Mengelola SCA Berbasis Jenama

© Robert Palmatier 1
 Brand Basics
◼ The American Marketing Association defines brands as a “name, term, design,
symbol, or any other feature that identifies one seller's good or service as distinct
from those of other sellers”

◼ Usually managers characterize a brand by describing all of the brand elements used
to identify it, including its name (e.g., Apple), symbol (e.g., silhouette of an apple
with a bite removed), package design (e.g., sleek white box), and any other features
that serve to differentiate that brand’s offering from competitors’

◼ A firm’s brand equity often represents a substantial portion of its overall value

Ranking of the 10 Most Valuable Global Brands

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 Brands Are One of the Most Critical
(Intangible) Assets a Firm Owns
◼ “If this company were to split up I would give you the property, plant,
and equipment and I would take the brands and the trademarks and I
would fare better then you” -John Stuart, 20 year CEO of Quaker Oats

◼ Provides a long-term sustainable competitive advantage (SCA) that is

very difficult to copy: How to displace Coke Cola, Apple, Google, IBM,
McDonalds

◼ Both brands and relationships lead to enduring customer loyalty

 Price premium
 Last look
 Positive attributions
 Cross selling and retention
 Higher CLV

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 Brands as SCA

◼ Customers’ awareness of, knowledge about, and behaviors in response

to a brand generate the firm’s brand equity, one of the three major
components of the customer equity stack, along with offering and
relationship equities

◼ Brand equity is the set of assets and liabilities linked to a brand, its
name, and its symbol, which add to or subtract from the value provided
by the firm’s offering and relationships
 Brand equity “lies in the mind of the customer,” which means that it is
difficult for competitors to copy it, adding to the sustainability of brand-
based barriers
 This also makes it hard for firms to adapt or change their brand identity

◼ Understanding the brand-building process, as it takes place among

consumers, can provide insights into many different brand-building
strategies that firms might adopt, including which ones are most
effective and why each strategy works best in any particular situation
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 Associative Network Memory Model of Brand
Equity
◼ This leading psychological model describes how brands work

◼ The associative network memory model argues that the human mind is a
network of nodes and connecting links
 The key characteristics of a brand, which influence its brand equity, are
captured as nodes and linkages
 Brand awareness or familiarity, which reflects the customer’s ability to
identify a brand, is indicated by the size or strength of the node for that
memory
 Brand image, or customers’ perceptions and associations with the brand, are
represented by the links of the brand name node to other informational nodes
in the model

◼ In the network memory model, brand strategy involves first building

awareness to provide an anchor point, then building linkages to positive,
unique memory nodes to establish an identity that matches target
customers’ needs in a cost-efficient manner
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 Associative Network Memory Model of Brand
Equity

Words in blue
represent Sophisticated
marketing
strategies Ultimate
designed to driving
build memory
machine
networks
James
Bond
Advertising Movie
placement
Ladies’
man
Grandpa’s Athletic
car
BMW Product
design Line thickness
reflects tie
strength between
nodes

Yuppie
Node size Product
reflects ease of attributes
recall German

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 Benefits from Brand Equity

◼ Brands can change customers’ actual experiences; they can change the taste of
food or drink, the excitement of driving a car, the comfort felt in a coffee shop, and
the visual appeal of diamond jewelry

◼ Benefits from strong brands are associated with three general areas:
1. Sales growth – sales benefit from strong brands, because brands make it easier to
acquire new customers, who perceive less risk, higher quality, and better performance
of a brand with strong equity
2. Profit enhancement – the benefits that drive sales growth also can enhance a firm’s
profitability by reducing costs or allowing the firm to charge higher prices for its
products
3. Loyalty effects – a strong brand makes customers more loyal, which often provides the
largest barrier to competitive entry
◼ True loyalty
◼ Spurious loyalty
◼ Latent loyalty

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 True Loyalty Matrix

◼ True loyalty: when both

Behavioral Loyalty (repeat purchases) attitudinal and behavioral
loyalty are high; positive
Attitudinal Loyalty (strong positive

