Brand development

7 Key excerpts on "Brand development"

• 

  eBook - PDF

  Competitive Success

  How Branding Adds Value

  • John A. Davis(Author)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  Each individual investment improves your home, increases your financial stake and, if the market agrees, enhances the overall value of your home. Of course, as we will see, external factors beyond our control can affect brand value. Management’ s task is organizing and monitoring firm actions (both people and program) to ensure the most effective use of resources so that brand value is enhanced. Tactical Overview Brand strategy is described and supported by the Brand development plan. Brand devel- opment planning is the collections of activities marketers use to conceive, plan, develop, implement and, ultimately, measure the value contributed by the brand. These activities are more commonly called tactics. Marketers must ensure their plans and tactics are developed in conjunction with the firm’s strategic and operational planners for proper alignment to occur. The absence of such coordination risks failure to deliver on promises made to the market. Promises are most often in the form of communication, both formal (initiated by the company, such as through advertising) and informal (initiated by consumers, such as through word of mouth), that conveys to consumers what they can expect from the company. The Brand development effort will be fully discussed in Chapter 4. Why Branding is Important Marketers are responsible for identifying and attracting valuable customers. A variety of tools are used, from marketing communication to field sales, to accomplish this. But the companies and products that marketers represent compete in a crowded world, filled with a growing number of competitors each seeking customers as well. The challenge marketers face is convincing customers that their company’ s products are best suited for the customer’ s needs, especially as compared to the competitors’ . This is no easy task especially because [Understanding the Importance of Brand] [18] most markets have multiple competitors offering similar high-quality products.

  Sign up to read

  Learn more about book
• 

  eBook - ePub

  Global Brand Management

  A Guide to Developing, Building & Managing an International Brand

  • Laurence Minsky, Ilan Geva(Authors)
  • 2019(Publication Date)
  • Kogan Page

    (Publisher)

  ‘Branding’ can seem like a very simple process now that technology makes it so quick and easy to create logos, select fonts, refine photos, develop content and other visible elements of a brand foundation. As a result, those outside professional marketing and branding circles may assume that the brand-development process requires little time and cost and that the branding elements can be ready to implement immediately – and they want it immediately. In addition, many people who start businesses try to do it themselves without professional help or do it cheaply by choosing the lowest-priced offer. Once a product or service is ready, business owners and many CEOs and CMOs are eager to get going and recoup their development costs. Many entrepreneurs with more of an engineering or tech background might not even understand the need for a brand-development process.

  The problem? Customers will assign a personality, values, positioning, associations and more to your product or services based on the visual and verbal cues you give them in your product design, brand experience, packaging, advertising and more. So, you will have a brand no matter what; it just might not be an advantageous one and it could even be one that suppresses sales and profits.1

  What’s missing from this ‘hurry up’ approach is all of the thinking and decisions that should inform the development of the logo, colour choices, the image style (and whether it should even be a photograph or illustration), tone of voice and, most of all, the brand actions. The goal of a brand-development process is to bring alignment to all of the elements and give the brand room to accommodate and be relevant to various audiences and situations, but still consistent enough to be seen as coherent and believable.

  The good news is that developing a brand foundation – its DNA – is not as hard as it looks. There’s a simple process for thinking it through and there are tools to help you organize the elements. But it does take time, discipline and attention to detail. In addition, there are just a few foundational elements that need to be determined. So, if you only have a product or service – or are in the process of creating one – but have not given much thought to your brand, read on and learn how to avoid the peril of launching a new product without properly thinking through the brand foundation.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Pharmaceuticals-Where's the Brand Logic?

