moment of truth 20071022
DESCRIPTION
Moment of truthTRANSCRIPT
MUC-90007-043-16-01.ppt 1
THE MOMENT OF TRUTHfor financial services brands
Rome, October 22nd, 2007
Kai Howaldt, Maurizio Panetti
MUC-90007-043-16-01.ppt 2
Contents Page
A. Introduction to our understanding of brand management andmarketing – based on the RB Profiler approach 3
B. Challenges in financial services branding and marketing 15
C. The Moment of Truth for financial services brands– Summary
27
This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must notbe passed on to third parties except with the explicit prior consent of Roland Berger Strategy Consultants.
MUC-90007-043-16-01.ppt 3
A. Introduction to our understanding of brandmanagement and marketing– based on the RB Profiler approach
MUC-90007-043-16-01.ppt 4
Why branding and customer oriented marketing infinancial services industry matters
Source: Roland Berger
PASTFinancial services brands tend to bepositioned as brands for everybody
FUTUREFocus on specific customer groups andcorrespondingly a clear brand positioning
National brands with nationalcustomers
Global brands operating on internationalmarkets with balanced brand portfolios
Customer segmentation and marketingmix based on demographics (income,age, marital status, etc.)
Customer segmentation and marketing mixbased on understanding of customerneeds, supported by socio-demographics
A major paradigm shift in the financial services industry is necessary
As a brand for everybody, the need forbrand engagement is very limited
As a clearly positioned brand, consequentbrand engagement is a key success factor
MUC-90007-043-16-01.ppt 5
CUSTOMER• Values, needs• Preferences• Desires• Aspirations
PERCEPTION
The individual absorbsa brand's promises andprojections, tests it(unconsciously) againsthis/her individual valueand need profile
BRAND• Brand Communication• Functional attributes• Brand name, symbols• Users (peer group)
PROJECTION
By all marketing activities,esp. communication anddesign, or by its user peergroup a brand addresses acertain set of values andtransports a brand promise
Source: Roland Berger, Brand Congruity Theory
The Moment of Truth= Fit between perception and projection
BUYFIT
NOT BUYNO FIT
BRAND MANAGEMENT
Our brand philosophy is based on the congruity ofcustomer and brand values
MUC-90007-043-16-01.ppt 6
QUANTITATIVE DATA BASE VALUE SYSTEM
Enormous pool of quantitative data availablefor economic assessment, product- andservice-design, marketing campaigns etc.• Existing databases from > 200 projects• Individual market researches• In Germany: "Typologie der Wünsche"
20 general B2C consumer values in sixspecific clusters describe the needs ofpeople or the values addressed by brandsThe RB Profiler value system is the result ofextensive research, many years of brandingexpertise and continuous refinement
1 2
Source: Roland Berger
Socio-demographic
data
Socio-economic
data
Product-/brand aware-ness & usage
Consumptionbehavior
Interests &Attitudes
Values, needs& desires
BRAND MANAGEMENT
Two elements of customer understanding:a quantitative database plus a holistic value system
MUC-90007-043-16-01.ppt 7
Purism NatureFair
Altruism
SmartShopping Total Cost
Moneyism
ProvenProvenServiceQualitySecurity
Traditional Performance
ClassicPrestigeTranquil Clanning Vitality
Traditional Hedonism
CarefreeCool &Trendy
Thrill &Entertainm.
Progressive Hedonism
PersonalEfficiency
Innnovation/ProtechCustomized
Progressive Performance
E
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurism TranquilTranquil
Thrill&Entertainm.
Thrill&Entertainm.
