1 BUILDINGINNOVATIVEBRANDSJenniferAaker 2009 Understanding Brand 2 TABLEOFCONTENTSUnderstandingbrandoWhatisaBrand?oValuePropositionoMarketingResearchoBrandImageandBrandIdentityoBrandPersonalityoPositioningStatementoBrandPyramidoShiftingRoleofBrandoverLifecycleoPersonalBrandoPersonalReputationoUnderstandingBrand:KeyInsightsCraftingBrandoBuildingCommunityandRelationshipsoBrandandCommunityoPerspectivesonNamingtheBrandoCraftingBrand:KeyInsightsMeasuringBrandoBrandValuationOverviewoBrandMeasurementToolsoMoreBrandToolsoMeasuringBrand:KeyInsightsManagingBrandoBuildingStrongDifferentiationoKeyConsiderationsforLineExtensionoGlobalBrandingoViralMarketingoRebrandingandInternalImplicationsoRevitalizingaBrandoBrandRelationshipsoCoBrandingoManagingBrand:ToolsoManagingBrand:KeyInsightsAppendix(seeappendix)Crafting Brand 3 WHATISABRAND?BrandasapromiseApromisetocustomers(settingupexpectations)Astrongbranddeliversonwhatitpromises,establishingastrongreputationGrowthofthebrandManageallconsumertouchpoints(Harley)Ensureconsistentmessagingfromentirecompany(IntelVoiceGuideline)BenefitsAnincreaseinbrandvaluecanhaveadramaticincreaseonfirmprofitability.VALUEPROPOSITIONElementsofabrandsvaluepropositionPointsofparityareneededtobeaplayer,pointsofdifferenceareneededtostandout(Nordstromsqualityvs.service).ValuepropositionconsistsofFunctional,Emotional,SelfExpressive,SocialGoodbenefits.Dontunderestimatethepowerofemotionalattachmentstoaproduct.UsingthevaluepropositionValuepropositionisaguidetocreatebrandstrategyorplanningbrandshiftsItsthecenterofabrand,towhichyoucanreferwhenmakingstrategicbranddecisions.Ifyoukeeptalkingaboutpriceitsdifficulttorelatetootherbenefits/driversofbehaviorthataremorecompelling(ODI).PointofDifference:"uniquebrandassociations"theitemsworthinvestinginonthemarginSouthwestAirlinesflyingcommerciallytomajordestinationsisitsPOPbutsinceitsPODistobe"fun,easy,inexpensive"etc.itfocusesinvestmentonthisbya)keepingflightpricesdownbynotspendingonunnecessarilythrillslikenewseatbelts,paperticketsetc)hiringeclecticfriendlyfunpeople,keepingwebsitebookingprocessverysimple.PointofParity:"sharedbrandassociations"allowsaproducttobeintheconsiderationsetNordstromcarriestopdesignerapparelwhichisitsPOPtoputitintheluxuryretailcategory,butitinvestslotsoftime/$resourcesinitscustomerserviceviaitsemployees,systems,policies).Crafting Brand 4 MARKETINGRESEARCHMethodsofmeasurementCalculatetheproductsincrementalvalueoverthefinancialcostofagenericsubstituteAbrandcanhavepositive,aswellasanegative,equityEffectiveusesofmarketresearchMarketresearch(e.g.,consumersurveys,focusgroups)canbeusedeffectivelytoinformdecisions,butneedtoasktherightquestionsandbeviewedincontextofthecurrentbrandimage(NewCoke),itcanbeveryriskytorepositionastrongbrand.Notethatconsumers,inmanyways,ownthebrand(Coke)Strongbrandsarebiggerthanproduct,strongbrandsprovide:AssuranceFunctionalandemotionalbenefitsMeaningRelationshipsConsistency(#1reasonfordivorce:notthepersonImarried)Example:Bonobos,foundoutwhatiswasformentoshopandwhattheywasreallylookingforthroughresearch.andfoundtheircompetitorsanddifferentiatedthemselvesfromthembyaconsistency(throughtheinternet)andinadifferentpricemarketthanothers(cheaperthanhighfashionedbrandsandmoreexpensivethanGaptrousers).CommonpitfallsEarlydatadonotnecessarilyindicatewhatthefutureholds.AsktherightquestionswhatwouldyoudoifwetookCokeaway?(NewCoke).Testgroupsandquantitativeresearchdonotguaranteethesuccessfullaunchofanewproductortheremovalofanoldproduct.Evenifthemajorityprefersthenewproduct,marketersshouldtakeseriouslyevenasmallgroupofhardcorebranddevotees.Thissmallgroupcancausealotofcontroversyifneglected(NewCoke).Dontbeafraidtousesmallsamplesize:2indepthinterviews,one6personfocusgroup,ora55personsurvey(prevs.postposseride,Harley).Smalldatasetsstillshedinsight,andencouragemoredatatobecollected.Crafting Brand 5 BRANDIMAGEANDBRANDIDENTITYBrandignitefeelings,havepersonalitiesandcultivaterelationshipsDefinitionsBrandimage:customer(allassociationsfromcustomerpointofview,coreandextended)Brandidentity:company(allaspirationalassociationswithbrand)Imageidentitygaps:gapbetweenthetwoBrandimageBrandimageissticky.Onceestablished,ittakesintenseexperiencesfromlargeportionsofthecustomerbase,whotalktoothersbeforebrandistransformed.(Coke:neglectingtorecognizethisfact,CokeallowedPepsitochangethebasisforcompetitionintotaste.)Avoidpurelyproductrelatedassociationsinamentalmap(Coke:authenticvs.softdrink).Cheapyetreliablecanbejustasstrongashighendandaspirational(OldNavy,Samsung).Brandswithclearingredientsofbothattributesandpersonalityarethestrongest.BrandidentityPrimaryvs.secondaryidentitiesallowprioritiestobesetintermsofcompany'sstrategies.Onekeyinidentitydevelopmentisknowingwhatyoudontwanttobe(Lexus:doesntwanttobeknownasdowntoearth).ImageidentitygapsTheimageidentitygapgenerallyshouldbeminimized.Oneexceptiontothisruleiswhenapointofidentityissostrongorisofsecondaryimportance(brandimage=goodweatherStanfordbusinessschool).BRANDPERSONALITYAsetofhumancharacteristicsassociatedwiththebrand.Combinedwithbrandattributes,thetwoformbrandimage(i.e.,brandpersonalityisasubsetofbrandimage).Example:BonoboschoosetheirnameforthecharacteristicoftheBonobosmonkeys.itcreatesbothavisualimageandacharacteristicsoftheirbrand.ForAmericanconsumers,brandpersonalitycanbeboileddowninto5primaryfamiliesordimensionsoftraits: Sinceritythemostimportantandthehardesttorestoreifbroken. Excitement Competence Sophistication RuggednessCrafting Brand 6 Startwithonedimension,thenthemoreconsumersgettoknowyou,addtheotherdimensions.Thecomponentsofbrandpersonalitydonotallextenduniversallyacrosscultures,butthecustomerdesiretofindmeaninginproductsbeyondfunctiondoes.Eventhoughsomecomponentstranslateacrosscultures,thefacetsofthosecomponentsdonotremainconstant.POSITIONINGSTATEMENTFor__(targetsegment)who__(statementofneed/opportunity).The__(nameofproduct)isa__(productcategory)that__(statementofcorebenefit;i.e.acompellingreasontobuy).Unlike__,(competingalternative)ourproduct__.