High Low
feelings and actions
True Loyalty
high levels of both
Latent Loyalty
positive attitudes but
◼ Spurious loyalty: customers
High
attitudinal and does not buy the buy but have ambivalent or
feelings)

behavioral loyalty firm’s products

negative feelings; at the first
convenient opportunity they
Spurious Loyalty No Loyalty
will switch
buys products but no positive
Low
has ambivalent or
negative feelings
feelings and no
purchases ◼ Latent loyalty: customers
express positive attitudes but
fail to actually buy a firm’s
products. Often due to a lack
of local purchase access or
prices beyond their means

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 Brand Positioning

◼ Brand positioning reflects how and where the firm hopes to appear in
customers’ mind

◼ The BOR Equity Grid provides the objectives, relative advantages (over
competitors), and sources of sustainability (how it wins over time) that
are required to use brands as SCA

◼ But other design elements also are required to develop a brand strategy,
including:
 Brand objectives
 Brand awareness
 Brand relative advantage
 Brand sustainability
 Brand image
 Brand identity

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 Brand Architecture

◼ Brand architecture defines both the rationale and the structure among
the firm, its products, and its brand/product extensions—in essence, how
the brand is used at different levels in the organization

◼ One extreme is a house of brand architecture, such that the firm

focuses on branding each major product with its own unique set of brand
elements

◼ Other extreme is a branded house architecture, where a firm uses a

single set of brand elements for all of its products

◼ Overall, firms should shift toward a house of brands approach if they

need a separate brand for each entity (divisions, categories, products) to
avoid a problematic association or channel conflict across entities

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 Brand Architecture Spectrum

Many Independent Single Master

Brands Brand

House of Brands Endorsed Brands Sub-brands Branded House

Many individual brands are Sub-brands have a closer link
linked to an endorsing brand to the parent brand than do Single master brand used for
Many independent brands
to produce a supportive endorsed brands but behave all products
foundation similarly
P&G’s Tide, Cheer, All, Ariel, Courtyard by Marriott; Polo Sony Walkman; Nestle Kit GE’s airplane engines,
and Purex by Ralph Lauren Kat appliances, and financing

◼ Despite this presentation of brand architecture as two extremes on a spectrum, in reality, firms
often use intermediate or hybrid brand structures, such as endorsed brands and sub-branding

◼ Marriott Hotels uses an endorsed brand strategy for the Courtyard Marriott chain. It suggests the
approval and imprimatur of the Marriott brand but also makes it clear to customers that
Courtyard hotels stand on their own and offer something different from typical Marriott hotels

◼ Sony uses a sub-branding strategy when it assigns major product categories, such as PCs, the Viao
brand name. Branding a laptop as a Sony Viao means that it enjoys spillover benefits from Sony
(awareness and linkages) but also differentiates the Viao name so that it can establish linkages
unique to PCs

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 Example: Honda (Japan)

◼ Honda launched Acura to target the luxury automotive market

◼ Needed to give the cars a new, distinct brand identity to match

customers’ desires for status and exclusivity, rather than the economy
and reliability linked to the Honda brand

◼ Similarly, Proctor and Gamble (P&G) maintains a full set of brand

identities for all its products

◼ In some grocery stores, P&G laundry detergents take up more than half of
the shelf space for the category with Tide, Cheer, and All

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 Example: General Electric (US)

◼ GE uses a branded house architecture

◼ When GE launches a new product, it immediately enjoys the positive

associations of the GE master brand

◼ Product launch and brand building costs decrease, accelerates product

diffusion throughout the marketplace

◼ Each new GE product starts with high overall brand awareness and
meaningful linkages to the high-quality manufacturer of electrical
products, which lowers consumers’ perceptions of product adoption risk

◼ However, these linkages must be credible. If GE were to launch a new line

of perfume, many of its brand linkages would be inconsistent with the
desired attributes for this new product, thus undermining the perfume’s
own brand image

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 Brand Extensions

◼ Pertain to the approach the firm uses to launch new offerings by leveraging an
existing brand, whether through line or category extensions

