BrandLever’s Aim, Close-
Up &Pepsodent Toothpastes
Individual BrandLever’s Aim, Close-
Up &Pepsodent Toothpastes
Generic Products
No name cigarettes
Generic Products
No name cigarettes
Types of Brands
Brand Manager
A marketing professional charged with
planning and implementing marketing
strategies and tactics for a brand.
Brand Name
The part of a brand consisting of words
or letters that form a name to identify
and distinguish a firm’s offerings.
Brand Extension
Application of a popular brand name to a
new product in an unrelated product category.
Brand Dilution
A loss in brand equity that results when
a firm introduces too many brand extensions.
Brand Licensing
The practice of allowing other companies to
use a brand name in exchange for a payment.
Co-branding
The practice of combining two strong brands,
perhaps owned by different companies, to
sell a product.
Brand EquityBrand Equity
Perceived Brand Quality
BrandAwareness
BrandLoyalty
OtherProprietaryBrand Assets
Brand Associations• Attributes• Benefits• Attitudes
Provides Value to Customerby Enhancing Customer’s:• Interpretation/processing of information• Confidence in the Purchase Decision• Use Satisfaction
Provides Value to Firm by Enhancing:• Efficiency and Effectiveness of Marketing Programs• Brand Loyalty• Prices/margins• Trade Leverage• Competitive Advantage
What is Brand Equity?
Source: Aaker (1991) “Managing Brand Equity”Source: Aaker (1991) “Managing Brand Equity”
Indirect Measurement
Measure consumer brand awareness– Use aided and unaided memory measures
Measure Brand image– Use qualitative and quantitative techniques
Useful for identifying the aspects of brand knowledge which potentially cause the response that creates customer-based brand equity
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Direct Measurement
Comparative– Assess the effect of consumer perceptions
and preferences on aspects of the marketing program
Holistic– Estimate overall value of the brand
Useful in approximating the possible outcomes and benefits that arise from the response that creates customer-based brand equity
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Implement Measurements Conduct Brand Audit
– Brand inventory: access health of brand– Brand exploratory: uncover sources of equity– Brand positioning: improve and leverage equity
Develop Brand Tracking Procedures– Monitor strength, favorability and uniqueness of key brand associations– Track preferences for brand, usage, price sensitivity, etc– Track marketing program’s effect on brand image
Create Brand Equity Management System– Brand equity charter– Brand equity report– Brand overseers
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Evaluate current position of brand/productBrand Scorecard
1. The brand excels at delivering the benefits customers truly desire.
2. The brand stays relevant to consumers.
3. The pricing strategy is based on consumers’ perceptions of value.
4. The brand is properly positioned.
5. The brand is consistent.
6. The brand portfolio and hierarchy make sense.
7. The brand makes use of and coordinates a full repertoire of marketing activities to build equity.
8. The brand’s managers understand what the brand means to consumers.
9. The brand is given proper support, and that support is sustained over the long run.
10.The company monitors sources of brand equity.
Source: Kotler, The Brand Report Card, HBR, Jan. 2000
Determining Associations with the Brand Name
Associations withthe Brand Name
Name AssociationsWhat comes to mind when
the following brands are mentioned?
Projective TechniquesJan had just finished eating
the Campbell’s tomatosoup and felt…
Exploring Perceptual DifferencesWhat other brands is it different from and why?
Managing Equity: Capitalizing on the Value of a Brand Name. 1991
Brand Growth Strategies
I. Rejuvenating a Brand II. Brand Extensions
III. Brand Expansion IV. Brand Development
• Find New Uses• Increase Usage• Extend the Brand• Obsolete Existing Product• Augment the Product/Service• Reposition the Brand• Enter New Markets
•
Target new segments
• Add product features, product refinement
• Expand the product line• Develop a new generation product• Develop new products for the same market
New ProductsPresent ProductsP
rese
nt
Mar
kets
New
Mar
kets
•
Target
•
Position
•
Marketing Plan
•
Test Market
•
“Lift-Off”
Evaluate the current health of brand
Determine growth objectives of company and
potential product usage growth opportunities
Measure long-term potential impact of
opportunities against current brand equity
Launch into the new market
Re-evaluate brand positioning & impact
Brand Development
1. Segment and 2. Target
Finding the Pain
Estimating the Gain
3. Position
Create the Brand
Communicate the Brand
5. Test Market & 6. “Lift-Off”
Market Testing
Commercialization
4. Marketing Plan Four Ps
Product Development
Brand Development
1. Segment - Find the PainStrategic windows to look for in deciding to
enter a new market:1.A segment of consumers whose needs are not
being satisfied (quality, service, or specialization
needs).