(keypointofdifference).ExampleForthesmallbusinessownerwhowantstogrowtheircompany.SmallFuelisamarketingfirmthatprovidesproductsandservicesspecificallydesignedtogrowsmallbusinesses.Unliketypicalmarketingfirms,weareasmallbusinessandweworkforsmallbusinesses.Weuniquelyunderstandyourneedsandrequirements.Example2:Bonobos:betterfitting,betterlooking"startedwithbrandingtheproblemkhakidiaperbuttWARNING:Merelycraftingapositioningstatementisnotenough:Itmustbecommunicatedthroughouttheorganizationsothatemployeescancommunicatethebrandsvaluepropositiontothoseoutsidetheorganization.Crafting Brand 7 BRANDPYRAMIDCrafting Brand 8 SHIFTINGROLEOFBRANDOVERLIFECYCLEBrandmanagementvariesdramaticallythroughoutthecycleofthebrandandindustryThegoalsofgrowingabranddifferatvariousstagesofthebrand'slife.Whenlaunchingnewproductsfocusonacceptance,trialoftheproduct,anddistribution.Inearlystagesofcreatinganewcategory,competitorsarenottheenemy;theyareallies.Thebiggestthreattoastartupisthepossibilitythatcustomerswontunderstandthevalueofthenewtechnologyandwontbuyit.Withacceptedproducts,differentiation,advertising,andproductbenefitsmatter.Massortraditionalmarketingdoesn'talwaysmakesense,especiallyforavaluebrand.Onceamarketselforganizesintopeckingorder,therearethreecategories:Gorilla:setthepriceandthetrend(Microsoft)Monkey:copyandsellatlowprice(Dell)Chimp:thosethatcompetetobecomeagorillabutdonotmakeit.TypicallyusesincompatibletechnologytotheGorilla(Apple)Admityourpositionandcustomerswillvalueyourhonestyi.e.Appleadmittingtobeingachimpratherthantryingtopassasagorilla.Withinabrand,youcanplaymorethatonerole:AppleisachimpincomputersbutisagorillawithitsIPOD.Atthetimeyougetverygoodatmarketing,itstimetochangeduetothelifecycle.Stage (Goal)Key audienceKey vehicles Early Market (Visibility)Early adoptersPress and analyst relations Bowling Alley (Viability)Value chain partners for target segment Participate in target segment industry events Tornado (Market Share)Power players in the category Participate in high-status industry events, company-focus advertising Early Main Street (Profitable Growth) Pragmatist customers Direct marketing, Product-focused marketing Late Main Street (ProfitableConservativeOne-to-one marketing, Crafting Brand 9 PERSONALBRANDPersonasabrandis:Aperceptionthatlivesinthemindsofacompanystargets.Anongoingstoryaboutapersonathatunfoldsovertime.Attractsthepeopleyouwanttoattractandrepelsthepeopleyouwanttorepel.Determinesyourvalue,relevanceandqualityofyourteamConsequencesPeoplerespondtoyourrequestsyoucanleverageotherstogetthingsdonePeoplerememberyouwhenstaffinginterestingprojectsPeoplesaygoodthingsaboutyouwhenyourenotaroundPositiveDependableTrustworthyRespectfulConfidentInitiatedAccountableFocusedSolutionorientedNegativeUnreliableSelfmotivatedEgodrivenBlamesothersApathetic,doesntcareScatteredUnfocusedProblemorientedStandforSomethingYou'vegottostandforsomethingOryou'regonnafallforanythingYourbrandhastorepresentasingle,powerfulimageinthemindsofyourcustomersYoumusthaveoneclearandfocusedmessageThismessagemustcommunicateanadvantagetoacustomerBeDistinct,notBetterThereare:trendneglectors,trendresponders,andtrenddrivers.Trendrespondersarebetter;trenddriversaredifferent.DevelopingapointofviewYourPOVisthestorythatencompassesthevalueyouprovidetocustomers,problemthatyousolve,whypeopleshouldcare,andwhytheyshouldact.BrandstoryOnceuponatimeCrafting Brand 10 GoodguysandbadguysInterestingplottwistsandturnsHopelessandheroicmomentsBigtroubleandbigwinsMomentsofweaknessandstrengthSuspenseandreliefItsnottheactualeventsyoutellstoriesaboutthatmatter,buthowtheeventsshapedyouintothepersonwhoyouaretoday.Thestoriesthatareworthtellingarethosethatelicitaphysicalreactioninyouwhenyourememberthem.Rememberyourgoalinthiscase,tohelptheaudienceunderstandwhatmakesyouuniquelyyouandwhyyouarethatwayandrelateeverythingbacktohowitservesthegoal.Trustthatyouraudiencetrulycaresaboutyouandistherebecausetheyhaveagenuineinterestinlearningmoreaboutyourespondtotheirsinceritywithyourownwillingnesstobetotallycandidandtofeelconfidentinthatcandor.Dontbeafraidofmakingmistakes,ifyouaretellingthestoryofyourlife,itsimpossibletomakeamistake.MCHammerTheestablishmentofMCHammersbrandwasacalculatedmove.Hisinitialvaluepropositionwasveryclear:Putontherecordbecausemybeatisboomingandyouwillgetrewarded(socially).Establishingabrandfromthegrassrootswithoutsocialmediaisthebase.Thetastemakersthemavensaremoreimportantthanthesocialmedia.Youhavetostartfromthegroundup.Socialmediatacksontothis.MCHammerbuiltrelationshipswithradio&clubs.HegotDJstoplayhisrecordandhadhisowndancersshowconsumershowtodancetohismusic.Controllingtheperceptionismuchmorevaluablethanrealityatleasttoday(butthetwohavetoalign).Createtheperception.Controltheperception.DoNOTusetheold,traditionalwaysofadvertising.Usesocialmediatocreatemomentum.MCHammercreatedtheperceptionthatthingswereHOT.Thisallowedhimtosignthelargestrecorddealatthetime.OnceIfiguredoutthemodel,Ibroughtittoeverycity.Howdoyoubeginsomethingwhenyoustartfromnothing?YousaythatyouAREwhatyouwanttobeoverandoverandoveragain.Thenyouandothersstarttobelieveit.(i.e.TItherapperthekingofthesouth).Itsvisualization.Ifyousayyouare,youbetterbewhatyousay,andyoubetterbepreparedtowithstandtheoppositionHammer.Socialmediaistheperfectplacetoengagetheopposition.Youneedtocountereverysingleoppositionalstatement.Socialmediashortensthedistancebetweenyouandyourfans/enemies.MostofthepeoplewholovetomakecommentsareNOTyourfans.Competitorsplantfalsestoriesthatyouhavetostayontopof.Youshouldalwayscounteroppositionalmessages.Onewaytodothisistouseyoursocialmediaplatformbecauseisdirecttothemasses.Whenrebranding,Hammeradvisesyoutotalkbeforeyouact.Thisallowstheoppositiontogetalltheirnegativityoutintheopenandgivesyoutimetocountereverymessageonebyone.Crafting Brand 11 Socialmediacanpromoteamoreauthenticpersonalbrand.Manageyoursocialmediapresenceyourselfbecauseyoucanbemoreauthentic.Youcanbeyourself.WhenIuseTwittertotalkaboutwhatImhavingforbreakfastIuseittohumanizemybrandHammerPERSONALREPUTATIONImageidentitygapoftenexistsWereallydontknowhowothersperceiveusunlesswespecificallyseekoutthatinformation.Andeventhen,wedontalwaysknow.Stepscanbetakentoprojecttheidentitytoothers(butnotalways).Beingauthentic:ensuringthatyourinternalandexternalworldisalignedtowhoyouareandwhatyourepresent.Youcantellapersonalstorythatrevealsalotinoneminute.Pickwordscarefully.Whenpeoplesharestories,itishardtorememberthecontentexceptforpossiblythemajorarc.Whatsticksistheemotionthatwasevoked.Thisemotionandtheevokedimagesarewhatcreatesapersonsreputation,andmakesyoudistinct.Thepowerofremovinganegativeisoftentwiceaspowerfulasputtinginapositive.Changingabrandcantbedonebychangingalogo.Brandsarebasedonconcrete.Strongbrandscanspeaksoftlyanditheardloudlyandfeltviscerally.UNDERSTANDINGBRAND:KEYINSIGHTSWhatdoyouwanttoownashareof ?