The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
Brand personality refers to the human characteristics associated with a brand that distinguish it from other brands. It is how a brand behaves and includes traits like age, gender, socioeconomic class, and emotional attributes. A brand's personality is built over time based on consumers' experiences and is meant to create an emotional connection between the brand and consumers. It allows brands to have a sense of identity beyond just product attributes. The document provides several examples of brands and the personalities they convey like Bisleri conveying safety and Marlboro conveying ruggedness. It also discusses Aaker's model of five core brand personality dimensions of sincerity, excitement, competence, sophistication, and ruggedness.
Brand Architecture Toolkit: Optimizing the Portfolio for Growth 4.29.19Carol Phillips
Completely UPDATED version of our earlier Toolkit. Is your brand portfolio easy for customers to navigate? Helping you prioritize your investments? Learn how to organize brand assets to help your business grow.
This document outlines a methodology for developing a brand architecture for a company. It discusses assessing the current brand portfolio, developing hypotheses for the future architecture, validating the hypotheses through research, and creating a strategy and migration plan. Key deliverables include brand assessments, alternative architecture frameworks, research findings, the final architecture, and a plan to transition the portfolio to the new architecture. The goal is to strategically organize the company's brands to increase clarity, realize synergies, and strengthen brand equities.
The document discusses different types of brand architecture structures including branded house, endorsed brands, and house of brands. It provides examples of each type such as FedEx using a masterbrand structure under the branded house model. Marriott International is an example of an endorsed brand where the company name endorses individual product brands. Procter & Gamble is an example of a house of brands structure where each product line has its own unique branding. The document also outlines key steps to defining the right brand strategy such as clarifying the value proposition, segmentation, brand pillars, benefits, and compelling reasons to believe. It provides questions to consider when evaluating an expansion or addition of a new brand to a portfolio.
The document discusses brand portfolio and architecture. It defines brand portfolio as including all brands and sub-brands attached to product-market offerings. Brand architecture refers to how brands within a company's portfolio are related and differentiated. There are three main types of relationships between a master brand and sub-brands: single brand across the organization, endorsed brands, and house of brands. An ideal brand portfolio prioritizes key market segments, efficiently covers those segments, and ruthlessly prunes brands that do not fit. Major mistakes include allowing brands to be managed in isolation and having too many brands that duplicate or have gaps.
Nivea was established in 1882 by Paul C. Biersdorf as a medical plaster brand, and was named "Nivea" in 1911 to mean snow in Latin. It has since grown into a global skin care brand owned by Beiersdorf, present in over 150 countries with 15% of the global skin care market in 1990. Nivea adopted an umbrella branding strategy, extending its product categories and brand globally to increase brand equity and tap new consumers, though this posed risks of brand dilution if not managed well. The brand's marketing emphasizes mass advertising and appeals to the upper strata through a personality of trust and love while always keeping the brand young and linked to its consumer base.
A brand strategy is a plan for brand management that answers the big questions: who, where, why, what and when?
Building a strong brand requires a continuous commitment to excellence and an understanding of the qualities that define
the brand.
Here a practical guide to help you outline a successful Brand strategy.
This is the second session (Sep 8) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
The document provides an overview of developing an institutional brand strategy. It defines what a brand is and is not, explaining that a brand represents all associations and experiences rather than just logos or advertising. It outlines key aspects of developing a brand strategy including defining the brand, positioning it competitively, developing brand claims, and creating a brand platform. The document uses the example of Fielding Graduate University to illustrate how it analyzed its competitive landscape and priorities to develop a distinctive brand claim and positioning strategy.
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Branding is the process of giving products and services the power of a brand through creating a mental brand structure. There are different branding strategies like brand extension to introduce new products using an established brand name. The objectives of branding include differentiating products, assisting in promotion, increasing prestige and status, maintaining quality, and legally protecting the firm. Brand equity is the added value provided to products and services and is reflected in how consumers think of, feel about, and act towards a brand in terms of prices, market share and profits. Models like the Brand Asset Valuator and Brand Resonance Model measure brand equity through factors like brand differentiation, relevance, esteem, and brand awareness.
Assessing Your Brand Architecture August 2015Carol Phillips
THIS PRESENTATION IS OLD. SEE UPDATED VERSION 2019.
Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
The Essentials of Brand Strategy - General Assembly ClassChristian Vatter
1. Creating a consistent brand experience across all touchpoints is essential for building a strong brand. A clear brand idea derived from research should guide all aspects of the business and customer interactions.
2. Implementing a brand starts with identifying the most important customer encounters and optimizing the user experience to match the brand identity.
3. Branding is not just marketing but creating the best possible experiences through products, services, and interactions that bring the brand idea to life. Consistently implementing the brand identity over time is key to success.
This document provides a template for developing a brand strategy with sections on understanding the target customer, competitors, developing a unique brand position and promise, and creating an execution strategy to achieve objectives. The template covers topics such as the target market, a SWOT analysis, key competitors, customer traits, what makes the brand different, defining the brand personality and values, developing a positioning statement, unique brand promise, objectives, metrics to measure success, and a branding rollout plan.
Brand management involves developing a brand vision, establishing a brand position, fulfilling brand promises, and communicating the brand position. It is important to measure return on brand investment. A brand vision articulates strategic, financial and brand goals for the next five years. Brand positioning involves defining the target market and point of difference. A brand contract lists all promises a brand makes to customers. Return on brand investment can be measured through metrics like brand awareness, customer loyalty, and financial value.
This document discusses different brand architecture strategies that industrial manufacturing companies can employ, including branded house, house of brands, and hybrid approaches. It provides examples of how large companies like GE, Emerson, UTC, Altra, and Textron structure their brands at the corporate, business, and product levels. It also outlines three levels of operational depth that organizations can align to - marketing categories, sales/solution categories, and operational categories. The document is intended to help companies consider alternatives and go-to-market implications for structuring their brand portfolio.
Brand strategy- Customer experience re-design for a financial services firmLeapFrogStrategy
We first developed an inspiring and differentiated (v/s competition) experience vision. Its definitions across the different service dimensions reflected the elements that would be central to on ground delivery and the key aspects that would guide customer interaction.
Kellogs:Positioning is around healthy & wholesome eating for breaksfast.The challenge being- cereals are a category not everyone has on a daily basis .A marketing strategy driven by digital which helps consumers understand the advantages & convinces them to start eating Kellogs regularly.
We’ve always been an organization with strong values, but scaling our Employer Brand with such rapid growth takes more than a compelling Employer Value Proposition (EVP). We needed to find a way to iterate on our current frameworks. To articulate and capture what makes Hootsuite special, and make it easy for current and future employees to sing from the same sheet of music.
Our answer was to develop an Employer Brand playbook, “A Guide to #HootsuiteLife.” The playbook was developed to share the why, what, and how we approach Employer Brand; including examples of Employer Brand campaigns and how our peeps can bring them to life. Focused primarily on equipping our talent department, we also wanted to build something that our employees felt equally empowered by.
Use this playbook to inspire your own employer brand.
Chango Design is a brand design firm that specializes in creating profitable brand strategies through smart identity design, marketing collateral, and packaging design. They aim to help clients differentiate themselves and deliver exceptional customer experiences at every touchpoint. Chango has 18 years of experience developing identities for both global and startup brands. Their services include brand development, identity and style guidelines, logos, sales and marketing materials, packaging, and more. Their goal is to identify the key drivers of a brand and develop visual and verbal elements that will create the right perception and position clients for profitability.
Brand Strategy Document - Eternal UprisingSean Taylor
Eternal is a premium lifestyle streetwear brand inspired by the modern warrior. Its mission is to inspire passion and its vision is to support a movement of people who live life to the fullest by following their dreams. The brand aims to inspire others through its products and community. It represents a state of mind to go for your dreams without hesitation. Eternal differentiates itself through thoughtful design, an empowering ethos, reasonable prices, and inclusiveness across interests. It seeks to engage its community in a movement promoting spiritual and physical empowerment.
A startup’s guide to brand strategy: 4 steps to bootstrap human-centered desi...Startupbootcamp
This workshop walks through 4 step by step methodologies based on design thinking principles for how to bootstrap customer insights and begin a brand strategy. Each step is illustrated by a concrete example of a brand and UX refresh conducted at Startupbootcamp Istanbul for Benimcep, a secure online-marketplace for people to buy and sell smartphones at a discount and under warranty. Presented in the final month of the accelerator, it serves as a gut-check for entrepreneurs to see how well they understand their target customers and if they built a brand experience based on that understanding.