Cool&TrendyCool&Trendy
CarefreeCarefreeVitalityVitality
ClanningClanning
PrestigePrestige
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
Innovation/Protech
Innovation/Protech
ServiceService
QualityQuality
ProvenProven
SecuritySecurity
R
Source: Roland Berger
BRAND MANAGEMENT
20 general customer values measure the needs ofcustomers and the values addressed by brands
MUC-90007-043-16-01.ppt 8
E
R
"PETER"ICP – Individualcustomer profile
(ID 0335)
"PETER"ICP – Individualcustomer profile
(ID 0335)
Source: Roland Berger
INTERPRETATIONINTERPRETATION
• Peter is a very modern,progressive person
• He finds new, innovativetechnology very thrilling anddemands customized,service-oriented and top-quality products
• Money is not an issue forPeter – he is ready to spend
• Classical or ethical values donot matter for Peter – he isopen to new things and doesnot worry about society or theenvironment
BRAND MANAGEMENT
All customers have individual needs, values anddesires than can be measured and visualized
Example: Individual customer profile "Peter"
No. of level linesindicates statisticalsignificance in relationto the peer group
Values that Peteragrees with – i.e. hispreferences, desires
Values that Peter doesnot agree with – i.e.his dislikes
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurismTranquilTranquil
Thrill&Entertainment
Thrill&Entertainment
Cool&TrendyCool&Trendy
CarefreeCarefree
VitalityVitality
ClanningClanning
PrestigePrestige
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
ProtechProtechServiceService
QualityQuality
ProvenProven
MUC-90007-043-16-01.ppt 9
MaximalistsMaximalistsPerformersPerformers HumanistsHumanists DreamersDreamers
TraditionalistsTraditionalistsHedonistsHedonists MinimalistsMinimalists IndividualistsIndividualists
E
+–
R
Source: Roland Berger
INDIVIDUALS VALUES-BASED CONSUMER ARCHETYPES
…
Fun-oriented, cost-sensitive consumers E
+–
R
E
+–
R
E
+–
R
E
+–
R
E
+–
R
E
+–
R
E
+–
R
BRAND MANAGEMENT
Identifying consumers with homogenous needs andbehavior is the starting point for a brand strategy
Example for homogenous consumer Archetypes
18,6%18,6% 16,5%16,5% 13,9%13,9% 12,5%12,5%
9,3%9,3% 8,8%8,8% 8,4%8,4% 7,9%7,9%
MUC-90007-043-16-01.ppt 10
• Strong minimalistic profile• The main assets of the brand
are low prices and goodvalue-for-money
• The brand does not offer anyemotional stimuli and doesnot convey a high level ofcomfort and efficiency
Douglas
• Strong emotional profile• The brand addresses both
traditional hedonistic valueslike Prestige or Classic andprogressive values
• Altruistic values like Fair andNature are also attracted
• Cost values are not attracted
BMW
• Strong maximalistic profile• Focus on traditional and
progressive performancevalues as well as emotionalhedonism
• Cost-sensitive values are notaddressed at all
BRAND MANAGEMENT
The values conveyed by a brand can also bemeasured – in the same way as consumer values
Examples – Actual Brand Perceptions
Source: Roland Berger, BCN Typology of Desires (Germany 2007)
Lidl
MUC-90007-043-16-01.ppt 11Source: Roland Berger
CONSUMER "BEN"BRAND PROFILES
• Peter likes innovativetechnology, customizedproducts and good service.He is neither a responsibleperson nor price-sensitive
• Peter drives a BMW – it isexpensive, but stands forinnovation and quality
• Ben is a serious andaltruistic person. He is veryconcerned with society andthe environment
• Ben drives a Toyota – itaddresses his needs forecological and socialresponsibility
BUY
�
��
�BUY
BRAND MANAGEMENT
There is a strong correlation between brand pro-files, customer values and consumption behavior
FIT NOFIT
FITNOFIT
Understanding consumption behavior
CONSUMER "PETER"
MUC-90007-043-16-01.ppt 12
PRA
LEI
KOM
KNS
HED
PERFORMANCE
INDIVIDUALISM
TRADITION
Archetype Brand positioning
ANS
Toyota
Opel
Audi
Mercedes-Benz
BMWFord
Peugeot
VW
Renault
Skoda
Strategic Situation –Example: Automotive Germany
Methodology
The analysis of the competitiveenvironment allows to answer a series ofhighly relevant strategic questions:• Which consumer Archetypes do my
brand(s) and the competitors' brandsaddress?
• Is my brand portfolio positioned in a waythat allows maximal marketdevelopment with minimal risk ofcannibalization?
• Do any market gaps exist that arecurrently not occupied at all?
• Which positioning options exist andwho would my main competitors be?
