A brand in crisis. A cut-throat category. No money to spend. How do you rebuild a brand after it has made headlines for all the wrong reasons? Oi used emotion and smart research to wipe out marketing waste and begin the climb back to happiness.
A brand in crisis. A cut-throat category. No money to spend. How do you rebuild a brand after it has made headlines for all the wrong reasons? Oi used emotion and smart research to wipe out marketing waste and begin the climb back to happiness.
Thus the proactive research was able to effectively utilise technology, passive techniques and leverage internal and secondary data available to deliver quality and on the go insights leading to improved engagement and increased revenue. There was also no compromise on the quality in spite of the end to end quick research TAT of less than two months.
Are we jumping on the brandwagon? That was the core question discussed at an ESOMAR event a decade ago in Berlin, at a time when âbrandologyâ and âbrand managementâ were fast rising in importance. At the end of the conference, it was stated that there was still a lot of room for improvement in the area of measuring product/brand performance. Measurements of images, value systems and loyalty were seldom consistently reliable and valid over the long term. This increased turbulence around the brand has probably not promoted the further accrual of a solid âbody of knowledgeâ. Indeed, it seems as if the âsoftiesâ might have gained the upper hand, given the popularity of semiotics, small scale qualitative research and related approaches. But is this really the case? In this edition of Research World we look at the brand in today's context of rapidly changing competitive relations. Is the accent on short-term profit and market share still stronger than long-term brand building? We present a snapshot of a burgeoning conflict.
If Corporate Communications firms are to survive in the network economy they must offer their clients solutions for communications strategy. They must also create stories and experiences for the clients of their clients, integrated in a creative business strategy. Firms must rise to the challenge of Human Talent and develop entrepreneurs and attract and retain talented employees, or, as summarised by one CEO: "I have only two priorities: One for Human Talent and one for Corporate Communications with Creative Business Ideas."
How people find a company or product brand on the Internet is a major question if one intends to use the Internet to build brand awareness, perception and loyalty. In order to find an answer to this question, a study was conducted among a large sample of European Internet users in November 2000, asking about their search behavior and patterns. The study concluded that there are four ways of searching for information on the Internet that differ strongly per product category. Based on these results strong recommendations were given to several companies to adapt their online branding strategies in order to improve the effectiveness of branding efforts.
This paper studies the role of online advertisingâs most popular tool â the banner advertisement â in the brand-building task. The paper seeks to examine whether banners are able to communicate brand values concomitant to which banners can be seen as aiding the brand building process. Similarly the paper examines whether banners positively impact the two components of brand relationships viz. brand relevance and differentiation; banners then can be seen as aiding in strengthening brand relationships. Finally, the paper looks at whether the virtue of âinteractivityâ helps in communicating brand values and strengthening brand relationships so as to aid in brand building.
Streaming Media is the generic name for software solutions that allow the delivery of audio and video content over the Web. An exciting new online advertising medium involves using Streaming Media to present videostyle advertisements to Internet users. Many reviews of online advertising effectiveness suggest it fails to build brands, yet few commentators offer substantive evidence to support this position. In March 1999, Millward Brown Interactive conducted the first Streaming Media test on behalf of RealNetworks and their client 800.com. The results showed a very strong, statistically significant increase in ad awareness and brand awareness. Further, endorsement of seven out of ten image attributes increased significantly. Since this first test, other Streaming Media ads have been tested with similar results. This paper reviews evidence from online survey research results demonstrating that Streaming Media ads can have a brand building effect. On average, Streaming Media appears to be five times more effective than the traditional Ad Banner, and qualitative comparisons suggest that it is at least as impactful as TV advertising.
Before it is considered to be strong, a brand has been through quite a lot. The process from conception to full maturity may take years, and it must be developed and monitored carefully. The Internet would seem to be diametrically opposed to the concept of brand strategies. It builds brands overnight and kills them just as quickly - so much for carefully planned operations.
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.