Presented by: Megan Colgan is co-founder of The GO Project and a mentor and entrepreneur in residence at Startupbootcamp Istanbul 2014 helping with brand development, customer experience design and marketing strategy. (Find her @MegColgan)
Workshop Philosophy:
Empathy is the impetus of great design. Customer empathy—a fundamental understanding of a customer’s values, needs, perceptions and emotions—is at the core of designing a successful product, a successful user experience and it is at the core of designing a successful brand.
Studies like the Stengel 50 and an analysis by co:collective on Storydoing, prove that brands that connect to and deliver human value are more successful in acquiring customers, creating advocates, earning customer loyalty, and performing financially. Such success is rooted in authentic customer connection which requires digging much deeper than aesthetics and tactics. It requires talking to and understanding customers through constant feedback and iterative testing.
The Brand Strategy Canvas: a One-Page Strategy for Startupspatrickjwoods
(First, grab a copy of the Brand Strategy Canvas at brandstrategycanvas.com)
Branding is hard for startups. News flash: It’s hard for everyone. So we built a tool to make it easier.
A clear-cut path for startups toward a rock-solid foundation for their brand. It’s the Brand Strategy Canvas—a single-page, step-by-step formula that serves as a starting point for a stronger brand.
Who are we? Advertising-slash-startup vets at one of the largest independent agencies around. We’ve spun years of experience into the Canvas, turning brand strategy into a process, not a philosophy.
This document discusses developing a brand strategy and summarizes key points in brand positioning, identity, and image. It explains that brand identity is how a brand strategist wants a brand to be perceived, while brand image is how a brand is currently perceived by customers. Brand positioning communicates part of the brand identity to target segments. The document emphasizes translating a brand promise into a customer experience strategy and vision so employees can deliver the brand as intended. It questions how to map customer engagement opportunities to the brand vision and measure progress through key metrics.
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
The document provides brand guidelines for a brand focused on helping professional women release their inner brilliance through coaching. It explores the brand's message, visuals, and expression. The brand foundation section outlines the brand's core idea of helping women build powerful personal brands, who the brand serves (professional women ready to transition to entrepreneurship), and the end result (clients show up more powerfully and confidently). It also discusses the brand's personality archetypes of magician and explorer, point of view, and unfair advantages around being a great teacher and the brand's personality and timing.
The document outlines an agenda for a brand communication workshop. The workshop aims to define a brand's core values, strengths, and identity. It includes 6 exercises to analyze the target audience, explore brand associations, visualize the brand identity, assess features and benefits, develop a brand proposition, and determine brand values. The workshop follows a structured timing plan and aims to provide a final brand map, mood boards, insights, and recommendations to help guide the brand's future marketing strategy.
This chapter discusses brand equity and how to build and maintain strong brands. It covers key concepts like brand, brand promise, brand equity, brand reinforcement, and developing a brand strategy. The goal is to create brand loyalty and maximize customer lifetime value by consistently meeting customer needs through the brand experience. Models and frameworks are presented for measuring brand equity, mapping brand strength, and conducting brand audits to improve marketing strategies.
Brand architecture is the structure of brands within a company and how they relate to each other. It defines hierarchies and how sub-brands support or detract from corporate brands. Brand architecture should be fluid to leverage maximum value as markets change rapidly. There are different types of architectures including monolithic, endorsed, and branded. Developing an effective brand architecture is a process that involves auditing brands, defining brand essences, considering strategic fit, and engaging designers to create visual expressions. An important role is the brand architect, who bridges strategy and expression by providing innovative brand solutions.
1) Cement companies are increasingly adopting branding and celebrity endorsements as part of their marketing strategies to differentiate their products and build brand loyalty.
2) Effective branding helps cement companies position their products, increase sales and market share by creating brand recognition and trust with consumers.
3) Innovative branding approaches used by cement companies include direct consumer engagement, film sponsorships, and celebrity endorsements to promote their brands. However, the impact of celebrity endorsements depends on ensuring a strong brand-celebrity fit.
