96
Brand Success ©James Barber "Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.“ brand frameworks A SPECULATIVE COMPARISON OF B2C BRANDS

Brand Frameworks

Embed Size (px)

DESCRIPTION

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.

Citation preview

Page 1: 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

Page 2: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 3: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 4: Brand Frameworks

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

Page 5: Brand Frameworks

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...

Page 6: Brand Frameworks

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...

Page 7: Brand Frameworks

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...

Page 8: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber4D Branding, Thomas Gadd, 2001

Page 9: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Perceived benefit of product or service.

FUNC

TIONA

L

4D Branding, Thomas Gadd, 2001

Page 10: Brand Frameworks

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

Page 11: Brand Frameworks

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

Page 12: Brand Frameworks

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

Page 13: Brand Frameworks

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.

Page 14: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Success story?

Page 15: Brand Frameworks

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?

Page 16: Brand Frameworks

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

Page 17: Brand Frameworks

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

Page 18: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 19: Brand Frameworks

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.

Page 20: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Page 21: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

Page 22: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

ExternalPerspective Trap

Page 23: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Brand Identity Trap, David Aaker, 2004

Brand ImageTrap

ExternalPerspective Trap

Brand PositionTrap

Page 24: Brand Frameworks

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

Page 25: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Page 26: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Page 27: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Reduce a brands ability to respond to changing market.

Page 28: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BRANDIDENTITYTRAPS

Product AttributeFixation Trap

Reduce a brands ability to respond to changing market.

Page 29: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY: Kids Getting Older Younger

Page 30: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY: Kids Getting Older Younger

Love of the LEGO brand irrelevant?

Page 31: Brand Frameworks

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?

Page 32: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

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

Page 33: Brand Frameworks

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 = ?

Page 34: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

Page 35: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

Page 36: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

realign brand identity?

Page 37: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

BrandValue

shifts in market trends?

realign brand identity?promote the brand internally?

BRANDIDENTITYTRAPS

Page 38: Brand Frameworks

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

Page 39: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

Page 40: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

Page 41: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

2001 2011

Page 42: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 43: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

overlap in market

segments

Page 44: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 45: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

emotional frameworks?

Page 46: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

ASYL: AdultsStaying YoungerLonger

emotional frameworks?

Page 47: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 48: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

KGOY

ASYL

Page 49: Brand Frameworks

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(

Page 50: Brand Frameworks

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

Page 51: Brand Frameworks

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

Page 52: Brand Frameworks

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?

Page 53: Brand Frameworks

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?

Page 54: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

Page 55: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

Page 56: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

THE FOUR PILLARS

EnergisedDifferentiation

Relevance Esteem Knowledge

BRAND STRENGTH BRAND STATURE

+ +

Page 57: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 58: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Loss of freedom?

Page 59: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Loss of freedom?

Corporate brand vulnerable?

Page 60: Brand Frameworks

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

Page 61: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 62: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 63: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

IF IT AINT BROKE, why FIX IT ?

" "