(e.g.,Cokestomach)Importantwheneitherarebrandingoradesignofamarketingcampaigntoensurebrandconsistency.Alsowithstartupsstrugglingtodefinetheircustomerbase.Aretheyaskingtherightquestion.Doyouwanttoownspaceintheirwallet?Intheiroffice?Intheircloset?Theirlivingroom?Branding=TipoftheicebergBranding=logo,nameandslogan.Brand=alltheassets(products&services,mission&goals,partners&employees)Brandisninetenthsofthesubmergedpartoftheiceberg;Brandingistheothertenththatisvisible.Crafting Brand 12 Brand=reputationAcompanydoesnthavetosaythatitsgoodatbrandingtobegoodatit.Brandisareputation,notsimplyapromisethatyoucontrol.Itliveswithintheirmindsandconceptionsandyoucaninfluenceit,butyoucanteverfullycontrolyourbrand,becauseitsnotyourstocontrol.Beattunedtothequestion,"Whatisyourbrand'spromise,isthepromisedeliveredandwhatwouldconstituteatransgression"Authenticityisrepresentedbyhowwellyourpromiseandactionslineup.Acompanycontrolsthebrandstrategy;thecustomerownsthebrand.Yourbrand,image,reputationcanbeinfluencedbyhowyouprovideinformationintheformofstoriesyoutell,thepersonalconnectionsyoucreate,thephysicalimageyouportraymustallbethoughtoutandpreparedinadvance.Whatyouwanttobrand(talkabout)dependsonwhereonethelifecycle.Roleofbrandchangesthroughouttheadoptioncurveofaproduct.Recognizewhereyourproductisinitslifecycleandwhereyouarerelativetocompetitors(gorillavschimpvsmonkey).Companiesmustmakeaclearbetofwhichlifecyclestagetheyarein.Iftheyareright,theywin.Iftheyarewrong,theycanchange.But,iftheypursuetwoconflictingmarketingstrategies,theywillsabotagethemselves.Ifyouareintroducingsomethingtrulynewanddisruptive,youhavetobrandtheproblemfirst,beforeyoucanbrandyourindividualsolution/product.Beawareofimageidentitygaps.Brandimageishowcustomersperceivethebrandwhilebrandidentityishowthecompanyperceivesitself.Crafting Brand 13 Therewillinevitablybegaps,someofwhichareacceptableotherswhichneedtobebridgedBrandsignitefeelings,havepersonalities,andcultivaterelationshipsBrandshavepersonalities(implicitorexplicit)andhavetobedeliberateaboutwhattypesofpromisestheymaketoconsumers,andthefeelingstheywanttogenerate.Primacymatters(firstinteractionandmostrecentinteractionarethemostmemorable)Iftheaveragepersononlymaintains8closedeeprelationships,amarketershouldnotthinkaboutcustomerloyaltyonthatsameplane.Insteadthinkofapromisethatabrand/productcandeliveroninthecontextofitsrelationshipwiththeconsumer.BUILDINGCOMMUNITYANDRELATIONSHIPSTobuildacommunity,oneneedssharedandconsistentexperiencesCommunitieslendthemselvestoproductsandservicesthatfostersharedexperienceandstrongidentity(Harley).Brandmustbeconsistentacrossalltouchpoints.Onceyoubuildabrandcommunitythatinspiresfierceloyalty,thebrandbelongstothecustomers.Thisseverelylimitsacompany'sabilitytochangethebrandimage."Brandcommunitymanagement"isanoxymoron.Worthofmeasurearerelationshiplevels:consumerconsumerbonds,consumerbrandbonds,consumerproductbonds,andconsumerfirmbonds.Whencreatingacommunity,themostimportantrelationshipsarebetweenconsumersandbetweentheconsumerandthebrand(Harley).Evenwhenanewsegmentbecomesinterestedinyourbrand,itisimportanttostayauthentictotheoriginalconsumerandproduct(CaterpillarorCarhardt)becausethatiswhatgotthenewgrouptobeinterestedinthefirstplaceandthenewconsumermightnotbeasloyalastheoriginalconsumer.BRANDANDCOMMUNITYInsight#1:BuildacollaborationbrandConsumingisnotenough:youneedtohaveasocializingfactoraswellasengagement.Takestock.Identifythestrengths.WhataretheConsumersstrengths?Whereistrustbroken,orstrong?Definerolesandresponsibilities:whatsthecompanysrole?CreatetoolstosupportparticipationRedCross:withallthedifferentwaystogivetophilanthropicorgs,theRedCrosswasfailingtodistinguishitself.ARChadto:Takestock,sticktoitscore.Definerolesandresponsibilities:ARCistheconnector.Thedonoristhestoryteller.Reframedtheproblemtoldthedonorsstory.ARCcreatedtoolstosupportparticipationwhilethedonorsweregivingblood.Tools:WhyIgivecards.DornorWall.ThedonorjourneyEvaluatethecollaborationandevolvetheylistenedtostaffandpatientanecdotes.Crafting Brand 14 TheBoldItalics:Peoplewanttodomorethanshoppingtheywanttoexperience,thiswebsitetellsyoueverythingaboutsomerestaurantsandshopsinSF.fromtheownersstoryandhowtheyproducetheirfood.Muji:Isallaboutanticonsumerism,theysellunbrandedgoods,theyhaveacompellingnuancedstorytosell.Insight#2:BeauthenticFabricatedauthenticityiseverywhere.Itisbasedonconsensualartificeeveryoneknowitsfakebuttheexperienceissodelightfulwestillbuyintoit(Freemanssportingclub)Doesthebrandfeelfabricated?Ifyes,authenticityisaproblem.Starbucks:youhavebeanhadtheStarbucksstealthstore(Bitterwallet.com)Isthereawaythatbigcompaniescanbeauthentic?Aslongasyoudelivertheconsistency.Thebreakistheproblem.Whenmovefromoneimagetoanother,itcanbecomeartificial.Usesocialmedia,useitasfeedbackonhowyoudo(TidedetergentonFacebook),ifitfeelswrongitislikeStarbucks:feelingthatIthrewmyideaintoablackholeSolution:startfromtheinsideout.Zappos:Theybelievedthattheymustcreatebeliefinthebrandgive$2000topeopletoleave.CEOatZapposHireslowly,firequicklyinordertobuildastrongbeliefintheirbrand.RitzCarlton:Therewasadisconnectbetweenwhattheemployeesweredrivenby(financialandoperationalgoals)andthecorporatestatementofcreatingthebestguestexperience.Sceneographytocreateacultureofdesigndirectorsamongtheirgeneralmanagers.Sceneobjective:tocreateaspecificvisualizationofthememorableguestexperiencebyusingemotionalmoments,fictionalgueststory,scenename,compellingvisual,andobject.Hadrulesaboutwhattoputinascene,andwhy.Eachgeneralmanagerhadtocreatetheirownsceneattheirhotel.Insight#3:EncouragetheEmergent.MeaningSeedwhatishappeningnaturallyanddonotcreatenewthings/movementsoutofnothing.PeopleareconsumersandprosumersKansasCityJazzExtendedtheactivitythatsalreadyhappeninginthecityratherthanstartingfromscratch.FlickrLettheiruserscreatenewexperiencesFlickrscommunityguidelines(http://www.flickr.com/guidelines.gne):Doplaynice.Doenjoyflickr.Dontbecreepy(youknowthatguy.Dontbethatguy.)Crafting Brand 15 PERSPECTIVESONNAMINGTHEBRANDTraitsofGoodNames:Meaningful(descriptive,persuasive)Appealing(fun,interesting,aesthetic)Memorable(easilyrecognized,recalled)Adaptable(flexible,updateable)CRAFTINGBRAND:KEYINSIGHTSDesignthinkingEmpathy,insight,rapidprototypingDesigntopractice,markettoideals(GenevieveBell)...USING THESE MINDSETS. Crafting Brand 16 