4) As the cement market becomes more competitive, branding is expected to grow in importance to help cement companies compete through product differentiation and brand promotion. However, mergers and acquisitions could disrupt company
Partner Plus Brand Basics Session 1 WorkbookCisco Partners
The document discusses building a strong brand for a business. It defines what a brand is, noting that a brand goes beyond just a logo or name and instead represents the total experience and impressions associated with a company. It outlines the key components of a brand, including touchpoints where the brand interacts with people. It also discusses why companies undertake brand-building initiatives and the benefits of having a strong brand, such as serving as an organizing principle for the company and improving customer relevance and differentiation.
Brand Architecture & Brand Extension Stratagies Venkat. P
Brand architecture defines the structure of brands within a company's portfolio. There are several types of architectures, including house of brands, branded house, product brand, source brand, line brand, and portfolio brand. Successful brand extensions and rebranding/rejuvenation require understanding factors like perceived risk, product similarity, and parent brand reputation. Companies may rebrand proactively to plan for growth or reactively due to issues like mergers, legal problems, or controversy.
This document provides an overview of brand architecture and different models for structuring brands. It discusses the benefits and considerations of a masterbrand architecture, where there is one single parent brand for all products and services, versus a sub-brand architecture, where there is an overarching parent brand along with unique trademarked sub-brands. The document aims to make brand architecture easier to understand and notes that real-world brand architecture can become complex, recommending consulting an expert for brand architecture projects.
Beyond brand as a buzzword, what's branding all about?Designit
While it’s a term that many of us use every day, do you really know what branding is all about? Designit has put together a useful guide on the ins- and outs of branding. Aimed at those with a beginners level of knowledge or simply for anyone looking for a tune-up, this guide will give you a simple overview of the key components involved in working with brand strategy.
The document discusses branding strategies for mergers and acquisitions. It notes that less than half of mergers in the 1980s and 1990s created shareholder value, and nearly 80% of mergers do not earn back their costs. Successful mergers require integrating visions and values between companies through clear communication. The branding of the merger is critical to reassure employees and customers during a time of uncertainty. The document provides eight principles for branding a merger, including leveraging the corporate brand, exploiting initial interest through announcements, and communicating the business logic of the deal to stakeholders.
This document discusses branding strategies and brand architecture. It defines different types of brands like corporate brands, family brands, and individual brands. It also defines brand modifiers. The document discusses different brand architecture structures like monolithic, endorsed, and independent brands. It provides examples of each structure and discusses their advantages and disadvantages. The key points are that brand architecture should reflect business strategy, be simple, flexible, consistent with brand values, and designed for customer needs.
Brand architecture is the organizational structure of a company’s range of brands, sub-brands and services.
Effective brand architecture consists of an integrated system of names, symbols, colours and visuals that directly affect the consumer's thought process.
Brand architecture helps define both the breadth and depth of the brand. In addition to providing clarity regarding your brand and its offerings, it also influences customer behaviour by catalysing the transfer of brand equity between your brands and sub-brands. If a customer has a positive relationship with your master brand, they are more likely to try one of your sub-brands.
This document discusses brand equity and the development of tools to measure brand value. It introduces a project by BBDO Group Germany to create a modular model to quantify brand value. The model aims to illustrate the complex dimensions that determine a brand's worth, and identify leverage points to increase a brand portfolio's value. The first volume provides an overview of existing brand valuation models and initial integrated tools to advance the development of a comprehensive brand equity valuation system. The goal is a scientifically sound approach to measure brand value and guide strategic decisions.
The document discusses brand portfolios and brand hierarchies. It explains that brand portfolios incorporate different brand roles like strategic brands, linchpin brands, and cash cow brands. Brand hierarchies graphically portray a firm's branding strategy and show the relationships between corporate/umbrella brands, family brands, individual product brands, brand modifiers, and product descriptions. Effective brand hierarchies can build brands at different levels by exploiting commonalities, reducing differences between identities, and responding to changes. Product-dominant strategies focus more on individual product brands while corporate-dominant strategies leverage the corporate brand across all products.
The document outlines a proposed framework for developing and managing a brand architecture for Company X. It discusses developing a portfolio strategy, positioning brands, and defining the relationships between a master brand and other product or service brands. It proposes assessing the current state, developing hypotheses for a new architecture, selecting an optimal architecture strategy, and creating tools to manage migration to the new architecture. The goal is to evolve Company X's brand management as it moves into higher-value solutions.
This presentation follows the one on brand differentiation and deals with the subject of brand integration between product and corporate brands, between several corporate brands within a conglomerate, and with newly acquired brands.