  Branding Lessons and Strategy

  • Giles David Moss(Author)
  • 2016(Publication Date)
  • CRC Press

    (Publisher)

  Chapter 6 Developing Brands There are many books out there exhorting one particular process or another in development of brands. The process is perhaps of second- ary importance. What matters is that at least three intellectual steps are completed. First, there is a need to develop the brand’s strategy by identifying what the brand identity will be, how the brand will be differentiated from competitive brands, and what the right target segment is. This first phase has to be based on in-depth understanding of the market, the consumers, the competitors, the environment, and the resources of the company to find a brand identity that is unique in the market and based not only on a functional clinical benefit but something both tangible and intangible that appeals to more than the merely rational side of human nature. Second, it is necessary to develop a marketing program that is fully coherent with the brand’s identity. This will be done by developing a program where every element of the mix will help communicate this identity to the target customers, e.g., not just the launch image and its current indications and pricing, but also future indications, formula- tions, delivery systems, etc. Third, regular monitoring of the brand image is vital; the way the brand is perceived by customers is required to verify if there are dif- ferences between the identity that the company wants to convey and the brand’s image. If a difference is identified, the company has to adapt its sales and marketing programs and better communicate their chosen identity to the target consumers. The process is summarized in Figure 6.1. Plzarmnceuticals- Where’s tile Brand Logic? Published by The Haworth Press, Inc., 2007. All rights reserved. doi: 10.1 300/5836-06 105 106 PHARV.4 CEUTIC.4 LS- WHERE’S THE B M X D LOGICS 1. Develop brand strategy by identifying the brand identity 2. Create marketing programs to communicate the brand identity 3.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Marketing Management

  A Value-Creation Process

  • Alain Jolibert, Hans Mühlbacher, Laurent Flores, Pierre-Louis Dubois(Authors)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  Depending on the perspective taken by brand managers, brand building and brand monitoring will be executed in different ways. Branding refers to all activities of an organization, its stakeholders and competitors that focus on creating, generating, influencing and using/consuming the value of the organization and its exchange offer(s). In strategic branding, management • searches for, determines and disseminates their objectives concerning the brand to all members of their organization, • defines the intended meaning of the brand to the various stakeholders, the central intended manifestations of brand meaning and the most important intended partners in creating and generating the intended meaning, • lays the foundations for coherently developing, acquiring or making available the capabilities to support the development of intended brand meaning, manifestations and relationships with important branding partners, • allocates scarce resources of their organization in a coordinated way and STRATEGIC BRANDING 175 • monitors the outcomes of the above mentioned activities. Strategic branding is central to the long-term survival of an organization because strong brands are • valuable, in the sense of positively attracting stakeholders who possess skills and resources that are important for carrying out the mission of the organization and • impossible to imitate because of their specific meanings. Further reading Holt, D.B. and D. Cameron (2010), Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands (Oxford: Oxford University Press). Kapferer, J.-N. (2008), The New Strategic Brand Management: Creating and Sustaining Brand Equity Long Term , 4th edn (London: Kogan Page). Schroeder, J.E. and M. Salzer-Mörling (eds.) (2006), Brand Culture (London: Routledge). Notes and references 1 P. Kotler and G. Armstrong (2006), Principles of Marketing , 11th edn (Englewood Cliffs, NJ: Pearson Prentice-Hall).

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Tourism Marketing for Small Businesses

  • Steven Pike(Author)
  • 2018(Publication Date)
  • Goodfellow Publishers

    (Publisher)

  Then ask your friends what thoughts first come to mind when you mention this brand? Their responses will be representative of any associations they have with the brand in their mind. If they haven’t heard of the brand then clearly there are no associations. What are the implications of the responses for marketers? Branding as a co-creative process While there is no universal agreement on the definition of a brand, most are typi-cally a variation of the following: A name, logo, and slogan designed to differentiate a specific product or service from competitors. However, branding is much more complex than designing a name, logo and slogan, even though these are fundamental to the success of the brand. Following Berthon et al. (1999), Keller (2003), and Blain et al. (2005), tourism branding is described as the set of marketing activities designed to: „ Support the design of a name, logo and slogan, which identify and differenti-ate a tourism service from competitors, „ Reduce the level of perceived financial and emotional risk for consumers, and „ Create expectations of, and deliver, a memorable experience. This perspective acknowledges both the marketer and the consumer as being involved in co-creating the brand, remembering that any measure of brand equity is based on market perceptions. With this in mind, it is useful to consider branding as comprising the three key elements of brand identity, brand image, and brand positioning, as highlighted in Figure 7.1. The brand identity is the image aspired to by the organisation in the market place. Brand image is the actual perceptions held Tourism Marketing for Small Businesses 110 of the brand by consumers, which might or might not be similar to that intended in the brand identity. Brand positioning is the attempt by marketers to achieve congruence between the brand identity and the brand image.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Brand Management