Source: Roland Berger; Roland Berger Market Research, Typologie der Wünsche Trend 07/08
By visualizing the complete competitiveenvironment strategic options can be derived
BRAND MANAGEMENT
MUC-90007-043-16-01.ppt 13
PRA
LEI
KOM
KNS
HED
PERFORMANCE
INDIVIDUALISM
TRADITION
Archetype Brand positioning and sales development
ANS
Strategic Situation –Example: Automotive Germany
Methodology
A strong, differentiated brand and aclear, consistent target group focus arecrucial pillars of economic success• The figure on the left side combines the
joint space strategic map with a graphicillustration of the sales developmentover the last 10 years
• Result: Brands with a clear target groupfocus and a differentiated brandpositioning are clearly more successful
Source: Roland Berger; Roland Berger Market Research, Typologie der Wünsche Trend 07/08
A strong, focused brand positioning is a crucialfactor for the economic success of every brand
BRAND MANAGEMENT
Sales increase – growth >1% p.a.
Constant sales.
Sales decrease – growth >1% p.a.
MUC-90007-043-16-01.ppt 14Source: Roland Berger
MARKETS & CUSTOMERS BRANDING
MEASUREMENT & CONTROLLING MARKETING & SALES
Target
Gain &Retain
Under-stand
Track
Momentof truth
Superior marketing strategies are therefore basedon superior understanding of the customer
Applications
• Market and customer segmentation• Economic assessment of
customer segments• Fundamental insights into
customer values• Market analyses
• Actual brand perception• Brand positioning• Brand strategy• Brand portfolio management• Brand architecture• Brand extension
• Measurement of effectiveness andefficiency for marketing & sales(Retail, POS)
• Brand & Marketing KPIs• Campaign & response measurement• Marketing funnel (transparency & tracking)
• Product portfolio breath• Campaign management• Product- and service-design• Loyalty concepts• POS/ assortment strategies
• Pricing and marketing communication strategy
BRAND MANAGEMENT
MUC-90007-043-16-01.ppt 15
B. Challenges in financial servicesbranding and marketing
MUC-90007-043-16-01.ppt 16
Banks’ brand architecture can vary and is the resultof different drivers and decisions
Source: analysis Roland Berger
• Organic versus nonorganic growth
• Segmentation strategy• Organization structure• “Institutional”constrains
Drivers
PRELIMINARY
Domestic retail branding complexity index
• Consistency withbusiness strategy/objectives
• Campaign/ advertisingspend effectiveness
• Managed targetingversus inertialproliferation
Key questions
1,52
44,555,5
77,5888,5
9,59,5
10,515
2028,5
31,532,5
33,535,5
45,5
ABN Amro
Barclays
Deutsche Bank
Fortis
HSBC Group
Allianz Group
UBS
ING
Commerzbank
Groupe Crédit Agricole
Lloyds TSB
BNP Paribas
Grupo Santander
BBVA
UniCredit Group
HBOS Group
Gruppo Capitalia
MPS
Banco Popolare
Royal Bank of Scotland
Intesa San Paolo
UBI Banca
MUC-90007-043-16-01.ppt 17
There are five key challenges in financial servicesbranding and marketing
Source: Roland Berger
12345
Superior understanding of customers and target groups
Brands with systematic customer focus
Consistent international brand management
Internal brand engagement
External brand execution
MUC-90007-043-16-01.ppt 18Source: Roland Berger; BCN Typologie der Wünsche 1997 - 2006
Consumer group with largelyhomogeneous sociodemographics, e.g.• Age• Household net income• Household size• Marital status• etc.
Funds owners – 1996 Funds owners – 2006
Inhomogeneous sociodemographics –diversity of sociodemographics withinconsumer group is constantly increasing1):• Age + 42%• Household net income + 98%• Household size + 25%• Marital status + 36%• etc.
