IntegrAteD BRANDmANAgemeNtpRoCessA cooperation between BRAND RATING and BrandMaker

Value-oriented brand management – From the strategy to the operational detail

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Why does this brochure focus on the brand management process?

… because only strong brands generateadded value.

the development of a consistent brand strategy, in line with the corporate targets, is the basis for brand success. In mature and fiercely competitive markets, the brand be-comes a key success factor for maintaining and commit-ting customers or achieving and safeguarding a price gap.

… because the effectiveness and efficiency of brand management expenditure is of increasing significance in the face of budget restrictions.

An end-to-end connection of strategic brand planning with the operational implementation of brand measures and an accurate analysis of the success factors help to prevent loss through friction and to ensure that funds are invested in the right place.

… because only a consistent realisation of the brand strategy will in the end lead to success.

Larger companies, especially those with a complexorganisational structure, find it a challenge to transport the brand strategy to the implementation of specific measures. each member of the company should know what is required to ensure that the target group receives the typically holistic image which makes a strong brand.

Challenges in the brand management process

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status Quo

Sector A Sector B

Corporate strategy

Brand strategy

Brand presentation Brand presentation

• To create clear processes and communication channels. Joint access to information for all units prevents loss through friction

• To achieve a holistic brand presentation with consistent messages, which establishes a unique perception in the “heads and hearts” of the target group

• To define brand targets and coordinate brand strategy with superior corporate strategy

• To translate strategy into specific activities in the marketing mix

• To measure brand perception and economic success for adjustment of measures

Challenges

Planning

Implementation

Monitoring

Market 2

Market �Market 1

Brand perception

Success in Euros

CHALLENGESMost brand management challenges arise from cracks in the processes andinsufficient distribution of information.

A clearly defined process helps brand managers to master the challenges

status Quo

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Sector A Sector B

Corporate strategy

Brand strategy

target: integrated marketing and brand management

Consistent brand

presentation

Market 2

Market �Market 1

Success in Euros

Sector A Sector B

Corporate strategy

Brand strategy

Brand presentation Brand presentation

Market 2

Market �Market 1

Brand perception

Success in Euros

Brand perception

OBJECTIVEAn end-to-end process – from the brand strategy to the brand presentation – which focuses on increasing brand profits.

the brand scorecard by BrAnD rAtIng and BrandMaker

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Analysing decisive brand indicators

Determination of key brand performanceindicators in the brand value creationprocess and definition of brand scorecard

1

Planning strategic brand targets

Derivation and connection of strategic brand targets with business planning

2

Positioning and planningoperational brand targets

Derivation of success-related “levers” in the brand valuecreation process, for achieve- ment of strategic brand targets

3

Comparing targets andimplementation

Interface between strategy andimplementation: comparison of planned marketing mix measures with operational targets

4

Optimising operational marketing processes

IT-based brand management system for the concrete planning and implementa- tion of individual marketing measures

5

Steering and controlling

Monitoring the implementation success through target-actual comparison of operational brand targets

6

1

2

3

4

5

6

Brand scorecard

Integrated brand management

process

SOLUTIONthe integrated brand management process links brand strategy with brand

implementation.

Analysingdecisive brand indicators1

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Marketing mixactivities

- Product- Prices / conditions- Communication- Sales & service

Brand identity Brand strength Brand preferences

non-relevant Setrelevant SetFirst ChoicePurchaserepeat purchase

OutputMonetary

brand value

Black box target group

Brand valuecreation

- Price premium- Market share- etc.

target groupbehaviour

- Loyalty- Switching habits- etc.

Attitude tobrand

- Likeability- Confidence- etc.

Brand perception

- Benefits- Brand image- etc.

Perception –marketing mix

- Profile- Slogan memory- etc.

Brandexpenditure

- Central marketing- Local marketing

Input

Brandinvestment

ICOn icebergBrand as person

Brandiconography

Brand equity

Analysingdecisive brand indicators

kEy BENEfITthe analysis of decisive indicators in the brand value creation process makes interde- pendences, success factors, cracks and risks in the brand value creation chain transparent.

Planning strategic brand targetsbased on the corporate strategy2

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Deriving brand valuecreation targets from

business planning

Deriving the strategicfocus from the brand value

creation targets

Identifying success-relevant “levers” for

realisation of strategic targets

Brand-related valuecreation targets strategic focus Brand value

creation drivers...

+ 8,0 %Target brand value

+ 4,� %Brand-relevant turnover

+ 0,1 %Price premiumon market

• Securing sales / committing existing customers

• Increasing sales / acquiring new customers

• Securing price premium / Backing up price increases

• Brand benefits and tonalities

• Brand competencies

• Marketing mix activities

… which support the strategic focus on targets

Planning strategic brand targetsbased on the corporate strategy

kEy BENEfITestablishment of brand management as an “entrepreneurial discipline”, through consistent alignment of strategic brand targets with the corporate strategy.

Positioning and derivingoperational brand targets3

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• Securing sales / committing existing customers

• Increasing sales / acquiring new customers

• Securing price premium / Backing up price increases

status quo fromperspective oftarget group

Current perception of brand in competitive environment

+

Needs of target group +

Individual brand value drivers

Focussingthe brand identity

planning the operational brand targets withcorporate units

targets for brand attitude and perception in the target group

Changes to the actual status over the planning period

Personality

Brandbenefits

Reasonswhy

Appear-ance

starting point forstrategic focus

• Brand contents

• Brand competencies

• Brand strengths

Positioning and derivingoperational brand targets

kEy BENEfITA transparent path to a strong brand identity, with a targeted contribution to corporate

success. the joint planning of operational targets secures internal commitment.