Failearly,failoftenIdeationmethod:Rapidprolificideaiterationsandearlyprototypingwithmodificationsbasedoncustomersreactiontoprototype.HowtotellastoryTellingastoryismoreartthanscience.Itsnotthedetailsthatmatter,butthewayinwhichyourevealthepieces.Inastory,there'sapointwheretheprotagonist'slifechangesinawaythattheycannotgobacktothewayitwasWhentellingastory,knowwhentostop.Brevitymakesyouraudiencefeelmoreinterested.Thereisafinelinebetweenclearlytellingastory(layingoutalldetails)andleavingsomemysteryforthelistenertoassume/connectontheirownisanartfulchallenge.Tohaveastrongbrand,youhavetobeagoodstorycreator,andagoodstoryteller.Strongbrandsstartwithamemorablestoryormetaphor.Peopletellstoriesaboutyourbrand(Nordstrom),sobuildtherightarsenalforpeopletotell.Peoplewillrememberthestoriesthatyoutell,solongastheyaretoldwell,andhaveapointandanarc.TitlesdramaticallyaffecttheaudiencesinterpretationStorytellingisaskillthatwillbecomeusefulthroughoutourprofessionallives.Managing Brand 17 DESIGN+STRATEGY Design for the spectator. Our user-centered bias will need to be rebalanced to include choices made with on-lookers. Design the user experience. Grab attention appropriately.There are many ways to be eye-catching.Light, motion, color, materiality, etc.However, we must balance this design objective carefully. If basic desirability is significantly undermined chasing observability, weve lost the plot. Map observability.Consider all potential touch-points along the journey.Seize opportunities to ge a new product or service noticed.For example, how might we augment observability in the checkout line or on a neighbors doorstep?E.g., Netflixs red envelope Be simple and consistent.Stake claim to something simple and memorable.Whether a color or behavior, embody your distinct palette at every opportunity - Own it. e.g. BLu-ray: it doesnt matter if its a sony or Samsung player the blue light says it all. Defy convention.Be prepared to make at least one impractical design choice.There are usually reasons the other all fall in line, but you wont stand out by doing the same.Invest in being note-worthy. Invite intrigue.If observers are momentarily puzzled, they are more prone to note and remember a product or service experience they witness Focus on the visible bits.In normal usage scenarios, certain elements of a product will be outwardly visible while others may be concealed.Place hooks there where theyll matter most and make trade-offs accordingly. Consider all senses.Visual design is not the only way to heighten spectators perception. Creating distinctive sounds (or even scents and textures) can also ensure product usage Stand alone.Think about users in segments and value-propositions and phases.Carefully designing so-called stand-alone benefits will help tip critical early adopters (whom may never realize benefits of the network). Reinforce the link.Make sure consumers accrue the observed adoption to your product.Highlight the key memory hook(s) in everything you do, so that there is no uncertainty when its time to make a purchase. BRANDVALUATIONOVERVIEWInterbrandValuationMethodAssessthetrueearningssolelyattributedtothebrandBackoutvalueoftangiblesAdjustforlasttwoyears(operatingincome)SubtractincometaxDeterminemultiplier(eachfirmhasitsownwayofdeterminingthemultiplier)BrandvalueEventhemostquantitativeinvolvesubjectivemeasures(e.g.,Interbrand'sweighting,customerperceptions).Managing Brand 18 Brandvaluationprovidesabaselinetobegintomeasuretheimpactofmarketingstrategies.Thiscanpreventspendingonineffectiveorpotentiallyharmfulcampaigns.Manycompaniesareshiftingaccountingpracticesawayfromcategorizingmoneyspentonbrandasanexpense(likesoftwareengineering)Knowwhatyourbrandisworthwhencreatingstrategicalliances.Donotspendscarceresourcestopartnerwithabrandofalesservaluationifyoudonotwanttodiluteyourbrandoratleastmakesurethegoalsofthatrelationshiparewelldefinedandwillnothurtyourbrandequity.BRANDMEASUREMENTTOOLSUsemultiplemethodstocometoaconclusion.StrongbrandsmonitorbrandovertimeThisdoesnothavetobeexpensive:Surveys(n=25100),Focusgroups(n=6),Oneononedepthinterviews(n=23)Ideally,qualitativeresearchcomplementsthequantitativeworktogetatbothEmotionaldriversofbehavior(rightsideofpyramid)Rationaldriversofbehavior(leftsideofpyramid)Choserespondentswisely:Bestfeedbackcomesfromabalanceoflove/haterespondents.Customersdonotalwaysknowwhattheywantandcanbeledbyfocusgroups;beawareofthebiasesinvolvedandtheireffectsondata. TYPES OF QUESTIONSQUALITATIVE RESEARCH QUANTITATIVE RESEARCH Open-ended questions Think back questions Making a list Associations, mapping Sorting pictures Completing a sentence Personification Bubble drawings AwarenessRecall Recognition Associations Brand attributes Brand personality Attitudes Judgments and feelings Attachment (relationship) Managing Brand 19 MEASURINGBRAND:KEYINSIGHTSLaddering:AskWhy?Why?Why?Why?Why?todiscoverthedisconnectortruth.Needfindinghelpsdevelopingempathyfor/withpeople.Wheninterviewing,itispowerfultogivethecontroltotheintervieweeandletthemunveiltheirstoriestoyou.Listencarefullytobothextremeusersandnonuserstofigureoutwhatcustomersaresayingaboutyourbrandandwhattheyreallyneedandwant.Forethnography:Bethere.Bepresent.Bevulnerable.Besurprised.Myfavoritetool/trick:Askaboutthepersonalityofabrandwithquestionslike:If___wereapersonwoulditbemaleorfemale?Wouldyouwanttoinviteittoaparty?Wouldyouinviteitintoyourhome?Loyaltyisnottheendallbeallforabrand.Boththepromiseandtheexpectationsofabrandshouldbebrandspecific,andshouldbemeasured.BlendqualitativedatacollectionwithquantitativecollectionandanalysisSoafewtipsandtricksAtsomepointyouhavetogetcomfortablewithyourownabilitytoworkoutwhatthetangibletakeawayis.Itisveryrareindeedthataninterview/researchparticipantwillgiveyouthetakeawaythatyouarelookingfor.Thehardworkcomesasyoutrytosortthroughwhatyouhaveheard,whathasbeenrepeated,whatfeelslikeitisimportant,anddeterminetheanswers.Hencetheneedtoasklotsofopenendedquestionsandworkingoutthedifferencebetweenthequestionsyouneededansweredandthequestionsyouneedtoaskisimportantthereisinmyexperiencealmostnevera1:1correlation.Thismeanslookingforpatterns,forparticularkindsofutterances,isusuallywhyIliketodoanumberofinterviewssoIcanstarttocirclearoundthetruthortheinsight.Ifinditisoftenhidinginplainsighttooitissometimesaverysimple,almosttrivialthing.Forinstanceconsiderbeer.Youmightwanttoknowabouthowpeopleunwind,orrelax;whattheirritualsareattheendoftheday,whattheyliketodowithotherpeople,thememoryoftheirfirstdrink,orofwatchingtheirparentsdrink.Managing Brand 20 