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1、Strategic Brand ManagementWELCOME!Class #6Soni SimpsonEvaluating the Mayo Clinic600k + in- and out-patients/yrFounded in 1800 by Dr William Woral Mayo & two sons.Pioneered “group practice” = Two heads are better than one Two “extension” facilities in 1980s (Scottsdale,Jacksonville) Mayo Graduate Sch
2、ool of Medicine one of largest graduate education centersBrand Value Chain & TestingEvaluating the Mayo ClinicWorldwide leader in patient care, research and educationRenowned for world class specialty careEarned a reputation as world class specialty careMost medical staff participate in research1950
3、 Nobel Prize winners, Drs Kendall and Hench discovered CortisoneBrand Value Chain & TestingUse The Brand Value Chain to determine Measurement Tactics and Resulting Marketing StrategiesValue StagesMarketing Program InvestmentCustomer MindsetMarket PerformanceShareholder Value-ProductCommunicationTrad
4、eEmployeeOther-AwarenessAssociationsAttitudesAttachmentActivity-Price Premiums-Price Elasticities-Market Share-Expansion Success-Cost Structures-Profitability-Stock Price-P/E Ratio-Market CapitalizationBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equity StudyAwareness 84.3%, 90+% a
5、mong 45+Specialty rankingTop ranked at 15.4% (next at 5.3%) “.go anywhere in US for serious condition which required highly specialized care.” Strongest Brand Associations 1) Scientific Research, 2) Cancer Treatment, 3) Cardiac CareBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equit
6、y StudyAssociations (Thoughts & Feelings) Integrity (longevity, heritage, wisdom of staff, trust in institution), Leadership (modernity, premium quality, international prestige)Professionalism (staff held high standards, were intellectually sophisticated and efficient) Commitment to health & healing
7、 (reputation for medical discoveries, preventative medicine, tangible results)ExclusivityNo Negative AssociationsBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equity StudyProduct Perception ISSUEOutside Midwest perception of “only for rich/famous”Known for Tertiary Care (Not primary
8、 family care)Thus, “not like me”Brand Value Chain & TestingUse The Brand Value Chain to determine Measurement Tactics and Resulting Marketing StrategiesValue StagesMarketing Program InvestmentCustomer MindsetMarket PerformanceShareholder ValueMultipliersProgramQualityMarketplaceConditionsInvestorSen
9、timent-Clarity-Relevance-Distinctiveness-Consistency-Competitive reactions-Channel Support-Customer size & Profile-Market Dynamics-Growth Panel-Risk Profile-Brand ContributionsBrand Value Chain & TestingUse The Brand Value Chain to determine Measurement Tactics and Resulting Marketing StrategiesValu
10、e StagesMarketing Program InvestmentCustomer MindsetMarket PerformanceShareholder Value-ProductCommunicationTradeEmployeeOther-AwarenessAssociationsAttitudesAttachmentActivity-Price Premiums-Price Elasticities-Market Share-Expansion Success-Cost Structures-Profitability-Stock Price-P/E Ratio-Market
11、CapitalizationBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equity StudyCommunicationWord of Mouth is influential in selecting specialty care 1/3 know at least one Mayo patientBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equity Study CONCLUSIONSMayos Brand Equity i
12、s Powerful and PreciousAs perceived by patients and consumers, Mayos Essence:Excellence The best medical, personal and technical expertise in patient care and educationCare Compassionate patient care and education resulting in physical, mental and emotional well-beingCooperation Care and education i
13、n cooperative and inclusive relationships among colleagues and with the patient, the patient, the patients family and consumersEnlightenment (Wisdom) Commitment to pioneering knowledge, insight, and truth through research and educationBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Eq
14、uity Study CONCLUSIONSMayos Brand Equity is Powerful and Precious“By living out these standards fully and consistently, the Mayo clinic had engendered in patients and consumers a sense of confidence, safety, hope and serenity”Brand Value Chain & TestingStrategiesTacticsActionsBrand Development Consu
15、mer Driven Marketing CycleBrand saturationHigh CostMap the MarketspaceSelect Most Valuable CustomersChoose a Winning PositioningCreate the Tactical PlanBuild Operational CapabilitiesDefine Performance MeasuresExecute the Tactical PlanAssess PerformanceSucceed And ImproveMark Kerback, Kerback & Compa