Page 64: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�/HJR�EULFN

ï�&RQVWUXFWLRQ�SOD\

ï&UHDWLYLW\

ï�3URGXFW�SDUHQW�FKLOG

ï�ê&KLOG�SURGXFW�OLQHë�WR\UDQJH

ï�,QIRUPDWLRQ��VHUYLFHWR�FXVWRPHUV

ï�5HVSRQVLEOH��SXUFKDVH��KLJK�TXDOLW\�HQFRXUDJHV�FUHDWLYLW\��SDUHQW�

ï�&RRO��H[FLWLQJ�QHZ�SURGXFW�DFKLHYHPHQW��FKLOG�

ï�/HJR�KHDG��\HOORZ�IDFHï�1R�VSHFLĆFH�VSRNHVSHUVRQ��UROHPRGHO

ï�0XOWLSOH�SHUVRQDOLWLHV��PXOWLSOHSURGXFWV

ï�ê2QO\�WKH�EHVW�LV�JRRGHQRXJK

ï�0RUH�WKDQ�MXVW�D�SURGXFW�VDOHV

ï�+XPDQ�ULJKWV�HQYLURQPHQW�ERWK�LQ�FRPSDQ\�VSLULW

ï�'HVLJQ�WR�LQVSLUH�FKDOOHQJH��HGXFDWH

ï�5HVSRQVLEOH�SXUFKDVH��SDUHQW�

ï�'HYHORSLQJ�\RXQJVWHU�SRWHQWLDO��SDUHQW�

ï�'HYHORS��OHDUQ

ï�)XQ��FUHDWLYH��HQJDJLQJ�FKDOOHQJLQJ�SOD\

.DSIHUHUèV�%UDQG�0RGHO

Page 65: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�/HJR�EULFN

ï�&RQVWUXFWLRQ�SOD\

ï&UHDWLYLW\

ï�3URGXFW�SDUHQW�FKLOG

ï�ê&KLOG�SURGXFW�OLQHë�WR\UDQJH

ï�,QIRUPDWLRQ��VHUYLFHWR�FXVWRPHUV

ï�5HVSRQVLEOH��SXUFKDVH��KLJK�TXDOLW\�HQFRXUDJHV�FUHDWLYLW\��SDUHQW�

ï�&RRO��H[FLWLQJ�QHZ�SURGXFW�DFKLHYHPHQW��FKLOG�

ï�/HJR�KHDG��\HOORZ�IDFHï�1R�VSHFLĆFH�VSRNHVSHUVRQ��UROHPRGHO

ï�0XOWLSOH�SHUVRQDOLWLHV��PXOWLSOHSURGXFWV

ï�ê2QO\�WKH�EHVW�LV�JRRGHQRXJK

ï�0RUH�WKDQ�MXVW�D�SURGXFW�VDOHV

ï�+XPDQ�ULJKWV�HQYLURQPHQW�ERWK�LQ�FRPSDQ\�VSLULW

ï�'HVLJQ�WR�LQVSLUH�FKDOOHQJH��HGXFDWH

ï�5HVSRQVLEOH�SXUFKDVH��SDUHQW�

ï�'HYHORSLQJ�\RXQJVWHU�SRWHQWLDO��SDUHQW�

ï�'HYHORS��OHDUQ

ï�)XQ��FUHDWLYH��HQJDJLQJ�FKDOOHQJLQJ�SOD\

.DSIHUHUèV�%UDQG�0RGHO

Page 66: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�/HJR�EULFN

ï�&RQVWUXFWLRQ�SOD\

ï&UHDWLYLW\

ï�3URGXFW�SDUHQW�FKLOG

ï�ê&KLOG�SURGXFW�OLQHë�WR\UDQJH

ï�,QIRUPDWLRQ��VHUYLFHWR�FXVWRPHUV

ï�5HVSRQVLEOH��SXUFKDVH��KLJK�TXDOLW\�HQFRXUDJHV�FUHDWLYLW\��SDUHQW�

ï�&RRO��H[FLWLQJ�QHZ�SURGXFW�DFKLHYHPHQW��FKLOG�

ï�/HJR�KHDG��\HOORZ�IDFHï�1R�VSHFLĆFH�VSRNHVSHUVRQ��UROHPRGHO

ï�0XOWLSOH�SHUVRQDOLWLHV��PXOWLSOHSURGXFWV

ï�ê2QO\�WKH�EHVW�LV�JRRGHQRXJK

ï�0RUH�WKDQ�MXVW�D�SURGXFW�VDOHV

ï�+XPDQ�ULJKWV�HQYLURQPHQW�ERWK�LQ�FRPSDQ\�VSLULW

ï�'HVLJQ�WR�LQVSLUH�FKDOOHQJH��HGXFDWH

ï�5HVSRQVLEOH�SXUFKDVH��SDUHQW�

ï�'HYHORSLQJ�\RXQJVWHU�SRWHQWLDO��SDUHQW�

ï�'HYHORS��OHDUQ

ï�)XQ��FUHDWLYH��HQJDJLQJ�FKDOOHQJLQJ�SOD\

.DSIHUHUèV�%UDQG�0RGHO