Youwanttofindthebroadestbrushstrokestomakesurethatbythetimeyounarrowthefocustobeerandaparticularoneatthatthatyouknowenoughaboutwhothispersonisandwhattheyvaluethatyoucanunraveltheiranswer.Humanbeingsareutterlydelightfullydeliriouslyirrational,pronetocontradiction,selfdeceitandinternalinconsistenciesthetrickistoworkoutwhichbitsmatter.Thus,bytheendyouwillhaveasetofthemes(commonpatterns).AndthatwilldriveyoutoaPOVorahypothesisthatyoumaywishtotestwithmorequantitativedata.Oneothertrickongettingotherstotelltheirstories:Findagoodfirstquestion.remembertoshutupyourself,sitstill,listeningencouraginglyIfindkitchensworkwellasalocation,formallivingroomsnotsomuch.PublicplacesalmostneverMANAGINGBRANDBuildstrongdifferentiationProvidingcredibledifferentiationiscrucialinmaintainingrelevancetotheconsumer,whetheritisthroughdifferentiatinganaspectofthebrandexperience(pregameexperienceattheAtlantaFalconsgames)ordifferentiatingthebrandthroughitsemotionalconnectionwithconsumers(Coke).Onewaytodifferentiateistobrandservicesoringredients(WestinHeavenlyBed).Wherekeyservicesorfeaturesexist,companiesmaylosebynotbrandingthem(e.g.Amazondidnotbrandtheirsuggestionengine).Considerdifferentiatingbyusingtoolsthatcanenergizeorenhancetheparentbrand(Z3sintroductiontotheBMWlineup)BrandrelevanceiskeytobrandperformanceCompaniesoftenspendtoomuchtimeonbrandperformanceandtoolittletimeonbrandrelevance.Thesecompaniesfallintothedangerofbelievingtheyaresuccessfulbecausecustomersrememberabrand,allthewhileignoringthatthebrandsinacategorycustomersnolongervalue.Donotaimtobebestinclassinacategorythatisdeclining(e.g.focusingonsellingthebestminivanisnothelpfulwhenpeopleareinterestedinSUVs).Beawareoftrendsthatmightaffectyourbrandportfolio.Listentostories,actondataListentostories(e.g.Nordstromtirestorytellsyouwhatpeoplecareabout),andactondata(e.g.seehowmanypeoplefeelthatwayandletthatdriveyourdecision)"KEYCONSIDERATIONSFORLINEEXTENSIONBeforelaunchingabrandextension,makesuretheparentbrandishealthy.Ifthechildbrandbecomessick,thehealthyparentcansupportitandalsohasthestrengthtoweatherthesickness(maintainitsownhealth)Whatistheeffectoftheparentonthechild,andwhatistheeffectofthechildontheManaging Brand 21 parent?Areyougoingtoahigherorlowerendcustomerwiththenewproduct?Howwillthisaffectthevalueofyourbrand?Areyouusingyourexistingbrand,subbranding,oranewbrand?Doesthisleverage/damageyourcurrentbrand?Howwillyoutesttheproducttogaugesuccessbeforeputtingitonthemarket?Whatisthecompetition?Canyouwin?Howwillperformanceinanewcategoryaffectyourbrand?Howwillcompetitionreact?Doesthisaffectyourchancesforsuccess?Howwillretailers/distributorsreact?Whataretheirmarginsandisthereshelfspace?Whatistheburdenforsalespeople?Whatarethemanufacturingchallengesandcosts?GLOBALBRANDINGGlobalconsistencyvs.localrelevanceThemostsuccessfulglobalbrandsareorganizedinawaysuchthatdecisionscanbemadegloballyforefficiency,butwhosespecificbrandmessagescanbetailoredtolocalenvironments(Coke).Highendproductsmaybemorelikelytocatertoacommonglobalcustomerthanretailandlowerpriceditemswhicharemorelikelytorequirelocalizationsincetheiroverallcustomerbasetendstobemorelocal.Brandswithconsistentmeaninghavesomeefficiencies(inmessaging)butultimatelyarefacedwithseriouschallengesastastesarenothomogenousacrosscultures,andevensimilarlyvaluedconstructshaveimportantnuances.Forexample,eliciting'respect'inJapan(whichtendstolookdownupon"standingout")wouldrequiredifferentmessagingthanelicitingrespectintheUS,whereindividualismishighlyvalued.Similarly,ExcitementinJapan(e.g.,happy,talkative)isdifferentthanExcitementintheUS.(cool,daring).VIRALMARKETINGViralmarketingisnot"somethingfornothing".First,itishardtodesignaneffectiveviralmarketingcampaign.Second,thereisasaturationeffectforviralmarketingdevicesbecausetheyarepartiallybasedonnovelty.Whileviralmarketingcanhelpabrandgrowquicklyandcheaply,itbearsmoreriskthanbuildingabrandbasedonrelevanceandrelationships.Thoughthelatterisslowerandmorecostly,itismostlikelystronger.Viralmarketingisdesirableduetoitshighimpactandverylowcost.However,forviralmarketingtobetrulyeffective:EverycustomerbecomeasalespersonManaging Brand 22 REVITALIZINGABRAND Whenrevitalizingabrand(AtlantaFalcons)agoodframeworktousefornewbrandingactivityis:connectionwiththeconsumer,consistencywiththebrandandconviction(havesome,getsomethebrandneedsconvictiontotranslatetoitsconsumer).Turningaroundabrandishighlydependentonunderstandingtherealneedsoftheconsumer.Theoverhauledbrandshouldgiveanswerstotheseneedsandwants,andbeconsistentwiththem.Thisofteninvolvesashorttermdeclineinrevenueorprofitability.Itisimportanttoaskthesecondandthirdquestiontoproperlyasseswhetheranewmarketingprogramwillsitwellwithcustomers.Thatis,ifthefirstquestionisWouldyoustayforaconcertafterafootballgame?thesecondquestionwouldbeWouldyoustillstayifyourteamlost?(AtlantaFalcons)BRANDRELATIONSHIPSUnderstandingbrandcustomerrelationshipsUnderstandingtheTYPEofrelationshipyourbrandhaswithconsumers("bestfriend"vs."marriage")hasimportantimplicationsforhowyoumanagethebrand.Marriage,anoftensoughtafterideal,hasdownsides:(1)expectationsarehigh(2)transgressionsarenotoftentolerated(3)maintainingmarriageintimacywithcustomersisdifficultduetoovercrowdingfromothercompaniestryingtodothesame.Brandsmaybebetteroffbuildingrelationshipsbuilton"warmth"or"excitement,"astheyaremoreforgivingandmaybetterwithstandtransgressions.Therecanbemultiplerelationshiptypesforanysinglebrand.Forexample,extremelyloyalcustomerscanbea"closefriend,"whilethemainstreamconsumersmaybea"compartmentalizedfriend".Thisimpliesthatinarelationshipmapofrewardsandstrength,somecustomersmaybeinonequadrant,whileotherslandinanother.DevelopingandmaintainingrelationshipsFirstinteractionswithabrandarethemostmemorableandlastingdon'tscrewup.Thedosanddontsareestablishedinthefirstsixweeksofarelationship.Keepaskingyourself,whatyouareNOT(Lexusisnotdowntoearth).Byclearlyunderstandingwhatitisnot,abrandcanstrengthenitsimagebysharpeningcustomersperceptionof,relationshipswith,andmentalspaceforthebrand.