UNDERSTANDING CUSTOMERS AND TARGET GROUPS
Sociodemographics are loosing importance forapplicable consumer segmentations
Decreasing homogeneity of consumers – example funds owners
1) 1997 to 2006
1
MUC-90007-043-16-01.ppt 19Source: Roland Berger; BCN Typologie der Wünsche Trend 07/08 (n=10,083; population 14 years and older)
Sociodemographic approach Value-based approach
Similar sociodemographics,different value sets
Different sociodemographics,similar value sets
One target group One target group
female35 yearsSaleswomanmarried
female40 yearsSaleswomanmarried
female32 yearsSaleswomanmarried
TARGET GROUP:"Female marriedsales-personnel,age 30-40 years"
male48 yearsLawyersingle
female33 yearsTeacherdivorced
male63 yearsEngineermarried
TARGET GROUP:"Traditional,performance-oriented, cost-insensitivecustomers"
Values drive consumption behavior – value-basedmodels allow to predict consumption behavior
Sociodemographic and value-based customer segmentation
UNDERSTANDING CUSTOMERS AND TARGET GROUPS1
MUC-90007-043-16-01.ppt 20
Rejection ofaltruism andpurism, lowcost-sensitivity
Emotionalappeal,progressiveperformance
Value profile:Maximalists
Attraction of different bank brands
BRANDPROFILE
… within Germanpopulation 7,5%
…within bankcustomer base 13,5% 7,6% 3,1%
Maximalists…
Over-/Under-representationof Maximalist
Source: Roland Berger; BCN Typologie der Wünsche Trend 07/08 (n=10,083; population 14 years and older)
Customer focus is the silver bullet to allure themost attractive customer segments
Impact of brand positioning on customer base – example from Germany
+80,0%
+1,3%
-58,7%
SYSTEMATIC CUSTOMER FOCUS2
MUC-90007-043-16-01.ppt 21
Banking Germany,development 2000 - 2007
KEY INSIGHTS
Source: Roland Berger; Roland Berger Market Research; BCN Typologie der Wünsche
Customer focus has greatly increased in recentyears – balanced brand portfolios gain importance
• On the German banking market, astrongly increasing customer focus canbe perceived
• From 2000 to 2007, almost all brandshave significantly sharpened theirrespective brand profiles and are nowmuch more focused on specific customerArchetypes
• In order to still allow maximum marketcultivation despite a more focusedcustomer approach, a balanced brandportfolio becomes more important
• Different sub-brands for different targetgroups allow a broad market approachwithout diluting the brand
IndividualistsPerformer
Hedonist
Maximalist
Dreamer
Humanist
Minimalist
Traditionalist
Sparkasse
Hypo Vereinsbank
Volks-/Raffeisenbank
Citibank
Dresdner Bank
Archetype Brand positioning 2000 Brand positioning 2007 Brand migration
DeutscheBank
2 SYSTEMATIC CUSTOMER FOCUS
MUC-90007-043-16-01.ppt 22
19%
10%
7%
MinimalistTypes
13%
9%
• Unpretentious• Serious• Minimalistic
6%CN 25%
9%ESP 10%
21%RO 23%
MaximalistTypes
8%
• Maximalistic• Cost-
insensitive
Source: Roland Berger; various market researches
GER
…
Typicalvalue profile
ConsumerType
…
…
…
…
…
ShortDescription
HedonistTypes
10%
• Fun-seeking• Cost-
sensitive
11%
17%
5%
TraditionalTypes
10%
• Traditional• Cost-
insensitive
9%14%CZ 20%
Across the world, homogeneous consumersegments exist – but still, every country is unique
Split of consumer Archetypes per country [% in population]
INTERNATIONAL BRAND MANAGEMENT3
…
…
MUC-90007-043-16-01.ppt 23
Successful international brands display a consis-tent brand profile with only minor differences
Source: Roland Berger; Ipsos, Metris, Emnid
Nike – United Kingdom Nike – Portugal Nike – Germany
Highly consistent brand profile across the different countries – minor differencesin value perceptions and intensities
INTERNATIONAL BRAND MANAGEMENT3
MUC-90007-043-16-01.ppt 24
Examples for international financial services brandsBRAND A (ESP, POL, RO) BRAND B (AUT, CZ, HUN)
HUN
CZ
AUT
Very individualbrand image withinthe differentcountries:
• Quality focus andmedium prices inAUT
• Efficient andcustomizedsolutions in CZ
• Emotional<Vitality>-focusand premium-prices in HUN
RO
POL
ESP
Highly consistentbrand image acrossthe differentcountries:
• Rational brandfocus
• Focus onefficiency,innovation andquality
• Self-consciouspremium pricing
Source: Roland Berger; various market researches