Page 67: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�/HJR�EULFN

ï�&RQVWUXFWLRQ�SOD\

ï&UHDWLYLW\

ï�3URGXFW�SDUHQW�FKLOG

ï�ê&KLOG�SURGXFW�OLQHë�WR\UDQJH

ï�,QIRUPDWLRQ��VHUYLFHWR�FXVWRPHUV

ï�5HVSRQVLEOH��SXUFKDVH��KLJK�TXDOLW\�HQFRXUDJHV�FUHDWLYLW\��SDUHQW�

ï�&RRO��H[FLWLQJ�QHZ�SURGXFW�DFKLHYHPHQW��FKLOG�

ï�/HJR�KHDG��\HOORZ�IDFHï�1R�VSHFLĆFH�VSRNHVSHUVRQ��UROHPRGHO

ï�0XOWLSOH�SHUVRQDOLWLHV��PXOWLSOHSURGXFWV

ï�ê2QO\�WKH�EHVW�LV�JRRGHQRXJK

ï�0RUH�WKDQ�MXVW�D�SURGXFW�VDOHV

ï�+XPDQ�ULJKWV�HQYLURQPHQW�ERWK�LQ�FRPSDQ\�VSLULW

ï�'HVLJQ�WR�LQVSLUH�FKDOOHQJH��HGXFDWH

ï�5HVSRQVLEOH�SXUFKDVH��SDUHQW�

ï�'HYHORSLQJ�\RXQJVWHU�SRWHQWLDO��SDUHQW�

ï�'HYHORS��OHDUQ

ï�)XQ��FUHDWLYH��HQJDJLQJ�FKDOOHQJLQJ�SOD\

.DSIHUHUèV�%UDQG�0RGHO

Page 68: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�,QWDQJLEOH�WR�PDQ\

ï�+RXVHKROG�ORJR

ï6RFLDO�YDOXH

ï�/RQJ�ODVWLQJ�ERQG

ï�/RRNV�RXW�IRU�FXVWRPHU

ï�6RXUFH�RI�QXWULWLRQ�K\JHQLH��SHUVRQDO�FDUH

ï�+HDOWK�DQG�ZHOO�EHLQJ�EHQHĆWV

ï�3HUVRQDO�YLWDOLW\

ï�)HHO�JRRG��ORRN�JRRG��JHW�PRUH

ï�$XWKRULWLHV��UHVSHFWDEOH

ï�7UXVWZRUWK\

ï�&DULQJ

ï�$GGLQJ�YLWDOLW\�WR�OLIH

ï�6XVWDLQDELOLW\

ï�%UDQGV�DV�VRFLHWDOFKDQJH�DJHQWV

ï�/RRNLQJ�DIWHU�OLIH

ï�&RQVLGHULQJ�RWKHUV

.DSIHUHUèV�%UDQG�0RGHO

?!

?!

Page 69: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�,QWDQJLEOH�WR�PDQ\

ï�+RXVHKROG�ORJR

ï6RFLDO�YDOXH

ï�/RQJ�ODVWLQJ�ERQG

ï�/RRNV�RXW�IRU�FXVWRPHU

ï�6RXUFH�RI�QXWULWLRQ�K\JHQLH��SHUVRQDO�FDUH

ï�+HDOWK�DQG�ZHOO�EHLQJ�EHQHĆWV

ï�3HUVRQDO�YLWDOLW\

ï�)HHO�JRRG��ORRN�JRRG��JHW�PRUH

ï�$XWKRULWLHV��UHVSHFWDEOH

ï�7UXVWZRUWK\

ï�&DULQJ

ï�$GGLQJ�YLWDOLW\�WR�OLIH

ï�6XVWDLQDELOLW\

ï�%UDQGV�DV�VRFLHWDOFKDQJH�DJHQWV

ï�/RRNLQJ�DIWHU�OLIH

ï�&RQVLGHULQJ�RWKHUV

.DSIHUHUèV�%UDQG�0RGHO

?!

?!

Understand Brand image

Page 70: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�,QWDQJLEOH�WR�PDQ\

ï�+RXVHKROG�ORJR

ï6RFLDO�YDOXH

ï�/RQJ�ODVWLQJ�ERQG

ï�/RRNV�RXW�IRU�FXVWRPHU

ï�6RXUFH�RI�QXWULWLRQ�K\JHQLH��SHUVRQDO�FDUH

ï�+HDOWK�DQG�ZHOO�EHLQJ�EHQHĆWV

ï�3HUVRQDO�YLWDOLW\

ï�)HHO�JRRG��ORRN�JRRG��JHW�PRUH

ï�$XWKRULWLHV��UHVSHFWDEOH

ï�7UXVWZRUWK\

ï�&DULQJ

ï�$GGLQJ�YLWDOLW\�WR�OLIH

ï�6XVWDLQDELOLW\

ï�%UDQGV�DV�VRFLHWDOFKDQJH�DJHQWV

ï�/RRNLQJ�DIWHU�OLIH

ï�&RQVLGHULQJ�RWKHUV

.DSIHUHUèV�%UDQG�0RGHO

?!