(OldNavydoesnotpromisequality).Thinkaboutthefinelinebetweenhavingarelationshipwithyourcustomersandbotheringyourcustomers;totrynottocrossit.Seektounderstandthetypeofrelationshipyouhavewithyourcustomers,compareittothetypeofrelationshipyouwanttobuild,andusetoolstohelpyouclosethegap.COBRANDINGTocreateastrongcobrand,bothbrandsmusthave:StrongbrandawarenessStrong,favorable,anduniqueassociationsManaging Brand 23 Positivejudgmentsandfeelings.Themostimportantrequirementisthatthereisalogicalfitbetweenthetwobrandssuchthecombinedbrandormarketingactivitymaximizestheadvantagesoftheindividualbrandswhileminimizingthedisadvantages.MANAGINGBRAND:TOOLSTool#1:PositioningStatementTool#2:Off/OnBrandExercise(NFL)Off/onbrandexerciseinwhichvariousvisuals/examplesarebroughtupandthetargetaudiencedecideswhetherwhatispresentediswellalignedwiththebrand(onbrand),iscompletelyunrelatedtothebrandoreventakesawayfromthebrandmessage(offbrand),orisneitherrelatedandnorunrelatedtothebrand(inthegreyarea).Makingonbranddecisionisnotalwaysblackandwhitesometimesitsgrey.Thereisnotalwaysa100%correctanswer.Requiresconsiderationanddebate.Discussionaboutexamplesinthegreyareatypicallyyieldsthemostinsight.Tool#3:ConcreteChangesMakeconcretechanges.ThinkHeavenlyBedforWestin.Torepositioninthebusinesshotelspace,Westinactuallycreatedabed,thebedwasbetterthanotherbeds,andtheybrandedit.ExampleAtlantaFalconsReinforcedthatsuccessfulbrandinggoeswaybeyondagoodlogo,nameandslogan.DickSullivansworktostreamlinecitytrafficat53intersectionsongameday,conductsurveyswithwhyfansdidnotattendagame,andhisresearchonwhichlogosbestresonatewithfansareallexamplesofthedepthsintowhichbrandspenetrate.MANAGINGBRANDS:KEYINSIGHTSGoingtojaildoesnthavetobeabadthing.Dontletastumble,roadblockorchallengederailyou.Seeitasanopportunitytodosomethingelse,repositionandbeequallyormoresuccessfulgoingforward.Learnhowtoapologize:Iunderstand,I'msorry,thisiswhatI'mgoingtodoaboutit.Abrandthatpromisessincerityandfailsonthatcountsuffersharderthanonethatpromisesexcitementbutfailstobereliable.Amistakecanbeanopportunityforabrand(especiallyifitsabrandthatpromisesexcitement)ItspossibletodosocialgoodandmakeaprofitSocialgoodcanbeachievedthroughsmallentrepreneurialinitiativeswithinorganizationstheideaistoknowhowtoleverageitandalignittothecorestrategyandmessageofthebrand.UnderstandbrandarchitectureWhenthinkingaboutmakingchangesoraddingextensionstoyourbrandrememberthemantraDonoharm!Createbitesizedexperienceofacompany'sofferingsManaging Brand 24 HAPPINESSHappiness=cheer,smile,joy,connected,freedom,fun,peacefulness..........Whatdefineshappinessisdifferentfromeachpersoneventhoughweallsayweknowwhatitis.Thereisanideaofhowtogethappier(action)thatfollowthetermHappy(feeling).Happinessismiserablebecausepeopledon'tknowwhatreallymakesthemhappy(buttheythinktheydo).Studieshasshownthatafterexperiencingextremehappiness(winningmoney)orextremesadness(gettingparalyzed)itonlytakes3monthsbeforetheyarebackonthesamehappinessleveltheywerebeforetheincident.Wecompletelyignoreourowninternalbaselinehappinesslevelandfalselybelieveexternalcircumstancesdetermineourhappiness.Problemswithhappiness:TakingphotographsaltershowweremembereventsThebrainhastroublestoringmixedemotionssoitsimplifiestheemotionaseitherpositiveornegative.Happinessisadiverselyinterpreted,multifacetedconceptthatchangesacrossculturesandduringone'slifespan,movingfromexcitementandmasterytowardscontentedness,connectedness,andfeelingblessed.Expectationsreality=happiness,soloweryourexpectationsPeopledon'taccuratelyrememberwhatmadethemhappy.Thisisbecausewhatdefineshappinesschangeswithtime.Themeaningofhappinessismalleable.Amediationsessionencouragesyoungpeopletodefinehappinessaspeacefulness.Asyoungadultsfeelasenseofconnectionthroughmeditation,theybegintodefinehappyaspeaceful.Meaningofhappinessevolvesoverapersonslifespan.Happinessisassociatedwithexcitementinouryouthandteenageyears.Then,aswegrowolder,happinessbecomesincreasinglyassociatedwithpeacefulness.Companieshavethesamelifecycleofdefinitionofhappinessasaperson(Wefeelfinedatabase):Simple(kid),Angst(teenager)Confinement(2123yrs)Conquertheworld(2628)Balance,(30)Bodies(32)Children(3538)Connectedness(?)Grateful(?)Happy,(?)Calm(?)Blessed(60)Hardtowraphappinessonthenewlevel,itsshiftsevery35years.Whatworksagainsthappiness(Hunt;Sheldon):Fear,misinform,insecurity,mistrust(mostlyonthedecline,veryimportantatthemoment)Confusion;paradoxofchoice,brandisthemmoreimportantManaging Brand 25 Loneliness:isolation,distrustofothers,migrationofemotions,movebetweenhappinessandsadnessmovesveryfast,lonelyitIsveryhardtomigrateoutofitLackofcontrol:lossofagency,secrecy,uncontrollablecircumstancesWhatdriveshappiness:Autonomy;freedom,givepeopletoolstopersonalizetheirexperience,democratize,don'tlockpeoplein,offerclearattractivechoicesCompetence:gettingintoflowleadtotimeexpansion,futureorientedandfeelpresents(meditation)taketimetoreflect(VeryImportant)createflow,allowwaysformentorstointeractwnewbies,buildConsecutivelevelsofachievement,unregulatedfeedback,Relatedness:interactingwother,youallowotherstobeconnected;buildinmultiplewaysofinteract,Designforgenerosity,createpositiveexperiences,Beingapartofsomethingbigger:createmeaning,sharedgoal,beautiful,lasting,focusedonothers.Example:doinggoodandprofit:Avon,Zappos,Whirlpool:Throughdonation.EffectofpersonalconnectiononhappinessGreaterhappinessensuesfromexperientialpurchasesthanfrommaterialpurchases(VanBoven&Gilovich2003,JPSP)TakeawaysHowdoyoudefinehappiness?(intermsoftimeormoney)Happinesschangesevery34yearsPersonalconnectionisveryimportant;feelingsofpersonalconnectionpromotehappinessSixSelvesModelIdentifykeydomains:i.e.friend,parent,partner,work,spirituality,health,etc.Identifyyourtemporalsweetspotsforeachdomain.Yoursweetspotsarethetimesofdayinwhichyoudotheseactivitiesorrolesthebest(i.e.goodfriendduringhappyhouronThursdaynights)Listfavoritetraditions(thingsoractivitiesthatyouliketodo)thatyouassociatewitheachdomain.Aneffectivetraditionspans3+domainseg.triples.Ifnocurrenttradition/activityspansatleastthreedomains,thinkofwaystoextendtheactivitiesyouarecurrentlyinvolvedsothattheyspanmoredomains.(i.e.doyogawithyourfriendswhichtouchesbothfriend,spiritualityandhealthdomains)Appendix 26 ASETOFREFERENCESANDTOOLSBrandBuildingRulesofThumbPositioningWorksheetBrandEquityFrameworkMeasuringBrandPersonalityUnderstandingConsumerBehavioroSegmentationbasesoHowtobeanEthnographeroEthnographyTipsMcDonaldsBrandTrackingSurveyBrandAuditoStage1oStage2oStage3HappinessAppendix 27 BRANDBUILDINGRULESOFTHUMBDefinitionofbrandAreputationapromisemadebythemakeroftheproduct/service.RolesthatbrandsplayConsumersIdentificationofsourceofproductRiskreducer,signalofqualityProvidevalue(functional,emotional,expressive)Promise(bondorpactwithmakerofproduct),settingexpectationsManufacturersMeansofidentificationtosimplifyhandlingortracingMeansoflegallyprotectinguniquefeaturesSignalofqualityleveltosatisfiedcustomersMeansofendowingproductswithuniqueassociationsSourceofcompetitiveadvantageandfinancialreturnsMarketingAdvantagesofStrongBrandsLessvulnerabilitytocompetitivemarketingactionsLessvulnerabilitytomarketingcrisesLargermarginsMoreinelasticconsumerresponsetopriceincreasesandelasticresponsetodecreasesGreatertradecooperationandsupportIncreasedmarketingcommunicationeffectivenessPossiblelicensingopportunitiesandadditionalbrandextensionopportunitiesGreaterloyaltyAppendix 28 