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市場調查報告書
邁向成功的品牌策略
The Future of Branding
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本報告已在2011年07月19日停止出版。
Abstract
Overview
Introduction
Branding is becoming ever more important as companies face an increasingly
global and competitive marketplace. But what should companies be focusing on
when managing this key intangible asset? This report provides in-depth
analysis of the key challenges of branding and how companies can respond
effectively.
Scope
- Covers the key challenges facing brand strategists, with case studies of
how particular industries have been affected.
- Each case study's conclusions are applicable to all industries looking for
best practice ideas.
- Industries covered include consumer markets, utilities, financial
services, logistics and healthcare.
Report Highlights
There are two important insights into managing brand through mergers and
acquisitions successfully. Firstly, serious problems can be created by not
actively managing the brand through such developments, which can cause brand
equity to suffer. Secondly, ongoing communication to all parts of the value
chain is essential.
For intermediaries, the quality and range of products is far more important
than brand when assessing providers. Nevertheless, providers should look to
appeal to both intermediaries and end customers, by looking to offer a high
level of service and wide product portfolio, as well as build up a reputation
for trust, leadership and social values.
Reasons to Purchase
- Understand the main challenges of branding and how your company can
respond.
- Learn from the experiences that other industries have gone through to
improve your branding strategy.
Table of Contents
- DATAMONITOR VIEW
- CATALYST
- SUMMARY
- METHODOLOGY
- OVERVIEW ANALYSIS
- Branding is becoming increasingly important
- There are five key challenges of fundamental importanceto all
- Building brand symbolism and trust
- Managing corporate brand
- Managing brand in intermediated markets
- Managing brand during mergers and acquisition
- The challenge of declining returns
- Success will depend upon a number of factors
- Consumer-facing brands must reflect people's lifestylesand aspirations
- Corporate brands must deliver on their promise to actresponsibly
- Brands in intermediated markets must appeal to bothintermediaries and
end customers
- Active brand management is essential to successfulmergers and
acquisition
- Adapting promotional activities is key to ensuringoptimum ROI
- CONSUMER BRANDS MUST REFLECT PEOPLE'S LIFESTYLES ANDASPIRATIONS
- Catalyst
- Summary
- Brands have important symbolic meanings that can be usedto build brand
equity
- There is a difference between product and brandassociations
- The symbolic associations of brands mean that they playan important
role in shaping self-concept
- Social identification and image are important brandsymbols
- When brands fulfill symbolic functions marketers canbuild
profitability more effectively via premium pricing
- Consumers are becoming increasingly skeptical of brandsymbolism
conjured via emotional branding ploys
- Symbolic meanings combined with a clear focus onfunctional benefits
create a compelling brand proposition
- Engendering trust should be a primary focus of brandingefforts
- Brand trust relates to expectations of the brand'sreliability and
intentions
- Four different types of trust exist
- Trusted brands form personal connections with consumersand are more
likely to be given a second chance
- Trust is most important for brands in markets withlittle
differentiation
- Future brand strategies must alleviate growing consumerskepticism
- Consumers are becoming more fearful, skeptical anddistrusting
- Trust perceptions vary by industry and category
- Where consumers perceive risk or trust is low theydevelop
trust-orientated strategies accordingly
- Marketers can leverage the attributes and communicationcues that
consumers perceive as trustworthy
- CORPORATE BRANDS MUST DELIVER ON THEIR PROMISE TO ACTRESPONSIBLY
- Catalyst
- Summary
- Corporate branding is ideal in commoditized markets
- Branding has been of little importance to utilitiescompared to other
sectors
- Rather than customer empathy, utilities brandsoriginally had regional
company focus
- There is a trend to corporate branding in UK energysuppliers, after a
period of intense M&A activity
- In supplying a commodity, brand differentiation isdifficult
- Enhancing the commodity with a good corporate profile isthe most
appropriate branding strategy
- Commodity companies cannot hide wholesale activitiesfrom their corporate
profile
- Companies have environmental and social responsibilities
- Tariff increases and profits on wholesale activitiesattract bad press
- Commodity companies have the responsibility of ensuringcontinuity of
supply
- Exploiting natural resources may help the bottom line,but it won't
help the brand
- Investment in the corporate brand has to focusinternally as well as
externally
- The company has to act in the manner it promoted throughits corporate
profile brand
- To act in this manner, internal stakeholders have to bealigned with
the brand profile
- All subsidiaries of the company and distant operationsshould operate
under the same principles
- Leading commodity companies are investing internallywhen developing a
corporate profile brand
- The corporate profile can be easily damaged byactivities that do not fit
with it
- Short-term damage to a corporate profile is difficult torepair
- A profile brand cannot be replaced in the same manner asa family
sub-brand
- Bad PR through poor internal activities is the easiestway to damage a
profile brand
- BRANDS MUST APPEAL TO BOTH INTERMEDIARIES AND ENDCUSTOMERS
- Catalyst
- Summary
- The Financial Services market illustrates the challengeof brand in a
complex market
- Brand must have no bearing on sales throughintermediaries in financial
services
- Product providers continue to market their brand tocustomers and
intermediaries
- Brand is important to a high proportion of the targetclients of
intermediaries
