1. Classic approach to image building
Do research to establish
Current image
Relative competitors
Define the desired image
Develop and implement programs

2. Example of branding
Kellog’s  Sun Maid raisins inside  increase in sales
Computer  Intel inside  customers were willing to pay more ($350)

3. Connect with the customer
You must deeply understand the customer’s everyday life.
What is it that really matters to the consumer?
 larger share of the customer’s everyday life

4. Think differently A brand must have a distinct personality.
Understand the customer differently
Get out of the product attribute trap.
A brand must have a distinct personality.

5. Value proposition (premium cars)
EMOTIONAL
benefits
SELF-EXPRESSIVE benefits
I feel
exclusive
I am
successful
The thrill
of driving
I am cool
I feel
Involved
in art
I am
connoisseur

6. Payment moments
Commuting every month
Health club
Insurance
Storybook for your child
$82
$54
$62
priceless

7. Third place
Coffee
Experience

8. William Sanoma
Thanksgiving preparations
Is the problem?
To get a better automobile insurance OR
To reduce the human trauma and hassle involved in an accident

9. Traditional perspective
Product
Process
Recipe
Menu
Behavior
Cooking
               
Low involvement
High involvement

10. Putting behavior first
Cooking
Maggi
Kochstudio
Process
Recipe
Menu
Product
              
Low involvement
High involvement

11. Aaker, David 1996. Building Strong Brands. New York: Free Press.
“Providing a Value Proposition” (pages )
Aaker, David and Joachimsthaler, Erich Brand Leadership. New York: The Free Press. Brand Identity – The Cornerstone of Brand Strategy (Ch 2: pages 33 – 64)
Knapp, Duane E The Brand Mindset. New York: McGraw-Hill.
Chapter 4: “The BrandPromiseTM” (pages )
Andrew, David Brand Revitalisation and Extension. In Hart, Susannah, and Murphy, John (eds.) Brands, the New Wealth Creators. Houndmills: MacMillan Press Ltd.
Chapter 18 (pages ).
Gad, Thomas D Branding. Cracking the corporate code of the network economy. London: Financial Times. Prentice Hall.

12. Value Proposition (Aaker 1996, 95 - 102)
FUNCTIONAL benefits
EMOTIONAL benefits
SELF-EXPRESSIVE benefits
Volvo: safe, durable car
Quaker Oats: hot, nutritious breakfast cereal
Safe in a Volvo
Energetic and vibrant when drinking Coke
Competent by using Microsoft Office
Nuturing parent by serving Quaker Oats hot cereal

13. Value Proposition (Aaker & Joachimsthaler 2000, 48 - 49)
FUNCTIONAL benefits
“What the brand is.”
EMOTIONAL and SELF-EXPRESSIVE benefits
“What the brand does.”
VW: “German engineering”
BMW: “The ultimate driving machine”
Xerox: “The digital document company”
Lexus: “Without compromise”
American Express: “Do more”
Pepsi: “The Pepsi generation”
HP: “Expanding possibilities”
Sony: “Digital dream kids”
Nike: “Excelling”
Microsoft: “How people realize their potential”

14. The Customer-Brand Relationship (Aaker & Joachimsthaler 2000, 48 - 49)
EMOTIONAL benefit
SELF-EXPRESSIVE benefit
The brand makes the buyer/user feel something during the purchase or use.
The brand provides a vehicle by which a person can proclaim a particular self image.

15. Value Proposition (Aaker 1996, 95 - 102)
Functional benefits
Emotional benefits
Self-expressive benefits
Relative price
Value proposition
Value Proposition (Aaker 1996, )

16. Consumer values hierarchy (Andrew 1998, 190)
What kind of life do I want to lead?
What kind of person do I want to be?
What kind of products/services do I want to have?
CENTRAL VALUES
EXPRESSIVE VALUES
FUNCTIONAL VALUES (benefits)

17. Consumer values hierarchy (Andrew 1998, 190)
Expressive, fulfilling, meaningful, stable, powerful.
Active, contemporary, important, in control, socially responsible.
Natural, convenient, technologically advanced, safe, effective, money-saving.
CENTRAL VALUES
EXPRESSIVE VALUES
FUNCTIONAL VALUES (benefits)