2.A segment not targeted by others.
3.A position or segment held by a weak competitor.
Once an idea is found make sure it meshes
with the company’s corporate vision and core
competencies.
2. TargetEstimate the Gain
1. Factor and Cluster analysis: determine segments.
2. Regression analysis: identify best segment(s) to target.
3. Funnel Model: forecast total market and market segment
shares now and in the future.
4. Mitigate risks such as seasonality and business cycle
5. Additional factors include:
1. Technical/Competence
2. Legal
3. Social
4. Competitive
5. Financial
3. Position
Market Opportunity Analysis
– Deliver one singular benefit
• Define your product in the clearest terms possible
• Define user profiles; aiming toward Love Group
Brand name
– Make a statement with the name
Brand Logo & Symbol
– Logo should be designed to fit both eyes
– Use color opposite to major competitor
3. Position (cont.)
Brand Slogan– Be unique in the consumer’s mind
– Success is the claim to authenticity
– Claim to be the “leader”, not “better”
– Trying to be all things to all people weakens the brand
Brand Tagline & Byline– Tagline: express current functional & emotional
benefits
– Byline: descriptive words to tell consumer where to place the brand
3. Position (cont.)
Brand Creation
– How many brands exist?
– Outline the underlying architecture for the brand name,
byline, tag line, logo, and the brand story.
– Consider trends, profile existing brands and determine
how decisions are made that affect brand choice.
– Include branding in everything from finance to operations
– Test product concept and positioning
3. Position (cont.)
Brand Creation Strategy
– Specify sales and market share and
communication objectives and strategies to
accomplish them
– Specify tactics of specific action to achieve each
strategy
– Develop a timeline and product roadmap
The Brand Position StatementAnswers four questions:
1. Which elements of the brand identity should be part
of the proposition and active communication
program?
2. Who is the target audience - primary and
secondary?
3. What are the communication objectives?
4. What will be the points of advantage?
Aaker, David A. Building Strong Brands. 1996
Brand Position
StrategicBrand
Analysis
Com
petitor Analysis
Self-Analysis
Custo
mer
Ana
lysis
• Brand Image/ Position
• Strengths/vulnerabilities
• Existing Brand Image
• Brand Heritage
• Strengths/Weaknesses
• The brand’s soul
• Links to other brands
• Trends
• Motivations
• Segments
• Unmet Needs
Aaker, David A. Building Strong Brands. 1996
A Brand Image Can:
Augmented Reinforced &Exploited
Diffused, SoftenedOr Deleted
Add associations
Soften restrictiveperceptions
Reinforce imagestrengths
Exploit positivedifferences
Specify what the brand is not
Eliminate images inconsistent with the brand identity
Aaker, David A. Building Strong Brands. 1996
Creating a New Brand Name
Does it make learning the brand easier?
Is it unique and likely to be superior to competitors in
stimulating associations?
Can the brand justify marketing support adequate to
establish the name?