◼ Brand line extensions (often called simply line extensions), the new offering is
in the same product category but targets a different segment of customers,
usually with a slightly different set of attributes

◼ Brand category extensions, the new offering instead moves to a completely

different product category

◼ The key benefits that brand extensions offer a firm are:

 Accelerates new product acceptance by reducing customers’ perceived risk.
 Lowers the cost of new product launches by building on the established brand.
 Reduces the time needed to build the new product’s brand by leveraging
existing brand characteristics.
 Increases the probability of gaining channel access by reducing perceived risk.
 Helps enhance the image of the parent brand by linking it to newer and/or
emerging product features.
 Expands the size of the market that the firm can access, by serving additional
subsegments with new offerings.
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 Brand Extensions

◼ Not all brand extensions achieve all these benefits

◼ The many examples of unsuccessful brand extensions (e.g., Kleenex diapers, Ben-
Gay aspirin, Smucker’s ketchup) highlight the limits on a firm’s ability to stretch
its brand into new segments and categories

◼ Over time, researchers have developed some guidelines for improving the
chances of success for brand extensions:
 There must be perceived fit between the parent brand’s image and the
extension on a dimension that is relevant to the customer
 Brand extensions can be stretched farther if done incrementally
 Higher quality brands generally can be extended further

◼ Vertical extensions of brands to lower priced markets often undermine the

image of the parent brands

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 Example: McDonald’s (US)

◼ McPizza a pizza extension under the McDonald’s brand name failed due
to the lack of credibility McDonald’s had for making pizza, compared with
established rivals like Dominos or Pizza Hut

◼ In contrast, McCafe, McDonald’s attempt to brand its coffee and compete

with Starbucks, succeeded as a brand extension. Customers had
experience buying coffee from McDonald’s, so expanding their purchases
to include flavored and espresso coffee options resonated with them

◼ In another example, though Kleenex and diapers are both paper

products that focus on absorption, the usage context of tissues seemed
incongruent with imagining diapers on a baby’s bottom. Thus Kleenex
diapers failed to capture any market share

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 Line Versus Brand Extensions

◼ Crest's Line Extension to 12 different types of toothpaste

◼ Crest's Brand Extension to floss, mouthwash, and whitening strips

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 Has Marriott Been Successful at Moving Up
and Down Market?

What about
Ford’s launch of
a low-end Jaguar
X-Type?

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 Guidelines For Optimizing
Brand/Line/Vertical Extensions
◼ Consumers should perceive fit between parent and extension, fit can be
on many dimensions:
 Product attributes and benefits
 User types and situations
 Manufacturing

◼ High-quality brands stretch farther

◼ Brands seen as prototypical are difficult to stretch (Bayer, Clorox soap)
◼ Concrete associations are more difficult to extend (Shredded Wheat, La-
Z-Boy)
◼ Brands can be extended farther if done in incremental steps
◼ Vertical extensions often hurt the parent brand and are best done with
sub-brands
◼ Most successful advertising for extensions are based on information
about extension and not about parent brands
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 Three Steps to Building Brand Equity
Brand Building Activities Key Objectives

1st Provide an anchor point for linking

Build a high level of brand awareness
Step meaning to the brand in later steps

2nd Link the brand name to its points of Define the brand’s relative
Step parity and difference advantage(s)

Build a deep emotional connection or

3rd Generate powerful, long-lasting
“relationship” between brand and
Step barriers to competitors (i.e., SCA)
targeted customers

1. Building a high level of brand awareness among the firm’s targeted customers, which then
provides an anchor point for linking the easily recallable brand name to the elements that
define its meaning and image

2. Linking the brand name to the brand’s points of parity and difference, which helps define
the brand’s relative advantage – this step defines how the brand will be positioned against its
competition

3. Building a deep emotional connection or “relationship” between the brand and targeted
customers – moving beyond functional differentiation implies a true, emotional connection
which is the essence of building a powerful, long-lasting brand image
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 Integrated Marketing Communications

