Today, most Brand Management teams are being asked to become productive with smaller budgets and fewer human and material resources; to move faster, know more and make fewer mistakes; and, be more profitable in the bargain. Couple this with the accelerated rate of change found in all marketplaces, the overwhelming amount of information that needs to be processed and the apparent decrease in effectiveness of traditional survey methodologies and it can be concluded that a new generation of research tools is needed to help move us into the future. Research tools that will manage vast amounts of consumer data and integrate classical market analyses into one single-source database model. Tools that will give us both the current status of our brands and their market relationships plus the ability to simulate and prioritize new growth options. Tools that will visualize this information so that the knowledge that is hidden in the information is delivered, not left in the "numbers graveyard". MATRIX' rM, based on proprietary analytical/decision making software developed by the Landis Group, is such a tool. The following paper will give background on the MATRIX process, the data collection and software techniques that link brand perception to consumer needs and the tools that visualize this information. Having established the MATRIX foundation, we will then discuss the evolution of Allergan's brand management strategy; the market forces that are dictating a shift in this strategy; and Allergan's use of MATRIX to effectively redefine both the strategy and tactics of its brand management process on a global and market specific basis
The paper treats the problem of building successful brands from the perspective of a simple yet comprehensive theory of consumer markets. It is practical, using case study material from projects for Premier Biscuits and other clients, to demonstrate how the theory and its associated techniques add objectivity and direction to strategic and tactical market planning. The model and systems which are described were originally developed by Marcos Ltd. and are marketed by Taylor Nelson under the brand name Optima. Premier Biscuits are well known for their biscuit products which are sold internationally under the Cadbury's brand name. To adopt a truly holistic approach to developing and managing successful brands demands a viable understanding of how markets work. This means that it is necessary to get below the observed behaviour of the purchasers to the underlying physics, if we may use the word, of the dynamic systems which we call markets. The Marcos consumer choice model, based essentially on the assumption that purchasers choose the brands which suit them best at the time, fits real markets accurately and consistently. It tells us why those brands which have a clearly defined meaning and a relevant relationship with the consumer are best positioned for success and what other elements are necessary. A brief practical account of the model is given, followed by an illustration of how it is Possible to model consumer panel data using it. The example is used to throw important light on the relative roles of brand positioning and brand enhancement in advertising and to discuss how markets evolve. The application of the model to the problem of managing a brand portfolio is described. An example is given of the way in which the model can be used to identify the gaps in a manufacturers brand portfolio and to describe in detail the brands which would fill them. This illustrates some of the many uses of the techniques and model in ad hoc consumer studies. A technique for predicting the sales of new products by analogy with existing products using ranking methods is described. This leads into a discussion of the processes involved in the establishment of a new brand within a market, focusing in particular on the roles played by advertising and the use of sampling to force trial. Finally spotlight analysis is used to identify the meaningful options available for advertising a particular brand. This leads into further discussion of brand positioning and brand enhancement.
On April 2,1993, "Marlboro Friday" made the marketing world suddenly sit up and realize: BRANDS WERE DYING. What had gone wrong? This paper suggests an answer. The soldiers of the marketing wars, using marketing research as crutches, have splintered the brands whose sheer monolithic consistency and fortitude had made their companies successful. They have overextended them in a mise en abyme process "effet vache qui rit"), like images in reflecting mirrors or dividing cells: Nike> Nike Air > Nike Air Jordan, Citroen> Citroen AX> Citroen AX Air France Madame, etc. As a result, consumers - who have learned to recognize all these new offers - have cluttered their mind with useless information. Today, the average consumer probably recognizes over 5 brands - 5 "words", verbal representations that make him virtually speak a foreign language: the language of brands. The Eskimos have 40 words to say "snow"; but we have just as many words to say "breakfast cereals" (Corn Flakes, Rice Kris pies. Frosted Flakes, Fruit Loops, Weetabix, Golden Grahams). There are simply TOO MANY BRANDS, hence these brands are loosing their function. They are no longer "marks", "signals", beacons helping the consumer navigate through a sea of offer. By growing to be so large and so complex, the language of brands has gotten out of control. Then, what is the solution? How can manufacturers get out of the corner they have painted themselves into? The paper suggests two promising ways: that of catachresis, whose validity has been proven by retailers, and that of Brand Liking.
This paper considers the extent to which members of the brand's team have similar perceptions about the emphasis being placed on different components of their brand. It opens by considering the way that brand management is shifting from the domain of junior managers, to teams of more senior managers from different departments in the organsiation, who adopt a more strategic orientation. The analysis commissioned by these teams when devising brand positionings can result in numerous, detailed planning documentation. To cope will such large quantities of data, managers simplify, but the simplification processes differs between managers. Furthermore, because of selective perception, there could be differing views between managers about the emphasis they place on brand resources to position their brand. Seven types of resources constituting brands can be identified, ie distinctiveness, sign of ownership, functionality, customer service, legal protection, shorthand notation and symbolism. Interviews were undertaken with brands' teams in firms in four sectors of the financial services market. Different brand positionings were observed according to the way managers placed greater or lesser emphasis on the seven components. Within each of the 12 teams no instances were observed of all managers exhibiting the same views about the way they stress the seven brand components in their positioning. To ensure more effective use of resources in brand positioning it is recommended that market researchers consider ways of simplifying brand positioning documents. In addition to assessing customers' perceptions of competing brands, market researchers should also monitor the extent to which managers in the brand's team are emphasising different components and, through surfacing any diversity between the planned and realised strategy, help ensure a more coherent use of brand resources.