16、nyEvaluating the Mayo Clinic 96 Brand Equity Study CONCLUSIONSA Satisfied national patient base is VITAL to maintaining preferenceVital to developing guidelines that protected the brand1999 created “Office of Brand Management”Responsible for the protection & enhancement of the Mayo Clinic brand (+ m
17、onitoring)Developing Brand Management Guidelines & a Positioning statementImplementing a Branding System (include education)Build awareness of Brand Management within the organizationResearch extension opportunities & risksBrand Value Chain & TestingEvaluating the Mayo Clinic 96 Brand Equity Study C
18、ONCLUSIONSExample of Brand Management Guidelines:Each new/existing Mayo Clinic branded product, service or business relationship meets 4 criteria:Using name must be owned by Mayo or under full controlUse to solely assure success of service/product not appropriateNot to be used in a manner that triva
19、lizes the name/institutionNot shared or soldBrand Value Chain & TestingGet to the Consumer Insight/Core Value by Laddering up to itKeep asking “WHY”, “WHY”, “WHY”Is Mayo Resonating with Consumers Central Beliefs/Core Values?What Consumer Insight might they center their equity on?Brand Value Chain &
20、TestingStrategic Brand ManagementFINAL GROUP CASE STUDY PROJECTDue November 15thNew Brand Development Project (due WK10)Work in Four Groups of 2 and select from product categories providedDevelop a new brand marketing plan in an existing category (Use framework attached)Develop the key insight, conc
21、ept & positioningEnsure the following are ALSO included: Your VISIONLaunch Rationale Business analysis (Competitive and market analysis, SWOT etc) Target audience, Key Competitive insights and Core Values (use CBBE Pyramid)Projected share and financials (supported, P&L examples to be provided)Propos
22、ed Marketing Objectives, Strategies and Tactics Strategic Brand ManagementRECOMMENDED TIMETABLESelect groups and categories Oct18th (data up Oct 20th); assign group tasks; conduct research searchesOct 25th: Out line marketing plan to share with the group; Nov 1st: Having reviewed available data; hyp
23、othesize financials, consumer insights, positioning and concepts (can turn in roughs to prof for feedback)Nov 8th: Draft marketing plan deck and begin conversion to power point presentationNov 15th: Turn in completed plan and conduct presentations.FINISHED PRODUCT:One 10-15 Minute presentation (dock
24、ed a grade if over 15 minutes!)One marketing plan document (main text to be NO MORE than 5 pages. Appendix with charts, graphs, data and research encouraged)Visuals encouraged. Strategic Brand ManagementYour Marketing PlanPurposeDefine your core objectives, strategies and tactics in concise summaryM
25、anagement selling tool for brand investmentDocument and sell or acknowledge resultsProvide solid, focused direction to corporation and brand supportDefine Brand evaluation objectivesLive Working DocumentMeasuring Brand Equity Objective:To guarantee assets/liabilities are nurtured and managed (loyalt
26、y, awareness, perceived quality, propriety brand assets)Develop Focused Master PlanCreate Long term Strategic OrientationBrand Marketing ProcessANNUAL STRATEGIESHow will the objectives be achieved?Annual Plan & ExecutionThree Year and ANNUAL ObjectivesWhat do I want to AccomplishObjectives Should be
27、 S.M.A.R.TEstablish Positioning ConceptMarketing Plan ExecutionFunctional Objectives &StrategiesAnd Tactical PlanPhysical ProductPackagePricingAdvertisingMediaPublicRelationsConsumer &Retailer PromoMarket ResearchAnalysis & Long Term StrategyMeasure Brand EquityBusinessAnalysisMarket & CompetitiveTr
28、endsConsumer InsightsSWOTsMarketingMixFinancial HealthStrategic Implications & Strategy DevelopmentCore Competencies, External OpportunitiesBrand VisionBrand StrategyStrategic RoleBrand Marketing ProcessAnalysis & Long Term StrategyMeasure Brand EquityBusinessAnalysisMarket & CompetitiveTrendsConsum
29、er InsightsSWOTsMarketingMixFinancial HealthStrategic Implications & Strategy DevelopmentCore Competencies, External OpportunitiesBrand VisionBrand StrategyStrategic RoleEstablish Positioning ConceptAnalysis & Long Term StrategyANNUAL STRATEGIESHow will the objectives be achieved?Brand Marketing Pro
30、cessAnnual Plan & ExecutionThree Year and ANNUAL ObjectivesWhat do I want to AccomplishObjectives Should be S.M.A.R.TEstablish Positioning ConceptMarketing Plan ExecutionFunctional Objectives &StrategiesAnd Tactical PlanPhysical ProductPackagePricingAdvertisingMediaPublicRelationsConsumer &Retailer