Managing Equity: Capitalizing on the Value of a Brand Name. 1991
Benefits of Brand
Consistency
Ownership ofIdentity Symbol
Cost Efficiencies
OwnershipOf A
Position
Maytag -- Dependable
Marlboro -- Masculine
Federal Express -- Overnight
Slogan
Jingle
Image
SpokespersonLess Expensive
MoreProductive
Aaker, David A. Building Strong Brands. 1996
4. Marketing Plan
1.Product 1. Variety, Quality, Name, Features, Packaging, Sizes,
Services, Warranties, Returns
2. Usage models and scenarios
2.Pricing1. List price, Discounts, Allowances, Payment period,
Credit terms
3.Placement1. Sales promotions, Advertising, Sales force, Public
relations, Direct marketing
4. Marketing Plan (cont.)
Promotion– PR, radio, print, consumer promotion, sampling,
direct marketing, third-party marketing
– Reach vs. Frequency; National vs Spot markets; Steady vs. Pulsing vs. Seasonal
Product Development– Communicate vision into actual product
– Test within company, with select customers, with consumers
5. Test Markets
Market Testing
– Measure consumer testing by trial, first repeat,
adoption and purchase frequency
Success Metrics
– Achievement of each year’s goals
Support Environment
– The level of service a customer receives affects their
perception of the brand
6. “Lift Off”
1. Have you generated your idea?
2. Have you done research on the target market?
3. Has the brand been created?
4. What is your marketing plan?
5. Has your product tested successfully
in the market?
Brand Growth Strategies
I. Rejuvenating a Brand II. Brand Extensions
III. Brand Expansion IV. Brand Development
• Find New Uses• Increase Usage• Extend the Brand• Obsolete Existing Product• Augment the Product/Service• Reposition the Brand• Enter New Markets
•
Target new segments
• Add product features, product refinement
• Expand the product line• Develop a new generation product• Develop new products for the same market
New ProductsPresent ProductsP
rese
nt
Mar
kets
New
Mar
kets
•
Target
•
Position
•
Marketing Plan
•
Test Market
•
“Lift-Off”
Rejuvenating the Brand
BrandRejuvenation
David Aaker, Managing Brand Equity
1. Find New Uses
2. Increase Usage
3. Extending the Brand
4. Obsoleting Existing Products
5. Augment the Product/Service
7. Enter New Markets
6. Reposition the Brand
How To Evolve a Brand and Make It More Contemporary
Update Symbols
Update Name
Update Slogans
New Products
• 3M• Mazda• Singha Beer
• Federal Express / FedEx• Kentucky Fried Chicken / KFC• TAC / DTAC
• GE – Electricity / Technology / Progress
•Jell-O Jigglers• Quaker Oat Squares
Aaker, David A. Building Strong Brands. 1996
Conduct market research to see exactly
how consumers use the brand.
Examine competition for applications
1. Find New UsesBrandRejuvenation
Frequency of Use– Reminders– Incentives– Ease or convenience
of use– Occasions– Locations
Level of Use– Reminders– Incentives– Reduce negative
associations with frequent use
– Develop positive associations with frequent use
2. Increase UsageBrandRejuvenation
EFFECTS OF EXTENDING
A BRAND TO A NEW PRODUCT
More GoodThe Extension
Enhances the Brand Name
More UglyNew Brand Name is
Foregone
The UglyThe Brand Name is
Damaged
David Aaker, Managing Brand Equity
GoodBrand Name
Aids the Extension
Bad The Brand Name Fails to Help the
Extension
3. Extending the Brand
BrandRejuvenation
Step 1: Determine brand name associations
Step 2: For each association identify related product categories
Step 3: Select candidate products
The Art of Cannibalism
4. Obsoleting Existing Product
BrandRejuvenation
When you are at the top, you have to have the courage to say, I have to stop investing in this great product and generate a new product that will kill it. If you don’t, some competitor will do it for you.
-Willem Roelandts, Hewlett-Packard
How can you further differentiate your
product with augmentation?
– What can be done better?
– What can be done extra or different?
• Improved packaging
• Upgraded services
5. Augment the Product/Service
BrandRejuvenation
Change common or usual associations
Add value by creating new associations
6. Reposition the BrandBrandRejuvenation
Evaluate segmentation and consumer demographic information
Examine growth opportunities in declining or maturing markets/industries
Find segments that have traditionally not been served
Select a segment where your Brand can add value
7. Enter New MarketsBrandRejuvenation
Improve cost accounting Allocate resources To winnersResearch consumer behaviorApply The logic line testCoordinate marketing across The line Work with channel partnersExpect product-line turnover Manage deletions
Improve Product-line Strategies
Ries, Al. & Trout, Jack. The 22 Immutable Laws of Branding. 1993.
