Strategic Brand Management Pertemuan 15 Buku 1 Hal: Matakuliah: J Strategi Pemasaran Tahun: 2009

Bina Nusantara  Strategic Brand Management  Strategic Brand Analysis  Brand Equity Measurement and Management  Brand Identity Strategy  Managing Brand Strategy  Managing the Brand Portfolio  Brand Leveraging Strategy Learning Objective

A product is anything that is potentially valued by a target market for the benefits or satisfaction it provides, including objects, services, organizations, places, people, and ideas STRATEGIC BRAND MANAGEMENT

A brand is a name, term, design, symbol, or any other feature that identifies one seller’s good or service as distinct from those of other sellers. American Marketing Association A compelling logic has been proposed that the distinction between goods and services should be replaced by a view that services are the dominant perspective in the 21 st century, consisting of both tangible and intangible components.*

Strategic Role of Brands A strategic brand perspective requires managers to be clear about what role brands play for the company in creating customer value and share-holder value. FOR BUYERS, BRANDS CAN: reduce customer search costs by identifying products quickly and accurately, reduce the buyer’s perceived risk by providing an assurance of quality and consistency (which may then be transferred to new products), reduce the social and psychological risks associated with owning and using the “wrong” product by providing psychological rewards for purchasing brands that symbolize status and prestige.

FOR SELLERS, BRANDS CAN FACILITATE: repeat purchases that enhance the company’s financial performance because the brand enables the customer to identify and re-identify the product compared to alternatives, the introduction of new products, because the customer is familiar with the brand from previous buying experience, promotional effectiveness by providing a point of focus, premium pricing by creating a basic level of differentiation compared to competitors, market segmentation by communicating a coherent message to the target audience, telling them for whom the brand is intended and for whom it is not, brand loyalty, of particular importance in product categories where loyal buying is an important feature of buying behavior.

Brand Management Challenges* Internal and external forces create hurdles for product brand managers in their brand building initiatives: Intense Price and Other Competitive Pressures Fragmentation of Markets and Media Complex Brand Strategies and Relationships Bias Against Innovation Pressure to Invest Elsewhere Short-Term Pressures

TM 5-1 Product/Brand Management  Planning, managing, and coordinating the strategy for a specific product or brand Product Group/Marketing Management  Product director, group manager, or marketing manager Product Portfolio Management  Chief executive at SBU  Team of top executives Responsibility for Managing Products

Strategic Brand Management Brand Identity Strategy Identity Implementation Brand Strategy Over Time Managing the Brand Portfolio Leveraging the Brand BRAND EQUITY MANAGEMENT STRATEGIC BRAND ANALYSIS

Tracking Brand Performance Performance Objectives Select Method(s) for Evaluation Identify Problem Products Decide How to Resolve the Problem

Analyzing Brand Performance Product life cycle analysis Financial analysis Product performance analysis Research studies Standardized information services Brand positioning analysis

Product Performance Analysis  Management’s performance criteria  Strengths and weaknesses relative to portfolio Brand Positioning Analysis  Perceptual maps for brand comparison  Buyer preferences Other Product Analysis Methods  Information Services  Research studies  Financial analysis