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EIA-MBA (Entrepreneurial Management)


FINAL PROJECT
Topic: How can a brand stay relevant over time


Author: Jon Tan




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Contents
Executive Summary…………………………………………………………………………...…4
1.0   Introduction……………………………………………………………………..................5
      1.1     Background field and its significant position in theory and practice………...............5
      1.2     Summary of previous research……………………………………………………….5
      1.3     The gap, and why it is important………………………………………….................5
      1.4     Purpose of this research: Main aspects and conclusions of the research,
              and their contributions…………………………………………………….................6
      1.5     Outline of the report…………………………………………………………………6
2.0   Orientation: Contemporary analysis of brand relevance………………………………7
      2.1     Paramount importance of brand relevance in fast changing markets………..……...7
      2.1.1 Need to look beyond the idealized notion of customer loyalty ………..………..….7
      2.1.2 Focus on the framework of relationships that encompasses loyalty……………….. 8
      2.1.3 Build brand affinity with consumers through emotional bonding…...……….....…..8
      2.1.4 Enhance brand affinity through involving with social lives of consumers…...……..9
      2.1.5 Optimize brand affinity with consumers through holistic branding…...……..……..9
      2.2     Case studies that are the target of the aim of the study……………………………..9
3.0   Research methodology and data collection………………………………………...…...11
4.0   Data analysis: Research findings of the case studies…..………………………………12
      4.1.1 Brand affinity starts with positioning with psychosocial and emotional meanings.12
      4.1.2    Create a brand personality for consumers to match or aspire to…………....…….13
      4.1.2.1 Epitomize brand personality and values with brand personification………….…..14
      4.1.3    Achieve strong emotional bonding through emotional branding……………...….15
      4.2.1 Deepen brand affinity through ideals…..…..……………………............……..... 16
      4.2.2 Deepen brand affinity through values….....…..……………….………..................17
      4.2.3    Deepen brand affinity through charity…...…………………….……….................18
      4.3      Ensure long-run deep brand affinity/brand relevance with Holistic Branding…...19
5.0   Key learning points and Recommendation………………………………………….…23
      5.1      How do the main findings relate to literature……………………………………..23
      5.2      Significance of the study/findings………………………………………………..23
      5.3      Recommendations…………………………………..…………………………… 24

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6.0 Conclusion..…………………………………………………………………………….....27
   6.1   Area that needs further research...............................................................................27
   6.2.1 Summary of the case studies’ experience.…………………………………………27
   6.2.2 Contribution of the case studies’ experience………………………………………27
   6.3   Why the aim/objective has been achieved………………………………………....28
Reference List…………………………………………………………………………………...29
Appendix A……………………………………………………………………………………...34
Appendix B……………………………………………………………………………………...36




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Executive Summary


Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term
success. In the face of myriad compatible choices amidst constantly-changing market conditions
and consumer tastes and trends, it is extremely challenging for a brand to remain significantly
meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a
possible solution to a particular problem or need. Hence, the aim of this research is to establish a
brand relevance model, that could help brands create or sustain a long-term significant meaning
for consumers, so as to achieve brand salience (leading eventually to brand resonance). This is
important because brands stand the risk of fading away into oblivion with the rapid emergence of
many new competitive brands as well as new product categories and sub-categories, and the re-
defining of existing categories and sub-categories. This Case Study Method research explores
how some successful brands have managed to stay relevant to consumers through different eras.
Two stages of data collection and analysis were effected: A literature review and a series of case
studies involving diverse brands. The overarching finding was, for brands to continue to stay
relevant, they must look beyond functional and utilitarian meanings/associations for consumers.
They must instead focus on creating psychosocial and emotional meanings/associations, to build
Brand Affinity with consumers, so as to attain long-run emotional bonding with them. The
implications of this research are, firstly, this case report confirms previous research that not only
emphasized on the need for customer-focus, but to endear consumers through brand-customer
relationships, and secondly, this case report will benefit managers involved in the managing of
brands, by helping them prevent their brands from sliding into stagnation or even extinction as a
result of not having an emotional bonding with consumers.




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1.0   Introduction


1.1   Background field and its significant position in theory and practice


Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term
success. In the face of myriad compatible choices amidst constantly-changing market conditions
and consumer tastes and trends, it is extremely challenging for a brand to remain significantly
meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a
possible solution to a particular problem or need (Booz Allen Hamilton Management Consulting,
2007).


1.2   Summary of previous research


To stay relevant to people’s lives, a brand should look beyond the idealized notion of loyalty,
and instead focus on the framework of relationships that encompass loyalty, so as to nurture
personalized brand-customer relationships (Fournier 1998). It would be more effective in the
long run to build Brand Affinity through emotional bonding, by firstly crafting a brand
positioning that addresses emotional concerns, secondly creating a brand personality, and thirdly
communicating the brand via emotional branding. Brand Affinity can also be enhanced through
involving with the social lives of consumers, via ideals, values or corporate social responsibility.
And Brand Affinity can be optimized through the three interlinking phases of Holistic Branding,
which includes fulfilling a long-run consumer insight with a Strategic Brand Platform, and
Internal Branding, and consistency in communicating the unique brand experience via emotional
branding.


1.3   The gap, and why it is important
This is important because brands stand the risk of fading away into oblivion with the rapid
emergence of many new competitive brands as well as new product categories and sub-
categories, and the re-defining of existing categories and sub-categories. While much research
has been conducted on customer relationship management into areas such as purchasing patterns,
not as much research has been undertaken in the area of Brand Affinity that focuses on how to
create lasting emotional bonding with consumers (personalizing the brand). Without such Brand

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Affinity, a brand would have very low Brand Relevance, and would not enjoy a high possibility
of being in consumers’ brand consideration sets, in the ever-expanding global marketplace.


1.4   Purpose of this research: Main aspects and conclusions of the research,
      and their contributions


Hence, the aim of this research is to establish a Brand Relevance model, that could help brands
create or sustain a long-term significant meaning for consumers, so as to achieve brand salience
(leading eventually to brand resonance). This aim was attained through the Case Study Method,
via literature review, and critical analysis and evaluation of selected case studies. The three main
findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance Brand Affinity
through ideals, values and charity (corporate social responsibility programs/initiatives), and (iii)
Optimize Brand Affinity through Holistic Branding. This case report will benefit managers
involved in the managing of brands, by helping them prevent their brands from sliding into
stagnation or even extinction as a result of not having an emotional bonding with consumers.


1.5   Outline of the report


This report has six sections including this (i) Introduction. The following section (ii) is an
orientation on the background field for the reader. Next, in section (iii), the choice of research
method is discussed. Under section (iv), case studies are then described, analysed and evaluated
to arrive at some key findings. Upon which, in section (v), comes the implications of the
research, in relation to literature, as well as to management practices and government policy; and
the key learning points and recommendations are elucidated. The final section (vi), Conclusion,
outlines the challenges and issues that remain unsolved, and also provides a summary statement
of the insights gained from the case studies, as well as the contribution of those experiences.




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2.0   Orientation: Contemporary Analysis of Brand Relevance


When a consumer has a perceived need or desire, firstly, how does a brand come into his/her
brand consideration set, and secondly, which brand will eventually be chosen? Brand
consideration and choice is dependent on “how personally relevant do consumers find a brand to
be” (Keller 2008, pp.78, 87). Brand Relevance is defined as “being in touch with your
customers’ tastes, current market conditions and trends”. “Staying relevant” is one of the ten
common attributes of the world’s strongest brands (Keller 2000, pp.147-157) and is one of the
key factors of measuring the “World’s Most Valuable Brands” (Interbrand 2009). The Oxford
dictionary equates “relevant” to “being significant, having a particular meaning, connected with
what’s happening, appropriate, pertinent, important and useful”.


2.1   Paramount importance of Brand Relevance in fast changing markets


Now, more than ever, with globalization and lifting of protectionism, management must pay
heed to Brand Relevance, because in this knowledge and information age, consumers, being
better informed and more mobile than ever, are increasingly able to get precisely what they want,
when they want it, and at the price they are willing to pay (Booz Allen Hamilton Management
Consulting 2004). Due to consumers’ exacting desires, new and different products and services
appear unceasingly. Entire new categories and sub-categories come into existence almost
overnight, while existing ones change and fade away (www. ameinfo.com 2004).             “Brand
Relevance” today is fundamentally different from the characteristics conventionally associated
with a brand’s potency. Brand management in the past focused on achieving preference on the
mere basis of differentiation, benefits, and customer satisfaction.


2.1.1 Need to look beyond the idealized notion of customer loyalty


The Acumen Research Consumer Eyes 2002 study pointed out how fragile “loyalty” can be:
Only 15 percent of customers who were highly loyal said they would never shop the competition.
“The use of the term “loyalty” in CRM has fallen into disrepute as we now realize that even
apparently satisfied customers will still switch products and services for the right value
proposition, at the right time,” according to Accenture CRM Strategist, Ron Sloan (2005). The

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Meriam-Webster dictionary defines “loyalty” as “unswerving in allegiance” in being faithful to a
person, cause, custom, institution or product. “The idealized notion of “loyalty” is false,”
declares Miros Slodki (2007). “Brand Affinity is a more accurate term as it better reflects the
nuances, the ebbs and flows of a commercial relationship where the brand delivers something the
customer/user wants or needs, and where the brand and customer share an emotional bond while
continuity of purchase unfolds.”


2.1.2 Focus on the framework of relationships that encompasses loyalty


Instead of feeling along a linear continuum of “loyalty”, consumers experience many different
types of relationships with their brands. People relate to the brands they buy in many different
ways because they wish to benefit from the meanings that the brands (of products or services)
add to their lives (Macrae 2007). These invariably cover emotional and psychosocial
meanings/associations and not merely functional and utilitarian meanings/associations (Fournier
1996).


2.1.3 Build Brand Affinity with consumers through emotional bonding


Because customers’ inner motives, emotions and psychological preferences can be very strong
purchase motivators, it would be more effective in the long run to build Brand Affinity through
emotional bonding, focusing on creating emotional and psychosocial meanings/associations
(Blair, Armstrong & Murphy 2003). The first step in emotional bonding is to create a brand
positioning that appeals to emotional concerns that can satisfy emotional or psychological needs,
apart from the usual addressing of rational concerns (Keller 2008, p.77). The second step in
emotional bonding is to create a brand personality, by giving a brand a set of personality traits.
The closer the brand personality is to the consumer personality, or one that the consumer admires
or aspires to, the greater will be the Brand Affinity (Temporal 2000, p52). The third step in
emotional bonding is through emotional branding, where the brand communication taps into
consumer emotions, by exploring the six important types of brand-building feelings, namely,
warmth, fun, excitement, security, social approval and self-respect (Keller 2008, p.67-68).




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2.1.4 Enhance Brand Affinity through involving with social lives of consumers


Brand Affinity can also be developed through various other ways that relate to the social lives of
consumers. These include: (i) Declaring or supporting “high ideals”, such as “freedom”; (ii)
Supporting the most vital “values” of the target market (such as “education” for the Chinese
community); and (iii) Championing corporate social responsibility programs/events, such as
being a “caring organization” for internal and external stakeholders, a proponent for charitable
causes, or a supporter of environment/ecology preservation (SYL.com 2005).


2.1.5 Optimize Brand Affinity with consumers through Holistic Branding


Holistic Branding encompasses three interlinking phases to create and sustain a brand-driven
organization. The three phases are: (i) Brand Mapping - Clarity of brand identity and brand
promise based on a significant consumer insight, (ii) Brand Managing - Organizational
Conviction of the brand identity and brand promise, and (iii) Brand Manifesting - Consistency in
communicating the “brand experience” via the brand identity and brand promise (Brandz
Consulting 2000). The Brandz “Tri-M Holistic Branding Model” is shown in Appendix A.


Before communicating the brand identity and brand promise externally, first, there must be
transformation of the organization and people behind the brand, via a brand assimilation process,
to become brand advocates (Davis 2005). Thus, Phase (ii) involves aligning the organizational
system, infrastructure and people to the brand identity, in a process known as “Internal
Branding”, to create a brand culture where everyone within the brand-driven organization “lives
the brand”. On the identifying of consumer insights, David Taylor (2000) cautions that only
consumer insights that are built upon a deep understanding of consumers’ beliefs and needs
would have the potential to remain relevant over time.


2.2 Case studies that are the target of the aim of the study


The case studies to be analysed and evaluated involve the following brands of products/services:
(i) Perodua Kancil 600cc automobile, (ii) Levi Strauss range of clothings, (iii) Singapore Airlines
(SIA), (iv) Nestle Milo malt chocolate beverage, (v) Marlboro cigarettes, (vi) Guiness Anchor

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Berhad (GAB) alcoholic beverages, (vii) Carlsberg Malaysia/Carlsberg beer, and (viii) Hello
mobile telecommunications service.




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3.0   Research Methodology
This research explores how some successful brands have managed to stay relevant to consumers
through different eras. Two stages of data collection and analysis were effected: A literature
review and a series of case studies involving diverse brands.


The Case Study Method was used to collect information pertaining to the topic of Brand
Relevance. The case study research approach which investigates a contemporary phenomenon
within its real-life context, through an in-depth study of people, events or organizations, need not
always include direct, detailed observations as a source of evidence (Yin, R. 1994).


This is a case study report. To write this report, I have combined literature review with a critical
analysis and evaluation of a varied number of case studies that are related to this topic, using my
real world knowledge and work experience in this field. Only secondary data is researched.
There was no gathering of primary data through physical involvement with entrepreneurs or
organizations. The sources for secondary data included books, journals, industry reports,
company publications and documents, newspaper articles, and internet information, as well as
web-based case reports and published case studies.




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4.0      Data analysis: Research findings of the case studies


The overarching finding was, for brands to continue to stay relevant, they must look beyond
functional and utilitarian meanings/associations for consumers. They must instead focus on
creating psychosocial and emotional meanings/associations, to build Brand Affinity with
consumers, so as to attain long-run emotional bonding with them.


The three main findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance
Brand Affinity through ideals, values and corporate social responsibility such as charity, and (iii)
Optimize Brand Affinity through Holistic Branding.


There are numerous ways to build Brand Affinity with customers, to sustain Brand Relevance in
the long run. The following are the findings produced by the study.