Brand Growth Strategies
I. Rejuvenating a Brand II. Brand Extensions
III. Brand Expansion IV. Brand Development
• Find New Uses• Increase Usage• Extend the Brand• Obsolete Existing Product• Augment the Product/Service• Reposition the Brand• Enter New Markets
•
Target new segments
• Add product features, product refinement
• Expand the product line• Develop a new generation product• Develop new products for the same market
New ProductsPresent ProductsP
rese
nt
Mar
kets
New
Mar
kets
•
Target
•
Position
•
Marketing Plan
•
Test Market
•
“Lift-Off”
Brand Expansion Strategies
Hedge off competitors
Increase profits, sales and revenues
Increase brand exposure
Lower R&D / marketing expenses than
with completely new product
Economies of scale are greater
The Board told you to grow!
Growing a Brand
Line extensions: existing brand name extended to new sizes or flavors
in the existing product category.
Brand extensions: brand names extended to new product categories.
Multibrands: new brand names introduced in the same product
category
New brands: new brand name for a new category product
Cobrands: brands bearing two or more well-known brand names.
Source: Kotler, Marketing Management, p. 413
Brand “A”
New Brand “C”
Brand “B”
New Product
New Variation on Old Prod.
Brand Extension
New Brand
Multibranding
Cobranding Line Extension
Steps
1. Evaluate the current health of brand/product
2. Determine growth objectives of company and
potential product usage growth opportunities
3. Measure long-term potential impact of
opportunities against current brand equity
4. Launch into the new market
5. Re-evaluate brand positioning & impact
Brand Growth Strategies
I. Rejuvenating a Brand II. Brand Extensions
III. Brand Expansion IV. Brand Development
• Find New Uses• Increase Usage• Extend the Brand• Obsolete Existing Product• Augment the Product/Service• Reposition the Brand• Enter New Markets
•
Target new segments
• Add product features, product refinement
• Expand the product line• Develop a new generation product• Develop new products for the same market
New ProductsPresent ProductsP
rese
nt
Mar
kets
New
Mar
kets
•
Target
•
Position
•
Marketing Plan
•
Test Market
•
“Lift-Off”
Why Brand Extensions?
Consumers Segmentation
Trade PressureCompetitive IntensityShort Term Gain
Excess CapacityPricing Breadth
Consumer Desires
Poorly Conceived
LimitedMarket
Not Contemporary Obsolete
Current Brand
Marketplace
When Does an Extension Make Sense?
Strong Brand associations provide: • A point of differentiation • An advantage for the extension
The extension helps the core brand by: • Reinforcing the key associations• Avoiding negative associations• Providing name recognition
• The category will not support the resources needed to establish a new name • A new name will not provide a useful set of associations or a platform for future growth
Ries, Al. & Trout, Jack. The 22 Immutable Laws of Branding. 1993.
The Extension DecisionGood: If the brand’s association,
perceived quality and awareness/presence help the extension
More Good: If the extension reinforces the associations and awareness of the brand
Bad: If the name does not add value to the extension of even has negative associations
Ugly: If the core brand name is damaged or diluted by the extension, or the brand franchise is cannibalized
More Ugly: If the opportunity to develop another brand name is forgone.