- Clients prefer well-known brands and are more likely totrust providers
with strong brands
- Brand is important to a proportion of the target clientsof
intermediaries
- Intermediaries are largely unaffected by brand promotion
- Providers should focus branding efforts on both endcustomers and
intermediaries
- Advertising focused on IFAs is almost as effective asadvertising
focused on customers
- Sponsorship and social projects are an important aspectof improving
brand perception
- Intermediaries are skeptical of brand promotion withoutsubstance
- Providers with a strong brand are seen as reputable andproduct-focused
- Weaker brands are those which have a poor product andservice offering
- Strong brands rely on a combination of values appealingto intermediaries
and their clients
- Even in intermediated markets, soft values can beimportant to brand
perception
- Raising visibility among clients through a clearbranding strategy is
key to maximizing effectiveness
- ACTIVE BRAND MANAGEMENT IS ESSENTIAL TO MERGERS ANDACQUISITIONS
- Catalyst
- Summary
- Companies must manage their brands to maximise theirchances of success
- A company's brand can be a powerful tool
- Merger and acquisition activity has been rife in recentyears, which
can cause brand problems
- Brand management is therefore essential
- For many companies, the policy of 'accumulate andassimilate' has worked
well
- The four largest express players have followed similarstrategies
- Two main areas to tackle to minimize disruption:external and internal
environments
- Timing and composition of brand transition strategyvaries
- However, there are some common general steps thatintegrators take to
maximize a successful transition
- DHL/Airborne case shows that detailed planning is key
- Acquisition of Airborne Express was a good strategicmove for DHL
- Detailed plan drawn up and implemented for all elementsaffecting brand
- Advertising key in communicating to customers andemployees
- Presentations to stakeholders were also key
- But there have still been problems with the transition
- UPS/Overnite case offers further pointers to bestpractice
- Overall, integrators have been successful in managingtheir brand
during M&A activity
- DHL re-branding shows that communication is key
- Action required by Deutsche Post due to multiple brands
- Five elements to integrating separate business unitsinto one brand,
with communication being key
- New color scheme helped quickly establish the new brand
- DHL brand management process has continued and evolved
- While brand management can yield problems, there arefive steps to
maximize the benefits
- Serious problems are created by not managing the brand
- Definite benefits can be yielded through brandmanagement
- There are five steps to help decrease the chances ofdamaging the brand
- BRAND MANAGERS MUST OPTIMIZE ROI IN A MARKET WITHDECLINING RETURNS
- Catalyst
- Summary
- Pharmaceutical branding has traditionally led toconsiderable returns
- Intense advertising activity has led to pharmaceuticalbrand
recognition, rapid uptake and blockbuster sales
- Brand awareness is a key tool for protecting against newcompetition
- Unique selling points can be key to brand success
- ROI has been declining as new advertising regulationsand media have been
created
- Increased use of alternative media has reduced the valueof traditional
pharmaceutical marketing campaigns
- Physician detailing has become less effective
- The new PhRMA guiding principles for DTC advertisinghave led to
significant changes in marketing
- Several companies took the new DTC guidelines a stepfurther
- Cost constraints will further reduce ROI
- The lack of direct-to-consumer advertising in Europe hasled to
patients preferring face-to-face contact
- Physicians are a more suitable target for branding inEurope
- Generic substitution is mandatory in many Europeancountries, leading
to a limited ROI on marketing
- The future of pharmaceutical branding is uncertain
- Drug safety scares have led to negative associationswith some
household pharmaceutical brands
- In the future brand will have less influence overprescription choice
than in the community
- Companies will have to adjust their measurement ofmarketing
effectiveness
- APPENDIX
- Definitions
- Further reading
- Ask the analyst
- List of Tables
- Table 1: The percentage of consumers who considervarious financial,
automotive, utilities and packaged goods variables tobe trustworthy, 2004
- List of Figures
- Figure 1: Consumer value brands that reflect theirattitudes and values
on life
- Figure 2: Preference for customization is influencedby the growing
importance of identity building consumption
- Figure 3: Brand must combine symbolic and functionalpositioning to
create perceived differentiation
- Figure 4: Trust can build brand loyalty and equitywhich provides a wide
range of marketing benefits
- Figure 5: Both consumer and industry opinion perceivethat prior
experience and endorsement from professional bodies are themost influential
factors in (re)gaining consumer trust
- Figure 6: UK utility retail and corporate brands
- Figure 7: Brand affects clients more thanintermediaries, and is most
likely to influence financially uncertainclients
- Figure 8: Advertising is the most effective method ofstrengthening brand
perception
- Figure 9: Financial advisers say provider offeringsand performance are
key brand values
- Figure 10: Distinctive Integrator Colours MinimizesBrand Confusion
- Figure 11: DHL's advertising for the Airborneacquisition
- Figure 12: DHL Brand Integration
- Figure 13: DHL's "Yellow Offensive"
- Figure 14: Viagra accounted for almost a third oftotal PDE5 inhibitor
sales in 2005
- Figure 15: The 'purple pill' - AstraZeneca's brandingfor Prilosec and
Nexium has been key to the franchise's success
- Figure 16: Patients in Europe prefer to receive drugand disease
information through face-to-face contact rather than via themedia or
brochures
- Figure 17: An average of 91% of promotional spend inthe EU is for
physician detailing while in the US this accounts for 52
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