International brands need an international position –some brands are consistent while others are not
INTERNATIONAL BRAND MANAGEMENT3
MUC-90007-043-16-01.ppt 25Source: Roland Berger
E+E-
R+R-
E
R
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurism TranquilTranquil
Thrill &Entertainment
Thrill &Entertainment
Cool & TrendyCool & TrendyCarefreeCarefree
VitalityVitality
ClanningClanning
ExpressionExpression
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
ProtechProtechServiceService
QualityQuality
ProvenProven
SecuritySecurity
E+E-
R+R-
E
R
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurism TranquilTranquil
Thrill &Entertainment
Thrill &Entertainment
Cool & TrendyCool & TrendyCarefreeCarefree
VitalityVitality
ClanningClanning
ExpressionExpression
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
ProtechProtechServiceService
QualityQuality
ProvenProven
SecuritySecurity
E+E-
R+R-
E
R
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurism TranquilTranquil
Thrill &Entertainment
Thrill &Entertainment
Cool & TrendyCool & TrendyCarefreeCarefree
VitalityVitality
ClanningClanning
ExpressionExpression
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
ProtechProtechServiceService
QualityQuality
ProvenProven
SecuritySecurity
SEN
IOR
MA
NA
GEM
ENT
MA
RK
ETIN
G
Thrill &Entertainment
Thrill &Entertainment
E+E-
R+R-
E
R
SmartShoppingSmart
Shopping
Total CostTotal Cost
NatureNature
FairFair
PurismPurism TranquilTranquil Cool & TrendyCool & TrendyCarefreeCarefree
VitalityVitality
ClanningClanning
ExpressionExpression
ClassicClassic
CustomizedCustomized
PersonalEfficiencyPersonalEfficiency
ProtechProtechServiceService
QualityQuality
ProvenProven
SecuritySecurity
MID
DLE M
AN
AG
EMEN
TC
USTO
MER
SERVIC
E
Differentunderstanding ofthe actual brandmission prevents aconsistent brandpositioning
PROBLEM:
KEY QUESTION:
Excellent brand engagement starts with a commonunderstanding of the brand "mission"
Anonymous financial services example: "What does our brand stand for?"
"Who do we actuallywant to be?"
INTERNAL BRAND ENGAGEMENT4
MUC-90007-043-16-01.ppt 26
Target Value Proposition Implementation in services
• Highest efficiencyand comfort
• Excellent service• Promotion of vitality• Carefree services• Premium price
Sales approach
• We handle all customer inquiriesimmediately
• "We'll take care of that at once"
• Swift clarifications: We makeprecise appointments
• "I will let you know by tomorrowafternoon "
• To greet a customer, we stand upand call the customer by his/ hername
• "Good afternoon Mr. Smith. Whatcan we do for you today?"
• We say friendly and supportivegood-byes
• "I am happy that I was able tohelp you, Mr. Smith"
• We relieve the customers of workand worries
• "Don't worry – we'll remind you ofthe deadline "
• We never communicate internalproblems towards the client
• "No problem, we always do ourbest to help you.
Source: Roland Berger
A brand strategy has to be consequently integratedinto day-to-day business processes…
Example: Implementation into day-to-day sales business
EXTERNAL BRAND EXECUTION5
MUC-90007-043-16-01.ppt 27
• Monobrand stores• Concept stores• Presence in wholesale
chains• Mail order business
Product/ Price Store design
• Looks, styles andcuts
• Colors and quality offabrics
• Accessoires• Prices
• POS design• Key visuals• Product presentation• Store window themes
Source: Roland Berger
• Advertising campaign• PR activities• Testimonials• Event sponsoring
Cool&Trendy
NatureNature
SmartShoppingSmart
Shopping
ProvenProven
CustomizedCustomized
Thrill&FunThrill&Fun
Total CostTotal Cost
FairFair
PurismPurism New&CoolNew&Cool
CarefreeCarefree
VitalityVitality
TranquilTranquil
QualityQuality
ServiceService
ClanningClanning
PassionPassion
ClassicClassic
PersonalEfficiencyPersonalEfficiency
24/7Protech
24/7Protech
NatureNature
SmartShoppingSmart
Shopping
ProvenProven
CustomizedCustomized
Thrill&FunThrill&Fun
Total CostTotal Cost
FairFair
PurismPurism New&CoolNew&Cool
CarefreeCarefree
VitalityVitality
TranquilTranquil
QualityQuality
ServiceService
ClanningClanning
PassionPassion
ClassicClassic
PersonalEfficiencyPersonalEfficiency
24/7Protech
24/7Protech
E
+–
Solidarity Stimulation
SolutionsPrice R
E
+–
Solidarity Stimulation
SolutionsPrice R
NatureNature
SmartShoppingSmart