POSITIONINGWORKSHEETThisworksheetisdesignedtohelpfacilitatepositioninganewproductinanexistingcategory.Whatistheproductcategory?Thisisusuallyasetofproductsorservicesdesignedtomeetaparticularneed(orcloselyrelatedsetofneeds).Whataretheavailablealternativesintheproductcategory?Thecategoryshouldbedefinedsothatthesearereasonablyclosesubstitutes.Whataretheimportant/relevantattributesthatdescribeanddifferentiatetheavailablealternativesintheproductcategory?Theseincludephysicalfeaturesandcharacteristics,productassociations,userbenefits,etc.Whoaretheexistingandpotentialcustomersforthisproductcategory?Howisthemarketsegmented?Startbydefiningeachsegmentaccordingtoneedsand/orbenefit(s)sought.Whichattributesaremostimportanttoeachsegment?Itshouldthenbepossibletoprofilethesesegmentsusingaddressablecriteriasuchasdemographics,geography,lifestyle,etc.Whatis(are)theappropriatetargetsegment(s)forthenewproduct?Theseneedtobeevaluatedinlightoftheobjectivesofthecompany.Whichoftheavailablealternativesintheproductcategoryaremostappealingtothetargetsegment(s)?Whatarethedifferentstrategiesonemightusetopositionthenewproductagainsttheexistingalternativesforthetargetsegment(s)?Lookforopportunitiestoestablishpointsofparity(toindicatemembershipinaparticulargroupofproducts)andpointsofdifference.Somepossiblepositioningstrategiesare:byattribute(oneofwhichmightbeprice/quality)byuseorapplicationaccordingtowhousestheproductinadifferentproductclasswithrespecttoacompetitorFillthegapinthemarketWhenthereisa"gap"inthemarketandyouhaveanideaforaproductwhichis"somethingthat'sneverbeendonebefore",itisareasontodeveloptheproduct!WhenBonobosnoticedthattherewastrulyagapbetweenexpensivedesignermenspantsandmassmarket,inexpensivepantsthatdon'tfitwell,theywereNOTdiscouragedbypeoplewhodidn'tbelieveintheideabecauseit"hadn'tbeendonebefore."Appendix 29 BRANDEQUITYFRAMEWORKAppendix 30 MEASURINGBRANDPERSONALITYTowhatdegreedothefollowingtraitsdescribebrandX?(1=notatalldescriptive,5=extremelydescriptive)?Sincerity down-to-earth family-oriented small-town honest sincere real wholesome original cheerful sentimental friendly Excitement daring trendy exciting spirited cool young imaginative unique up to date independent contemporary Sophistication upper class glamorous good looking charming feminine smooth Ruggedness outdoorsy masculine western tough rugged Competence reliable hard working secure intelligent technical corporate successful leader confident Appendix 31 UNDERSTANDINGCONSUMERBEHAVIORWhobuysourproductorservice?Whomakesthedecisiontobuytheproduct?Whoinfluencesthedecisiontobuytheproduct?Howisthepurchasedecisionmade?Whoassumeswhatrole?Whatdoesthecustomerbuy?Whatneedsmustbesatisfied?Whydocustomersbuyaparticularbrand?Wheredotheygoorlooktobuytheproductorservice?Whendotheybuy?Anyseasonalityfactors?Whatarecustomers'attitudestowardourproduct?Whatsocialfactorsmightinfluencethepurchasedecision?Doesthecustomers'lifestyleinfluencetheirdecisions?Howisourproductperceivedbycustomers?Howdodemographicfactorsinfluencethepurchasedecision? HOWTOBEANENTHOGRAPHYER FiveWaysofBeing:aguidetoanethnographicmindsetBeThere.Ethnographyisaboutdislocation,movement,theplace;youneedtofeelabitshakenordislocated.YouneedtoBEthere.Beingtheregetsyou:Symbols&iconographyIntangiblesensoryinput:Color,sound,smellBePresent.Catchdetailsofthemoment,focusonnuance.Dontjustwatch,do.EngagewithpeopleTurnoffyourphone,logout,changegearsReadpapers,eatlocalfood,keeplocalhoursTalktopeopleMakesureyourecorditallinsomewaythatworksforyou:Notebook,camera,etc.Bevulnerable.Leaveyourcomfortandnotionsbehind.Youarenottheexperthere.Letyourselfbeopen,overwhelmed.Youarenttheexperthere.Youshouldfeeluncomfortableoratleastoffbalance.Beopentootherpeople.Ifyouaskquestions,theymighttooBetruthfulanddisclosiveasappropriate(butthisisntaboutyou)BequietandstillBeoverwhelmedAppendix 32 Besurprised.Ifyouknowwhatsgoingon,itstimetogohome.ChallengeyourownassumptionsSuspendyourneedtomakesenseofitallWhatsticksout?Whatdoesnt?BewillingtoaskstupidquestionsandgetitwrongKeeptrackofwhatissurprisingyou:Usephotos,maps,narrativeBehonestandbebrave.Tellthestoriesyouhear.Becreativeaboutpresentingmaterial.Betruetowhatyousawandweretold:Whatwouldthepeopleyouworkedwiththink/feeliftheyheardyoutalk?TipsandTricksQuestions.Whatquestionyouaskdeterminestheanswer(andthepoweroftheopenendedquestion)Bodylanguage.Whenyoudoadeepdive,sitequalifnotlowerthantheinterviewee.Repeatthephrasetellmemore.Behavioralandlinguisticpatternsfosterfeelingsofbeinganexpert.Culturalidealsandculturalpractices.Itisimportanttodistinguishingbetweenculturalidealsandculturalpractices,andstressedtheimportanceofbrandingtotheidealbutdesigningtothepractice.Knowaperson.Dontknowaperson.Findthewhatthroughobservation,thensitdownandaskwhy.Dontaskwhattheydo,trytoobserveitasmuchaspossible,andcometomoremeaningfulinsightsbyaskingwhytheydowhatyousaw,asopposedtoaskingwhattheywant.Litmustest:Canyouguesswhattheyateforbreakfast.Howtodecodewhatpeoplesay(findinsights).Youwanttofindthebroadestbrushstrokestomakesurethatbythetimeyounarrowthefocustoyourtheme,andaparticularoneatthat,thatyouknowenoughaboutwhothispersonisandwhattheyvaluethatyoucanunraveltheiranswer.Humanbeingsareutterlydelightfullydeliriouslyirrational,pronetocontradiction,selfdeceitandinternalinconsistenciesthetrickistoworkoutwhichbitsmatter.MCDONALDSBRANDTRACKINGSURVEYAssumethatMcDonaldswasinterestedindesigningashorttrackingsurveytobeconductedoverthephone.Howmightyousetitup?Althoughthereareanumberofdifferenttypesofquestions,itmighttakethefollowingform:Weareconductingashortphoneinterviewconcerningconsumeropinionsaboutquickserviceorfastfoodrestaurantchains.Appendix 33 BRANDAWARENESSRecall(unaided)Whatbrandsofquickservicerestaurantchainsareyouawareof?Atwhichbrandsofquickservicerestaurantchainswouldyouconsiderusing?Haveyoueateninaquickservicerestaurantchaininthelastweek?Whichones?Ifyouweretoeatinaquickservicerestauranttomorrowforlunch,whichonewouldyougoto?Whatifinsteaditwerefordinner?Wherewouldyougo?Whatifinsteaditwereforbreakfast?Wherewouldyougo?Whichareyourfavoritequickserverestaurantchains?RecognitionNow,wewanttoaskyousomequestionsaboutaparticularquickservicerestaurantchain,McDonalds.Haveyouheardofthisrestaurant?[Establishfamiliarity]Haveyoueatenatthisrestaurant?[Establishtrial]BRANDIMAGEWhatarethetopfivewordsthatcometomindwhenyouthinkof"McDonalds"(Thisshouldtakelessthan30seconds)BrandAttributesHowwelldothefollowingwordsdescribeMcDonalds?