Aaker, David A. Building Strong Brands. 1996
Brand Roles
Brand Roles
Sub brand Roles
•Describe offerings
•Structure & clarify offerings
•Augment/Modify brand identity
•Exploit market opportunities
•Support Extensions
Strategic BrandsEndorser
Driver
Silver Bullets Branded Benefits•Features•Components•Service programs
Aaker, David A. Building Strong Brands. 1996
Sub-brand RolesAdd value by fulfilling one or more of the following tasks:
Sub-brandRoles
Structure &Clarify
Offerings
DescribeOfferings
ExploitMarket
Opportunities
Augment orModify the
Identity
Oral B Tooth & Gum CareHidden Valley Low FatLevi’s Loose
Marriott Hotels• Fairfield• Courtyard• Residence Inn
Smucker’s Simply Fruit
Sure ProstickApple Mac Quadra
Nike Air Jordan
Oatmeal Crisp
Aaker, David A. Building Strong Brands. 1996
Brand Extensions - AdvantagesFacilitate new product acceptanceReduced risk perceived by customersIncrease the probability of gaining distribution and trialIncrease efficiency of promotional expendituresReduce cost of introductory and follow-up marketing programsAvoid cost of developing a new brand Allow for packaging and labeling efficienciesPermit consumer variety-seeking
Provide feedback benefits to the parent brand and companyClarify brand meaningEnhance the parent brand imageBring new customers to the brand franchise and increase market coverage Revitalize the brandPermit subsequent extensions
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Brand Extensions - Disadvantages Confuse or frustrate consumers
Retailer resistance
Failure could hurt parent brand image
Cannibalize sales of parent brand
Diminish identification of brand with any one category
Hurt image of parent brand if associations between products conflicts
Dilute brand meaning by spreading brand too thin
Forgo the chance to develop a new brand and lose associated potential opportunities and revenues
Usually does not increase purchases with a category
“Light”, “Clear”, “Fat-free” diminish perception of parent brand
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Brand Extension Types
Line Extension: A parent brand is used to brand
a new product that targets a new market segment
within a product category currently served by the
parent brand. Most new products are line extension
Category Extension: A parent brand is used
to enter a different product category from that
currently served by the parent brand.
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Horizontal Extension
FITADDEDVALUE
ENHANCEDBRANDEQUITY
•Customers must be comfortable with the brand in the new setting.
•Bases: product associates, ingredient, attribute, application, user imagery, expertise, designer image.
•The brand name alone should help customers articulate why the offering is superior to other brands.
•The brand equity should be enhanced by the brand’s presence the brand’s presence in another context -- not only from increased visibility but also from the associations generated.
Aaker, David A. Brand Leadership. 2000
Vertical Extension
To participate in a large & growing value market
Product vitality & margins
A vertical stretch is particularly tricky because perceived quality is involved and also because the use of sub-brands & endorsed brands needs to be considered.
Risk to brand’s reputation & customer base
Cannibalization
Lack of credibility
Competitor price wars
ADVANTAGES DISADVANTAGES
Aaker, David A. Brand Leadership. 2000
7 Approaches to Brand Extension
Distinctive Taste / Ingredient / Component
Companion Product
Customer Franchise
Expertise
Benefit / Attribute / Feature
Designer or Ethnic Image
Same Product / Different Form Cranberry Juice Cocktail / Dole Frozen Fruit Bars
Arm & Hammer Carpet Deodorizer
Colgate Toothbrushes / Duracell Durabeam Flashlights
Visa Traveler’s Checks / Gerber Baby Clothes
Honda Lawn Mowers
Ivory “mild” shampoo /Sunkist Vitamin C Tablets
Porsche Sunglasses / Ragu Pasta
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
Brand Extension
Functional Benefits
Prestige
User Type
Symbol
Original Product Class Extension Product ClassSkills/Assets Complementing
*The brand and the extension must share common skill or asset perceptions to be successful
Determining Brand and Extension Fit
Managing Equity: Capitalizing on the Value of a Brand Name. 1991
How many brands?
Is the brand sufficiently different to merit a new name?
Will a new name really add value?
Will an existing brand be
placed at risk if used on
a new product?
Will the business support
a new brand name?