4.1.1     Brand Affinity starts with positioning with psychosocial and emotional meanings


Brand positioning should go beyond functional and utilitarian associations to appeal to the
psyche of the consumers, so as to create an emotional bonding. Introduced in 1993, the 600cc
Perodua Kancil car came in the wake of the popularity of Malaysia’s first “national car”, 1300cc
Proton Saga, the lowest-priced automobile then. With only a few thousand Malaysian Ringgit
price-differential, the challenge was how to make the much smaller Perodua Kancil an attractive
buy versus the Proton Saga. The Perodua Kancil was targeted primarily at first-time price-
conscious car buyers, and secondarily at those looking for a nifty second or third car. The usual
route of car makers was to take the “pretentious” approach of exaggerating spaciousness and
performance ability. However, after three rounds of debate, the car maker’s CEO was finally
convinced by the advertising agency to adopt a brand positioning that gives a positive
psychological meaning and association. The brand promise tagline was: “Smart like you” (Tan
1994).


The advertising agency had urged the car maker to be truthful about the performance and size of
the car. Being a small car with an unmatchable small turning radius, the Perodua Kancil actually
allowed for easy manouevring and parking, and was very nippy on the road. On busy congested

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city roads such as Kuala Lumpur and other Malaysian cities, it was the “smart” way to drive. But
instead of praising the car’s ability, the tagline, “Smart like you” was in praise of the potential
buyer/user. This use of “reversed psychology” was to provide a feel-good factor to the first-time
car buyers who could only afford the cheapest car available then.


All advertising and other brand communication consistently projected this reassuring brand
promise. The launch was so successful that the waiting list ran into six months. I think the
conversion of the rational and utilitarian advantages into an empowering emotional and
psychosocial brand positioning and brand promise, was a clever way to initiate a positive Brand
Affinity with target consumers and the public at large. The positioning tagline is running into its
fifteenth year.


4.1.2   Create a brand personality for consumers to match or aspire to


Brand Affinity with target customers can be created by fitting the brand to their self-concepts of
who they are or who they desire to become. The long-term objective of Levi’s, owner of many
famous global brands, has always been to create a positioning that transcends fashion and has
classic status. Coming through a turbulent 1970s, the brand now carries a diverse portfolio of
brands and sub-brands ranging from cheap basics to high-priced fashion. Backed with fastidious
consumer research, Levi’s has created different brand personalities for each of its diverse brands.
The method of creating a brand personality, as adopted by Levi’s, is to match as closely as
possible the brand personality of its target consumers, or to create a brand personality that the
target consumers would aspire to have. (Temporal 2003, pp.52-57).


The brand personality of the Levi’s master brand, comprising eight characteristics or values with
emotional associations is: (i) original, (ii) masculine, (iii) sexy, (iv) youthful, (v) rebellious, (vi)
individual, (vii) free, and (viii) American. In addition to the brand personality, a set of five
rational associations also has to be communicated as part of a left-right brain strategy. Creative
execution must reflect the decided brand personality and desired consumer associations,
including consumer insights. From combining the brand’s personality and values, and its rational
associations, the derived brand positioning for Levi’s is: “The original and definitive American



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jeans (rational) that celebrates all the great things about being young (emotional). The ultimate
anti-fashion statement.”


The great success that Levi’s has garnered is due to the brand staying true to its brand personality
while exploring fresh and innovative creativity to portray the brand personality. The brand values
are rotated over a period of time as part of an integrated brand communication strategy.
Alongside the global brand positioning, Levi’s projects the most relevant or appropriate
personality trait/s according to the different target segments. For instance, “sexy” visual and
copy communication would be played up in certain more liberal countries and downplayed in
countries with cultural sensitivities; and being “rebellious” would be more relevant in Germany
than in certain parts of Asia. The other reason for Levi’s brand personality approach has been
their wise use of brand research as an aid to judgement, and not as a substitute. Through the
strong emotional and psychosocial associations linked to the consumer profile of the target
purchasers/users, Levi’s has continued to generate high Brand Affinity in their diverse markets
around the world.


4.1.2.1 Epitomise brand personality and values with brand personification


Brand personification is a great way to generate Brand Affinity by personalizing the brand
experience for consumers. Throughout its history, the premium Singapore Airlines (SIA) brand
has stayed true to its core brand attributes of service and quality excellence. While staying at the
forefront with technology by maintaining the youngest fleet of aircraft amongst major air
carriers, and being the first to take delivery of new and bigger aircraft types, SIA has chosen to
focus on one single aspect of the experiential brand strategy: Innovative in-flight hospitality and
warmth. And this is gracefully personified by the “Singapore Girl”. The flight stewardesses
(known as Singapore Girls), are garbed in a haute couture version of the Malay sarong kebaya,
designed by Pierre Balmain. The Singapore Girl, who has become a successful brand icon with a
mythical aura and status, epitomizes Asian values and hospitality – caring, warm, gentle, elegant
and serene (Roll 2006).


The brand personification of SIA’s commitment to service and quality excellence through the
Singapore Girl, was a brilliant way to stand out from the clutter of major and premium airlines

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all communicating the whole gamut of brand benefits. SIA also took on a very personalized and
sometimes romantic image by featuring the iconic Singapore Girl in touristic or business-like
themes and scenarios in various locations around the world, with a certain elegance and without
ever being frivolous. This has been ensured by the rigorous training regimen by SIA.


In recent years, premium airline brands have been subject to fierce competition by low-cost
carriers, which are gradually gaining acceptance by business travellers for its short and medium-
haul routes. However, SIA has avoided diluting its premium brand. Instead, it has launched its
own low-cost carrier, Tiger Airways, for local and short-haul routes. Meanwhile, the tagline of
“Singapore Airlines/Singapore Girl – A great way to fly” will continue to uphold the original
brand promise, as encapsulated by the brand personification of the “Singapore Girl”. And
premium class travelers would certainly treasure such assuring brand affinity.


4.1.3   Achieve strong emotional bonding through emotional branding


In communicating the brand identity and brand promise, it is useful to project a brand experience
that resonates emotional or psychosocial meanings for the consumer, such as fulfilling inner
personal desires or attracting favourable acknowledgement/endorsement of other people.
Nestle’s Milo malt chocolate beverage has been around in Malaysia for over 50 years. In the
1960’s, another competitive brand, Ovaltine, was the market leader by far. Then in the 1970’s,
Milo started to catch up and eventually captured so much of the market share that Ovaltine
forcibly opted out. The winning formula? While Ovaltine stuck to their traditional approach of
projecting functional and utilitarian meanings in their brand communication through mundane
echoing of their attributes of “the best ingredients”, Milo sported a deeply motivating and
inspiring approach – emotional branding and transformational advertising (Blair, Armstrong &
Murphy 2003).


The core of Milo users are schoolchildren. Their personal development is of course a dear
concern of their parents. Milo Malaysia extended the Milo’s international positioning as an
energy-and-health drink into an emotive brand promise of “energy to be your best in the game of
life” / “energy to succeed in the game of life”. The brand communication strategy opened up a
world of “self-discovery” as well as discovering the world, for the target users.

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What makes the Milo brand resonate in many consumers’ lives, is that Milo offers optimism to
everyone around, fuelling the hopes and aspirations, and imagination of children, and offering
their mums, the promise of a good life for them. And this is via emotional branding and
transformational advertising whereby the goodness of the product has been morphed into visual
images of desirous “be your best” brand experiences, either through sporting or other scenarios
relating to the human desire of wanting to excel in the game of life. Such emotional branding
definitely generates a very positive Brand Affinity with consumers.


4.2.1   Deepen Brand Affinity with consumers through ideals


One of the numerous other ways to build Brand Affinity is to promote shared ideals, such as
“freedom”. The mythical Marlboro Country visual concept, first introduced in 1964, was an
evolution of the Marlboro Man. The universal and timeless Marlboro Man appeals to both men
and women because underneath the cowboy clothes is an authentic man who possesses all the
qualities both men and women desire, that is, strength, independence, adventure, freedom and
heroism. The inviting vast expansive landscape of open grassy fields helps the viewer escape
from the pressures, stresses and routine of mundane life (Jaffe 2001).


Set as a backdrop for the Marlboro Man, representing the “last free American” returning to the
American original heritage, the Marlboro Country was akin to a paradise of the West. It also
permeated the attractive values of the cowboy, namely independence, adventure and heroism.
The imagery of the whole advertising campaign allows the audience to project their innermost
desires and fantasies into the scenarios, creating and enhancing a very personalized brand
experience.


I feel the breakthrough success of Marlboro cigarettes is their adopting a larger-than-life
approach that transcends the typical portraying of pleasures arising from the functional and
utilitarian meanings of smoking. The vast openness of space and “endless” country, with the
cowboy (Marlboro Man) in heroic autonomous control of the environment transports the
consumer into a different world – a world of “freedom”. Relating positively to the emotional and
psychosocial associations, consumers who could identify with such powerful imagery of a shared
ideal, would naturally develop a Brand Affinity for the brand. Also, the promise of such an ideal

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and all its imagination perhaps helps to subconsciously counteract against the health warning
messages about the ill-effects of smoking.


4.2.2   Deepen Brand Affinity with consumers through values


A most effective way to build Brand Affinity is through supporting a specific paramount value of
the target market segment of a brand, such as education for the Chinese community. Anchor
Beer, a Malaysian home-grown brand, launched the “Dragon Mission” in 2008, a festive
collaboration with coffee shops and supermarkets nationwide. The brand donated a percentage of
all sales of the product, towards the awarding of scholarships for enrolment into the nation’s 60
independent Chinese secondary schools. More than RM2 million was raised over the six-week
Chinese New Year period. It set a new record for the highest-ever collection by the brand within
such a time frame for a single initiative. The phenomenal success has turned the “Dragon
Mission” into a yearly initiative (GAB website 2009).


Anchor’s strategy is two-fold. Firstly, capitalize on the most important value among the Chinese
community in Malaysia, which is education, in general, and Chinese-medium education, in
particular. More so, because Chinese-medium education in Malaysia is self-funded and does not
receive government financial aid. As such, generous supporters towards funding this cause
would be warmly acknowledged by the Chinese community. Secondly, this Brand Affinity
initiative would also expose school going-age Chinese to the Anchor brand. As the Chinese
community is the primary target market for beer, Brand Affinity with the Anchor brand is
initiated at a young impressionable age.


The phenomenal success of Anchor’s “Dragon Mission” is due to two key factors: (1) The
traditional among the Chinese community in Malaysia are extremely protective of preserving the
provision of Chinese-medium education. Malaysia is among the few countries in the world that
offers a fully-integrated Chinese-medium education system, nationwide, which requires very
massive funding. By empathetically embracing this shared value of preserving Chinese-medium
education with the Chinese community, Anchor has generated strong and favourable Brand
Affinity towards the Anchor brand. (2) Such “noble” community projects by Anchor Beer could
create a psychological effect among the Chinese-speaking community, that patronizing Anchor

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Beer is not only a socially-acceptable activity, but is “the right thing to do”. The emotional
bonding can be very endearing indeed, leading to increased Brand Affinity.


4.2.3   Deepen Brand Affinity with consumers through charity


Another most effective way to build Brand Affinity is via corporate social responsibility, such as
driving a charitable cause. Carlsberg Malaysia has the honour of hosting the “longest-running
Chinese charity show” in Malaysia, since 1987, as part of its corporate social responsibility
strategy. The concert-style road shows, which traverse the whole country, are held within
Chinese primary schools. The “Top Ten Charity Campaign” featuring new up-and-coming
Chinese aspiring singing and musical talents, has to date raised over RM320 million. The
concerts are free of charge. Those attending have the optional choice of donating money for the
development of Chinese institutions and the betterment of Chinese-medium schools (Star
Publications 2009).


Carlsberg Malaysia’s strategy is to act as a catalyst for a charity cause for the primary target
market segment for Carlsberg Beer, which are the Chinese-speaking Chinese. In the name of
charity, Carlsberg Malaysia manages to get free media advertising through collaborating with
two local Chinese daily newspapers, as well as free concert venues, courtesy of participating
Chinese primary schools all over the country. In return, Carlsberg Malaysia only foots the low
performing fees for new up-and-coming Chinese aspiring singing and musical talents, and the
spartan staging of the concerts.


The brand image of Carlsberg Beer has been very positive all these years with the Chinese-
speaking Chinese community, thanks to the brand’s synonymous association to a charity cause
that is highly cherished by the Chinese community. Lots of charity funds are needed for the
development of Chinese institutions and advancement of Chinese education. In championing this
charity cause for the development of Chinese institutions and advancement of Chinese education,
Carlsberg Beer has also been synonymous with the unearthing of and development of aspiring
Chinese singing and musical talents; some of whom have since become international stars in
Taiwan and Hong Kong. Through these two parallel initiatives, Carlsberg Beer has generated
substantive Brand Affinity with the Chinese-speaking Chinese community.

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4.3   Ensure long-run deep Brand Affinity/Brand Relevance with Holistic Branding


The holistic (complete) approach to branding focuses on continual emotional bonding with the
target customers, by firstly ensuring right match of the brand’s Strategic Brand Platform
(Strategic Brand Positioning and Brand Essence-Brand Personality) to a significant long-run
consumer insight, via a Brand Audit; and secondly ensuring that the organization “lives” the
Strategic Brand Platform, through Internal branding; and thirdly ensuring that the External
branding projects the Strategic Brand Platform with consistency via “emotional branding”.


Prior to 2007, after a few years in the Cambodian market, Hello brand mobile telco, majority-
owned by Telekom Malaysia International (TM International), now renamed Axiata, was a far
third in market position. It had no unique point of distinction, and had no semblance of Brand
Affinity with the target customers, being locked in a price and offer market. To revitalize the
brand with the aim of substantively increasing its market share, Hello embarked upon Holistic
Branding. And within one year of rebranding, with the emphasis on building Brand Affinity with
the primary target segment, Hello brand closed the wide gap with the market leader, and moved
up to second in market position (Tan 2007).