It attempts to explain the need for brand integration and ways in which it can be achieved. You will find links to the relevant pages on my blog site, where I have written more in detail on the brands concerned.
This document proposes a branding strategy for Information Clearinghouse Inc. and its subsidiaries. It discusses four branding concepts: corporate branding, master branding, product branding, and reflective branding. Design concepts and logos are presented for each approach. The document also covers branding elements, taglines, branding processes, and alternative logo designs for review. The goal is to establish a cohesive visual identity and branding strategy to build equity across all divisions.
The document discusses brand strategy and implementation. It covers topics such as defining the customer as the king and queen, maintaining an election day mindset all year long to engage customers, and using the "royal formula" of alignment, attachment, authenticity, and advocacy to create a champion brand. It also addresses developing a brand architecture and taking a holistic approach to executing the brand strategy internally and externally.
Brand White Paper: The Case For ConsolidationBrian Creath
As many business-to-business marketing organizations seek a stronger focus on solution selling (the ability to have single points of customer contact who can provide solutions from every product and service an organization houses), corporate brand-driven architectures become even more attractive. Our white paper explains why.
This document discusses strategies for building and strengthening brand equity. It advises learning from successful brands that have built trust with customers through consistent delivery on their brand promises. Strong brands align their culture, products, customer interactions and communications to differentiate themselves and create emotional bonds with customers. The document recommends conducting annual brand audits and research to monitor the brand's perception and ensure brand-related activities are creating value and profits. It also provides tips for small organizations to focus on value and use limited resources efficiently to implement a branding strategy.
This document discusses branding and brand valuation. It defines what brands are, their importance for differentiation and customer loyalty. Strong brands have high brand equity and positive brand image. The document also discusses types of brands like manufacturers' brands and private labels. It notes Coca-Cola as the most valuable brand according to Interbrand's valuation methodology, which discounts projected brand earnings based on risk factors to determine net present brand value.
This presentation provides an introduction to brand valuation and, among other things, discusses some of the more prominent methodologies and why they produce such different results. The presentation looks at the importance of brand valuation but also highlights the criticism of the current methodologies. I am retiring this presentation from my lecture series and in future will integrate brand valuation into a broader presentation on brand measurement.
The document discusses design thinking and its application in business. It explains that design thinking is an iterative process that uses techniques like empathy, prototyping and experimentation to solve problems in new ways. It allows companies to harness collective imagination and customer insights. The document also outlines how design thinking can be applied in different business functions like marketing, product development and strategy to drive innovation.
Idris Mootee, CEO of Idea Couture Inc., gave a lecture at the Ivey School of Business on global strategy and innovation. He discussed how the world is becoming increasingly hyper-connected and how industries are converging. He argued that companies must think globally to find growth opportunities, noting that emerging markets like China and India present enormous potential customers and talent. However, companies must understand local needs and adapt locally to succeed globally. Mootee suggested companies pursue a balanced approach of global integration and local responsiveness in their strategies.
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
This document outlines 10 lessons of innovation based on experience in the field. The lessons are: 1) Innovation involves selling ideas as well as inventing them. 2) Brainstorming needs structure and rules. 3) Creativity is not the same as innovation, which builds on creative ideas. 4) There is no single clear or simple path to innovation. 5) Innovation occurs at the intersection of unrelated ideas. 6) Innovation requires respectful but intense debate of ideas. 7) Innovation benefits from critical evaluation of flaws and failures. 8) Innovation has its own visual and verbal methods of communicating ideas. 9) Prototyping and failing early are important to innovation. 10) Intrinsic motivation, not money, drives radical
The document is a 15-minute crash course on innovation by Idris Mootee, CEO of Idea Couture Inc. It discusses how thinking is limited by theories, biases, and bounded awareness. It provides tips on avoiding hindsight bias and being foresight-deficient. Key quotes emphasize breaking patterns to see things differently, doing new things rather than just dreaming them up, failing innovatively, and solving impossible problems with one idea. The document encourages exploring the intersection of ideas and putting big ideas into action.
The document lists 10 habits of companies that lag in innovation: 1) being afraid of risks and failure, 2) lacking diversity in processes, 3) overreliance on mature products with a weak innovation pipeline, 4) continuing practices that brought past success, 5) having an inward focus, 6) trying to develop all ideas in-house, 7) applying six-sigma principles to everything, 8) thinking focus groups equal customer centricity, 9) thinking design is about aesthetics, and 10) believing innovation does not require resource commitment.
