Branding and Corporate Identity Management

Snezha Hristova
Mind Map by Snezha Hristova, updated more than 1 year ago
Snezha Hristova
Created by Snezha Hristova almost 3 years ago
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Business/Economics Mind Map on Branding and Corporate Identity Management, created by Snezha Hristova on 03/14/2017.
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Branding and Corporate Identity Management
1 Terms
1.1 Brand
1.1.1 A distinctive product offering created by the use of a name, symbol, design, packaging, or some combination of these, intended to differentiate it from its competitors
1.2 Product line
1.2.1 A group of brands that are closely related in terms of the functions and benefits they provide
1.3 Product mix
1.3.1 A total set of the products marketed by a company
2 Brand types
2.1 Manufacturer brands
2.1.1 Brands that are created by producers and bear their chosen brand name
2.1.2 Responsibility for marketing lies within the producer
2.2 Own-label brands
2.2.1 Brands created and owned by distributors or retailers
2.3 Fighter brands
2.3.1 Low-cost manufacturers' brands introduced to combat own-label brands
3 Benefits of strong brands
3.1 Company value

Annotations:

  • Търговска репутация
3.2 Influence over consumer perceptions and preferences
3.3 Barrier competition
3.4 High profits
3.5 Base for brand extensions
3.6 Quality certification
3.7 Trust
4 Brand equity
4.1 Customer-based brand equity
4.1.1 The differential effect that brand knowledge has on consumer response to the marketing of that brand
4.1.2 Such positive brand equity is likely to result in high customer loyalty, low price sensitivity, a strong base for brand extensions
4.1.3 Brand awareness
4.1.3.1 Increases sales and profits by placing the brand in the consumers' evoked set and when brand awareness is the only determinant in a low-involvement purchase
4.1.4 Brand image
4.1.4.1 Created through the use of all the elements of the marketing mix
4.2 Proprietary-based brand equity
4.2.1 Derived from company attributes that deliver value to the brand
4.2.2 Patents
4.2.2.1 Protect the brand from competitive threats over the lifetime of the patent
4.2.3 Channel relationships
4.2.3.1 Experience, knowledge and close relationships with distributors and suppliers
4.3 Measures the strength of a brand in the marketplace by adding tangible value to a company through the resulting sales and profits
4.4 Brand valuation
4.4.1 The process of estimating the financial value of an individual or corporate brand
5 Brand building
5.1 Terms
5.1.1 Core product
5.1.1.1 Anything that provides the central benefits required by customers
5.1.2 Augmented product
5.1.2.1 The core product + extra functional and/or emotional values combined in a unique way to form a brand
5.2 Quality
5.3 Positioning
5.3.1 Brand assets
5.3.1.1 Distinctive features - symbols, images and relationships
5.3.2 Brand reflection
5.3.2.1 The relationship of the brand to self-identity
5.4 Reposiotioning
5.5 Long-term perspective
5.6 Internal marketing
5.7 Being first
5.7.1 Advantages: brand establishment, build customer and distributor loyalty, possible technological leadership, cost advantages
5.8 Well-blended communications
6 Key branding decisions
6.1 Brand name strategies and choices
6.1.1 Criteria for choosing brand names
6.1.2 Strategies
6.1.2.1 Family brand names
6.1.2.1.1 A brand name used for all products in a range. AKA umbrella branding
6.1.2.1.2 If one of the member brands receives bad reputation, the image of the whole family can be tarnished
6.1.2.2 Individual brand names
6.1.2.2.1 A brand name which does not identify a brand with a particular company
6.1.2.2.2 Used when the image of the family company is incompatible with the new target market
6.1.2.3 Combination brand names
6.1.2.3.1 Family + individual brand names
6.2 Rebranding
6.2.1 The changing of a brand or a corporate name
6.2.2 Risky - consumer confusion and resentment, loss of market share
6.2.3 Reasons
6.2.3.1 Merger or acquisition
6.2.3.2 Desire to create a new image/position in the marketplace
6.2.3.3 The sale or acquisition of parts of a business
6.2.3.4 Corporate strategy changes
6.2.3.4.1 When a company diversifies out of its original product category and the old name does not fit anymore
6.2.3.5 Brand familiarity
6.2.3.5.1 When the product name is more familiar than the company name, the latter changes
6.2.3.6 International marketing considerations
6.2.3.6.1 Harmonize a brand name accross national boundaries in order to create a global brand
6.2.3.7 Legal problems
6.2.4 Managing the rebranding process
6.2.4.1 Choosing the new brand name
6.2.4.2 Implementing the name change
6.2.4.2.1 Consumers, employees and distributors may feel their brand loyalty has been betrayed
6.2.4.2.2 Coordination
6.2.4.2.3 Communication
6.2.4.2.4 Understanding what the consumer identifies with the brand
6.2.4.2.5 Providing assistance to distributors/retailors
6.2.4.2.5.1 Avoid double-stocking of both the old and new brand and ensure barcodes and product management systems are updated
6.2.4.2.6 Speed of change
6.2.4.3 Information search
6.2.4.3.1 Making sure the generated brand names do not infringe on existing brand names
6.3 Brand extension and stretching
6.3.1 Brand extension is the use of an established brand name on a new brand within the same broad market or product category