Creating Brand Affinity with the target customers, through the Brandz “Tri-M Holistic Branding
Model”, entails the three Phases of Brand Mapping, Brand Managing and Brand Manifesting.
Under Brand Mapping, the Strategic Brand Platform (combining the Strategic Brand Positioning
and the Brand Essence-Brand Personality) is crafted. Then, under Brand Managing, the
organization is aligned to the Strategic Brand Platform, via system and processes, infrastructure
and people (Brand Culture). Thirdly, Brand Manifesting is the phase of communicating the
Strategic Brand Platform.


Phase 1 (Brand Strategy Mapping) started with a “Brand Workout” with the appointed Brand
Team and Brand Management Work (BMW) Council, to gain acceptance of Holistic Branding,
as well as to take on the role of being key drivers of the impending brand-driven organization. A
brand audit followed. The internal audit covered internal perception of the Brand Team and
management and staff. The external audit covered brand awareness and brand image perception
vis-à-vis the competitive frame and market trends and expectations.

                                                                                              19
Upon crystallization of the findings, the most important part of the Brand Strategy, the Strategic
Brand Platform (which is the blueprint for action) was developed, in line with the identified
consumer insight. The research earlier had revealed the frustration of the Cambodian masses of
lagging behind their more prosperous South-east Asian neighbours like Singapore or Malaysia
and Thailand; and they harboured the desire to taste a better life, after years of being in a war-
torn economic doldrum. The Strategic Brand Platform, focusing on emotional and psychosocial
associations, and driven by the Brand Essence of “Life-Enriching”, was created, as a blueprint
for building and enhancing Brand Affinity with the primary target segment. Arising from the
Brand Strategy, the handy-size Brand Book was issued to every individual of the organization, as
a daily reference tool to ensure consistent delivery of the Brand Promise and Desired Brand
Experience. The rationale for the Strategic Brand Platform for Hello brand appears in
Appendix B.


The Brand Architecture was also rationalized. This served as a relationship guide for the Master
Brand and all Sub-Brands.


Phase 2 (Brand Managing) was to align the organization, infrastructure, system and processes
and people to the Strategic Brand Platform, to create a new Brand Culture, a whole new way of
thinking, feeling and doing to deliver the new “brand experience” to fulfil the new brand
positioning and brand promise. As the implementing and executing of the Brand Strategy
(including the Strategic Brand Platform) was mainly an operations-driven activity, effective
management of people and business processes was given the highest consideration, to ensure full
fruition (Thomson, Strickland III & Gamble 2007).


The following were implemented:
(i) New revitalized Brand Culture guided by a Brand Essence, supported by a set of rational
Brand Values and a set of emotional Brand Personality traits.


(ii) Brand-oriented SHRM, with the Human Resources Director represented at the Board level
and in the Brand Team, to ensure full Brand Enculturation and long-run sustainability of the new
revitalized Brand Culture, which is linked to a Brand Scorecard with Brand KPIs.



                                                                                               20
(iii) Structure of Responsiveness involving the whole organization, to address market and
consumer trends and expectations at all touch-points. The organization was also “flattened”, to
allow for faster decision-making, to propagate a “Service-Excellence” Brand Culture.


(iv) A pool of Brand Ambassadors among selective exemplary staff was created as brand
advocates, while all other staff were trained to “live the brand”.


(v) Internal Brand Communication System through Corporate Intranet for the whole organization
for Hello brand-related sharing, as well as inform about competitive brands’ major activities.


(vi) A Strategic Brand Management System, to build, measure and manage the brand equity
(intangible net asset), via a brand charter, and supported by constant brand research to keep
touch with the market pulse - brand audits for long-term decision-making, and brand tracking for
short-term decision-making – to optimize brand valuation.


Phase 3 (Brand Manifesting) encompasses the consistency of external communication of the
Hello brand. For protection of the brand image, the brand manual and brand ID (identity guide)
served as the authoritative reference by all stakeholders. An over-arching Brand Communication
Strategy was crafted, incorporating long-term strategy and tactical strategy, to oversee all brand
communications, such as:


(i) Communicating the Strategic Brand Platform, through Emotional Branding, with focus on
building and enhancing Brand Affinity with target consumers and the general public.


(ii) Integrated Brand Communication (to maximize effectiveness and efficiency), through macro
modes (advertising, public relations and publicity, events & experiences, and sales promotions)
and micro modes (direct marketing and personal selling). This also included strategic leveraging
on other brands.


(iii) Brand CRM System to address Brand Affinity/Brand Loyalty of the customer base.




                                                                                                 21
(iv) Brand Community (Brand Club) to inculcate deep Brand Affinity, turning customers
eventually into Brand Advocates.


The success of the rebranding of Hello mobile telecommunications service was due to the “Life-
Enriching” Brand Essence that drives the Hello organizational processes and service excellence
of its workforce. Every encounter by a member of the target segment was transformed into a
“Life-Enriching” Brand Experience. This was in line with fulfilling the identified consumer
insight. The brand also resonated with target consumers through the Brand Culture founded on a
set of (rational) Brand Values and vibrating with a youthful Brand Personality that is in rhythm
with the mostly under-35 years target segment. And the use of emotional branding that
empathises with the target segment’s inner desire for new levels of economic success, had
motivated and inspired them to reinforce the growing Brand Affinity with the Hello brand.


The underlying factor was of course, the whole organization “living the brand” that gave the
Hello brand an emotional and psychosocial effect of “Life-Enriching Brand Experiences” for
target consumers at all Hello touch points – a unique point of distinction that not only resonated
with the target consumers, but created a symbiotic emotional bonding with them for the long run.
The Hello brand was no longer a “commodity” brand to the target consumers; it had
metamorphosed into a “personalized brand” that they could emotionally and psychosocially
identify with, as it holistically fulfilled their “consumer insight”. Another key success factor was
the flattening of the organization and infrastructure, that facilitated a high level of speedy
responsiveness, as well as simplicity of operational processes for the target customers.




                                                                                                 22
5.0   Key Learnings and Recommendation


The impact of this study and key learnings of the main findings are presented here, in terms of
how the main findings relate back to literature, the significance of the study, and my set of
recommendations.


5.1   How do the findings relate back to the literature?


The main findings of this case report confirm the major revelations of previous research (as
presented under the literature review) that not only emphasized on the need for customer-focus,
but more crucially, to endear consumers through “emotional bonding” brand-customer
relationships.


The results of this current study are consistent with the works/studies of Blair, Armstrong &
Murphy (2003), Keller (2008), Temporal (2000) who strongly advocate the building of Brand
Affinity with consumers through emotional bonding, via a brand positioning that addresses
emotional concerns, a brand personality, and the use of emotional branding.


The results are also consistent with the works/studies of Brandz Consulting (2000), Scott Davis
(2005) and David Taylor (2000) who had affirmed that the way to optimize Brand Affinity is
through the implementation of Holistic Branding, which includes fulfilling a long-run consumer
insight through a Strategic Brand Platform, and Internal Branding, and consistency in
communicating the unique brand experience via emotional branding.


As well, the results are in support of the work of SYL.com (2005), which stated that brands
could enhance Brand Affinity through involving with the social lives of consumers, via ideals,
values, and corporate social responsibility strategies.


5.2   Significance of the study/findings



This study has been relevant as follows :


                                                                                            23
(A) Towards my enterepreneurial interests

It has helped me gain an insightful understanding and application of pertinent aspects of my
MBA subjects, notably Marketing Management (in particular, Strategic Brand Management) and
Strategic Management.


(B) Towards the management of entrepreneurial activities
It could provide insights towards more effective Strategic Brand Management. This case report
will benefit managers involved in the managing of brands, by helping them prevent their brands
from sliding into stagnation or even extinction as a result of not having an emotional bonding
with consumers.


(C) Towards the practice in my organization or other organizations
It would provide the impetus for organizations to ‘‘live the brand’’ (Internal Branding), so as not
only to better deliver the Brand Promise to impact consumers’ lives and thereby enhance the
financial value of their respective brands, but also to ensure that they sustain Brand Relevance in
the long run.



5.3    Recommendations
Based on the findings, I have come up with a Brand Relevance model for sustaining Brand
Relevance in the long run. This is the framework:


(A) Focus on ‘‘emotional bonding’’ with consumers, through continuous building
      of Brand Affinity :


The idealized notion of “loyalty” is false, as consumers would switch products and services for
the right value proposition at the right time. Thus, for a brand to stay relevant over time, it is
imperative to look beyond functional or utilitarian meanings/associations, and instead focus on
psychosocial and emotional meanings/associations for the consumers, to sustain a personalized
emotional bonding link/relationship.




                                                                                                24
(B) Optimize brand affinity with consumers through the three interlinking phases
    of personalized holistic branding (to sustain long-run emotional bonding) :


(I) Personalized Strategic Brand Platform : Create a Strategic Brand Platform (with a Brand
Essence that fulfils a long-run consumer insight), incorporating a Strategic Brand Positioning
that addresses both emotional and rational concerns, a set of Brand Values (rational) and a Brand
Personality (emotional).


(II) Personalized Brand-Driven Organization : Align the organization and infrastructure, system
and processes, and people with a Brand Culture linked to a Brand Scorecard with Brand KPIs
and an accompanying Rewards & Performance System. Apart from Internal Branding to foster a
Brand Culture, where everyone ‘‘lives the brand’’, an Internal Brand Communication Network
should be in place, to inform the whole organization of the brand’s and its competitor brands’
performance and other key brand activities.


Also, to design a Structure of Responsiveness to firstly, optimally relate to market trends with a
sharpness to differentiate trends from fads, and secondly, to not only provide service excellence
but also speedy responsiveness to consumers, via a flattened organizational network, which
encourages individual responsibility and empowers fast customer-focus decision-making.


(III) Personalized Brand Communication : Drive all Brand Communications with ‘‘emotional
branding’’, so as to constantly achieve the desired outcome of creating and enhancing Brand
Affinity through emotional bonding. Parallel to that, is of course the cardinal rule of ensuring
consistency in projecting the Strategic Brand Platform, as well as the brand manual & brand ID
(identity guide). As well, to maximize efffectiveness and efficiency to build Brand Affinity,
through Integrated Brand Communication and a CRM System that focuses on the framework of
relationships that govern ‘‘loyalty’’, and to enlarge the emotional-bonding Brand Community to
foster the continuous transformation of customers into brand advocates.


(C) Enhance brand affinity through ideals, values and corporate social
     responsbility strategies, on a sincere long-term basis (enshrined within the
     Strategic Brand Platform), not ad-hoc :

                                                                                               25
It is preferable to hold onto a highly-treasured ideal (within a certain target country/region
market) and value, as well as a suitable social cause that the brand can be synoymous with in the
long-run.




                                                                                              26
6.0 Conclusion

6.1     Area that needs further research

In summary, Brand Relevance is vital to the success of a brand in the long run. To resonate with
consumers, brands should focus on creating and maintaining emotional and psychosocial
meanings/associations with consumers. Thus, the area that requires further continuous research is
the concept of brand-person relationships (in line with relational one-to-one marketing replacing
mass marketing as the dominant model). Up to the recent past, much research into customer
relationship management had zeroed in to ‘‘loyalty’’ alone. However, the focus should be on the
framework of relationships that encompass loyalty, and not on loyalty alone. “Too many firms
still find themselves paying the price for lacking a customer focus,” according to Kevin Lane
Keller (2007). “Companies must take their customers’ point of view into account…employing
the proper human touch is as important as installing the best technology-driven CRM (customer
relationship management) system.”


6.2.1    Summary of the case studies’ experience


The data gathered through literature review and case studies analysis revealed the importance of
developing “emotional bonding brand-customer relationships” (Brand Affinity), so as to sustain
Brand Relevance in the long run. This is in line with the overarching goal of marketing, which is
to foster long-term high-intensity consumer-brand bonds (Kotler et al 2006). The study also
identified the crucial need to have a deep understanding of consumers’ beliefs and needs, in
order to identify those consumer insights that have the potential to remain relevant over time.


6.2.2    Contribution of the case studies’ experience


For a brand to continuously stay relevant, it has to change with the times, and people’s thinking.
In other words, a brand together with its organization and people need to continuously evolve.
The advent of creating a Strategic Brand Platform plus the practice of Internal Branding and
Internal Brand Communication, and the progression towards crafting emotional branding are a
sign of the changing times. Brands that do not evolve their out-of-synch strategies to foster
brand-customer relationship, would eventually lose their brand relevance over time.
                                                                                                  27
6.3 Why the aim/objective has been achieved


In conclusion, this research project (which had set out to explore how brands can attain brand
relevance over time), has been successful in achieving the aim, which is to establish a Brand
Relevance model, that could help brands create and sustain a long-term significant meaning for
consumers, by firstly achieving brand salience, leading eventually to brand resonance, where
consumers feel “in synch” with the brand, which is characterized in terms of intensity, depth of
psychological bond between the customers and the brand, and the level of activity generated by
this Brand Affinity (Keller 2007).




                                                                                             28
Reference List


Books

Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Pyramid of
affinity’, John Wiley & Sons, Singapore, p.88.


Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Orientating around
a brand challenge’, John Wiley & Sons (Asia), pp.48-51.


Davis, S. 2005, Building a Brand-Driven Organization, John Wiley & Sons, Hoboken, New
Jersey.


Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2 : Customer-Based Brand
Equity, ‘Brand Feelings: Personality’, p.67-68


Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand
Equity, ‘Brands Should Have a Duality: Rational and Emotional’, p.77


Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand
Equity, ‘Brand Resonance Provides Important Focus : Relevance’, p.78, 87


Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 3: Brand Positioning, ‘Internal
Branding’, p.125-126, and Chapter 8: Developing A Brand Equity Measurement And
Management System, ‘Maximizing Internal Branding’, p.338-339




                                                                                              29
Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand
Equity, ‘Creating Customer Value’, pp.79-80.


Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand
Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand
Equity, ‘Brand Resonance’, p.72.


Kotler, P., Keller, K.L., Ang, S.H., Leong, S.M., Tan, C.T. 2006, Marketing Management, An
Asian Perspective, Prentice Hall, Singapore.


Roll, M. 2006, Asian Brand Strategy, How Asia Builds Strong Brands, ‘Successful Asian Brand
Cases’, Palgrave Macmillan, New York, p.130-138.