Innovation and Design Thinking - Idris MooteeIdris Mootee
The document outlines 10 design thinking principles for business and strategy innovation presented by Idris Mootee, CEO of Idea Couture Inc. The principles are: using creativity to organize problems; bringing customer empathy; using conceptual drawings to discover relationships; breaking challenges into manageable chunks; focusing the organization with a common mission; creating tangible prototypes; using storytelling to articulate customer scenarios; immersing cross-functional teams in challenges; uncovering unmet customer needs through research; and using design as a language to describe new concepts.
CEO Innovation Playbook Public Short Version Part TwoIdris Mootee
This document discusses barriers to innovation and strategies for overcoming them. It summarizes that as companies grow larger, they become more specialized and complex machines that are difficult to change. An innovative idea may require destroying the existing wiring of the business. The document also discusses three myths about innovation: that it is mostly accidental, can be achieved through strategic planning, and is about being first to market. It argues that recognizing valuable accidents and being correctly positioned are more important. The document provides an overview of different types of innovation including business models, experiences, services, processes, products, and technology. It concludes with a discussion of intellectual property management for innovation.
CEO Innovation Playbook Public Short - Idris Mootee Part OneIdris Mootee
This document is part 1 of 2 of "The CEO's Innovation Playbook" by Idris Mootee. It introduces the concept of design thinking as a new management practice that fuels innovation. It argues that many businesses are missing opportunities by over-managing and under-innovating. The document provides tips for spotting market vulnerabilities and shifts to stay ahead of competition through innovation.
1. The document discusses managing global brands and the challenges of achieving local relevance while maintaining a consistent global brand. Some key challenges discussed include balancing global consistency with cultural adaptation, determining which elements of the brand can be adapted locally versus remaining consistent globally, and determining which brands are best suited to be global mega-brands versus local brands.
2. Transitioning local brands to global brands is also discussed, outlining strategic options like fading a local name into a global name over time or making an instant switch. Drivers of a company's international product line are also mentioned.
3. Achieving cultural relevance while maintaining authenticity to the core brand is highlighted as important. Examples are given of ensuring translations and adaptations are
This document discusses the concepts of Web 2.0 and Media 2.0. Web 2.0 refers to emerging cultural practices on the internet where users are increasingly helping to generate content, rather than just consuming it. Media 2.0 is driven by convergence of different media enabled by new technologies, which is lowering barriers for anyone to participate in cultural production and sharing their creations globally through platforms like blogs and podcasts. This democratization of media production is shifting power away from traditional large media companies towards grassroots, citizen-led movements online.
The document discusses the rise of mobile social networks. It predicts that consumer demand for social media and user-generated content on mobile devices will increase sharply over the next year. Mobile social networks are also expected to become a $13.1 billion industry by 2011. Additionally, location-based social services using GPS on mobile phones are forecast to grow from 0.5 million users currently to over 20 million users by 2011. The document examines the nature and value of social networks and how they are evolving to become dynamic and context-dependent as more aspects of people's social lives move onto mobile devices.
Eight Deadly Sins Of Web 2.0 Start-Ups - Idris MooteeIdris Mootee
The document outlines nine deadly sins that can doom startups. These sins include lack of founder happiness, inauthentic ideas not based on personal experience, inability to focus on a core idea or product, being technology-driven rather than user-focused, excessive spending before profitability, desiring too much ownership and power over others, arrogance, surrounding oneself with boring people, and failing to acknowledge one's own limitations. The author urges founders to avoid these pitfalls in order to have a successful startup venture.
Web 2.0 Start-Up Field Guide - Idris MooteeIdris Mootee
The document provides advice for web 2.0 entrepreneurs on starting a business. It discusses the key components needed for a business, including money, commitment, and knowledge. It outlines common mistakes like not having enough capital or believing a feature is a business. The document also discusses strategies for finding investors, including understanding the investment climate and continuum from angels to venture capitalists. It provides tips on developing the business model and positioning the company for future investment.
The document discusses customer experience design. It defines customer experience as the interactions a customer has with a company over time, including marketing, sales, delivery of service, and post-sales support. It argues that companies should shift from being product-driven to being customer experience-driven by focusing on interactions, relationships, and value for the customer throughout their journey. The crossover of business, design, and technology can create new strategic advantages for companies by improving the customer experience.
