25 BRANDING MODELS FOR STRATEGIC PLANNERS, Study Guides, Projects, Research of Marketing

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25 BRANDING MODELS

FOR STRATEGIC PLANNERS

Created by Baiba Matisone

My aim was to create one solid deck where everyone could find all the necessary

Brand building models. I really hope that this presentation will be a useful tool kit for all

of you!

Cheers,

Baiba

Feel free to share your feedback about the deck in a survey. It will take only 4 mins to help me

improve my work:

Link: Feedback Survey

BRAND IDENTITY

The set of associations and principles that brand management aspires to create and maintain. These associations imply a promise to customers from the organisation, its product/services and its staff members.

Source : David J Carr

Positioning

places a brand into a market and articulate its role in people's lives. And at best it differentiate that brand by describing something that it does for people. But it's not the whole story.

Raising

personality to

the level of positioning - people can't differentiate brands (too complex) but personality is instantly understood and distinctive. People will make decisions based on trust and our personality comes not just from our attitude but the heritage of the brand.

BRAN IDEA

A brand idea sits at the heart of everything a brand does and is the anchor and point of consistency for all communications and marketing. It must be ownable, resonate with customers and drive the value proposition.

Reasons to believe/Proof Points/Discriminator Compelling reasons for the target customer to choose our brand over the competition. What makes us unique, useful, usable and delightful?

VALUES

to the personality phrase A set of values that sum

DELIVERY /EXPERIENCE

HOW BRANDS PROVIDE VALUE

Commercial Value

Social Value

short term

PROFIT

long term PROSPECTS

FOR GROWTH

short term USEFULNESS

+ HAPPINESS

long term

SUSTAINABILITY

revenue up

costs down

opportunities up

risk down

benefit up

harm down

resource creation up

resource destruction down

makes people want to buy

creates drive internally

speeds up innovation

keeps people committed

gives you something good

holds company to account

builds human and natural resources encourages re-use and sharing

A GOOD BRAND...

This matrix helps you understand the link between what brands do and the social or commercial value they generate.

Source: Wolff Olins

HBR: BRAND

PLATFORM

POSITION

What is our intended position in the market and in the hearts and minds of key customers and other stakeholders?

COMPETENCES

What are we particularly good at, and what makes us better than the competition?

CULTURE

What are our attitudes, and how do we work and behave?

BRAND CORE

What do we promise, and what are the core values that sum up what our brand stands for?

MISSION AND

VISION

What engages us (mission)? What is our direction and inspiration (vision)?

EXPRESSION

What is distinctive about the way we communicate and express ourselves and makes it possible to recognise us at a distance?

VALUE

PROPOSITION

What are our key offerings, and how do we want them to appeal to customers and other stakeholders?

RELATIONSHIPS

What should be the nature of our relationships with key customers and other stakeholders?

PERSONALITY

What combination of human characteristics or qualities forms our corporate character?

INTERNAL

INTERNAL / EXTERNAL

EXTERNAL

The Corporate Brand Identity Matrix helps to define what does the company’s name really stand for, and how is it perceived and leveraged in the marketplace and within the company itself. It also serves as a north star, providing direction and purpose.

A corporation’s identity is made up of nine interrelated components. By examining each one and how it relates to the others, an organisation can build a stronger brand.

Source: What Does Your Corporate Brand Stand for?” Harvard Business Review, January-February 2019 by Stephen A Greyser and Mats Urde

BRAND EQUITY

Brand Equity is a marketing term used to describe the commercial value derived from consumer perception of a brand name, rather than the product or service it provides.

Brand Equity can be determined by measuring seven key aspects of how a brand is perceived by consumers.

Brand Equity

Image & Perso- nality

Aware- ness

Availa- bility

Loyalty Famili-arity

Prefe- rences

Associ- ations

Source : Slade-Brooking, C., Creating a Brand Identity. London: Laurence King Publishing Ltd

BRAND EQUITY SANDGLASS

Brand Equity Sandglass is another way to describe the brand model.

Like all models it says that brand promise lies at the point where brand essence meets target insights.

Look into Brand Equity Pyramid and Consumer Pyramid for details.

Brand promise

Values

Essence

Insight

Target

Consumer

Brand

Source: Strategy Deck

NIELSEN BRAND EQUITY INDEX

Directly correlating a proprietary measure of brand equity with market share and customer loyalty.

Source: Nielsen

EMOTIONAL EQUITY Brand love: A stronger emotional connection with one brand than all others

BEHAVIOURAL EQUITY Brand Preference: A desire to choose one brand over all others

AFFIRMATION EQUITY Brand Affirmation: The willingness to recommend one brand over all others

BRAND EQUITY IS...