Temporal, P. 2000, Branding in Asia: The Creation, Development And Management of Asian
Brands For The Global Market, ‘How Brands Are Built: Why Brand Personality’, John Wiley &
Sons (Asia), Singapore, p.52-57


Thomson, A. Jr., Strickland III, A.J., Gamble, J.E. 2007, Crafting & Executing Strategy, Chapter
11: ‘Building an Organization Capable of Good Strategy Execution’, Chapter 12: ‘Managing
Internal Operations’, and Chapter 13: ‘Corporate Culture and Leadership’, McGraw-Hill,
International Edition, New York.


Yin, R. 1994, Case Study Research – Design and Methods, Sage, Newbury Park.


Journals/Articles


Fournier, S. 1996, ‘Understanding Consumer-Brand Relationships’, Harvard Business School
Working Paper 96-018.


Fournier, S. 1998, ‘Consumers and Their Brands : Developing Relationship Theory in Consumer
Research’, Journal of Consumer Research, March 1998, p.343-373.

                                                                                             30
Keller, K.L. 2000, ‘Brand Report Card’, Harvard Business Review, 1 Jan, 2000, p.147-157.

Taylor, D. 2000, ‘Drilling for Nuggets: How to Use Insight to Inspire Innovation’, Brand
Strategy, March 2000.


Reports


The Acumen Research Consumer Eyes 2002.


Other Sources / Documents


Sloan, R. 2005, CRMA white paper on customer experience and CRM strategy, design and
implementation.


Tan, J. 1994, ‘Positioning the Second Malaysian National Car, Perodua Kancil’, Angsana-
Standard (Japan) advertising group.


Tan, J. 2007, Brandz Consulting (Malaysia), ‘Rebranding of Hello Mobile Telco Service’.



Newspapers/Magazines

Star Publications 2009, ‘Corporate Responsibility Watch: Carlsberg’s 22-year devotion to
education’, Starbizweek, p12.



Electronic references


Angel, R. 2003, CAmagazine.com, ‘Knowing your customer’.
www.camagazine.com
(Date of viewing: 29 January 2009)




                                                                                           31
Booz Allen Hamilton Management Consulting 2007, ‘Changing Markets and the Importance of
Brand Relevance’.
www.ameinfo.com/56527.html

(Date of viewing: 19 December 2008)

Booz Allen Hamilton Management Consulting 2004, ‘New category dynamics’.
www.ameinfo.com/56527.html

(Date of viewing: 19 December 2008)


Brandz Consulting 2000, ‘Tri-M Holistic Branding : Brand Mapping, Brand Managing and
Brand Manifesting’.
www.brandz.com.my
(Date of viewing: 19 December 2008)


GAB website 2009, ‘Dragon Mission: 2008’.
www.gab.com.my
(Date of viewing: 27 February 2009)


Interbrand 2008, ‘Interbrand Brand Strength Formula’ (World’s Most Valuable Brands)
www.interbrand.com
(Date of viewing: 22 December 2008)


Jaffe, J. 2001, ‘The Imagery, Fantasy and Symbolism of the Marlboro Man’, Anthropology 226 –
Culture, Consumption and Consumerism, Spring 2001.
www.courses.rochester.edu.
(Date of viewing: 27 February 2009)


Macrae, C. 2007, ‘The role of brands in people’s lives: Research by Susan M. Fournier’.
www.leadingresearch.hbs.edu
(Date of viewing: 22 December 2008)




                                                                                          32
Slodki, M. 2007, ‘Brand Affinity Dynamics’.
www.miroslodki.wordpress.com
(Date of viewing: 24 January 2009)


SYL.com 2005, ‘Developing Brand Affinity through Social Activities’, Business talk.
www.syl.com
(Date of viewing: 24 January 2009)




                                                                                      33
Appendix A
Brandz “Tri-M Holistic Branding Model”




Brandz “Tri-M Holistic Branding Model” Method operates through three interlinked phases:
(I) Brandz Mapping. (II) Brandz Managing. (III) Brandz Manifesting.


I. Brandz Mapping: This module conducts in-depth research-based Brand audits and analysis of
the external market and internal brand drivers. The ultimate objective is to determine gaps
between brand delivery and customer needs and wants, spot new and undercurrent market trends
and make recommendations to ensure a powerfully competitive brand. The most vital part of the
Brand Strategy, the Strategic Brand Platform (comprising Brand Essence, Strategic Brand
Positioning, Brand Values and Brand Personality), is crafted to fulfil an identified long-run
Consumer Insight.
                                                                                           34
II. Brandz Managing: The penultimate aim of this module is to ensure that your organization
thinks, feels and acts consistently as a Brand. Through customized implementation, the whole
organization, infrastructure, systems and processes, and people are aligned to the Brand Strategy
(incorporating the Strategic Brand Platform), to create a new Brand Culture, where everyone
“lives the brand”. Brand-oriented SHRM linked to a Brand Scorecard with Brand KPIs is also
implemented with a Rewards-to-Performance System. A Strategic Brand Management system is
also put into place to build, measure and manage the Brand Equity.


III. Brandz Manifesting: The manifestation of your brand is driven through this module. The
programmes in this module focus on brand building and the public presentation of your brand.
This involves developing, evolving and enhancing your brand’s identity (logo, symbol,
wordmark, colours, etc), and crafting an overarching Integrated Brand Communication Strategy
that focuses on emotional branding, to drive holistic brand communication. The end-objective is
to project the Strategic Brand Platform of your brand,to consistently deliver the unique brand
experience via the brand identity and brand promise, in a most effective and efficient manner.




                                                                                                 35
Appendix B
Strategic Brand Platform for Hello Brand




TMIC HELLO BRAND
STRATEGIC BRAND PLATFORM
Updated 10 October 2007


Prepared by Jon Tan for:

Telekom Malaysia International (Cambodia) Co., Ltd
56-58 Preah Norodom Blvd, Sangkat Chey Chumneah,
Khan Daun Penh, Phnom Penh,
Kingdom of Cambodia.




                                                     36
Proposed Strategic Brand Platform
For TMIC Hello Brand


Sources and Points of Reference for this Exercise:

1. Hardiman’s Report Findings.
2. Discussion of the Hardiman’s Report with TMIC Key Officers.
3. TMIC Website: Corporate Vision & Mission.
4. Cross-Reference: Telekom Malaysia’s Brand Vision/Mission and Brand Personality.
5. TMIC’S key Competitors’ Positionings.



Primary Target Audience

Brief Demographics Profile:
Age-Group: 18-35 Years. Gender: Male/Female. Geographic: Urban Lifestyle.

Brief Psychographics Profile:
Youthful Cambodians, in general, hunger for progress and success. They are willing to
work hard for it. So much so, they are willing to slog through two jobs, or more, and take
up English lessons, and so forth. In other words, they are doing all they can, and trying to
muster whatever tools/etc to lead them to the path of progress (self-betterment), and taste
the sweet allure of success.


Brandz’ inference from the above Psyche
The Cambodian people do realize and appreciate that a supportive hand (such as a
trustworthy, helpful telco that can provide them with quality communication, and tools
like dependable mobile communication and success-leading VAS), would be very
dearly treasured.


In their journey towards progress and success, they do not want to be short-changed…and
cannot be short-changed. Money does not come easy for them. (Wage-rate is comparably
very low, and so forth.) See below: “Summary: The Socio-Political Economy of Cambodia”.


                                                                                               37
Summary: The Socio-Political Economy of Cambodia




In summation, Cambodian citizens/residents had suffered enough in recent history.
From the “slums” period (residual effect of a war-torn country), the nation has straggled to
a “revived economy” climate. Thankfully. However, their economy and quality of life
are, unfortunately, still years behind other better-off Third World countries, let alone
compared to neighbouring progressive nations like Malaysia.


And so, they desire to get a taste of further economic progress…onward to experiencing being
a “well-to-do” Third World country…and onward to (eventually in the future), being in
the company of First World economies.


For this arduous journey, the Cambodian people would dearly treasure HELP. To be
exact: SINCERE HELP. They had enough of being short-changed by the previous ruling
regime, and whoever (corporate or otherwise) not in-tandem with their burning
emotional need.


The Role of Malaysia, Telekom International and TMIC
And the good news is…


Factually, Malaysia, already moving towards an industrialized-nation status (Vision 2020),
and a reputable Malaysian MNC, in the entity of Telekom International, and TMIC, can
sincerely help, through professional transfer of knowledge/technology and
effective communication.


Of course, we have to strategically reach out to the Cambodian populace.




                                                                                               38
The Brandz’ CONSUMER INSIGHT For This Re-Branding Exercise
Individually, our Target Audience of Cambodians share this common yearning for
Continuous Progress, to taste Success (which has eluded them for years). They hunger
to overcome their current disadvantaged socio-economic position.


How can TMIC Organization and the TMIC Hello Brand contribute?
We can light up the lives of Cambodians with the fire of Hope and Optimism, through a
Strategic Brand Platform that encompasses:


(i) Empathise with them that TMIC is desirous of wanting to SINCERELY HELP
them go forward, to constantly advance, to experience a better Quality of Life that
they desirously deserve.


(ii) Match their Youthful personality and aspirational needs: Being young and hopeful
of success, they are full of energy and vigour; eager to try new things.


(iii) Provide Uncompromising Quality Communication* (plus innovative VAS and
other Customer-Focused packages) for them to build meaningful, successful
relationships, from social to family to business.


* Continuous network-service reception, no drop-calls, crisp sound, and so forth.
Cutting-edge technology and breakthrough VAS, ahead of competitor brands.




                                                                                        39
BRAND ESSENCE OF TMIC HELLO BRAND




“Life-Enriching”
“Enriching” means: “To make somebody/something rich or richer”;
or, “To improve the quality of somebody/something”.


“Life-Enriching” thus means: “To make another person’s Life rich or richer”;
Or, “To improve the quality of another person’s Life”.


The TMIC Organization and TMIC Hello Brand magnanimously is committed to being a trusting
partner to all aspirant Cambodians who are living their dream of wanting to advance from an
economic dire-straits era, to a now “revived economy”, and then to a thriving prosperous
economy. In the personal context: From poverty to subsistence-living, then to a “slightly-
comfortable” quality of life, and then to a middle-class affluent life, and beyond.


Driven and motivated by this “Life-Enriching” Brand Essence, the TMIC Organization and
TMIC Hello Brand shall propagate, through a loving empowering sense of Hope and
Optimism with a helping hand of Empathy, TMIC’s desire to foster a Hand-in-Hand
long-term relationship with Cambodians, to transform** their Quality of Life; to
continually elevate to higher levels of income and lifestyle.


Via Constant Continuous Progress (through Technology and VAS), TMIC Hello Brand will
help Cambodians to create, build and enhance Relationships, be it social, family or
business, leading to the next level of Personal Success and Wealth Creation.




** “Transform” equals to “Complete change in a person, from a previous state/condition
to an entirely new state/condition”.




                                                                                         40
Rational
Brand Values



Rationale for Strategic Selection of Rational Brand Values, as follows:


1. Congruent to and in support of the Brand Essence (“Life-Enriching”).


2. Congruent to the Brand Mission, to realize the Brand Vision.


3. (i) To be in-tandem with Core Competencies relating to:
     (a) Operational Performance Efficiency and Effectiveness, and Systems.
     (b) Work Culture/Day-to-Day Work Activities.


  (ii) At the same time, these can be aspirational benchmarks for TMIC to excel to a higher
   standard and/or to ensure operation-wide competency.


4. Correlate with all the other components of the decided Strategic Brand Platform.
  That is, the Brand Essence, Brand Personality, and Strategic Brand Positioning
  Statement, inclusive of the Brand Promise.




                                                                                        41
TMIC Hello
Rational Brand Values


Customer-Focus
Definition: Introducing Innovations without being in touch with the current readiness of
the market will make us detached from Customers. We shall constantly be Listening to
and Feeling for Customers’ emotional needs and wants, and to be Responsive at the
Right Timing. We shall also be dedicated to nurture a Hand-in-Hand Relationship
with Customers.


Innovativeness
Definition: To achieve Life-Enriching results, TMIC Hello has to provide
immaculate technology, to keep Customers Informed, and to Stay Ahead. To gain market
share, we shall not engage in price-war strategy. We will instead break away from the
competitors, by holding on to our Superior Technology and Human Expertise. Not only to be
innovative. But to be the Front-Runner in Innovation, to distance ourselves from the pack
(competitors).


Simplicity
Definition: Complexity and slow turn-around time will put us at a disadvantage against
our competitors; as well as turn away Customers and potential inductees. We shall
continuously improvise to eliminate bureaucracy. We are focused on being User-Friendly,
Fast Decision-Making, and Transparent in Communication within and outside of
the Organization, and to our Customers.


Trustworthiness
Definition: Not being open to others promote an air of distrust, and affects our individual
and team effectiveness. Because we choose to nurture long-term mutually
beneficial relationships, we shall project ourselves as Reliable, Dependable, Responsible
and Ethical people, dedicated to upholding Integrity of Operations and Character.




                                                                                              42
TMIC Hello
Emotional Brand Personality Traits


Bold
Definition: To be Life-Enriching, we have to be Progressive and Forward-Going in our
Strategic Thinking. We embrace the role of being Trend-Setters, in touch with current
and possible future market needs. We shall not practise a “Follower-Mentality”.
Displaying smart professionalism, we are fully-aware of what we are doing and quick to act
and respond. Being the emerging Leader in Asia Pacific, we are knowledgeable yet humble
as Asians.


Empathetic
Definition: We believe in Close-Bonding relationships and Flexibility that fosters
togetherness and mutual supportiveness. We care enough to feel the aspirations and
emotional needs of others: Desirous to grow others as we grow ourselves. We are willing
to professionally share and impart knowledge, technology and expertise to others. Customers
are not homogenous: they are individuals. We therefore respect each Customer as who he/she
is, without being judgemental.


Youthful
Definition: We celebrate the Freedom of youthfulness: Vibrant, full of vigour and energy, we are
driven by Optimism and a Passion for Life. We are Open to Change. Not only that. We welcome
and embrace change, because we have a Creative mind and heart to keep on growing; from
success to success.


Inspiring
Definition: We are a beacon of Hope to others: Showing the courage to lead, by being an agent
of positive motivation and good influence. We choose to be refreshing; to think and do things in
different new ways, because intrinsically we enjoy continuous-improvement and life-long
learning to excel to new levels of progress.