In all countries, distributors' brands have been facing the same problem : how to change consumers' perceptions, without advertising, from inferior imitations of national brands to quality alternatives. To do so the packaging is the main media : one has witnessed the development of retailers' own label products that look almost identical to well-known brands, considered as the quality reference of the segment. This deliberate imitation is designed to induce beliefs of internal equivalence, This practice has immediately called the attention of manufacturers on many grounds. It is a typical trade-mark infringement and predates intellectual property. Through R&D, quality and advertising the brand signs become assets: they acquire meaning, they become words or icons saying quality and positioning. As such they have financial value. This is why copycat brands use these signs : they are a ladder to quality perceptions. On ethical grounds, it may create confusion, some consumers mistaking the own label product for the manufacturer's brand. Actually, in many countries, imitation is unfair if consumers "paying little attention may perceive the copy as being the original brand". Finally, look-alike brands may give the impression that the manufacturer of the proprietary brand has made the own label product. The paper presents a brand new methodology addressing the issue of measuring perceptual confusion. It also assesses the inferences concerning the manufacturer of such copies. The results are straightforward Good look-alike private labels do create a lot of confusion, at least the first time they are encountered by a consumer (later, the consumer may be on his guard). Similarity of packagings do lead consumers to believe that manufacturers are identical.
In the course of this paper, are the results of a study which has examined brands over 20 years. Advertising is the continuous theme but each is examined in conjunction with other influential strategies ranging from sales promotions to product diversification. Because of the availability of data over such a long period of time, the focus is on fast moving consumer goods, although many findings may apply to other less frequently purchased fields.
The paper criticises the widespread speculation following "Marlboro Friday" in 1993 that consumers have turned against brands and are increasingly motivated by price alone. Retailer power is a real phenomenon, but many of the other claims made about the "nineties consumer" are at best speculative. What did happen in the eighties, however, was that too many brand owners behaved as if a brand name alone could guarantee continuous success and endless price rises. But a successful brand has to keep its promises, and consumers are not so easily deceived. Brands will survive because they offer important levels of reassurance and meaning to consumers. This will remain TRUE despite the changes taking place in the market. Successful brands need a sense of vision and purpose to direct their relationship with the consumer. The paper describes a framework for defining brand identity called Brand Foundations, developed and used within DDB Needham.
This case study describes the successful Pan-European launch of "Biscuits Maison de Delacre", using the same brand positioning, the same biscuits, the same packaging, the same pricing and the same advertising. From our experiences in managing this Pan- European project we come to the following key points: 1. Pan-European branding can help reduce risk in new product development by gaining company-wide commitment, leading in turn to the release of total company financial and human energy which drives better quality execution and better quality thinking 2. Greater geographic scope also brings greater volume potential, which drives down cost and expands margin for the company and value for the consumer 3. The traditional arguments against Pan-European branding, namely the supposed absence of similar tastes and attitudes amongst European consumers, do not seem to exist for Biscuits Maison. With a new product, it is clearly possible to create an image which will motivate across many borders, and with unknown biscuits, organoleptic acceptance is not hindered by geographical boundaries.
April 2, 1993 was a historic day in the U. S. private-label scare. On Marlboro Friday, Philip Morris decreased the price of Marlboro cigarettes by 40 cents a pack in response to tire increasing popularity of cheaper cigarettes. In one day, the company lost $13.4 billion in stock-market value. Whether called private labels, own labels, or store brands, non-branded products have become a source of major concern for consumer-goods manufacturers in the 1990s. If private labels are here to stay, advertisers are going to have to face this challenge head-on. But how? To answer this question, we will explore tire reasons for private labels' increased popularity and the means that advertisers have for fighting back. research systems corporation (RSC) has long advocated the use of advertising as a means of increasing market share; numerous validation studies have demonstrated the link between persuasive advertising and sales. However, until recently, no data was available to support the use of persuasive advertising as a means of dealing with private-label products. Today, the results of a new study will be presented that explores the effects of pricing, television media spending, and advertising effectiveness on both private-label market share and total category volume.
The paper looks at traditional ways of segmenting consumers and suggests that, with increasingly complex markets and with changing patterns of consumer behaviour, they are inadequate. A new approach to segmentation 'modal' or 'dynamic' segmentation is described based on the implicit system of research. Three examples are shown of how modal segmentation was carried out.
This paper discusses a global branding programme developed by the retail arm of British Petroleum. Much of the article focuses on a global advertising campaign BP: On the Move - that comprised an integral part of a broader corporate identity programme. A detailed, step-by-step process is used to describe the campaign from conceptual origin through to production and implementation. In particular, the important role of market research in providing strategic and operational guidance is highlighted. Organisational issues are also stressed as selling the global brand notion to sceptical senior executives and local country managers proved a significant challenge. The branding efforts of BP are assessed from two conceptual directions. First, the campaign is considered within a brand equity perspective. It is judged on its ability to create brand awareness, perceived brand quality, other strong brand associations and brand loyalty. Secondly, the campaign is viewed within a globalisation framework. It is tested against the perceived pitfalls of insufficient research, over standardisation, poor follow-up, narrow vision, and rigid implementation. BP is found to score well on the criteria of both brand equity and global branding. Indeed, the "BP:. On the Move" campaign continues to flourish after six years of operation. It is now running in 40 markets in 27 different languages and is one of the very few examples available of a truly global branding exercise.