BRAND HEALTH PYRAMID

At any one time, every person could be linked to one level of relationship with a brand: awareness, familiarity, preference or best choice.

The important thing is conversion between the levels. Low awareness means no-one knows your brand. A low conversion rate to familiarity tells us people have heard about you don't really know what you have promised them. A low conversion rate to preference means that what you are saying is not interesting to your audience. A low conversion rate to loyalty means you don't provide an extra reason to stick with you.

Awareness

Familiarity

Preference

Best choice

100% TA

Source: Strategy Deck

SWOT ANALYSIS

SWOT analysis is a technique that can be used to evaluate any product, service, company or brand.

Firstly the objective or aim has to be defined (SMART), and then the factors that are favourable or unfavourable to achieving that aim are identified. This type of analysis is useful because it enables to not only identify a brand's unique selling point but also any existing threats to the brand.

Source : Slade-Brooking, C., Creating a Brand Identity , Laurence King Publishing, 2016, UK

SWOT

STRENGTH

Staff Customer base Market position Financial resource Sales channels Product or service Profitable Growing

WEAKNESS

Staff Profit margins too low Financial resources Competitive vulnerability Market research Sales channels

OPPORTUNITY

New complimentary market Strategic alliance Market poised for growth Competition weakness

THREAT

Economy Loss of key staff Cash flow New technology Increased competition Falling sales Decreasing profits Lack of financial resource

BRAND CORE

Brand Core is one of the tools designed to describe the brand model.

The essence of the brand lies in the intersection of three factors:

● Audience - represented by audience insight ● Product - represented by brand equities ● Business vision - meaning desired future of the brand

Look into Brand Equities for more details.

Brand

Essence

Audience

Insights

Brand

Equities

Brand Vision

Source: Strategy Deck

BRAND KEY

This model is originally created for Unilever's brand-planning - now universally used in academic practice. It's different from other brand frameworks by three main points:

● Root strengths - the basic attributes we want to build on and be known for. ● Competitive environment ● Discriminator - the single (or max of 3) compelling reasons for the target customer to choose us over the competition.

Essence

Values & personality

Reasons to believe

Benefits

Discriminator

Insight

Competitive environment Target group

Root strengths

Source: Strategy Deck

BRAND CHOICE - SYSTEM 1 AND SYSTEM 2

Our brains have two different ways of processing data and making decisions. Both play their part in determining the products we buy, and the brands we choose. Here's the guide to what Daniel Kahneman calls “Thinking Fast” (System

1. and “Thinking Slow” (System 2).

Source: Binet, L., How to not plan, Matador

SYSTEM 1 SYSTEM 2

Dominant mode of thought

95% of brain activity

Secondary mode of thoughts < 5% of brain activity

Fast and powerful Honed by millions of years of evolution

Slow and limited A more recent addition

Effortless Always on

Effortful Hard to sustain

Scans all sensory inputs But can be primed by System 2 to watch out for things of interest

Selective attention Guided by System 1 feelings, associations & intuitions

Unconscious & automatic responses Associative & heuristic processing. Experienced as feeling, intuitions & habits.

Conscious & deliberate thought Can follow learned rules of thought, eg maths, logic & legal reasoning

Primary decision-making mechanism Strong influence on System 2. Can be influenced by System 2.

Secondary cross-checking mechanism Mostly post-rationalises System 1 decisions. Can sometimes overrule System 1. Additional information: Book summary “Think fast, Think slow”

BRAND CHOICE - SYSTEM 1 AND SYSTEM 2

Our brains have two different ways of processing data and making decisions. Both play their part in determining the products we buy, and the brands we choose. Here's the guide to what Daniel Kahneman calls “Thinking Fast” (System

1. and “Thinking Slow” (System 2).

Source: Binet, L., How to not plan, Matador

SYSTEM 1 SYSTEM 2

Vast memory capacity Durable memories. Long-term influence on behaviour.

Limited memory capacity Quickly overwritten. Short-term influence on behaviour.

Buying implications

Does most of brand choices work. Not logical or rational. Brands just feel more attractive.

Only kick in close to point of purchase. More likely to prevent buying than stimulate it.

Make purchase decisions seamless & automatic. Choosing your brand should be a no-brainer

Be wary about trying to make people think; they don't like it & won't thank you for it

Comms implications

Trained, not taught. Brand building is about creating associations, feelings & habits through repeated exposure

Influenced by messages, arguments & information, but only late in decision-making process

Research implications

Hard to research. System 1 dominates, but we're mostly unaware of its influence

Research exaggerates importance. We mistakenly attribute actions to System 2 - because it's what we're conscious of