Shopping
ProvenProven
CustomizedCustomizedTotal CostTotal Cost
FairFair
PurismPurism
CarefreeCarefree
VitalityVitality
TranquilTranquil
QualityQuality
ServiceService
ClanningClanning
ClassicClassic
PersonalEfficiencyPersonalEfficiency
ProtechProtech
NatureNature
SmartShoppingSmart
Shopping
ProvenProven
CustomizedCustomizedTotal CostTotal Cost
FairFair
PurismPurism
CarefreeCarefree
VitalityVitality
TranquilTranquil
QualityQuality
ServiceService
ClanningClanning
ClassicClassic
PersonalEfficiencyPersonalEfficiency
ProtechProtech
Thrill&EntertainmentThrill&EntertainmentThrill&FunThrill&Entertainment
Cool&TrendyCool&TrendyCool&Trendy
PrestigePrestigePrestigePrestige
SecuritySecurity
Profile 2007Profile 2003
RESULTS
…and to be consistently implemented through allelements of the marketing mix
Marketing implementation and results – example from fashion industryIMPLEMENTATION ACTIONS
Communication Distribution
5
Store Design 2007Store Design 2003
etc.
EXTERNAL BRAND EXECUTION
MUC-90007-043-16-01.ppt 28
C. The Moment of Truth for financial servicesbrands – Summary
MUC-90007-043-16-01.ppt 29
Superior understanding of customers and target groups – values as the real drivers forconsumption behavior in financial services backed up with sociodemographic data1
Source: Roland Berger
2 Brand positioning with systematic customer focus – a brand for everybody will not besustainable in the future
The moment of truth for financial services brands –elements of a paradigm shift
SUMMARY
Balanced international brand management – international brands with consistent corevalues and/or differentiated (national) brand portfolio3
4 Internal brand engagement – with a more focused brand positioning, systematic brandengagement becomes the key success factor
5 External brand execution – every element of the marketing-mix has to be aligned with thetarget segments and the brand value proposition to maximize effectiveness and efficiency
MUC-90007-043-16-01.ppt 30Source: Roland Berger
2
Brand positioning with systematic customer focus – a brand for everybody will not besustainable in the futureThe positioning of a brand directly influences the customer base – the silver bullet to allureeconomically attractive consumers. As a result, a distinct increase in customer focus could beobserved in the financial services industry in recent years
The moment of truth for financial services brands –elements of a paradigm shift (1/3)
SUMMARY
Superior understanding of customers and target groups – values as real drivers forconsumption behavior in financial services backed with sociodemographic dataThe (sociodemographic) diversity of customers is increasing. Values are the real drivers ofconsumption – they are stable, can be used for consumer segmentations and allow a reliableprediction of consumption behavior. They are the real key to superior global marketingstrategies
1
MUC-90007-043-16-01.ppt 31Source: Roland Berger
4
Internal brand engagement – with a more focused brand positioning, systematic brandengagement becomes the key success factorAn excellent brand execution needs a common understanding of all involved parties ("Whodo we want to be?") and requires a stringent brand engagement process throughout thewhole organization
The moment of truth for financial services brands –elements of a paradigm shift (2/3)
SUMMARY
Balanced international brand management – international brands with consistent corevalues and/or differentiated (national) brand portfolioBasic value-based consumer Archetypes could be identified globally. Still, every country isunique – the distribution of the Archetypes varies greatly. International brand managementremains a major challenge for the future
3
MUC-90007-043-16-01.ppt 32Source: Roland Berger
The moment of truth for financial services brands –elements of a paradigm shift (3/3)
SUMMARY
External brand execution – every element of the marketing-mix has to be aligned withthe target segments and the brand value proposition to maximize effectiveness andefficiencyA consistent implementation of a defined brand strategy through the marketing mix and theintegration into all aspects of day-to-day business are the success factors for a consequentbrand execution
5