?!

Understand Brand image Recognise weak areas

Page 71: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï�,QWDQJLEOH�WR�PDQ\

ï�+RXVHKROG�ORJR

ï6RFLDO�YDOXH

ï�/RQJ�ODVWLQJ�ERQG

ï�/RRNV�RXW�IRU�FXVWRPHU

ï�6RXUFH�RI�QXWULWLRQ�K\JHQLH��SHUVRQDO�FDUH

ï�+HDOWK�DQG�ZHOO�EHLQJ�EHQHĆWV

ï�3HUVRQDO�YLWDOLW\

ï�)HHO�JRRG��ORRN�JRRG��JHW�PRUH

ï�$XWKRULWLHV��UHVSHFWDEOH

ï�7UXVWZRUWK\

ï�&DULQJ

ï�$GGLQJ�YLWDOLW\�WR�OLIH

ï�6XVWDLQDELOLW\

ï�%UDQGV�DV�VRFLHWDOFKDQJH�DJHQWV

ï�/RRNLQJ�DIWHU�OLIH

ï�&RQVLGHULQJ�RWKHUV

.DSIHUHUèV�%UDQG�0RGHO

?!

?!

Understand Brand image Recognise weak areas Help differentiate

Page 72: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

?!

?!

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

Kapferer’s Brand Model

?!?!

?!

?!