The document outlines an open source advanced branding strategy masterclass hosted by Idris Mootee on his website www.mootee.typepad.com starting in the third week of August 2007. It discusses concepts like the expanded brand experience in a digital context, the importance of customer experience, engagement, advocacy and equity, and how brands can leverage social networks and new digital channels like mobile and video. Participants can register on the website and be part of shaping future industry thinking around branding.
Open Source Advanced Brand Strategy MasterClassIdris Mootee
This document announces an open source advanced branding strategy masterclass hosted on a blog starting in August 2007 with no tuition fees, classes, textbooks, or travel required. All lectures will be delivered via the host's blog, Wikipedia, Facebook, del.icio.us, YouTube, and Google Docs in a Web 2.0 style of open source learning, with the goal of democratizing professional knowledge and making the best thinking available to more people for their jobs. The first class will begin the third week of August 2007 and more information will be available at the listed website.
The document discusses the emerging role of information architects (IAs) in online social networks and communities. As social networks grow into active, collaborative communities on a large scale, a new system of influence will emerge with unknown qualities and powers. This self-organizing system will be disruptive in nature. IAs' role is shifting from organizing and presenting information to facilitating interactions and social connections between users. The new focus is on designing for participation and co-creation across connected devices and networks.
The document discusses strategies for discovering opportunities for innovation. It outlines several myths about innovation, including that innovations are accidents, market research is effective for validation, and radical innovations can be achieved through strategic planning. It also discusses where to look for big ideas, such as customer unmet needs, discontinuities, market shifts, and disruptive innovations. Specific strategies are provided, such as looking beyond incumbent companies, exploring under the radar options, and using prototyping as a problem-solving tool.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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1. OPEN SOURCE
Session Four :
Understanding Brand Architecture
Idris Mootee CEO Idea Couture Inc.
1
Sept 21, 2007
2. All brand names mentioned and logos included in this presentation are registered trademarks of their
respective owners and are legally protected. Their inclusion in this presentation is only for the purpose of
illustration, criticism and analysis.
Disclosure: Starbucks, Nike, Kitchen Aid, Jordan, Virgin, BMW, Nintendo, Crate & Barrel are clients of
Blast Radius Inc. which I was formerly employed as Senior VP and Chief Strategist. The mentioning of
these names are solely for academic purposes and should not be considered as case studies. The
material here was prepared solely with public information supported by the author’s analysis during the
writing of the book 60-Minute Brand Strategist which was published in four languages. Other brand names
including Levis, Apple, Mercedes Benz, Sony, Coca Cola, Macys, Target, Daimler Chrysler, Citibank
mentioned here were at some point a client of mine in association with previous firms under which I was
employed or co-founded. No confidential or proprietary information were used or mentioned here.
This series of presentation is designed to provide relevant and up-to-date information for brand and
marketing practitioners and it is not to be used in marketing or rendering of professional services. Some
rights reserved. Idris Mootee 2001-2007. Presentation can be freely embedded in any website or blog
under creative commons license with prohibition of any commercial use.
2
3. What is Brand Architecture?
It is the logical, strategic and relational
structure for all of the brands in the
organization’s brand portfolio. The
objective is to maximize clarity,
synergy and leverage to maximize
customer value and internal
efficiencies.
Master brand
Subbrands
Product brands
Stand-alone brands
3
4. Why: A clear brand architecture is to
help structure a brand's position both
now and for the future helps
management in the task of building that
brand and ensuring that everyone within
the organization as well as their ad
agencies are working to a common and
clearly understood goal.
4
5. Why do we need one? Consider GM has
32 brand names, P&G has hundreds,
BMW has 3, Nintendo has 2 and
Starbucks has 1. It gets more and more
complicated as most companies have
multi-brands from merger and
acquisitions, aggressive brand
extensions due to pressure for quick
profits and increasing complex structures
involving sub-brands, endorsed brands
and co-brands.
5
6. Developing brand architecture: Often
the task includes periodic regrouping
multiple product groups, brand families,
reposition them to reflect their role in
the market and to create a structure for
immediate successful marketing. The
establishment of a clearly understood
and coherent brand architecture creates
the structure within which the vital day-
to-day tactical decisions can be made.
