Brand Positioning and Values

Establish the Brand Identity and Image

To establish the right brand identity and image the following must be decided

Identify and establish the Brand Positioning

Points of parity and Points of difference

Determine Core Brand Values and the Brand Mantra Specific Brand Strategies to build brand equity

Brand Positioning Process by the CBBE Model

Define competitive frame of reference

Target market Nature of competition Points-of-parity (how it is similar to the competition)

Define desired brand knowledge structures

Necessary to belong to the category Competitive PODs are neutralized strong, favorable, and unique brand associations

Points-of-difference (how it is different to competition)

Brand Positioning by the CBBE Model

Define competitive frame of reference Target Market segmentation bases can be

Descriptive / customer-oriented (kind of a person) and / or Behavioral / product-oriented (how customer thinks / uses brand)

More useful for understanding branding issues clearer strategic implications (ideal points of parity & differences to establish positioning) eg toothpaste segmentation

Sensory segment taste and flavour Sociables brightness of teeth

Rational for descriptive segmentation - involves behavioral considerations also (children for sweets as they are heavy users) Demographic segmentation advantages media vehicles demographics are well known

But Data bases and innovative media has reduced its importance

Brand Positioning by the CBBE Model

Competitive frame of reference Target Market Criteria

Identifiable easily determined Size adequate sales potential Accessibility distribution outlets, media availability Responsiveness how favorably they will respond

Brand Positioning by the CBBE Model

Competitive frame of reference Nature of Competition TM implicitly defines competition (they consider other brands / that other have targeted them) Important not to be too narrow in defining competition

Competition can be defined at different product category levels

Competition at the benefit rather than the attribute level (furniture / stereo)

Other issues can also determine the nature of competition distribution channel

products are organized in the mind at a hierarchical fashion product class, category, type etc.

Brand Positioning by the CBBE Model

Define desired brand knowledge structures
Points of Difference a strong, favorable, unique associations (USP in an ad)

Based on any type of attribute or benefit association CBBE broadly classifies them in terms of

Functional / performance related considerations Performances attributes cheese singles Performance benefits user friendly Mac Abstract / imagery related considerations Superior quality Low cost provider Could be based on business practices HR policy

Brand Positioning by the CBBE Model

Define desired brand knowledge structures
Points of Difference

Consumers must

evaluate it positively believe that the same cannot be found in competition

It must be a sustainable competitive advantage (SCA) ability to deliver superior value for a prolonged period of time

Brand Positioning by the CBBE Model

Major Challenges in Positioning - find compelling & impactful points-of-difference (MacMillan & McGrath, HBR, 97)

How do people become aware of their need for your product and service? How do consumers find your offering? How do consumers make their final selection? How do consumers order and purchase your product or service? What happens when your product or service is delivered? How is your product installed? How is your product or service paid for?

Major Challenges in Positioning

Find compelling & impactful points-ofdifference (cont.)

How is your product stored? How is your product moved around? What is the consumer really using your product for? What do consumers need help with when they use your product? What about returns or exchanges? How is your product repaired or serviced? What happens when your product is disposed of or no longer used?

Brand Positioning by the CBBE Model

Define desired brand knowledge structures Points of Parity associations shared with other brands come in 2 basic forms 1. Category points of parity

Important when a brand enters a new category

Necessary to be a legitimate, credible offering in the category (but not sufficient conditions for brand choice)

These attributes are at the Generic and Expected Product levels

May change over time because of tech. advances, legal developments, consumer trends

Brand Positioning by the CBBE Model

Define desired brand knowledge structures
Points of Parity associations shared with other brands come in 2 basic forms 2. Competitive points of parity

Designed to negate competitors POD by matching if not better on that attribute

Sometimes POD and POP may be conflicting

calls for source credibility to overcome consumer resistance

Brand Positioning by the CBBE Model Define desired brand knowledge structures
Points of Parity versus Points of Difference

Brand must be perceived as good enough on a particular attribute to achieve a point of parity (even if it is not as equally good)

There is a zone or a range of tolerance or acceptance with POP

Positioning is a often
achieving a competitive POP clear superiority

Positioning Guidelines

Positioning Guidelines
1.