Page 73: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�(WKLFV

ï�6SRQVRUVKLS

ï�$JJUHVVLYH

ï�3URYRFDWLRQ

ï�,Q�<RXU�)DFH

ï�0RGHUQ��&RRO

ï�0LFKDHO�-RUGDQ��7LJHU�:RRGVHWF�

ï�$PHULFDQ

ï�)DVW����-XVW�GR�,W�

ï&RRO���ê,�DP�DQ�DWKOHWHë

.DSIHUHUèV�%UDQG�0RGHO

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�4XDOLW\

ï�+HULWDJH

ï�7UXH�VSRUWVPDQVKLS

ï�7HDP�3OD\HU

ï�6WURQJ�ZRUN�HWKLF

ï�&ROOHFWLYH

ï�7UDGLWLRQDO

ï�&RQVHUYDWLYH

ï�(XURSHDQ

ï�7UDGLWLRQDO

ï�5HODWHV�PRUH�WR�FRPSHWLQJWKHQ�WR�ZLQQLQJ

Kapferer’s Brand Model

Page 74: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�(WKLFV

ï�6SRQVRUVKLS

ï�$JJUHVVLYH

ï�3URYRFDWLRQ

ï�,Q�<RXU�)DFH

ï�0RGHUQ��&RRO

ï�0LFKDHO�-RUGDQ��7LJHU�:RRGVHWF�

ï�$PHULFDQ

ï�)DVW����-XVW�GR�,W�

ï&RRO���ê,�DP�DQ�DWKOHWHë

.DSIHUHUèV�%UDQG�0RGHO

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�4XDOLW\

ï�+HULWDJH

ï�7UXH�VSRUWVPDQVKLS

ï�7HDP�3OD\HU

ï�6WURQJ�ZRUN�HWKLF

ï�&ROOHFWLYH

ï�7UDGLWLRQDO

ï�&RQVHUYDWLYH

ï�(XURSHDQ

ï�7UDGLWLRQDO

ï�5HODWHV�PRUH�WR�FRPSHWLQJWKHQ�WR�ZLQQLQJ

Kapferer’s Brand Model

Page 75: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�(WKLFV

ï�6SRQVRUVKLS

ï�$JJUHVVLYH

ï�3URYRFDWLRQ

ï�,Q�<RXU�)DFH

ï�0RGHUQ��&RRO

ï�0LFKDHO�-RUGDQ��7LJHU�:RRGVHWF�

ï�$PHULFDQ

ï�)DVW����-XVW�GR�,W�

ï&RRO���ê,�DP�DQ�DWKOHWHë

.DSIHUHUèV�%UDQG�0RGHO

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�4XDOLW\

ï�+HULWDJH

ï�7UXH�VSRUWVPDQVKLS

ï�7HDP�3OD\HU

ï�6WURQJ�ZRUN�HWKLF

ï�&ROOHFWLYH

ï�7UDGLWLRQDO

ï�&RQVHUYDWLYH

ï�(XURSHDQ

ï�7UDGLWLRQDO

ï�5HODWHV�PRUH�WR�FRPSHWLQJWKHQ�WR�ZLQQLQJ

Kapferer’s Brand Model

Page 76: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�(WKLFV

ï�6SRQVRUVKLS

ï�$JJUHVVLYH

ï�3URYRFDWLRQ

ï�,Q�<RXU�)DFH

ï�0RGHUQ��&RRO

ï�0LFKDHO�-RUGDQ��7LJHU�:RRGVHWF�

ï�$PHULFDQ

ï�)DVW����-XVW�GR�,W�

ï&RRO���ê,�DP�DQ�DWKOHWHë

.DSIHUHUèV�%UDQG�0RGHO

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�4XDOLW\

ï�+HULWDJH

ï�7UXH�VSRUWVPDQVKLS

ï�7HDP�3OD\HU

ï�6WURQJ�ZRUN�HWKLF

ï�&ROOHFWLYH

ï�7UDGLWLRQDO

ï�&RQVHUYDWLYH

ï�(XURSHDQ

ï�7UDGLWLRQDO

ï�5HODWHV�PRUH�WR�FRPSHWLQJWKHQ�WR�ZLQQLQJ

Kapferer’s Brand Model

Culture = Europe / USA

Page 77: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�(WKLFV

ï�6SRQVRUVKLS

ï�$JJUHVVLYH

ï�3URYRFDWLRQ

ï�,Q�<RXU�)DFH

ï�0RGHUQ��&RRO

ï�0LFKDHO�-RUGDQ��7LJHU�:RRGVHWF�

ï�$PHULFDQ

ï�)DVW����-XVW�GR�,W�

ï&RRO���ê,�DP�DQ�DWKOHWHë

.DSIHUHUèV�%UDQG�0RGHO

PICTURE OF SENDER

PICTURE OF RECIPIENT

EX

TE

RN

AL

ISA

TIO

N

INT

ER

NA

LIS

AT

ION

PersonalityPhysique

Relationship Culture

5HćHFWLRQ Self-image

ï6SRUWV�DQG�)LWQHVV

ï�4XDOLW\

ï�+HULWDJH

ï�7UXH�VSRUWVPDQVKLS

ï�7HDP�3OD\HU

ï�6WURQJ�ZRUN�HWKLF

ï�&ROOHFWLYH

ï�7UDGLWLRQDO

ï�&RQVHUYDWLYH

ï�(XURSHDQ

ï�7UDGLWLRQDO

ï�5HODWHV�PRUH�WR�FRPSHWLQJWKHQ�WR�ZLQQLQJ

Kapferer’s Brand Model

Culture = Europe / USA Self attitude vs. Everyone

Page 78: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

in conclusion

Page 79: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

in conclusion

Page 80: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

in conclusionCan ‘Love’ be Quantified?

Page 81: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 82: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 83: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 84: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 85: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 86: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

Page 87: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

Page 88: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

Page 89: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

...built from research generated ideas...

Page 90: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

...built from research generated ideas...

...business anecdotal positions...

Page 91: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

...built from research generated ideas...

...linked to existing systems...

...business anecdotal positions...

Page 92: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

...built from research generated ideas...

...linked to existing systems...

...selection and combination...

...business anecdotal positions...

Page 93: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

...focus on key component...

...address certain types of brands...

...built from research generated ideas...

...linked to existing systems...

...selection and combination...

...business anecdotal positions...

Page 94: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©JamesBarber

““Brand frameworks are simply tools: they are

necessary for decentralised decision making...they

must also stimulate creative ideas: they are a spring- board for brand activation.

Page 95: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©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

Page 96: Brand Frameworks

brand frameworksA SPECULATIVE COMPARISON OF B2C BRANDS

BrandSuccess

©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..?