设计和实施品牌战略教材(PPT 30页).ppt

11.1,CHAPTER11:DESIGNINGANDIMPLEMENTINGBRANDINGSTRATEGIES,KevinLaneKellerTuckSchoolofBusinessDartmouthCollege,11.2,Brandingstrategy,Brandingstrategyiscriticalbecauseitisthemeansbywhichthefirmcanhelpconsumersunderstanditsproductsandservicesandorganizethemintheirminds.Twoimportantstrategictools:Thebrand-productmatrixandthebrandhierarchyhelptocharacterizeandformulatebrandingstrategiesbydefiningvariousrelationshipsamongbrandsandproducts.,11.3,BrandingStrategyorBrandArchitecture,Thebrandingstrategyforafirmreflectsthenumberandnatureofcommonordistinctivebrandelementsappliedtothedifferentproductssoldbythefirm.Whichbrandelementscanbeappliedtowhichproductsandthenatureofnewandexistingbrandelementstobeappliedtonewproducts,11.4,TheroleofBrandArchitecture,Clarify:brandawarenessImproveconsumerunderstandingandcommunicatesimilarityanddifferencesbetweenindividualproductsMotivate:brandimageMaximizetransferofequityto/fromthebrandtoindividualproductstoimprovetrialandrepeatpurchase,11.5,Brand-ProductMatrix,Mustdefine:Brand-Productrelationships(rows)LineandcategoryextensionsProduct-Brandrelationships(columns)Brandportfolio,11.6,ImportantDefinitions,ProductlineAgrouppfproductswithinaproductcategorythatarecloselyrelatedProductmix(productassortment)ThesetofallproductlinesanditemsthataparticularsellermakesavailabletobuyersBrandmix(brandassortment)Thesetofallbrandlinesthataparticularsellermakesavailabletobuyers,11.7,BreadthofaBrandingStrategy,BreadthofproductmixAggregatemarketfactorsCategoryfactorsEnvironmentalfactorsDepthofproductmixExaminingthepercentageofsalesandprofitscontributedbyeachitemintheproductlineDecidingtoincreasethelengthoftheproductlinebyaddingnewvariantsoritemstypicallyexpandsmarketcoverageandthereforemarketsharebutalsoincreasescosts,11.8,DepthofaBrandingStrategy,ThenumberandnatureofdifferentbrandsmarketedintheproductclasssoldbyafirmReferredtoasbrandportfolioThereasonistopursuedifferentmarketsegments,differentchannelsofdistribution,ordifferentgeographicboundariesMaximizemarketcoverageandminimizebrandoverlap,11.9,FordBrandPortfolio,11.10,DesigningaBrandPortfolio,Basicprinciples:MaximizemarketcoveragesothatnopotentialcustomersarebeingignoredMinimizebrandoverlapsothatbrandsarentcompetingamongthemselvestogainthesamecustomersapproval,11.11,BrandRolesinthePortfolio,FlankersCashcowsLow-endentry-levelHigh-endprestigebrands,11.12,BrandHierarchy,Ameansofsummarizingthebrandingstrategybydisplayingthenumberandnatureofcommonanddistinctivebrandelementsacrossthefirmsproducts,revealingtheexplicitorderingofbrandelementsAusefulmeansofgraphicallyportrayingafirmsbrandingstrategy,11.13,BrandHierarchyTree:Toyota,ToyotaCorporation,Toyota(Trucks),Toyota(SUV/vans),Lexus,ToyotaFinancialServices,Toyota(Cars),Corolla,Prius,Avalon,Celica,ECHO,Matrix,MR2Spyder,Camry,CESLE,SELEXLE,PlatinumEditionXLXLS,SESLE,11.14,BrandHierarchyLevels,FamilyBrand(Buick),CorporateBrand(GeneralMotors),Modifier:ItemorModel(Ultra),IndividualBrand(ParkAvenue),11.15,CorporateBrandEquity,Occurswhenrelevantconstituentsholdstrong,favorable,anduniqueassociationsaboutthecorporatebrandinmemoryEncompassesamuchwiderrangeofassociationsthanaproductbrand,11.16,FamilyBrands,BrandsappliedacrossarangeofproductcategoriesAnefficientmeanstolinkcommonassociationstomultiplebutdistinctproducts,11.17,IndividualBrands,RestrictedtoessentiallyoneproductcategoryTheremaybemultipleproducttypesofferedonthebasisofdifferentmodels,packagesizes,flavors,etc.,11.18,Modifiers,Signalsrefinementsordifferencesinthebrandrelatedtofactorssuchasqualitylevels,attributes,functions,etc.Playsanimportantorganizingroleincommunicatinghowdifferentproductswithinacategorythatsharethesamebrandnameare,11.19,CorporateImageDimensions,Corporateproductattributes,benefitsorattitudesQualityInnovativenessPeopleandrelationshipsCustomerorientationValuesandprogramsConcernwiththeenvironmentSocialresponsibilityCorporatecredibilityExpertiseTrustworthinessLikability,11.20,BrandHierarchyDecisions,ThenumberoflevelsofthehierarchytouseingeneralHowbrandelementsfromdifferentlevelsofthehierarchyarecombined,ifatall,foranyoneparticularproductHowanyonebrandelementislinked,ifatall,tomultipleproductsDesiredbrandawarenessandimageateachlevel,11.21,NumberofHierarchyLevels,PrincipleofsimplicityEmployasfewlevelsaspossiblePrincipleofclarityLogicandrelationshipofallbrandelementsemployedmustbeobviousandtransparent,11.22,LevelsofAwarenessandAssociations,PrincipleofrelevanceCreateglobalassociationsthatarerelevantacrossasmanyindividualitemsaspossiblePrincipleofdifferentiationDifferentiateindividualitemsandbrands,11.23,LinkingBrandsatDifferentLevels,PrincipleofprominenceTherelativeprominenceofbrandelementsaffectsperceptionsofproductdistanceandthetypeofimagecreatedfornewproducts,11.24,LinkingBrandsAcrossProducts,PrincipleofcommonalityThemorecommonelementssharedbyproducts,thestrongerthelinkages,11.25,BrandArchitectureGuidelines,AdoptastrongcustomerfocusAvoidover-brandingEstablishrulesandconventionsandbedisciplinedCreatebroad,robustbrandplatformsSelectivelyemploysub-brandsasmeansofcomplementingandstrengtheningbrandsSelectivelyextendbrandstoestablishnewbrandequityandenhanceexistingbrandequity,11.26,CorporateBrandCampaign,Differentobjectivesarepossible:BuildawarenessofthecompanyandthenatureofitsbusinessCreatefavorableattitudesandperceptionsofcompanycredibilityLinkbeliefsthatcanbeleveragedbyproduct-specificmarketingMakeafavorableimpressiononthefinancialcommunityMotivatepresentemployeesandattractbetterrecruitsInfluencepublicopiniononissues,11.27,UsingCauseMarketingtoBuildBrandEquity,Theprocessofformulatingandimplementingmarketingactivitiesthatarecharacterizedbyanof