31、PromoMarket ResearchBrand Marketing ProcessANNUAL STRATEGIESHow will the objectives be achieved?Annual Plan & ExecutionThree Year and ANNUAL ObjectivesWhat do I want to AccomplishObjectives Should be S.M.A.R.TEstablish Positioning ConceptMarketing Plan ExecutionFunctional Objectives &StrategiesAnd T
32、actical PlanPhysical ProductPackagePricingAdvertisingMediaPublicRelationsConsumer &Retailer PromoMarket ResearchAnalysis & Long Term StrategyMeasure Brand EquityBusinessAnalysisMarket & CompetitiveTrendsConsumer InsightsSWOTsMarketingMixFinancial HealthStrategic Implications & Strategy DevelopmentCo
33、re Competencies, External OpportunitiesBrand VisionBrand StrategyStrategic RoleMeasuring Brand Equity Market Trends Checklist Volume & ShareIndustry definition & served marketCategory Size & growth ratesCategory Segmentation, trends, importance to categoryShare of market by brand & by segmentMarket
34、ConditionsHousehold PentrationSeasonalityRegionality (CDI/BDI)Retail ConditionsChannels of DistributionProduct Sourcing/availabilityImportance of the category to the retailerRetailer focus on private labelRetailer influence over category marketing activityConsumer ConditionsSubstitute productsChange
35、s in tastes/attitudes/needsGovernment ConditionsRegulations & Reqs.Legislative issuesAssessing Competitive Trends Measuring Brand EquityCompetitor IdentificationKey direct competitors Competitive Scope: Regional/National/GlobalCompetitive StrategyOverall mission/prioritiesTarget AudienceBrand Turf/P
36、ositioningClass of Trade (COT) importanceCompetitor FocusImportance in portfolioLevel of product activityLevel of marketing focusFinancial resourcesCompetitive FinancialsP&L analysisCost StructureSpendingProfitabilityAdvantageBrand Value Chain & TestingUse The Brand Value Chain to determine Measurem
37、ent Tactics and Resulting Marketing StrategiesValue StagesShareholder ValueMarketing Program InvestmentCustomer MindsetMarket Performance-ProductCommunicationTradeEmployeeOther-AwarenessAssociationsAttitudesAttachmentActivity-Price Premiums-Price Elasticities-Market Share-Expansion Success-Cost Stru
38、ctures-Profitability-Stock Price-P/E Ratio-Market CapitalizationUse The Brand Value Chain to determine Measurement Tactics and Resulting Marketing StrategiesValue StagesMarketing Program InvestmentCustomer MindsetMarket PerformanceShareholder ValueMultipliersProgramQualityMarketplaceConditionsInvest
39、orSentiment-Clarity-Relevance-Distinctiveness-Consistency-Competitive reactions-Channel Support-Customer size & Profile-Market Dynamics-Growth Panel-Risk Profile-Brand ContributionsBrand Value Chain & TestingMeasuring Brand Equity SWOT Purpose: to guide thinking and help distill the key issues and o
40、pportunities facing the Brand AND the categoryCan be done in competitive analysisSTRENGTHInherent source of competitive advantage within the Brand (of genuine relevance to the consumer)WEAKNESSInherent cause of competitive disadvantage within the Brand (of genuine importance to consumer)INTERNAL to
41、the brandCaused by the inherent nature of the Brand or our management of itMeasuring Brand Equity SWOT Purpose: to guide thinking and help distill the key issues and opportunities facing the Brand AND the categoryCan be done in competitive analysisOPPORTUNITYUnsatisfied or poorly satisfied need in t
42、he marketplace which our company can perform profitabilityTHREATPotential problem from external source which could undermine our Brands competitive position if not addressed.EXTERNAL to the brandMarkets, competitors, retail, social trends etc Consumer-Based Brand Equity PyramidBrand SalienceConsumer
43、-BrandResonanceConsumerJudgmentsConsumerFeelingsBrandPerformanceBrandImagery4 Intense, Active Loyalty1 Deep Broad Brand Awareness2 Points of Difference3 Positive Accessible ReactionsConsumer Acceptance CycleTHIS is Where the InsightLivesConsumer-Based Brand Equity PyramidSalienceResonanceJudgmentsFe
44、elingsPerformanceImageryLoyaltyAttachmentCommunityEngagementQualityCredibilityConsiderationSuperiorityWarmth, FunExcitement,Security, SocialApproval, Self-Respect4 Brand Relationships (WHAT About You AND ME?)1 Brand Identity (WHO Are You?)2 Brand Meaning (WHAT Are You?)3 Brand Response (WHAT About You?)User ProfilesPurchase and Usage SituationsPersonality & ValuesHistory, Heritage, & ExperiencesBrand Characteristics & Secondary FeaturesProduct Reliability, Durability & ServiceabilityService Effectiveness, Efficiency, & Emp
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