Aaker, David A. Building Strong Brands. 1996
How to use Brand Extensions
BrandPosition
Subset of identity/Value Proposition• Core of Identity• Points of Leverage• Key Benefits
Actively Communicate• Augment the Image• Reinforce the Image• Diffuse the Image
Create Advantage• Points of Superiority• Points of Parity
Target Audience• Primary• Secondary
Aaker, David A. Building Strong Brands. 1996
What the Brand Name Brings to the Brand Extension
BrandName
QualityAssociations
Awareness /Presence
TrialPurchase
BrandAssociation
H-P, Kraft, GE, FordReputation for Quality
Weight Watcher’s (low calorie)Jeep (adventure)
Jell-O Pudding PopsArm & Hammer Carpet Cleaner
More likely to try establishedBrand names
Aaker, David A. Building Strong Brands. 1996
Why the Brand Name Fails to Help the Extension?
The Name DoesNot Add Value
Negative Attribute
Associations
The NameConfuses
The FitIs Poor
Pillsbury MicrowavePopcorn beat out by
Latecomer Orville Redenbacher
Levi Strauss Tailored Classics /
Bic Perfume
Betty CrockerCookbookChicken
Rolls-Royce Bicycles /Dole Hawaiian Resorts
Managing Equity: Capitalizing on the Value of a Brand Name. 1991
Expanding Brand Meaning Through Extensions
Brand Original Product
Extension Products
New Brand Meaning
Weight Watchers Fitness Center Low Calorie Foods Weight Loss and Maintenance
Sunkist Oranges Vitamins, Juices Good Health
Crayola Crayons Markets, Paints, Pens, Pencils, Clay
Colorful Crafts for Kids
Aunt Jemima Pancake Mixes Syrups, Frozen Waffles
Breakfast Foods
Keller, Kevin Lane. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 1998.
How to Augment a Brand’s Identity
Adding emotional
benefits
Use of sub brands
ProductExtensions
Aaker, David A. Building Strong Brands. 1996
Problems And Risks From Brand Proliferation
WE
AK
ER
LIN
E L
OG
IC
LOWER B
RAND LOYALTY
UNDEREXPLOITED IDEAS
HID
DE
N C
OS
TSINCREASED C
OSTS
MORE COMPETITOR OPPORTUNITIES
STAGNANT CATEGORY DEMAND
Risks ofBrand
Proliferation
Ries, Al. & Trout, Jack. The 22 Immutable Laws of Branding. 1993.
22 Immutable Laws of Branding1. Expansion: The power of a brand is inversely proportional to its scope.2. Contraction: A brand becomes stronger when you narrow its focus.3. Publicity: The birth of a brand is achieved with publicity, not advertising.4. Advertising: Once born, a brand needs advertising to stay healthy.5. Word: A brand should strive to own a word in the mind of the consumer.6. Credentials: The crucial ingredient in the success of any brand is its claim to authenticity (ex. “Coke is it!”)7. Quality: Quality is important, but brands are not built by quality alone. (ex. Is Rolex really better than Timex?)8. Category: A leading brand should promote the category, not the brand.9. Name: In the long run, a brand is nothing more than a name. (Ex. Xerox, Kleenex, etc.)10. Extensions: The easiest way to destroy a brand is to put its name on everything. (Ex. Miller beer)11. Fellowship: In order to build the category, a brand should welcome other brands. (Competition draws attention)12. Generic: One of the fastest routes to failure is giving a brand a generic name. 13. Company: Brands are brands. Companies are companies. There is a difference.14. Subbrands: What branding builds, subbranding can destroy. (Line extensions can kill the value of a brand.)15. Siblings: There is a time and a place to launch a second brand. (Ex. Honda introduced Acura, not “Honda Ultra”)16. Shape: A brand’s logotype should be designed to fit the eyes. Both eyes. (Ex. Arby’s logo is too tall, less effect.)17. Color: A brand should use a color that is the opposite of its major competitor’s. (Ex. Car rental logos)18. Borders: There are no barriers to global branding. A brand should know no borders.19. Consistency: A brand is not built overnight. Success is measured in decades, not years.20. Change: Brands can be changed, but only infrequently and only very carefully.21. Mortality: No brand will live forever. Euthanasia is often the best solution.22. Singularity: The most important aspect of a brand is its single-mindedness. (Ex. What is a Chevrolet?!?)
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