                                                                                              43
STRATEGIC BRAND POSITIONING STATEMENT
Life-Enriching experience (RATIONAL)…
to achieve new levels of success (EMOTIONAL).



______________________________________________________________________


BRAND VISION
(THE “BEING”)


We are focused on being the Catalyst to realize
Life-Enriching Dreams.



BRAND MISSION
(THE “DOING”)


To deliver Superior Customer-Focused Mobile Communications
(that expedite the Life-Enriching process for everyone).


______________________________________________________________________




                                                                         44
BRAND ESSENCE

                            “LIFE-ENRICHING”
                                 mmmaj


RATIONAL BRAND VALUES                      EMOTIONAL BRAND PERSONALITY TRAITS

CUSTOMER-FOCUS                             BOLD

INNOVATIVENESS                             EMPATHETIC

SIMPLICITY                                 YOUTHFUL

TRUSTWORTHINESS                            INSPIRING
                   STRATEGIC BRAND POSITIONING STATEMENT

            LIFE-ENRICHING EXPERIENCE (RATIONAL)…
        TO ACHIEVE NEW LEVELS OF SUCCESS (EMOTIONAL)


        NOTE: PRIMARY TARGET MARKET: 18-35 YEARS/MALE & FEMALE/URBAN LIFESTYLE




         TMIC HELLO BRAND
     STRATEGIC BRAND PLATFORM
                            AS AT 10 OCTOBER 2007




                                                                                 45

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MBA-Branding-Jon Tan-BRANDJONTAN