18. Brand values hierarchy (Andrew 1998, 190)
What the brand and the consumer share at the fundamental level.
What the brand says about the consumer.
What the brand does for the consumer.
CENTRAL VALUES
EXPRESSIVE VALUES
FUNCTIONAL VALUES (benefits)

19. Brand values hierarchy (Andrew 1998, 190)
Reflect what the buyer and the brand share in fundamental terms - philosophically, morally, behaviourally. (The Body Shop, Benetton, Virgin, Nike.)
Reflect the nature of the purchaser - type, sex, characteristics, personality, status, etc. (Marlboro, Porsche, Apple, Armani).
What kind of product or service the brand offers and/or what functional benefits it provides to the consumer - composition, use, effect, appearance, cost, etc.
CENTRAL VALUES
EXPRESSIVE VALUES
FUNCTIONAL VALUES (benefits)

20. Brand platform structure (Andrew 1998, 191)
VISION……………….……
MISSION……………..…..
CENTRAL VALUES….….
EXPRESSIVE VALUES...
FUNCTIONAL VALUES…
AREA OF COMPETENCE
ATTRIBUTES…..…….….
PRODUCTS…………..….
BRAND SIGNALS……....
Brand’s unique view of itself or its world - a new reality.
Action obligation imposed by the vision.
What the brand and I share at a fundamental level.
What the brand says about me.
What the brand does for me.
The intended scope of the brand.
Functional product/service features.
Types of products/services.
Name, colour, shape, etc.

21. The core of the brand should be known and accepted
as the prerequisite for communication
Case Canon
Mission To offer quality solutions to communication between
people in accordance with respecting sustainable
development.
Vision The corporate philosophy is kyosei, which means living
and working together for the common good.
Central values High quality, innovative, stable.
Expressive values
Warm, human, dynamic, reliable.
Functional values
Innovator in technology, easy to use, excellent service.

22. The value chain of a brand
Product / Functional Expressive Central
Service
Product Functional
Service
VALUES
Does it look Does it function Does it reveal the Does it bring
or feel good? as I require? messages I want to added value to
send of my personality my life?

23. Brand promise as a “Guiding Star” (Knapp 2000, 76)
Communicated clearly to every stakeholder (employees, agents, representatives, etc.).
Reality check to evaluate the organization’s activities, performance and priorities.

24. Developing a BrandPromise (Knapp 2000, 76-77)
Examine the existing culture to understand the company’s believes (by how it communicates, acts and decides its direction).
Analyze all messages:
Current or former missions, visions, strategic plans
Business cards, faxes, invoices, newsletters, typical correspondence (letters, press releases, customer complaint responses, direct mail)
Analyze:
Strategic direction, key messages or themes, consistency of image and messages, tone or personality

25. Action Guide The BrandPromise (Knapp 2000, 92-93)
Written to define the key functional and emotional benefits from the customer’s point of view after experiencing the product and service provided.
Should address three fundamental questions:
What business is our brand in?
What differentiates our products and services from the competition?
What is superior about the value we offer our customers?
Not designed to become the advertising message; however, advertisements and all internal and external communications should be consistent with the sprit of the BrandPromise.
Every organization should view itself as in both the product and service business.

26. Action Guide The BrandPromise (Knapp 2000, 92-93)
Value = “What you get” - “how much you paid.”
Customers pay in three ways: time, money, and feelings.
Genuine brands deliver a distinctive promise that creates memorable value by tapping into the consumer’s consciousness on an emotional and functional level.
Genuine brands make a promise, and they deliver on that promise consistently, eagerly, and at the customer’s convenience.
The mistake new brands most often make is to believe that their initial differentiation is enough to last forever.

27. What business is our brand in (Knapp 2000, 81)
Company
Kinko’s
FedEx
Coca-Cola
Starbucks
Walt Disney Companies
Business
Copies and office supplies
Shipping
Beverages
Coffee
Theme parks, movies, etc.
Brand
Successful presentations or Your office
Immediate gratification
Refreshing
The third place
The magic of feeling good

28. Brand Mind Space (Gad 2000, 17)
The functional dimension concerns the perception of benefit of the product or service associated with the brand.
The social dimension concerns the ability to create identification with a group.
The spiritual dimension is the perception of global or local responsibility.
The mental dimension is the ability to support the individual mentally.