◼ Integrated marketing communications (IMC) refers to the process of designing

and delivering marketing messages to customers while ensuring that they are
relevant and consistent over time and channels

◼ To execute the three brand building steps and effectively implement the firm’s
brand strategy, a firm typically uses multiple marketing communication formats,
each of which has different strengths and weaknesses that define when each will
be most effective, as well as the optimal combination of different formats

◼ Some of the most commonly used marketing communication formats are:

 Advertising
 Sales promotion
 Public relations (PR)
 Events and experiential marketing
 Direct and interactive marketing
 Word-of-mouth (WOM)
 Personal selling

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 Persuasion Process when Using IMC
◼ Using brands as an SCA is often most effective in large consumer markets, such as
those for soft drinks, beer, fashion, or automobiles

◼ When making allocation decisions across different marketing communication

formats, in the pursuit of key brand-building objectives, it also can be helpful to
understand how customers process information and are persuaded to change
their behavior

◼ The varied models can be broken down into six steps that customers must pass
through to be persuaded by the different communication formats:
1. The customer must be exposed to the communication message, whether that
means hearing or seeing it.
2. The message needs to capture customers’ attention, so that they receive it.
3. The customer must understand the desired marketing message.
4. The customer needs to develop favorable attitudes toward the message.
5. The customer must generate intentions to act, in accordance with the
information in the communication message.
6. The person then must actually behave in the desired way.

◼ This six-step process sometimes is simplified as the “think → feel → act” model,
which aligns well with the process for building brand equity
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 Example: Turkish Airlines (Turkey)

◼ Turkish Airlines has been investing in sponsorship agreements and

advertisements in order to expand its brand visibility and global reach

◼ Its advertisement titled “Kobe vs. Messi: The Selfie Shootout” has been
viewed more than 100 million times on YouTube, and was named the
advertisement of the decade in 2013

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 Research Approaches for Understanding and
Measuring Brand Equity
◼ To track the effectiveness or returns on marketing expenditures that seek
to build brand equity over time, as well as understand the state of the
brand following changes in strategy or competitive disruptions in the
marketplace, a firm needs to measure its brand equity

◼ Different approaches, methods, and metrics for measuring a brand’s

health are available, depending on the manager’s objectives

◼ A brand audit evaluates the brand’s health to understand its strengths

and weaknesses, such that it provides a foundation for designing and
implementing a new brand strategy

◼ With an exploratory qualitative analysis, the less structured method can

use smaller samples

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 Takeaways

◼ Investments in building a firm’s brand awareness and image in customers’ minds

represent a strong barrier to competitive attacks and often provide the initial
market-based SCA for a firm.

◼ The associative network memory model argues that the mind is a network of
nodes and connecting links. The key characteristics of a brand that influence
brand equity can be captured as nodes and linkages.

◼ Brands change how people think, often below a conscious level. Perceptions of
brands even can change customers’ actual experiences (e.g., making beer taste
better).

◼ Benefits from strong brand equity include sales, profit enhancement, and loyalty
effects.

◼ Key branding elements include the brand objective, brand awareness, brand
relative advantage, brand sustainability, brand image, and brand identity.

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 Takeaways

◼ Brand architecture defines the rationale and structure that link the firm, its products,
and its product and/or brand extensions. It defines how the brand is used at different
levels across the organization. Noting the range of brand architecture structures
available, firms must make strategic decisions, based on their branding strategy.

◼ Brand extensions can leverage existing brands as line or category extensions.

◼ The three steps to building brand equity are: building a high level of brand awareness,
linking the brand name to the brand’s points of parity and difference, and building a
deep emotional connection or “relationship” between the brand and targeted
customers.

◼ Integrated marketing communication (IMC) is a process for sharing relevant,

consistent marketing messages with consumers, across a variety of formats, including
advertising, sales promotion, public relations, events and experiential marketing,
direct and interactive marketing, word of mouth, and personal selling.

◼ To understand and measure brand equity, firms use qualitative and quantitative
assessments of their brand’s health, which helps them identify areas for improvement.
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