  • 1. EIA-MBA (Entrepreneurial Management) FINAL PROJECT Topic: How can a brand stay relevant over time Author: Jon Tan 1
  • 2. Contents Executive Summary…………………………………………………………………………...…4 1.0 Introduction……………………………………………………………………..................5 1.1 Background field and its significant position in theory and practice………...............5 1.2 Summary of previous research……………………………………………………….5 1.3 The gap, and why it is important………………………………………….................5 1.4 Purpose of this research: Main aspects and conclusions of the research, and their contributions…………………………………………………….................6 1.5 Outline of the report…………………………………………………………………6 2.0 Orientation: Contemporary analysis of brand relevance………………………………7 2.1 Paramount importance of brand relevance in fast changing markets………..……...7 2.1.1 Need to look beyond the idealized notion of customer loyalty ………..………..….7 2.1.2 Focus on the framework of relationships that encompasses loyalty……………….. 8 2.1.3 Build brand affinity with consumers through emotional bonding…...……….....…..8 2.1.4 Enhance brand affinity through involving with social lives of consumers…...……..9 2.1.5 Optimize brand affinity with consumers through holistic branding…...……..……..9 2.2 Case studies that are the target of the aim of the study……………………………..9 3.0 Research methodology and data collection………………………………………...…...11 4.0 Data analysis: Research findings of the case studies…..………………………………12 4.1.1 Brand affinity starts with positioning with psychosocial and emotional meanings.12 4.1.2 Create a brand personality for consumers to match or aspire to…………....…….13 4.1.2.1 Epitomize brand personality and values with brand personification………….…..14 4.1.3 Achieve strong emotional bonding through emotional branding……………...….15 4.2.1 Deepen brand affinity through ideals…..…..……………………............……..... 16 4.2.2 Deepen brand affinity through values….....…..……………….………..................17 4.2.3 Deepen brand affinity through charity…...…………………….……….................18 4.3 Ensure long-run deep brand affinity/brand relevance with Holistic Branding…...19 5.0 Key learning points and Recommendation………………………………………….…23 5.1 How do the main findings relate to literature……………………………………..23 5.2 Significance of the study/findings………………………………………………..23 5.3 Recommendations…………………………………..…………………………… 24 2
  • 3. 6.0 Conclusion..…………………………………………………………………………….....27 6.1 Area that needs further research...............................................................................27 6.2.1 Summary of the case studies’ experience.…………………………………………27 6.2.2 Contribution of the case studies’ experience………………………………………27 6.3 Why the aim/objective has been achieved………………………………………....28 Reference List…………………………………………………………………………………...29 Appendix A……………………………………………………………………………………...34 Appendix B……………………………………………………………………………………...36 3
  • 4. Executive Summary Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term success. In the face of myriad compatible choices amidst constantly-changing market conditions and consumer tastes and trends, it is extremely challenging for a brand to remain significantly meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a possible solution to a particular problem or need. Hence, the aim of this research is to establish a brand relevance model, that could help brands create or sustain a long-term significant meaning for consumers, so as to achieve brand salience (leading eventually to brand resonance). This is important because brands stand the risk of fading away into oblivion with the rapid emergence of many new competitive brands as well as new product categories and sub-categories, and the re- defining of existing categories and sub-categories. This Case Study Method research explores how some successful brands have managed to stay relevant to consumers through different eras. Two stages of data collection and analysis were effected: A literature review and a series of case studies involving diverse brands. The overarching finding was, for brands to continue to stay relevant, they must look beyond functional and utilitarian meanings/associations for consumers. They must instead focus on creating psychosocial and emotional meanings/associations, to build Brand Affinity with consumers, so as to attain long-run emotional bonding with them. The implications of this research are, firstly, this case report confirms previous research that not only emphasized on the need for customer-focus, but to endear consumers through brand-customer relationships, and secondly, this case report will benefit managers involved in the managing of brands, by helping them prevent their brands from sliding into stagnation or even extinction as a result of not having an emotional bonding with consumers. 4
  • 5. 1.0 Introduction 1.1 Background field and its significant position in theory and practice Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term success. In the face of myriad compatible choices amidst constantly-changing market conditions and consumer tastes and trends, it is extremely challenging for a brand to remain significantly meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a possible solution to a particular problem or need (Booz Allen Hamilton Management Consulting, 2007). 1.2 Summary of previous research To stay relevant to people’s lives, a brand should look beyond the idealized notion of loyalty, and instead focus on the framework of relationships that encompass loyalty, so as to nurture personalized brand-customer relationships (Fournier 1998). It would be more effective in the long run to build Brand Affinity through emotional bonding, by firstly crafting a brand positioning that addresses emotional concerns, secondly creating a brand personality, and thirdly communicating the brand via emotional branding. Brand Affinity can also be enhanced through involving with the social lives of consumers, via ideals, values or corporate social responsibility. And Brand Affinity can be optimized through the three interlinking phases of Holistic Branding, which includes fulfilling a long-run consumer insight with a Strategic Brand Platform, and Internal Branding, and consistency in communicating the unique brand experience via emotional branding. 1.3 The gap, and why it is important This is important because brands stand the risk of fading away into oblivion with the rapid emergence of many new competitive brands as well as new product categories and sub- categories, and the re-defining of existing categories and sub-categories. While much research has been conducted on customer relationship management into areas such as purchasing patterns, not as much research has been undertaken in the area of Brand Affinity that focuses on how to create lasting emotional bonding with consumers (personalizing the brand). Without such Brand 5
  • 6. Affinity, a brand would have very low Brand Relevance, and would not enjoy a high possibility of being in consumers’ brand consideration sets, in the ever-expanding global marketplace. 1.4 Purpose of this research: Main aspects and conclusions of the research, and their contributions Hence, the aim of this research is to establish a Brand Relevance model, that could help brands create or sustain a long-term significant meaning for consumers, so as to achieve brand salience (leading eventually to brand resonance). This aim was attained through the Case Study Method, via literature review, and critical analysis and evaluation of selected case studies. The three main findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance Brand Affinity through ideals, values and charity (corporate social responsibility programs/initiatives), and (iii) Optimize Brand Affinity through Holistic Branding. This case report will benefit managers involved in the managing of brands, by helping them prevent their brands from sliding into stagnation or even extinction as a result of not having an emotional bonding with consumers. 1.5 Outline of the report This report has six sections including this (i) Introduction. The following section (ii) is an orientation on the background field for the reader. Next, in section (iii), the choice of research method is discussed. Under section (iv), case studies are then described, analysed and evaluated to arrive at some key findings. Upon which, in section (v), comes the implications of the research, in relation to literature, as well as to management practices and government policy; and the key learning points and recommendations are elucidated. The final section (vi), Conclusion, outlines the challenges and issues that remain unsolved, and also provides a summary statement of the insights gained from the case studies, as well as the contribution of those experiences. 6
  • 7. 2.0 Orientation: Contemporary Analysis of Brand Relevance When a consumer has a perceived need or desire, firstly, how does a brand come into his/her brand consideration set, and secondly, which brand will eventually be chosen? Brand consideration and choice is dependent on “how personally relevant do consumers find a brand to be” (Keller 2008, pp.78, 87). Brand Relevance is defined as “being in touch with your customers’ tastes, current market conditions and trends”. “Staying relevant” is one of the ten common attributes of the world’s strongest brands (Keller 2000, pp.147-157) and is one of the key factors of measuring the “World’s Most Valuable Brands” (Interbrand 2009). The Oxford dictionary equates “relevant” to “being significant, having a particular meaning, connected with what’s happening, appropriate, pertinent, important and useful”. 2.1 Paramount importance of Brand Relevance in fast changing markets Now, more than ever, with globalization and lifting of protectionism, management must pay heed to Brand Relevance, because in this knowledge and information age, consumers, being better informed and more mobile than ever, are increasingly able to get precisely what they want, when they want it, and at the price they are willing to pay (Booz Allen Hamilton Management Consulting 2004). Due to consumers’ exacting desires, new and different products and services appear unceasingly. Entire new categories and sub-categories come into existence almost overnight, while existing ones change and fade away (www. ameinfo.com 2004). “Brand Relevance” today is fundamentally different from the characteristics conventionally associated with a brand’s potency. Brand management in the past focused on achieving preference on the mere basis of differentiation, benefits, and customer satisfaction. 2.1.1 Need to look beyond the idealized notion of customer loyalty The Acumen Research Consumer Eyes 2002 study pointed out how fragile “loyalty” can be: Only 15 percent of customers who were highly loyal said they would never shop the competition. “The use of the term “loyalty” in CRM has fallen into disrepute as we now realize that even apparently satisfied customers will still switch products and services for the right value proposition, at the right time,” according to Accenture CRM Strategist, Ron Sloan (2005). The 7
  • 8. Meriam-Webster dictionary defines “loyalty” as “unswerving in allegiance” in being faithful to a person, cause, custom, institution or product. “The idealized notion of “loyalty” is false,” declares Miros Slodki (2007). “Brand Affinity is a more accurate term as it better reflects the nuances, the ebbs and flows of a commercial relationship where the brand delivers something the customer/user wants or needs, and where the brand and customer share an emotional bond while continuity of purchase unfolds.” 2.1.2 Focus on the framework of relationships that encompasses loyalty Instead of feeling along a linear continuum of “loyalty”, consumers experience many different types of relationships with their brands. People relate to the brands they buy in many different ways because they wish to benefit from the meanings that the brands (of products or services) add to their lives (Macrae 2007). These invariably cover emotional and psychosocial meanings/associations and not merely functional and utilitarian meanings/associations (Fournier 1996). 2.1.3 Build Brand Affinity with consumers through emotional bonding Because customers’ inner motives, emotions and psychological preferences can be very strong purchase motivators, it would be more effective in the long run to build Brand Affinity through emotional bonding, focusing on creating emotional and psychosocial meanings/associations (Blair, Armstrong & Murphy 2003). The first step in emotional bonding is to create a brand positioning that appeals to emotional concerns that can satisfy emotional or psychological needs, apart from the usual addressing of rational concerns (Keller 2008, p.77). The second step in emotional bonding is to create a brand personality, by giving a brand a set of personality traits. The closer the brand personality is to the consumer personality, or one that the consumer admires or aspires to, the greater will be the Brand Affinity (Temporal 2000, p52). The third step in emotional bonding is through emotional branding, where the brand communication taps into consumer emotions, by exploring the six important types of brand-building feelings, namely, warmth, fun, excitement, security, social approval and self-respect (Keller 2008, p.67-68). 8
  • 9. 2.1.4 Enhance Brand Affinity through involving with social lives of consumers Brand Affinity can also be developed through various other ways that relate to the social lives of consumers. These include: (i) Declaring or supporting “high ideals”, such as “freedom”; (ii) Supporting the most vital “values” of the target market (such as “education” for the Chinese community); and (iii) Championing corporate social responsibility programs/events, such as being a “caring organization” for internal and external stakeholders, a proponent for charitable causes, or a supporter of environment/ecology preservation (SYL.com 2005). 2.1.5 Optimize Brand Affinity with consumers through Holistic Branding Holistic Branding encompasses three interlinking phases to create and sustain a brand-driven organization. The three phases are: (i) Brand Mapping - Clarity of brand identity and brand promise based on a significant consumer insight, (ii) Brand Managing - Organizational Conviction of the brand identity and brand promise, and (iii) Brand Manifesting - Consistency in communicating the “brand experience” via the brand identity and brand promise (Brandz Consulting 2000). The Brandz “Tri-M Holistic Branding Model” is shown in Appendix A. Before communicating the brand identity and brand promise externally, first, there must be transformation of the organization and people behind the brand, via a brand assimilation process, to become brand advocates (Davis 2005). Thus, Phase (ii) involves aligning the organizational system, infrastructure and people to the brand identity, in a process known as “Internal Branding”, to create a brand culture where everyone within the brand-driven organization “lives the brand”. On the identifying of consumer insights, David Taylor (2000) cautions that only consumer insights that are built upon a deep understanding of consumers’ beliefs and needs would have the potential to remain relevant over time. 2.2 Case studies that are the target of the aim of the study The case studies to be analysed and evaluated involve the following brands of products/services: (i) Perodua Kancil 600cc automobile, (ii) Levi Strauss range of clothings, (iii) Singapore Airlines (SIA), (iv) Nestle Milo malt chocolate beverage, (v) Marlboro cigarettes, (vi) Guiness Anchor 9
  • 10. Berhad (GAB) alcoholic beverages, (vii) Carlsberg Malaysia/Carlsberg beer, and (viii) Hello mobile telecommunications service. 10
  • 11. 3.0 Research Methodology This research explores how some successful brands have managed to stay relevant to consumers through different eras. Two stages of data collection and analysis were effected: A literature review and a series of case studies involving diverse brands. The Case Study Method was used to collect information pertaining to the topic of Brand Relevance. The case study research approach which investigates a contemporary phenomenon within its real-life context, through an in-depth study of people, events or organizations, need not always include direct, detailed observations as a source of evidence (Yin, R. 1994). This is a case study report. To write this report, I have combined literature review with a critical analysis and evaluation of a varied number of case studies that are related to this topic, using my real world knowledge and work experience in this field. Only secondary data is researched. There was no gathering of primary data through physical involvement with entrepreneurs or organizations. The sources for secondary data included books, journals, industry reports, company publications and documents, newspaper articles, and internet information, as well as web-based case reports and published case studies. 11
  • 12. 4.0 Data analysis: Research findings of the case studies The overarching finding was, for brands to continue to stay relevant, they must look beyond functional and utilitarian meanings/associations for consumers. They must instead focus on creating psychosocial and emotional meanings/associations, to build Brand Affinity with consumers, so as to attain long-run emotional bonding with them. The three main findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance Brand Affinity through ideals, values and corporate social responsibility such as charity, and (iii) Optimize Brand Affinity through Holistic Branding. There are numerous ways to build Brand Affinity with customers, to sustain Brand Relevance in the long run. The following are the findings produced by the study. 4.1.1 Brand Affinity starts with positioning with psychosocial and emotional meanings Brand positioning should go beyond functional and utilitarian associations to appeal to the psyche of the consumers, so as to create an emotional bonding. Introduced in 1993, the 600cc Perodua Kancil car came in the wake of the popularity of Malaysia’s first “national car”, 1300cc Proton Saga, the lowest-priced automobile then. With only a few thousand Malaysian Ringgit price-differential, the challenge was how to make the much smaller Perodua Kancil an attractive buy versus the Proton Saga. The Perodua Kancil was targeted primarily at first-time price- conscious car buyers, and secondarily at those looking for a nifty second or third car. The usual route of car makers was to take the “pretentious” approach of exaggerating spaciousness and performance ability. However, after three rounds of debate, the car maker’s CEO was finally convinced by the advertising agency to adopt a brand positioning that gives a positive psychological meaning and association. The brand promise tagline was: “Smart like you” (Tan 1994). The advertising agency had urged the car maker to be truthful about the performance and size of the car. Being a small car with an unmatchable small turning radius, the Perodua Kancil actually allowed for easy manouevring and parking, and was very nippy on the road. On busy congested 12
  • 13. city roads such as Kuala Lumpur and other Malaysian cities, it was the “smart” way to drive. But instead of praising the car’s ability, the tagline, “Smart like you” was in praise of the potential buyer/user. This use of “reversed psychology” was to provide a feel-good factor to the first-time car buyers who could only afford the cheapest car available then. All advertising and other brand communication consistently projected this reassuring brand promise. The launch was so successful that the waiting list ran into six months. I think the conversion of the rational and utilitarian advantages into an empowering emotional and psychosocial brand positioning and brand promise, was a clever way to initiate a positive Brand Affinity with target consumers and the public at large. The positioning tagline is running into its fifteenth year. 4.1.2 Create a brand personality for consumers to match or aspire to Brand Affinity with target customers can be created by fitting the brand to their self-concepts of who they are or who they desire to become. The long-term objective of Levi’s, owner of many famous global brands, has always been to create a positioning that transcends fashion and has classic status. Coming through a turbulent 1970s, the brand now carries a diverse portfolio of brands and sub-brands ranging from cheap basics to high-priced fashion. Backed with fastidious consumer research, Levi’s has created different brand personalities for each of its diverse brands. The method of creating a brand personality, as adopted by Levi’s, is to match as closely as possible the brand personality of its target consumers, or to create a brand personality that the target consumers would aspire to have. (Temporal 2003, pp.52-57). The brand personality of the Levi’s master brand, comprising eight characteristics or values with emotional associations is: (i) original, (ii) masculine, (iii) sexy, (iv) youthful, (v) rebellious, (vi) individual, (vii) free, and (viii) American. In addition to the brand personality, a set of five rational associations also has to be communicated as part of a left-right brain strategy. Creative execution must reflect the decided brand personality and desired consumer associations, including consumer insights. From combining the brand’s personality and values, and its rational associations, the derived brand positioning for Levi’s is: “The original and definitive American 13