Comparing planned measureswith the operational targets in the Brand management system4

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Communication planning1

Mr. Scott

Ms. Smith

Ms. Big

Mr. Small

Mr. White

Mr. Black

Mr. Miller

Mr. Richards

€ 30,000

€ 200,000

€ 25,000

€ 15,000

€ 12,000

€ 50,000

€ 100,000

€ 10,000

sales planning2

Ms. Richards

Ms. Bell

Ms. Black

Ms. Matthews

Ms. Small

Ms. Bell

Ms. Peterson

Mr. Wood

€ 25,000

€ 150,000

€ 200,000

€ 15,000

€ 500,000

€ 120,000

€ 12,000

€ 5,000

product management planning3

Mr. Spencer

Ms. Scott

Ms. Mason

Mr. Cooper

Ms. Wood

Ms. Matthews

Mr. Hunt

€ 30,000

€ 400,000

€ 20,000

€ 10,000

€ 85,000

€ 126,000

€ 5,000

Comparing planned measureswith the operational targets in the Brand management system

kEy BENEfITthe integrated planning of marketing activities, with the help of the Brand ManagementSystem, ensures a consistent brand presentation, in line with marketing targets.

evaluation of activities‘ impact on brand identity

Efficient

Dynamic

User-friendly

Competent

Traditional

Weak Medium Strong -3 -2 -1 0 1 2 3

optimising operational marketingprocesses – Brand Management Systemfor the marketing mix

5

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It-based Brand management system

• Marketing planning

• Brand asset management

• Automated production of

advertising materials

• Direct marketing

• Event management

• Briefing management

• Controlling

• Budget management

• Project management

• etc.

for example, automated

and template-based generation

of printed adverts by

subsidiaries, branches,

sales representatives etc.

optimising operational marketingprocesses – Brand Management Systemfor the marketing mix

kEy BENEfITFast and efficient processing of routine tasks with the help of the Brand Management System. this releases more time for the important creative marketing tasks and contents.

Steering and Controlling inBrand Reporting6

kEy BENEfITIntegrated and flexible control of brand management, since deviations are visible at aglance and the corporate units are measured according to targets which they, themselves, helped to set.

The levels of the brand value creation processform the basic structure for brand indicators

An information platformfor all brands, segments and countries creates the basis for internal performance compar- isons

Status Quo:Determining the status quo creates transparency of the brand strengths and weak- nesses in the perception of the target group

Planning:the targets for next year can be seen at a glance by all those involved

Degree of targetachievement:the degree to which achieve- ment of the brand targets has been successful is made transparent

Steering and Controlling inBrand Reporting6

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summary:Integrated marketing andbrand management

fast and efficient processing of routine tasks with the help of the integratedBrand Management System

Increasebrand profits

Steering and controlling

Optimise operational processes

Compare brand

targets /implementa-

tion

Operational planning

Strategic planning

Analyseindicators

Consistent brand presentation through alignment of marketing activities with the brand targets

Coordinate brand manage- ment targets with corporate strategy

Analyse success factors and risks inthe brand value creation process

Transparent monitoring of implementation success to increase reaction speed and focus on the result

focus brand identity, defineand prioritise operational“levers” for targetachievement

kEy BENEfITConsistent and targeted realisation of the brand strategy with BrAnD rAtIng.targeted analysis, concept and planning of the brand strategy with BrandMaker.

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BRAND RAtINg stands for value-oriented managementof the brand as an asset.

BRAND RAtINg is the leading specialist for monetary brand valuation on the market and advisescompanies how to create, develop and secure brand value creation

Based in Munich, BRAND RAtINg is a joint venture between ICON ADDED VALUE and Dr. Wieselhuber & Partner, which combines the expertise and experiences of both companies in value-oriented brandmanagement and the capitalisation of brand value.

The Brand Management System Brandmaker relieves marketing staff of tedious routine work, releasing more of their limited working time for important strategic and creative tasks.

One example is the automated production of advertis-ing materials. This reduces costs and helps optimize the management of subsidiaries, branches and dealer networks.

Marketing processes are automated with the help of Brandmaker, reporting is simplified and CI-conform communication is secured.

Brandmaker is a product by pi-consult gmbh,karlsruhe.

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A cooperation betweenBRAND RAtINg & Brandmaker

the key to your brand success –We look forward to meeting you personally.

Mr. Alexander BiesalskiPartnerB.r. BrAnD rAtIng gmbH

Phone : (+49) 89 / 286 23 - 203biesalski@brand-rating.de

Ms. Kerstin HeinemannManager Marketing & Communications pi-consult gmbh

Phone : (+49) 721 / 9658 - 574 kerstin.heinemann@pi-consult.de

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Your contact persons:

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www.brandmanagementprocess.com

www.brand-scorecard.com

B.r. Brand rating gmbHnymphenburger Str. 21D-80335 München

Phone: (+49) 89 / 286 23 - 240 Web: www.brand-rating.de

pi-consult gmbhHaid-und-neu-Str. 7D-76131 Karlsruhe

Phone: (+49) 721 / 9658 - 573 Web: www.brandmaker.com