Brand Frameworks

Post on 01-Nov-2014

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Research, particularly academic, into Branding, Design, and Business, often seeks to identify common issues of practice within identified subject areas and create frameworks or models, which will help practitioners within business organisations to operate more effectively. In building case studies through a speculative comparison of two B2C brands; Lego and Unilever, such brand models are applied here to examine why each company has found it necessary to adopt changes to their strategy to incur different relationships with their customers.

Transcript of Brand Frameworks

BrandSuccess

©JamesBarber

"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.“

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarberKevin Robers, The Lovemarks Effect

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

BRANDS

Low Love

High Respect

Products

Low Love

Low Respect

LOVEMARKS

High Love

High Respect

FADS

High Love

Low Respect

RESPECT

LOVE

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarberKevin Robers, The Lovemarks Effect

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

BRANDS

Low Love

High Respect

Products

Low Love

Low Respect

LOVEMARKS

High Love

High Respect

FADS

High Love

Low Respect

RESPECT

LOVE

...creating affection...

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarberKevin Robers, The Lovemarks Effect

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

BRANDS

Low Love

High Respect

Products

Low Love

Low Respect

LOVEMARKS

High Love

High Respect

FADS

High Love

Low Respect

RESPECT

LOVE

...creating affection...

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarberKevin Robers, The Lovemarks Effect

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

BRANDS

Low Love

High Respect

Products

Low Love

Low Respect

LOVEMARKS

High Love

High Respect

FADS

High Love

Low Respect

RESPECT

LOVE

...creating affection...

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber4D Branding, Thomas Gadd, 2001

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

The ability to create insight or guidance for the individual.

MENTAL

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

The ability to create insight or guidance for the individual.

MENTAL

Perception of responsibility in your industry, society, locally, or globally.

SPIRITUAL

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

The ability to create insight or guidance for the individual.

MENTAL

The ability to create a social context for a

group.

SOCIAL

Perception of responsibility in your industry, society, locally, or globally.

SPIRITUAL

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

The ability to create insight or guidance for the individual.

MENTAL

The ability to create a social context for a

group.

SOCIAL

Perception of responsibility in your industry, society, locally, or globally.

SPIRITUAL

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

Brand must deliver on all 4 dimensions.

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Success story?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

‘Whenever you encounter Virgin, it’s cheaper, better quality and a much nicer atmosphere’

‘I appreciate Virgin’s commitment to challenge big and oblivious corporations’

SPIRITUAL DIMENSION

FUNCTIONAL DIMENSION

SOCIAL DIMENSION MENTAL DIMENSION‘I like Virgin, they’re like a great friend. We share values, attitudes towards life and like to have fun’

‘Virgin makes me feel good. When I’m on that plane it feels mentally relaxing’

Success story?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

HOT

WAR

MCO

LD

HOT

WAR

MCO

LD

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

5(63(&7

/29(

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

HOT

WAR

MCO

LD

HOT

WAR

MCO

LD

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber “PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

HOT

WAR

MCO

LD

HOT

WAR

MCO

LD5(63(&7

/29( They were so successful for so

long, they didn't have to question their marketing or product development ability. Jon Salisbury, Toy News, 2004

“Announced $200US million loss - its biggest ever - with sales falling by more than a quarter.

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

ExternalPerspective Trap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

ExternalPerspective Trap

Brand PositionTrap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

ExternalPerspective Trap

Brand PositionTrap

Product AttributeFixation Trap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Reduce a brands ability to respond to changing market.

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Reduce a brands ability to respond to changing market.

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY: Kids Getting Older Younger

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY: Kids Getting Older Younger

Love of the LEGO brand irrelevant?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY: Kids Getting Older Younger

My father made another brand an offer they couldn’t refuse.

Love of the LEGO brand irrelevant?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

SO.... WHAT DOES THIS TELL US?" "

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

SO.... WHAT DOES THIS TELL US?" "Emotional framework = 20% to 200% higher

prices + greater sales volume = ?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

realign brand identity?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

realign brand identity?promote the brand internally?

BRANDIDENTITYTRAPS

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

BrandVitality

BrandStature

Relevance

Diffrentiation

Esteem

Knowledge

Relevance

an intimate understanding of the brand

how well regarded thebrand is

how approproate the brand is to you

the brand’s point ofdifference

Brand Asset Valuator (Y&R)

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BrandValue

shifts in market trends?

realign brand identity?promote the brand internally?

BRANDIDENTITYTRAPS

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

overlap in market

segments

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

emotional frameworks?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

ASYL: AdultsStaying YoungerLonger

emotional frameworks?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY

ASYL

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

HOT

WAR

MCO

LD

HOT

WAR

MCO

LD

5(63(&7

/29(

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PERFORMANCE

innovationqualityserviceidentityvalue

TRUST

reliabilityeaseopennesssecurity

REPUTATION

leadershiphonestyresponsibilityHIĆFDF\

MYSTERY

great storiespast,present & futuretaps into dreamsmyths & iconsinspiration

SENSUALITY

soundsighttastetouchscent

INTIMACY

commitmentempathypassion

HOT

WAR

MCO

LD

HOT

WAR

MCO

LD

5(63(&7

/29(

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

“Unilever’s world outlook, organisation and commercial relationships are all based on distinctive and separate brands, and have been for more than a century.” Wally Olins, 2003

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

“Unilever’s world outlook, organisation and commercial relationships are all based on distinctive and separate brands, and have been for more than a century.” Wally Olins, 2003

house of brands?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

“Unilever’s world outlook, organisation and commercial relationships are all based on distinctive and separate brands, and have been for more than a century.” Wally Olins, 2003

house of brands?

branded house?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Loss of freedom?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Loss of freedom?

Corporate brand vulnerable?

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

”.....the Dasani scandal has left Coke nursing a £25 million loss from cancelled production contracts DQG�DGYHUWLVLQJ�GHDOV��7KH�GDPDJH�WR�WKH�ĆUPV�UHSXWDWLRQ�LV����WLPHV�WKDW�ĆJXUH����ë

http://www.guardian.co.uk

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

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brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

IF IT AINT BROKE, why FIX IT ?

" "

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

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in conclusionCan ‘Love’ be Quantified?

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...focus on key component...

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““Brand frameworks are simply tools: they are

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©JamesBarber ““THANK YOUQUESTIONS ARE MOST WELCOME

Branding is, not concerned with sales, money, turnover or profits. Branding is only ever about people, purpose and reputation. The principle of this approach is that if all elements are considered, the issue of sales and profits will inevitably follow. - Me, 2012

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©JamesBarber ““THANK YOUQUESTIONS ARE MOST WELCOME

Branding is, not concerned with sales, money, turnover or profits. Branding is only ever about people, purpose and reputation. The principle of this approach is that if all elements are considered, the issue of sales and profits will inevitably follow. - Me, 2012

Do you agree..?