  • 14. jeans (rational) that celebrates all the great things about being young (emotional). The ultimate anti-fashion statement.” The great success that Levi’s has garnered is due to the brand staying true to its brand personality while exploring fresh and innovative creativity to portray the brand personality. The brand values are rotated over a period of time as part of an integrated brand communication strategy. Alongside the global brand positioning, Levi’s projects the most relevant or appropriate personality trait/s according to the different target segments. For instance, “sexy” visual and copy communication would be played up in certain more liberal countries and downplayed in countries with cultural sensitivities; and being “rebellious” would be more relevant in Germany than in certain parts of Asia. The other reason for Levi’s brand personality approach has been their wise use of brand research as an aid to judgement, and not as a substitute. Through the strong emotional and psychosocial associations linked to the consumer profile of the target purchasers/users, Levi’s has continued to generate high Brand Affinity in their diverse markets around the world. 4.1.2.1 Epitomise brand personality and values with brand personification Brand personification is a great way to generate Brand Affinity by personalizing the brand experience for consumers. Throughout its history, the premium Singapore Airlines (SIA) brand has stayed true to its core brand attributes of service and quality excellence. While staying at the forefront with technology by maintaining the youngest fleet of aircraft amongst major air carriers, and being the first to take delivery of new and bigger aircraft types, SIA has chosen to focus on one single aspect of the experiential brand strategy: Innovative in-flight hospitality and warmth. And this is gracefully personified by the “Singapore Girl”. The flight stewardesses (known as Singapore Girls), are garbed in a haute couture version of the Malay sarong kebaya, designed by Pierre Balmain. The Singapore Girl, who has become a successful brand icon with a mythical aura and status, epitomizes Asian values and hospitality – caring, warm, gentle, elegant and serene (Roll 2006). The brand personification of SIA’s commitment to service and quality excellence through the Singapore Girl, was a brilliant way to stand out from the clutter of major and premium airlines 14
  • 15. all communicating the whole gamut of brand benefits. SIA also took on a very personalized and sometimes romantic image by featuring the iconic Singapore Girl in touristic or business-like themes and scenarios in various locations around the world, with a certain elegance and without ever being frivolous. This has been ensured by the rigorous training regimen by SIA. In recent years, premium airline brands have been subject to fierce competition by low-cost carriers, which are gradually gaining acceptance by business travellers for its short and medium- haul routes. However, SIA has avoided diluting its premium brand. Instead, it has launched its own low-cost carrier, Tiger Airways, for local and short-haul routes. Meanwhile, the tagline of “Singapore Airlines/Singapore Girl – A great way to fly” will continue to uphold the original brand promise, as encapsulated by the brand personification of the “Singapore Girl”. And premium class travelers would certainly treasure such assuring brand affinity. 4.1.3 Achieve strong emotional bonding through emotional branding In communicating the brand identity and brand promise, it is useful to project a brand experience that resonates emotional or psychosocial meanings for the consumer, such as fulfilling inner personal desires or attracting favourable acknowledgement/endorsement of other people. Nestle’s Milo malt chocolate beverage has been around in Malaysia for over 50 years. In the 1960’s, another competitive brand, Ovaltine, was the market leader by far. Then in the 1970’s, Milo started to catch up and eventually captured so much of the market share that Ovaltine forcibly opted out. The winning formula? While Ovaltine stuck to their traditional approach of projecting functional and utilitarian meanings in their brand communication through mundane echoing of their attributes of “the best ingredients”, Milo sported a deeply motivating and inspiring approach – emotional branding and transformational advertising (Blair, Armstrong & Murphy 2003). The core of Milo users are schoolchildren. Their personal development is of course a dear concern of their parents. Milo Malaysia extended the Milo’s international positioning as an energy-and-health drink into an emotive brand promise of “energy to be your best in the game of life” / “energy to succeed in the game of life”. The brand communication strategy opened up a world of “self-discovery” as well as discovering the world, for the target users. 15
  • 16. What makes the Milo brand resonate in many consumers’ lives, is that Milo offers optimism to everyone around, fuelling the hopes and aspirations, and imagination of children, and offering their mums, the promise of a good life for them. And this is via emotional branding and transformational advertising whereby the goodness of the product has been morphed into visual images of desirous “be your best” brand experiences, either through sporting or other scenarios relating to the human desire of wanting to excel in the game of life. Such emotional branding definitely generates a very positive Brand Affinity with consumers. 4.2.1 Deepen Brand Affinity with consumers through ideals One of the numerous other ways to build Brand Affinity is to promote shared ideals, such as “freedom”. The mythical Marlboro Country visual concept, first introduced in 1964, was an evolution of the Marlboro Man. The universal and timeless Marlboro Man appeals to both men and women because underneath the cowboy clothes is an authentic man who possesses all the qualities both men and women desire, that is, strength, independence, adventure, freedom and heroism. The inviting vast expansive landscape of open grassy fields helps the viewer escape from the pressures, stresses and routine of mundane life (Jaffe 2001). Set as a backdrop for the Marlboro Man, representing the “last free American” returning to the American original heritage, the Marlboro Country was akin to a paradise of the West. It also permeated the attractive values of the cowboy, namely independence, adventure and heroism. The imagery of the whole advertising campaign allows the audience to project their innermost desires and fantasies into the scenarios, creating and enhancing a very personalized brand experience. I feel the breakthrough success of Marlboro cigarettes is their adopting a larger-than-life approach that transcends the typical portraying of pleasures arising from the functional and utilitarian meanings of smoking. The vast openness of space and “endless” country, with the cowboy (Marlboro Man) in heroic autonomous control of the environment transports the consumer into a different world – a world of “freedom”. Relating positively to the emotional and psychosocial associations, consumers who could identify with such powerful imagery of a shared ideal, would naturally develop a Brand Affinity for the brand. Also, the promise of such an ideal 16
  • 17. and all its imagination perhaps helps to subconsciously counteract against the health warning messages about the ill-effects of smoking. 4.2.2 Deepen Brand Affinity with consumers through values A most effective way to build Brand Affinity is through supporting a specific paramount value of the target market segment of a brand, such as education for the Chinese community. Anchor Beer, a Malaysian home-grown brand, launched the “Dragon Mission” in 2008, a festive collaboration with coffee shops and supermarkets nationwide. The brand donated a percentage of all sales of the product, towards the awarding of scholarships for enrolment into the nation’s 60 independent Chinese secondary schools. More than RM2 million was raised over the six-week Chinese New Year period. It set a new record for the highest-ever collection by the brand within such a time frame for a single initiative. The phenomenal success has turned the “Dragon Mission” into a yearly initiative (GAB website 2009). Anchor’s strategy is two-fold. Firstly, capitalize on the most important value among the Chinese community in Malaysia, which is education, in general, and Chinese-medium education, in particular. More so, because Chinese-medium education in Malaysia is self-funded and does not receive government financial aid. As such, generous supporters towards funding this cause would be warmly acknowledged by the Chinese community. Secondly, this Brand Affinity initiative would also expose school going-age Chinese to the Anchor brand. As the Chinese community is the primary target market for beer, Brand Affinity with the Anchor brand is initiated at a young impressionable age. The phenomenal success of Anchor’s “Dragon Mission” is due to two key factors: (1) The traditional among the Chinese community in Malaysia are extremely protective of preserving the provision of Chinese-medium education. Malaysia is among the few countries in the world that offers a fully-integrated Chinese-medium education system, nationwide, which requires very massive funding. By empathetically embracing this shared value of preserving Chinese-medium education with the Chinese community, Anchor has generated strong and favourable Brand Affinity towards the Anchor brand. (2) Such “noble” community projects by Anchor Beer could create a psychological effect among the Chinese-speaking community, that patronizing Anchor 17
  • 18. Beer is not only a socially-acceptable activity, but is “the right thing to do”. The emotional bonding can be very endearing indeed, leading to increased Brand Affinity. 4.2.3 Deepen Brand Affinity with consumers through charity Another most effective way to build Brand Affinity is via corporate social responsibility, such as driving a charitable cause. Carlsberg Malaysia has the honour of hosting the “longest-running Chinese charity show” in Malaysia, since 1987, as part of its corporate social responsibility strategy. The concert-style road shows, which traverse the whole country, are held within Chinese primary schools. The “Top Ten Charity Campaign” featuring new up-and-coming Chinese aspiring singing and musical talents, has to date raised over RM320 million. The concerts are free of charge. Those attending have the optional choice of donating money for the development of Chinese institutions and the betterment of Chinese-medium schools (Star Publications 2009). Carlsberg Malaysia’s strategy is to act as a catalyst for a charity cause for the primary target market segment for Carlsberg Beer, which are the Chinese-speaking Chinese. In the name of charity, Carlsberg Malaysia manages to get free media advertising through collaborating with two local Chinese daily newspapers, as well as free concert venues, courtesy of participating Chinese primary schools all over the country. In return, Carlsberg Malaysia only foots the low performing fees for new up-and-coming Chinese aspiring singing and musical talents, and the spartan staging of the concerts. The brand image of Carlsberg Beer has been very positive all these years with the Chinese- speaking Chinese community, thanks to the brand’s synonymous association to a charity cause that is highly cherished by the Chinese community. Lots of charity funds are needed for the development of Chinese institutions and advancement of Chinese education. In championing this charity cause for the development of Chinese institutions and advancement of Chinese education, Carlsberg Beer has also been synonymous with the unearthing of and development of aspiring Chinese singing and musical talents; some of whom have since become international stars in Taiwan and Hong Kong. Through these two parallel initiatives, Carlsberg Beer has generated substantive Brand Affinity with the Chinese-speaking Chinese community. 18
  • 19. 4.3 Ensure long-run deep Brand Affinity/Brand Relevance with Holistic Branding The holistic (complete) approach to branding focuses on continual emotional bonding with the target customers, by firstly ensuring right match of the brand’s Strategic Brand Platform (Strategic Brand Positioning and Brand Essence-Brand Personality) to a significant long-run consumer insight, via a Brand Audit; and secondly ensuring that the organization “lives” the Strategic Brand Platform, through Internal branding; and thirdly ensuring that the External branding projects the Strategic Brand Platform with consistency via “emotional branding”. Prior to 2007, after a few years in the Cambodian market, Hello brand mobile telco, majority- owned by Telekom Malaysia International (TM International), now renamed Axiata, was a far third in market position. It had no unique point of distinction, and had no semblance of Brand Affinity with the target customers, being locked in a price and offer market. To revitalize the brand with the aim of substantively increasing its market share, Hello embarked upon Holistic Branding. And within one year of rebranding, with the emphasis on building Brand Affinity with the primary target segment, Hello brand closed the wide gap with the market leader, and moved up to second in market position (Tan 2007). Creating Brand Affinity with the target customers, through the Brandz “Tri-M Holistic Branding Model”, entails the three Phases of Brand Mapping, Brand Managing and Brand Manifesting. Under Brand Mapping, the Strategic Brand Platform (combining the Strategic Brand Positioning and the Brand Essence-Brand Personality) is crafted. Then, under Brand Managing, the organization is aligned to the Strategic Brand Platform, via system and processes, infrastructure and people (Brand Culture). Thirdly, Brand Manifesting is the phase of communicating the Strategic Brand Platform. Phase 1 (Brand Strategy Mapping) started with a “Brand Workout” with the appointed Brand Team and Brand Management Work (BMW) Council, to gain acceptance of Holistic Branding, as well as to take on the role of being key drivers of the impending brand-driven organization. A brand audit followed. The internal audit covered internal perception of the Brand Team and management and staff. The external audit covered brand awareness and brand image perception vis-à-vis the competitive frame and market trends and expectations. 19
  • 20. Upon crystallization of the findings, the most important part of the Brand Strategy, the Strategic Brand Platform (which is the blueprint for action) was developed, in line with the identified consumer insight. The research earlier had revealed the frustration of the Cambodian masses of lagging behind their more prosperous South-east Asian neighbours like Singapore or Malaysia and Thailand; and they harboured the desire to taste a better life, after years of being in a war- torn economic doldrum. The Strategic Brand Platform, focusing on emotional and psychosocial associations, and driven by the Brand Essence of “Life-Enriching”, was created, as a blueprint for building and enhancing Brand Affinity with the primary target segment. Arising from the Brand Strategy, the handy-size Brand Book was issued to every individual of the organization, as a daily reference tool to ensure consistent delivery of the Brand Promise and Desired Brand Experience. The rationale for the Strategic Brand Platform for Hello brand appears in Appendix B. The Brand Architecture was also rationalized. This served as a relationship guide for the Master Brand and all Sub-Brands. Phase 2 (Brand Managing) was to align the organization, infrastructure, system and processes and people to the Strategic Brand Platform, to create a new Brand Culture, a whole new way of thinking, feeling and doing to deliver the new “brand experience” to fulfil the new brand positioning and brand promise. As the implementing and executing of the Brand Strategy (including the Strategic Brand Platform) was mainly an operations-driven activity, effective management of people and business processes was given the highest consideration, to ensure full fruition (Thomson, Strickland III & Gamble 2007). The following were implemented: (i) New revitalized Brand Culture guided by a Brand Essence, supported by a set of rational Brand Values and a set of emotional Brand Personality traits. (ii) Brand-oriented SHRM, with the Human Resources Director represented at the Board level and in the Brand Team, to ensure full Brand Enculturation and long-run sustainability of the new revitalized Brand Culture, which is linked to a Brand Scorecard with Brand KPIs. 20
  • 21. (iii) Structure of Responsiveness involving the whole organization, to address market and consumer trends and expectations at all touch-points. The organization was also “flattened”, to allow for faster decision-making, to propagate a “Service-Excellence” Brand Culture. (iv) A pool of Brand Ambassadors among selective exemplary staff was created as brand advocates, while all other staff were trained to “live the brand”. (v) Internal Brand Communication System through Corporate Intranet for the whole organization for Hello brand-related sharing, as well as inform about competitive brands’ major activities. (vi) A Strategic Brand Management System, to build, measure and manage the brand equity (intangible net asset), via a brand charter, and supported by constant brand research to keep touch with the market pulse - brand audits for long-term decision-making, and brand tracking for short-term decision-making – to optimize brand valuation. Phase 3 (Brand Manifesting) encompasses the consistency of external communication of the Hello brand. For protection of the brand image, the brand manual and brand ID (identity guide) served as the authoritative reference by all stakeholders. An over-arching Brand Communication Strategy was crafted, incorporating long-term strategy and tactical strategy, to oversee all brand communications, such as: (i) Communicating the Strategic Brand Platform, through Emotional Branding, with focus on building and enhancing Brand Affinity with target consumers and the general public. (ii) Integrated Brand Communication (to maximize effectiveness and efficiency), through macro modes (advertising, public relations and publicity, events & experiences, and sales promotions) and micro modes (direct marketing and personal selling). This also included strategic leveraging on other brands. (iii) Brand CRM System to address Brand Affinity/Brand Loyalty of the customer base. 21
  • 22. (iv) Brand Community (Brand Club) to inculcate deep Brand Affinity, turning customers eventually into Brand Advocates. The success of the rebranding of Hello mobile telecommunications service was due to the “Life- Enriching” Brand Essence that drives the Hello organizational processes and service excellence of its workforce. Every encounter by a member of the target segment was transformed into a “Life-Enriching” Brand Experience. This was in line with fulfilling the identified consumer insight. The brand also resonated with target consumers through the Brand Culture founded on a set of (rational) Brand Values and vibrating with a youthful Brand Personality that is in rhythm with the mostly under-35 years target segment. And the use of emotional branding that empathises with the target segment’s inner desire for new levels of economic success, had motivated and inspired them to reinforce the growing Brand Affinity with the Hello brand. The underlying factor was of course, the whole organization “living the brand” that gave the Hello brand an emotional and psychosocial effect of “Life-Enriching Brand Experiences” for target consumers at all Hello touch points – a unique point of distinction that not only resonated with the target consumers, but created a symbiotic emotional bonding with them for the long run. The Hello brand was no longer a “commodity” brand to the target consumers; it had metamorphosed into a “personalized brand” that they could emotionally and psychosocially identify with, as it holistically fulfilled their “consumer insight”. Another key success factor was the flattening of the organization and infrastructure, that facilitated a high level of speedy responsiveness, as well as simplicity of operational processes for the target customers. 22
  • 23. 5.0 Key Learnings and Recommendation The impact of this study and key learnings of the main findings are presented here, in terms of how the main findings relate back to literature, the significance of the study, and my set of recommendations. 5.1 How do the findings relate back to the literature? The main findings of this case report confirm the major revelations of previous research (as presented under the literature review) that not only emphasized on the need for customer-focus, but more crucially, to endear consumers through “emotional bonding” brand-customer relationships. The results of this current study are consistent with the works/studies of Blair, Armstrong & Murphy (2003), Keller (2008), Temporal (2000) who strongly advocate the building of Brand Affinity with consumers through emotional bonding, via a brand positioning that addresses emotional concerns, a brand personality, and the use of emotional branding. The results are also consistent with the works/studies of Brandz Consulting (2000), Scott Davis (2005) and David Taylor (2000) who had affirmed that the way to optimize Brand Affinity is through the implementation of Holistic Branding, which includes fulfilling a long-run consumer insight through a Strategic Brand Platform, and Internal Branding, and consistency in communicating the unique brand experience via emotional branding. As well, the results are in support of the work of SYL.com (2005), which stated that brands could enhance Brand Affinity through involving with the social lives of consumers, via ideals, values, and corporate social responsibility strategies. 5.2 Significance of the study/findings This study has been relevant as follows : 23
  • 24. (A) Towards my enterepreneurial interests It has helped me gain an insightful understanding and application of pertinent aspects of my MBA subjects, notably Marketing Management (in particular, Strategic Brand Management) and Strategic Management. (B) Towards the management of entrepreneurial activities It could provide insights towards more effective Strategic Brand Management. This case report will benefit managers involved in the managing of brands, by helping them prevent their brands from sliding into stagnation or even extinction as a result of not having an emotional bonding with consumers. (C) Towards the practice in my organization or other organizations It would provide the impetus for organizations to ‘‘live the brand’’ (Internal Branding), so as not only to better deliver the Brand Promise to impact consumers’ lives and thereby enhance the financial value of their respective brands, but also to ensure that they sustain Brand Relevance in the long run. 5.3 Recommendations Based on the findings, I have come up with a Brand Relevance model for sustaining Brand Relevance in the long run. This is the framework: (A) Focus on ‘‘emotional bonding’’ with consumers, through continuous building of Brand Affinity : The idealized notion of “loyalty” is false, as consumers would switch products and services for the right value proposition at the right time. Thus, for a brand to stay relevant over time, it is imperative to look beyond functional or utilitarian meanings/associations, and instead focus on psychosocial and emotional meanings/associations for the consumers, to sustain a personalized emotional bonding link/relationship. 24