Annotations:

  • Coca-Cola and Diet coke
6.3.2 Brand stretching is when an established brand name is used for brands in unrelated markets or product categories (extreme brand extension)

Annotations:

  • Yamaha pianos and Yamaha hi-fi equipment, skis and motorcycles
6.3.3 Advantages
6.3.3.1 Important marketing tactic
6.3.3.2 Reduces risk and expensiveness of launch strategies for new products
6.3.3.3 The introduction of the extension can benefit the core brand because of the effects of the accompanying marketing expenditure
6.3.4 Dangers
6.3.4.1 Failure
6.3.4.2 Under-funded launch resulting in low awareness and trial
6.3.4.3 Cannibalization
6.3.4.3.1 When the new brand gains sales at the expense of the established brand
6.3.4.4 Criticism that the company is focuses more on small changes rather than real innovation
6.3.4.5 Bad performance of one brand tarnishing the image of the family brand
6.3.4.6 Difference in the values held by different target groups
6.3.4.7 Loss of credibility if a brand name is extended/stretched too far
6.4 Co-branding
6.4.1 Product-based
6.4.1.1 The linking of two or more existing brands from different companies or business units to form a product in which the brand names are visible to the consumers
6.4.1.2 Parallel co-branding
6.4.1.2.1 When two or more independent brands join forces to produce a combined brand
6.4.1.3 Ingredient co-branding
6.4.1.3.1 When a supplier explicitly chooses to position its brand as an ingredient of a product (e.g. Intel)
6.4.1.4 Advantages
6.4.1.4.1 Added value and differentiation
6.4.1.4.1.1 The composing brands should be different so there's a synergy
6.4.1.4.2 Positioning
6.4.1.4.2.1 Position for a particular target market
6.4.1.4.3 Reduction of cost of product introduction
6.4.1.5 Risks
6.4.1.5.1 Loss of control
6.4.1.5.2 Brand equity loss
6.4.1.5.2.1 Each or either of the composing brands' image can be tarnished of the co-brand performs badly
6.4.2 Communication-based
6.4.2.1 The linking of two or more existing brands from different companies or business units for the purposes of joint communication

Annotations:

  • Whirlpool endorsing Ariel and Finish in co-branding advertising campaignes
6.4.2.1.1 Or when an alliance is formed to stimulate awareness and interest, and to provide promotional opportunities

Annotations:

  • McDonald's having the global rights to display and promote material relating to Disney movies
6.4.2.1.1.1 Or when sponsor's brand name appears on the product being sponsored
6.4.2.2 Advantages
6.4.2.2.1 Endorsement opportunities
6.4.2.2.2 Cost benefits
6.4.2.2.3 Awareness and interest gains
6.4.2.2.4 Promotional opportunities
6.4.2.3 Risks
6.4.2.3.1 Loss of control
6.4.2.3.2 Brand equity loss
7 Global and pan-European branding
7.1 Global brandingis the achievement of brand penetration worldwide
7.2 The question is which parts of the brand should be standardized and which should be varied across countries so to accomodate the local preferences
8 Corporate identity management
8.1 Corporate identity
8.1.1 Represents the ethos, aims and values of an organization, presenting a sense of its individuality, which helps to differentiate it from its competitors
8.2 Concerned with the conception, development and communication of an organization's ethos, aims (mission) and values
8.3 Based on the company's culture and behaviour
8.4 Affects organizational performance
8.5 Dimensions of corporate identity (AC^2ID test)
8.5.1 Actual identity
8.5.2 Communicated identity
8.5.3 Conceived identity
8.5.4 Ideal identity
8.5.4.1 Normally absed on the organization's capabilities and prospects in the light of its macro- and microenvironment
8.5.5 Desired identity
8.5.5.1 Lives in the hearts and minds of corporate leaders. It is the vision for the organization
8.6 Managing corporate identity programmes (REDS^2 AC^2ID test process)
8.6.1 Reveal the 5 identities (audit them)
8.6.2 Examine the 10 identity interfaces

Annotations:

  • The identity interfaces are 10 pairs that could be made from the 5 identities. the two identities within a pair are compared so to identify the gaps between them and then deal with those gaps
8.6.3 Diagnose the situation
8.6.3.1 What are the problems?
8.6.3.2 What are their nature?
8.6.3.3 What are the implications?
8.6.4 Select the interfaces for attention
8.6.5 Strategic choice
8.6.5.1 Reality change (incl. culture change)
8.6.5.2 Modifications to communication strategies
8.6.5.3 Strategic repositioning (incl. moving into new technologies)
8.6.5.4 Changes in corporate vision and mission
9 Ethical issues and anti-branding
9.1 Ethical issues
9.1.1 Product safety
9.1.2 Planned obsolescence
9.1.2.1 What is the acceptable time before replacement is necessary
9.1.3 Deceptive packaging
9.1.3.1 Oversized package, misleading labels
9.2 Anti-branding
9.2.1 The accusation that branding concentrates wealth and power in the already rich and powerful countries whereas poor countries have to compete on price
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