6
7. Brand architecture is strategic: Because
many marketing (channel, pricing,
advertising and promotions) decisions
are mostly tactical in nature, without a
well organized brand architecture in
place, these day-to-day tactical
decisions become strategic and long-
winded in nature.
7
8. What are main advantages of
developing a brand architecture?
1. It helps everyone in the
organization see and understand all
the connections between corporate
brands, sub-brands and master
brands.
8
9. What are main advantages of
developing a brand architecture?
2. It makes decision making easier
when it comes to allocating and
sharing marketing resources such as
advertising and promotions.
9
10. What are main advantages of
developing a brand architecture?
3.Protect brands by being over-
leveraged and being diluted by over-
stretching communications
messaging and graphic design
options.
10
11. P&G’s brand architecture effectively
manage the relationships between
product, brands and market segments.
Head and Shoulders dominates the
dandruff control shampoo category and
Pert Plus targets the market for combined
shampoo and conditioner. Pantene is
positioned as a brand with a technological
heritage and the benefit of hair vitality.
These brands basically optimizes their
brand coverage instead all products under
a P&G brands.
11
13. The biggest mistake for any brand
portfolio is not having a brand
architecture. One can allow each brand
to be managed in isolation simply
because what is right for an individual
brand may be wrong for the portfolio.
13
14. It is very difficult to generalize what and
how to put a vast number of brands in
categories and wed sets of them and their
relationships into a composite brand
architecture. Each industry and category
context is very different. The tendency is
towards having a “master brand” and only
when there is a compelling need for a
separate brand is one considered since
there is a lot of money involved in the
building of a new brand.
14
15. Four steps to optimize your brand
architecture?
1. Start by looking at different ways to
look at segmentation and map your
brand portfolio to those
segmentations.
15
16. Four steps to optimize your brand
architecture?
2. Examine segments with the most
profitability and/or growth potential,
then identify where your leadership
brands can provide the best leverage.
16
17. Four steps to optimize your brand
architecture?
3. Synthesize those information and
perform analysis to see if there are
sufficient growth opportunities in
those leadership brands to make up
for the revenue-losing brands.
17
18. Four steps to optimize your brand
architecture?
4. Explore opportunities to reduce
those underperforming brands by
extending those leadership brands or
opportunities for new brands for any
underserved segments.
18
19. How often people want to create
another new brand? So the big
question is can the business support a
new brand? The needs usually consist
of one or more of the following:
- Create and own a different set of associations
- Develop a totally new product offering or a category
- Avoid conflict in brand association and identities
- Avoid channel conflict
- Create a price-driven label for competitive reason
- Fulfill needs for new geographies or unique customer
segments
19
20. Brand Separation Spectrum
House of House of
Endorsed House
Branded
Sub-brands Brands
of Brands
House
Same Different Strong Linked Token Shadow
Umbrella Co-Drivers Not
Identity Identity Endorsement Name Endorsement Endorser
as Driver Connected
Gilette
Buick Thomson
Tide
GE Capital Courtyard Grape Nuts
BMW DKNY
Sensor
LeSabre (GE)
(P&G)
GE Appliance By Marriott from Post
Club Med Sony
Sony Lexus
HP Obsession by Saturn
McMuffin
Sony Singles v. Playstation
Trinitron (Toyota)
DeskJet Calvin Klein (GM)
Couples
DuPont Touchtone Nutrasweet
Friends & Docker's
Levi – Europe
Virgin Nestea
VW Beetle Stainmaster (Disney) (G.D.Searle)
Family by MCI LS&Co.
Levi – U.S.A.
Branded House of
House Brands
20
21. A Brand Architecture Provides Structure and Clarity
Brand Separation Spectrum
House of
Branded Sub- Endorsed House of
Branded Sub- Endorsed
Brands
House Brands Brands Brands
House Brands Brands
The “LaserJet” is a ‘Marriott’ plays a
All products carry P&G is not
name of a product lesser role than
GE name (except represented
that is ‘equal’ with CourtYard
NBC)
HP
21
23. Sony Brand Architecture Provides Category Focus
Sony chooses a single-minded, powerful and yet
flexible architecture and leverages their corporate
brand in many different ways.
Corporate
Umbrella as Driver
Endorser Brand
Ingredient Brand
Shadow Endorser
Co-Brand
23