(1=notatall,5=verymuch)?McDonalds...IsconvenienttoeatatProvidesquick,efficientserviceHascleanfacilitiesIsforthewholefamilyHasdeliciousfoodHasavariedmenuHasfriendly,courteousstaffOffersfunpromotionsHasastylishandattractivelookHasgoodpricesBrandPersonality(notethismightalsoincludeuserimagery,usageimageryasbreakoutquestions)HowwelldothefollowingtraitsdescribeMcDonalds(1=notatall,5=verymuch)?SincereAppendix 34 ExcitingCompetentSophisticatedRuggedPeacefulPassionateJudgmentsofQualityWhatisyouroverallopinionofMcDonalds?WhatisyourassessmentoftheproductqualityofMcDonalds?HowgoodavalueisthisMcDonalds?IsMcDonaldsworthapremiumprice?WhatdoyoulikebestaboutMcDonalds? JudgmentsofCredibilityHowinnovativeisMcDonalds?HowmuchdoyouadmireMcDonalds?HowmuchdoyourespectMcDonalds?JudgmentsofConsiderationHowlikelywouldyoubetorecommendMcDonaldstoothers?TowhatextentdoesMcDonaldsofferadvantagesthatotherbrandscannot?HowpersonallyrelevantisMcDonaldstoyou?JudgmentsofSuperiorityHowuniqueisMcDonalds?TowhatdoesMcDonaldsofferadvantagesthatotherbrandscannot?TowhatextentisMcDonaldssuperiortootherbrandsinthequickservicerestaurantcategory?FeelingsDoesMcDonaldsgiveyouafeelingof(1=notatall,5=verymuch)WarmthExcitementTrustAweFearCalmIntensityAppendix 35 RELATIONSHIPIfMcDonaldscametolifeasaperson,whattypeofpersonwoulds/hebe?Thisshouldtakelessthan30seconds.IfMcDonaldscametolifeasapersonandwasatapartywithyou,whatwoulds/hesaytoyou?Thisshouldtakelessthan30seconds.LoyaltyIconsidermyselfloyaltoMcDonalds.IeatatMcDonaldswheneverIcan.ThisistheonebrandoffastfoodrestaurantIwouldmostprefertovisit.IfMcDonaldswerenotanoption,itwouldmakelittledifferencetomeifIhadtoeatelsewhere.IwouldgooutofmywaytogotoMcDonaldsAttachmentIreallyloveMcDonalds.Iwouldreallymissthisbrandifitwentaway.McDonaldsisspecialtome.EngagementIreallyliketotalkaboutMcDonaldstoothers.IamalwaysinterestedinlearningmoreaboutMcDonalds.Iwouldbeinterestedinmerchandisewiththisbrandsnameonit.IliketovisitthewebsiteforMcDonalds.Comparedtootherpeople,IfollownewsaboutMcDonaldsclosely.CommunityIreallyidentifywithpeoplewhousethisbrand.McDonaldsisoftenfrequentedbypeoplelikeme.Ifeeladeepconnectionwithotherswhousethisbrand.Appendix 36 BRANDAUDITSAbrandauditprovidesasystematicwaytoinventorycurrentbrandassetsandstrategy.Theauditwillallowproblemstobeidentifiedandprioritiestobesetwithrespecttobrandstrategydevelopmentandimplementation.Therearethreemainstagestoabrandaudit:inventory,exploratoryandrecommendations.Thegoalofthebrandauditistoidentifypotentialpitfallsoropportunitiesfordevelopmentofthebrandandtomakeactionablerecommendationsonhowmanagementcouldimprove.Bytheendoftheinventorystage,yourgroupshouldhaveanunderstandingof13potentialproblemoropportunityforimprovement.STAGEONE:INVENTORYThefirststage,inventory,iscomprehensivesummaryofthefirmsmarketingandbrandingprograms.Thisincludesthefirmspositionrelativetocompetitors(pointsofparity,pointsofdifference),understandingthebasesofbrandequity,andthebenefitsassociatedwiththebrand.Noanalysisneedstobedoneinthissectionasitisabasicoverviewofwhatcurrentlyis.Thetypesofquestionstobeansweredinclude:Whatisthebrand?Andwhatisitspromise?Whatarethebrandedfeatures,servicesorcomponentsofthebrand?Whereinthelifecycleisthebrand(s)?Whatisthebrandheritage/historyandwhereisitnow?Howconsistenthasthebrandbeenovertimeandacrossbrandprograms?Whatisthebrandportfolio?Aretheresubbrands?Whoarethemajorcompetitorsandwhatarethefeatures,servicesorcomponentsoftheirbrands?Whoarethebrandscustomersandhowaretheysegmented?The goal at this stage is to identify 1-3 of the biggest branding issues/problems facing the company.Make these concrete, so tackling them (i.e., providing recommendations) is focused and doable. STAGE TWO: EXPLORATORY Thesecondstageofthebrandauditisthemostindepthandinvolvesstrategicanalysisbasedontheprincipleswehavefocusedonthroughoutthequarter.Attheheartoftheexploratoryisempiricalresearch.Yourgroupwillconductqualitativeand/orquantitativeresearch,includingconductingatleasttwo11interviewsoraminimumofonefocusgrouporasurvey.Idealauditsprovidebothqualitativeandquantitativeinsight,butthatisoptional.Importantly,justifythemethod,explainthemethodandmakesuretheinsightsfromtheresearchareinsightful(i.e.,theyshedlightonthecriticalissuesfacedbythebrande.g.,pointsofparityvs.difference,truedifferentiationanditssustainabilityinthelongrun,issuesofrelevanceand/orconsistency).Appendix 37 Asageneralguideline,youmightconsiderincludingquestionssuchas:Whatisitsvalueproposition(isitclear,multifaceted)?Whatisthebrandspointofparityanddifferentiation(fromaconsumerspointofview)?Whatisawarenesslevels(eitheramongcoretarget,ornontargetmarket,dependingonwhichisofgreaterinteresttoyou)Whatarethebrandattributesandpersonality?Whatareconsumerjudgmentsandfeelingsaboutthebrand?Whattypesofrelationshipsdocustomershavewiththebrand?Howdifferentiated,relevant,esteemedandintimateisthebrand(withitsconsumers)?Whathavebeenthebrandsbrandbuildingactivities?Whatadvertisingthemeshavebeenplacedbehindthebrand?Ifyourbrandhasmultiplesubbrandsorthebrandisusedacrosscategories,doesitworkineachcontext?Aretheretoomanybrands,isittoostretched?Aresomenotbeingleveragedenough?Arethebrandextensionsrelevantandmeaningful?Dotheysupport/reinforce/buildtheparentbrandequityandconsiderimplicationsforfuturegrowth?The choice of questions you focus on and the choice of method you use, and the tools you use to explain the brands current situation or how it should tackle. STAGE THREE: RECOMMENDATIONS Inthisphase,yourteamshouldmakeactionablerecommendationstothebrandorseniormanagerofthebrandyouarestudying.Basedonyourfindingsfromtheinventoryandexploratorystages,developrecommendationsonhowthebrandcouldbebettermanaged.Thismayinvolverecommendationsthatfallineachofthesectionsofourframeworksuchas(examplesonly):Understandingsuggestionsbasedonundertakingthroughinvestigationofhowthebrandisactuallyperceivedinthemarketplace(maybearesultofyoufindingdiscrepancybetweenwhattheycurrentlybelieveandwhatyoufoundinyourownanalysis.)Craftingrecommendationsonname,image,symbols,creativeormarketingprogramswhichwouldenhancethebrandsleverageorbetterspeaktothetargetcustomer.Measuringsuggestmanagementundertakemeasuringbrandequityeitherqualitativelyorquantitativelytogainimportantinsightintofutureactions.(Includeahypothesisofwhatthegroupbelievesthebrandmanagermightfindandwhythisisimportant.)ManagingBasedonunderstanding,craftingandmeasuring,aswellaswhereinthelifecyclethebrandis,shouldthebrandconsider(someexamples):MovingupordownmarketRevitalizationofthebrandChangingexistingbrandarchitectureExploreopportunitiesforcobrandingAppendix 38 Exploreopportunitiesinsubbrandsorextension