  Advancing Insights on

  • Paolo Popoli(Author)
  • 2017(Publication Date)
  • IntechOpen

    (Publisher)

  Available from https://www. ama.org/resources/pages/dictionary.aspx?dLetter=B [Accessed: 2017-04-12]. Advancing Insights on Brand Management 22 In recent years, there has been a shift of perception from the product (product focus) to the brand (brand focus). This approach expresses the brand as an image in consumer minds, a per -sonality, and value [10]. In this aspect, the brand should be seen as a multidimensional design that integrates the physical and intangible attributes of the product and is composed of three elements: the brand image (the way which consumer perceive the brand), brand identity (the way the creator of the brand wants the brand being seen), and the brand positioning (brand positioning in the market) [ 11 ]. A comprehensive approach to the brand stems from the fact that consumers perceive products by associating the brand with all the attributes experienced by the purchase and the use of the product. Separating the two attributes (associated with the brand and the product) is difficult due to the occurrence of interaction. Brand as a “multi-faced notion” can be considered in the in the concept of Davidson through the branding iceberg ( Figure 1 ). In this view, strong brand is a result of business strategy implemented with success. This concept implies the existence of elements of visible and invisible to the consumer or user, which should be analyzed as a point of view during the construction of a competitive advantage. In this aspect, important elements are visible reflecting undertaken by the company decisions regarding marketing and related investment processes and allocation of funds. The items below so-called water level are related to the competencies, assets, and capabilities of the company focused on a specific brand. Adopted by Davidson, iceberg branding concept varies depending on the products or services offered.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Multi-Channel Marketing, Branding and Retail Design

  New Challenges and Opportunities

  • Charles McIntyre, T. C. Melewar, Charles Dennis, T C Melewar, Charles McIntyre, T. C. Melewar, Charles Dennis(Authors)
  • 2016(Publication Date)
  • Emerald Group Publishing Limited

    (Publisher)

  Part I The Design Process — Branding, Marketing and Customer Experience in a Multi-Channel World This page intentionally left blank 1 ▾ Branding: At the Heart of the Relationship between Product Marketing and Design Aurélie Hemonnet-Goujot and Delphine Manceau Learning Outcomes From this chapter, you should be able to: Analyze how design can shape brand identity (and vice versa) Be able to identify how design can influence brand perception and brand attachment Discover the mutual influence of branding and design on innovation Evaluate the different design integration strategies and their influence on branding and level of product innovativeness Diagnose the pros and cons of design externalization 3 Key Points Links between design, brand identity, and brand recognition Design, semantics, and meanings of brands Design and emotional attachment to brand Design, branding, and innovation Introduction This chapter aims to highlight two dimensions that are crucial to the design-marketing relationship: (1) the link between design and brand identity and especially the link between the semantic dimension of a product, for which design plays a major role, and the expression of brand identity; (2) the role of design in building brand attachment. Since brands are also a system of meanings that triggers emotions, the link between design, branding, and consu-mer behavior focusing on hedonistic and experiential dimensions is further investigated. This chapter also unveils a rare but essential dimension: the link between design, branding, and innovation which is becoming more and more crucial in current intense competitive environ-ment. While some researchers have analyzed the relationship between branding and innovation, little research has focused on the relationship between brands, design, and new product devel-opment (NPD). Yet, design appears as a key lever to building brand equity and stimulating product innovativeness.

  Sign up to read

  Learn more about book