Establish Category Membership Consider and determine

The products or set of products with which the brand competes Competing in different categories results in different frames of reference, POPs, PODs

Communicate membership to indicate the

goals that will be achieved by using a product or service

Critical for new brands entering a category When brand is affiliated but not entirely in the category (Dove)

Positioning Guidelines
Establishing Category Membership Preferred approach to communicate Positioning
1.

First inform about the brand membership Then state PODs (different campaigns may be needed)

Straddle position - brand may straddle 2 points of reference (to reconcile conflicting consumer goals)

PODs and POPs must be credible to be considered a legitimate player in either category (PDAs)

Positioning Guidelines
2. Identifying & Choosing POPs & PODs
PODs must become a strong, favorable, unique association 2 important considerations 1.

Desirability - consumers must find PODs desirable

1. 2. 3.

Relevance Distinctiveness Believability

2.

Deliverability consumers must believe that the firm can deliver to make the brand enduring
1. 2. 3.

Feasibility Communicability Sustainability

Positioning Guidelines
2. Identifying & Choosing POPs & PODs
2 important considerations for PODs are 1. Desirability criteria 3 key desirability criteria
1.

2.

3.

Relevance personally relevant and important e.g pain killer Distinctiveness and Superiority e.g. long lasting pain relievers Believability POD is believable and credible e.g. Mountain Dew has more caffeine support for the claim may reside in the general associations of the company that have developed over time French Chanel perfume

When POD is abstract or image based

Positioning Guidelines
2. Identifying & Choosing POPs & PODs
2. Deliverability criteria 3 deliverability criteria
1.

Feasibility products ability to perform at the level stated actual and potential Companys ability - have the resources, expertise, time to create POD The product and the marketing designed to support the desired associations Associations that are there but consumer is not aware of (easier to do) Or make changes & convince consumers of it (more difficult)

Positioning Guidelines
2. Identifying & Choosing POPs & PODs
2. Deliverability criteria 3 deliverability criteria
2. Communicability current or future Difficult to create associations that are not consistent with prior consumer knowledge. Therefore compelling reasons proof points must be given to say the brand will deliver the desired benefits 3. Sustainability - over time reinforced and strengthened through actual performance and communication Check positioning is pre-emptive, defensible and difficult to attack Internal commitment and use of resources And external marketing forces

Positioning Guidelines
2. Identifying & Choosing POPs & PODs - Create POPs and PODs in the face of

attribute & benefit trade-offs

Price & quality Convenience & quality Taste & low calories Efficacy & mildness Power & safety Ubiquity & prestige Comprehensiveness (variety) & simplicity Strength & refinement

Positioning Guidelines
3. Communicating & Establishing POPs, PODs Communication of Category Membership 3 ways to communicate
1.

2. 3.

Communicate category benefits, (provide supporting rationale Compare to exemplars (note worthy brands) Product descriptors to follow brand name

Critical with new technology products

Positioning Guidelines
3. Communicating & Establishing POPs, PODs

Communication of Category Membership

3 approaches to increasing levels of communication

effectiveness (but also levels of difficulty)

1. Separate the attributes 2 different launch campaigns (each devoted to a different attribute / benefit)
Expensive and does not address the issue head on

2. Leverage equity of another entity use celebrities, other brands, event 3. Re-define the relationship from negative to positive convince them that the relationship is positive by providing a different perspective - a convincing story is necessary

Positioning Guidelines
3. Communicating & Establishing POPs, PODs
Update Positioning over time 2 main issues
1.

Deepen the meaning of the brand - tap into core brand values or other abstract considerations -

laddering
2.

React to competitive challenges that threaten an existing positioning - reacting

Positioning Guidelines
3. Communicating & Establishing POPs, PODs Update positioning over time 2 main issues
1.

Deepen the meaning of the band through Laddering

Deepen POD by creating benefit and value associations Nike innovation for peak performance. How to do this ..

