1. Strategic Brand Management Pertemuan 16 Buku 1 Hal: 290-314
Matakuliah : J Strategi Pemasaran
Tahun : 2009
Strategic Brand Management Pertemuan 16 Buku 1 Hal:

2. Learning Objective Innovation as a Customer Driven Process
New Product Planning
Idea Generation
Screening, Evaluating, and Business Analysis
Product and Process Development
Marketing Strategy and Market Testing
Commercialization
Variation in the Generic New Product Planning Process
Bina Nusantara

3. Product Life Cycle Analysis
Relevant issues in PLC analysis include:
Determining the length and rate of change of the PLC
Identifying the current PLC stage and selecting the product strategy that corresponds to that stage
Anticipating threats and finding opportunities for altering and extending the PLC

4. BRAND EQUITY Company/Customer Value of Brand Name and Symbol of
a Product
Determined by the brand’s set of
assets (and liabilities)

5. Brand Equity
Effective strategic brand management requires that we understand brand equity and evaluate its impact when making brand management decisions:
“Brand equity is a set of brand assets
and liability linked to a brand, its name,
and symbol, that add to or subtract
from the value provided by a product or
service to a firm and/or to that firm’s
customers.*

6. Measuring Brand Equity
Measuring Brand Equity. Several measures are needed to capture all relevant aspects of brand equity.**
loyalty (price premium, satisfaction/loyalty),
perceived quality/leadership measures (perceived
quality, leadership/popularity),
associations/differentiation (perceived value, brand personality, organizational associations),
awareness (brand awareness), and
market behavior (market share, price and
distribution indices).
These components provide the basis for developing operational measures of brand equity.

7. BRAND IDENTITY STRATEGY Four Brand Identity Perspectives
Brand identity is a unique set of brand associations that the brand strategist aspires to create or maintain. These associations represent what the brand stands for and imply a promise to customers from the organization members.*
Four Brand Identity Perspectives
Product
Organization
Person
Symbol

8. Specific
Product
Line of
Products
Private
Branding
BRAND FOCUS
Combination
Branding
Corporate
Branding

9. Strategies for Improving Product Performance
improvement
Cost
reduction
Alter
marketing
strategy
Product line
Strategy
Add
new
product(s)
Eliminate
specific
product(s)

10. MANAGING THE BRAND PORTFOLIO
Leverage
Commonalities to Generate Synergy
Allocate Resources
Reduce
Brand Identity Damage
BRAND PORTFOLIO OBJECTIVES
Facilitate Change and Adaptation
Achieve Clarity of Product Offerings

11. Strategies for Brand Strength
Brand-Building Strategies
Developing the brand identification strategy
Coordinate identity across the organization
Brand Revitalization
Find new uses for mature brands
Add products related to heritage
Strategic Brand Vulnerabilities
Brand equity can be negative
Retailer private brands compete with manufacturer brands
Major shifts in consumer tastes
Competitive actions
Unexpected events

12. Product Mix Modifications
Motivation for changing the product mix:
Increase the growth rate of the business
Offer a more complete range of products to wholesalers and retailers
Gain marketing strength and economies in distribution, advertising, and personal selling
Leverage an existing brand position
Avoid dependence on one product line or category

13. BRAND LEVERAGING STRATEGY
LINE EXTENSION
Minor variants of a single product are marketed under the same brand name
BRAND EXTENSION
Extensions of the brand name to other product categories
--Similar
--Dissimilar

14. LEVERAGING ALTERNATIVES
LINE EXTENSIONS
BRAND EXTENSIONS
Horizontal
Extension
Vertical
Extension
Another
Product
Class
Range
Brand
Co-
Branding
Up from
Core
Brand
Down from
Core
Brand

15. BRAND LEVERAGING IN UPSCALE AND VALUE MARKETS
Vertical Brand Extensions*
New
Up-Market Brand
Core Brand
New
Down-Market Brand
Core Brand
* ONE OF THE MOST DIFFICULT
BRAND PORTFOLIO CHALLENGES

16. MOVING DOWN IS EASY BUT RISKY
Affects perceptions of the brand –perhaps even more significantly than other brand management options.
We are influenced more by
unfavorable information than by favorable information.
The brand’s ability to deliver self-expressive benefits may be reduced.
Potential cannibalization problem.
Potential failure risk.
Problem when the value entry is perceived to be inconsistent with the quality expected from the brand.

17. MOVING A BRAND UP THE DRIVERS THE RISKS OF DAMAGING THE CORE BRAND
•Enhanced Margins at the High End
•Energy & Vitality
•Enhance Credibility and Prestige of
the Brand
THE RISKS OF DAMAGING THE CORE BRAND
•Lacks Credibility
•Lacks Self-Expressive Benefits
•Falls Short of Expectations

18. BRAND EXTENSION DECISIONS
Extending into Different Product Classes
THE PROCESS
◊Identify product categories for which the product fits and adds value.
Determine existing brand associations and the
brand identity.
◊Identify related product category opportunities
Screening should be limited
◊Evaluate each category
Attractive
Growing
Good margins
Competition
Assets/Capabilities
◊Select the most promising extension concept
◊Develop a viable Brand Strategy

19. BRAND LEVERAGING EVALUATION CRITERIA
Brand Relevance/Differentiation
Capabilities/Perceived Value Match
Market/Segment Opportunity
Cannibalization Risks
Potential for Core Brand Damage
Clarity of Product Offerings
Estimated Financial Performance
Brand Equity Impact

20. SEVEN DEADLY SINS OF BRAND MANAGEMENT*
Failure to fully understand the meaning of the brand.
Failure to live up to the brand promise.
Failure to adequately support the brand.
Failure to be patient with the brand.
Failure to adequately control the brand.
Failure to properly balance consistency and change with the brand.
Failure to understand the complexity of brand equity measurement and management.
*Kevin Lane Keller, Strategic Brand Management, Prentice Hall, 2003, 736.