Explore underlying motivations of consumer to uncover relevant associations - Maslows hierarchy Means-end-chain model - to uncover higher level meaning of brand characteristics (attribute benefits values)

As a brand gets associated with more products and moves up the product hierarchy the brand meaning becomes more abstract while the POPs and PODs exist in the minds of the consumer

Positioning Guidelines
3. Communicating & Establishing POPs, PODs
Update positioning over time 2 main issues 2. Reacting to competitive challenges that threaten positioning

3 reactions None, Moderate, Significant reaction

Competition reduces PODs to POPs / strengthens PODs / establishes new PODs

Depending on severity of the threat (know through brand audit)

None competitive action is unlikely to capture/create a new POD Moderate - defensive competitive action has potential to disrupt market add reassurance, advertise to strengthen POD & POP Significant - offensive competitive action is potentially damaging reposition brand to address threat product extensions advertising that fundamentally changes meaning of brand

Positioning Guidelines
4. Defining and Establishing Brand Values Core Brand Values and Brand Proposition

Set of abstract associations, attributes and benefits that characterize the 5-10 most important dimensions of the mental map of a brand.

Serves as the basis of the positioning

Identified through a structured process

Mental Map - salient brand associations and responses of the TM (beliefs, attitudes, feelings, images, experiences) Core Brand Values Brand Mantra - an articulation of the heart and soul of the brand -core promise. (Short three to five word phrases that capture the irrefutable essence or spirit of the brand positioning and brand values).

Positioning Guidelines
4. Defining and Establishing Brand Values Brand Mantra what the brand is (implicitly what it is not) Designing it broken down into 3 terms 1.

2.

3.

Brand function term nature of products, benefits, experiences (concrete or abstract term for high order benefits) Descriptive modifier the business function (combined 1 & 2 delineate the brand boundaries) Emotional modifier qualitative nature of what the brand does

Positioning Guidelines
4. Defining and Establishing Brand Values
Brand Mantra importance Provides guidance

what products to introduce, ad campaign message, how to sell, look of the reception, etc.

Important for a number of reasons 1. 2.

Signals importance of brand to the organization

Employees and marketers understand its management
A memorable shorthand for crucial considerations of the brand that must be kept salient / TOM

Positioning Guidelines
4. Defining and Establishing Brand Values Brand Mantra other note worthy points

BM derives its power and usefulness from its collective meaning

No other brand should singularly excel on all dimensions POPs need to be reinforced in other ways

BM are designed to capture PODs

Positioning Guidelines
4. Defining and Establishing Brand Values
Brand Mantra implementation

BM should be developed at the same time as Positioning

Based on Positioning (a few sentences)

Call for inputs from employees, marketing staff Following considerations must come into play

Communicate define category of business, the boundaries, and USP Simplify - memorable, short, crisp and vivid (sometimes more words may be necessary) Inspire employees and stake out ground that is personally meaningful & relevant also to consumers

The meaning underlying the mantra has to be articulated so that it is not misinterpreted

Positioning Guidelines
Brand charters - for Internal Branding

Internal brand communication

Employees should be properly aligned with the brand they represent to build BE

Particularly important for service employees Use intranet, letters from CEO, etc.

Branding should be perceived as participatory

Marketing partners

Franchisees Retailers, etc

Implementing Brand Positioning

1. Establish Category Membership

Product descriptor Exemplar comparisons Product benefits

3. Communicate & Establish POPs & PODs

2. Identify & Choose POPs & PODs

Desirability criteria (consumer perspective)

Separate the attributes Leverage equity of another entity Refine the relationship of conflicting attributes Update positioning over time

Deliverability criteria (firm perspective)

Personally relevant Distinctive & superior Believable & credible

Deepen the brand meaning React to competitive action

4. Defining and Establishing Brand Values - internal branding

Feasible Communicable Sustainable /Profitable Pre-emptive, defensible & difficult to attack

Brand mantra core promise

Communicate Simplify Inspire

Brand charters