  • 25. (B) Optimize brand affinity with consumers through the three interlinking phases of personalized holistic branding (to sustain long-run emotional bonding) : (I) Personalized Strategic Brand Platform : Create a Strategic Brand Platform (with a Brand Essence that fulfils a long-run consumer insight), incorporating a Strategic Brand Positioning that addresses both emotional and rational concerns, a set of Brand Values (rational) and a Brand Personality (emotional). (II) Personalized Brand-Driven Organization : Align the organization and infrastructure, system and processes, and people with a Brand Culture linked to a Brand Scorecard with Brand KPIs and an accompanying Rewards & Performance System. Apart from Internal Branding to foster a Brand Culture, where everyone ‘‘lives the brand’’, an Internal Brand Communication Network should be in place, to inform the whole organization of the brand’s and its competitor brands’ performance and other key brand activities. Also, to design a Structure of Responsiveness to firstly, optimally relate to market trends with a sharpness to differentiate trends from fads, and secondly, to not only provide service excellence but also speedy responsiveness to consumers, via a flattened organizational network, which encourages individual responsibility and empowers fast customer-focus decision-making. (III) Personalized Brand Communication : Drive all Brand Communications with ‘‘emotional branding’’, so as to constantly achieve the desired outcome of creating and enhancing Brand Affinity through emotional bonding. Parallel to that, is of course the cardinal rule of ensuring consistency in projecting the Strategic Brand Platform, as well as the brand manual & brand ID (identity guide). As well, to maximize efffectiveness and efficiency to build Brand Affinity, through Integrated Brand Communication and a CRM System that focuses on the framework of relationships that govern ‘‘loyalty’’, and to enlarge the emotional-bonding Brand Community to foster the continuous transformation of customers into brand advocates. (C) Enhance brand affinity through ideals, values and corporate social responsbility strategies, on a sincere long-term basis (enshrined within the Strategic Brand Platform), not ad-hoc : 25
  • 26. It is preferable to hold onto a highly-treasured ideal (within a certain target country/region market) and value, as well as a suitable social cause that the brand can be synoymous with in the long-run. 26
  • 27. 6.0 Conclusion 6.1 Area that needs further research In summary, Brand Relevance is vital to the success of a brand in the long run. To resonate with consumers, brands should focus on creating and maintaining emotional and psychosocial meanings/associations with consumers. Thus, the area that requires further continuous research is the concept of brand-person relationships (in line with relational one-to-one marketing replacing mass marketing as the dominant model). Up to the recent past, much research into customer relationship management had zeroed in to ‘‘loyalty’’ alone. However, the focus should be on the framework of relationships that encompass loyalty, and not on loyalty alone. “Too many firms still find themselves paying the price for lacking a customer focus,” according to Kevin Lane Keller (2007). “Companies must take their customers’ point of view into account…employing the proper human touch is as important as installing the best technology-driven CRM (customer relationship management) system.” 6.2.1 Summary of the case studies’ experience The data gathered through literature review and case studies analysis revealed the importance of developing “emotional bonding brand-customer relationships” (Brand Affinity), so as to sustain Brand Relevance in the long run. This is in line with the overarching goal of marketing, which is to foster long-term high-intensity consumer-brand bonds (Kotler et al 2006). The study also identified the crucial need to have a deep understanding of consumers’ beliefs and needs, in order to identify those consumer insights that have the potential to remain relevant over time. 6.2.2 Contribution of the case studies’ experience For a brand to continuously stay relevant, it has to change with the times, and people’s thinking. In other words, a brand together with its organization and people need to continuously evolve. The advent of creating a Strategic Brand Platform plus the practice of Internal Branding and Internal Brand Communication, and the progression towards crafting emotional branding are a sign of the changing times. Brands that do not evolve their out-of-synch strategies to foster brand-customer relationship, would eventually lose their brand relevance over time. 27
  • 28. 6.3 Why the aim/objective has been achieved In conclusion, this research project (which had set out to explore how brands can attain brand relevance over time), has been successful in achieving the aim, which is to establish a Brand Relevance model, that could help brands create and sustain a long-term significant meaning for consumers, by firstly achieving brand salience, leading eventually to brand resonance, where consumers feel “in synch” with the brand, which is characterized in terms of intensity, depth of psychological bond between the customers and the brand, and the level of activity generated by this Brand Affinity (Keller 2007). 28
  • 29. Reference List Books Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Pyramid of affinity’, John Wiley & Sons, Singapore, p.88. Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Orientating around a brand challenge’, John Wiley & Sons (Asia), pp.48-51. Davis, S. 2005, Building a Brand-Driven Organization, John Wiley & Sons, Hoboken, New Jersey. Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2 : Customer-Based Brand Equity, ‘Brand Feelings: Personality’, p.67-68 Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand Equity, ‘Brands Should Have a Duality: Rational and Emotional’, p.77 Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand Equity, ‘Brand Resonance Provides Important Focus : Relevance’, p.78, 87 Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 3: Brand Positioning, ‘Internal Branding’, p.125-126, and Chapter 8: Developing A Brand Equity Measurement And Management System, ‘Maximizing Internal Branding’, p.338-339 29
  • 30. Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand Equity, ‘Creating Customer Value’, pp.79-80. Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand Equity, ‘Brand Resonance’, p.72. Kotler, P., Keller, K.L., Ang, S.H., Leong, S.M., Tan, C.T. 2006, Marketing Management, An Asian Perspective, Prentice Hall, Singapore. Roll, M. 2006, Asian Brand Strategy, How Asia Builds Strong Brands, ‘Successful Asian Brand Cases’, Palgrave Macmillan, New York, p.130-138. Temporal, P. 2000, Branding in Asia: The Creation, Development And Management of Asian Brands For The Global Market, ‘How Brands Are Built: Why Brand Personality’, John Wiley & Sons (Asia), Singapore, p.52-57 Thomson, A. Jr., Strickland III, A.J., Gamble, J.E. 2007, Crafting & Executing Strategy, Chapter 11: ‘Building an Organization Capable of Good Strategy Execution’, Chapter 12: ‘Managing Internal Operations’, and Chapter 13: ‘Corporate Culture and Leadership’, McGraw-Hill, International Edition, New York. Yin, R. 1994, Case Study Research – Design and Methods, Sage, Newbury Park. Journals/Articles Fournier, S. 1996, ‘Understanding Consumer-Brand Relationships’, Harvard Business School Working Paper 96-018. Fournier, S. 1998, ‘Consumers and Their Brands : Developing Relationship Theory in Consumer Research’, Journal of Consumer Research, March 1998, p.343-373. 30
  • 31. Keller, K.L. 2000, ‘Brand Report Card’, Harvard Business Review, 1 Jan, 2000, p.147-157. Taylor, D. 2000, ‘Drilling for Nuggets: How to Use Insight to Inspire Innovation’, Brand Strategy, March 2000. Reports The Acumen Research Consumer Eyes 2002. Other Sources / Documents Sloan, R. 2005, CRMA white paper on customer experience and CRM strategy, design and implementation. Tan, J. 1994, ‘Positioning the Second Malaysian National Car, Perodua Kancil’, Angsana- Standard (Japan) advertising group. Tan, J. 2007, Brandz Consulting (Malaysia), ‘Rebranding of Hello Mobile Telco Service’. Newspapers/Magazines Star Publications 2009, ‘Corporate Responsibility Watch: Carlsberg’s 22-year devotion to education’, Starbizweek, p12. Electronic references Angel, R. 2003, CAmagazine.com, ‘Knowing your customer’. www.camagazine.com (Date of viewing: 29 January 2009) 31
  • 32. Booz Allen Hamilton Management Consulting 2007, ‘Changing Markets and the Importance of Brand Relevance’. www.ameinfo.com/56527.html (Date of viewing: 19 December 2008) Booz Allen Hamilton Management Consulting 2004, ‘New category dynamics’. www.ameinfo.com/56527.html (Date of viewing: 19 December 2008) Brandz Consulting 2000, ‘Tri-M Holistic Branding : Brand Mapping, Brand Managing and Brand Manifesting’. www.brandz.com.my (Date of viewing: 19 December 2008) GAB website 2009, ‘Dragon Mission: 2008’. www.gab.com.my (Date of viewing: 27 February 2009) Interbrand 2008, ‘Interbrand Brand Strength Formula’ (World’s Most Valuable Brands) www.interbrand.com (Date of viewing: 22 December 2008) Jaffe, J. 2001, ‘The Imagery, Fantasy and Symbolism of the Marlboro Man’, Anthropology 226 – Culture, Consumption and Consumerism, Spring 2001. www.courses.rochester.edu. (Date of viewing: 27 February 2009) Macrae, C. 2007, ‘The role of brands in people’s lives: Research by Susan M. Fournier’. www.leadingresearch.hbs.edu (Date of viewing: 22 December 2008) 32
  • 33. Slodki, M. 2007, ‘Brand Affinity Dynamics’. www.miroslodki.wordpress.com (Date of viewing: 24 January 2009) SYL.com 2005, ‘Developing Brand Affinity through Social Activities’, Business talk. www.syl.com (Date of viewing: 24 January 2009) 33
  • 34. Appendix A Brandz “Tri-M Holistic Branding Model” Brandz “Tri-M Holistic Branding Model” Method operates through three interlinked phases: (I) Brandz Mapping. (II) Brandz Managing. (III) Brandz Manifesting. I. Brandz Mapping: This module conducts in-depth research-based Brand audits and analysis of the external market and internal brand drivers. The ultimate objective is to determine gaps between brand delivery and customer needs and wants, spot new and undercurrent market trends and make recommendations to ensure a powerfully competitive brand. The most vital part of the Brand Strategy, the Strategic Brand Platform (comprising Brand Essence, Strategic Brand Positioning, Brand Values and Brand Personality), is crafted to fulfil an identified long-run Consumer Insight. 34
  • 35. II. Brandz Managing: The penultimate aim of this module is to ensure that your organization thinks, feels and acts consistently as a Brand. Through customized implementation, the whole organization, infrastructure, systems and processes, and people are aligned to the Brand Strategy (incorporating the Strategic Brand Platform), to create a new Brand Culture, where everyone “lives the brand”. Brand-oriented SHRM linked to a Brand Scorecard with Brand KPIs is also implemented with a Rewards-to-Performance System. A Strategic Brand Management system is also put into place to build, measure and manage the Brand Equity. III. Brandz Manifesting: The manifestation of your brand is driven through this module. The programmes in this module focus on brand building and the public presentation of your brand. This involves developing, evolving and enhancing your brand’s identity (logo, symbol, wordmark, colours, etc), and crafting an overarching Integrated Brand Communication Strategy that focuses on emotional branding, to drive holistic brand communication. The end-objective is to project the Strategic Brand Platform of your brand,to consistently deliver the unique brand experience via the brand identity and brand promise, in a most effective and efficient manner. 35
  • 36. Appendix B Strategic Brand Platform for Hello Brand TMIC HELLO BRAND STRATEGIC BRAND PLATFORM Updated 10 October 2007 Prepared by Jon Tan for: Telekom Malaysia International (Cambodia) Co., Ltd 56-58 Preah Norodom Blvd, Sangkat Chey Chumneah, Khan Daun Penh, Phnom Penh, Kingdom of Cambodia. 36
  • 37. Proposed Strategic Brand Platform For TMIC Hello Brand Sources and Points of Reference for this Exercise: 1. Hardiman’s Report Findings. 2. Discussion of the Hardiman’s Report with TMIC Key Officers. 3. TMIC Website: Corporate Vision & Mission. 4. Cross-Reference: Telekom Malaysia’s Brand Vision/Mission and Brand Personality. 5. TMIC’S key Competitors’ Positionings. Primary Target Audience Brief Demographics Profile: Age-Group: 18-35 Years. Gender: Male/Female. Geographic: Urban Lifestyle. Brief Psychographics Profile: Youthful Cambodians, in general, hunger for progress and success. They are willing to work hard for it. So much so, they are willing to slog through two jobs, or more, and take up English lessons, and so forth. In other words, they are doing all they can, and trying to muster whatever tools/etc to lead them to the path of progress (self-betterment), and taste the sweet allure of success. Brandz’ inference from the above Psyche The Cambodian people do realize and appreciate that a supportive hand (such as a trustworthy, helpful telco that can provide them with quality communication, and tools like dependable mobile communication and success-leading VAS), would be very dearly treasured. In their journey towards progress and success, they do not want to be short-changed…and cannot be short-changed. Money does not come easy for them. (Wage-rate is comparably very low, and so forth.) See below: “Summary: The Socio-Political Economy of Cambodia”. 37
  • 38. Summary: The Socio-Political Economy of Cambodia In summation, Cambodian citizens/residents had suffered enough in recent history. From the “slums” period (residual effect of a war-torn country), the nation has straggled to a “revived economy” climate. Thankfully. However, their economy and quality of life are, unfortunately, still years behind other better-off Third World countries, let alone compared to neighbouring progressive nations like Malaysia. And so, they desire to get a taste of further economic progress…onward to experiencing being a “well-to-do” Third World country…and onward to (eventually in the future), being in the company of First World economies. For this arduous journey, the Cambodian people would dearly treasure HELP. To be exact: SINCERE HELP. They had enough of being short-changed by the previous ruling regime, and whoever (corporate or otherwise) not in-tandem with their burning emotional need. The Role of Malaysia, Telekom International and TMIC And the good news is… Factually, Malaysia, already moving towards an industrialized-nation status (Vision 2020), and a reputable Malaysian MNC, in the entity of Telekom International, and TMIC, can sincerely help, through professional transfer of knowledge/technology and effective communication. Of course, we have to strategically reach out to the Cambodian populace. 38
  • 39. The Brandz’ CONSUMER INSIGHT For This Re-Branding Exercise Individually, our Target Audience of Cambodians share this common yearning for Continuous Progress, to taste Success (which has eluded them for years). They hunger to overcome their current disadvantaged socio-economic position. How can TMIC Organization and the TMIC Hello Brand contribute? We can light up the lives of Cambodians with the fire of Hope and Optimism, through a Strategic Brand Platform that encompasses: (i) Empathise with them that TMIC is desirous of wanting to SINCERELY HELP them go forward, to constantly advance, to experience a better Quality of Life that they desirously deserve. (ii) Match their Youthful personality and aspirational needs: Being young and hopeful of success, they are full of energy and vigour; eager to try new things. (iii) Provide Uncompromising Quality Communication* (plus innovative VAS and other Customer-Focused packages) for them to build meaningful, successful relationships, from social to family to business. * Continuous network-service reception, no drop-calls, crisp sound, and so forth. Cutting-edge technology and breakthrough VAS, ahead of competitor brands. 39
  • 40. BRAND ESSENCE OF TMIC HELLO BRAND “Life-Enriching” “Enriching” means: “To make somebody/something rich or richer”; or, “To improve the quality of somebody/something”. “Life-Enriching” thus means: “To make another person’s Life rich or richer”; Or, “To improve the quality of another person’s Life”. The TMIC Organization and TMIC Hello Brand magnanimously is committed to being a trusting partner to all aspirant Cambodians who are living their dream of wanting to advance from an economic dire-straits era, to a now “revived economy”, and then to a thriving prosperous economy. In the personal context: From poverty to subsistence-living, then to a “slightly- comfortable” quality of life, and then to a middle-class affluent life, and beyond. Driven and motivated by this “Life-Enriching” Brand Essence, the TMIC Organization and TMIC Hello Brand shall propagate, through a loving empowering sense of Hope and Optimism with a helping hand of Empathy, TMIC’s desire to foster a Hand-in-Hand long-term relationship with Cambodians, to transform** their Quality of Life; to continually elevate to higher levels of income and lifestyle. Via Constant Continuous Progress (through Technology and VAS), TMIC Hello Brand will help Cambodians to create, build and enhance Relationships, be it social, family or business, leading to the next level of Personal Success and Wealth Creation. ** “Transform” equals to “Complete change in a person, from a previous state/condition to an entirely new state/condition”. 40
  • 41. Rational Brand Values Rationale for Strategic Selection of Rational Brand Values, as follows: 1. Congruent to and in support of the Brand Essence (“Life-Enriching”). 2. Congruent to the Brand Mission, to realize the Brand Vision. 3. (i) To be in-tandem with Core Competencies relating to: (a) Operational Performance Efficiency and Effectiveness, and Systems. (b) Work Culture/Day-to-Day Work Activities. (ii) At the same time, these can be aspirational benchmarks for TMIC to excel to a higher standard and/or to ensure operation-wide competency. 4. Correlate with all the other components of the decided Strategic Brand Platform. That is, the Brand Essence, Brand Personality, and Strategic Brand Positioning Statement, inclusive of the Brand Promise. 41
  • 42. TMIC Hello Rational Brand Values Customer-Focus Definition: Introducing Innovations without being in touch with the current readiness of the market will make us detached from Customers. We shall constantly be Listening to and Feeling for Customers’ emotional needs and wants, and to be Responsive at the Right Timing. We shall also be dedicated to nurture a Hand-in-Hand Relationship with Customers. Innovativeness Definition: To achieve Life-Enriching results, TMIC Hello has to provide immaculate technology, to keep Customers Informed, and to Stay Ahead. To gain market share, we shall not engage in price-war strategy. We will instead break away from the competitors, by holding on to our Superior Technology and Human Expertise. Not only to be innovative. But to be the Front-Runner in Innovation, to distance ourselves from the pack (competitors). Simplicity Definition: Complexity and slow turn-around time will put us at a disadvantage against our competitors; as well as turn away Customers and potential inductees. We shall continuously improvise to eliminate bureaucracy. We are focused on being User-Friendly, Fast Decision-Making, and Transparent in Communication within and outside of the Organization, and to our Customers. Trustworthiness Definition: Not being open to others promote an air of distrust, and affects our individual and team effectiveness. Because we choose to nurture long-term mutually beneficial relationships, we shall project ourselves as Reliable, Dependable, Responsible and Ethical people, dedicated to upholding Integrity of Operations and Character. 42
  • 43. TMIC Hello Emotional Brand Personality Traits Bold Definition: To be Life-Enriching, we have to be Progressive and Forward-Going in our Strategic Thinking. We embrace the role of being Trend-Setters, in touch with current and possible future market needs. We shall not practise a “Follower-Mentality”. Displaying smart professionalism, we are fully-aware of what we are doing and quick to act and respond. Being the emerging Leader in Asia Pacific, we are knowledgeable yet humble as Asians. Empathetic Definition: We believe in Close-Bonding relationships and Flexibility that fosters togetherness and mutual supportiveness. We care enough to feel the aspirations and emotional needs of others: Desirous to grow others as we grow ourselves. We are willing to professionally share and impart knowledge, technology and expertise to others. Customers are not homogenous: they are individuals. We therefore respect each Customer as who he/she is, without being judgemental. Youthful Definition: We celebrate the Freedom of youthfulness: Vibrant, full of vigour and energy, we are driven by Optimism and a Passion for Life. We are Open to Change. Not only that. We welcome and embrace change, because we have a Creative mind and heart to keep on growing; from success to success. Inspiring Definition: We are a beacon of Hope to others: Showing the courage to lead, by being an agent of positive motivation and good influence. We choose to be refreshing; to think and do things in different new ways, because intrinsically we enjoy continuous-improvement and life-long learning to excel to new levels of progress. 43
  • 44. STRATEGIC BRAND POSITIONING STATEMENT Life-Enriching experience (RATIONAL)… to achieve new levels of success (EMOTIONAL). ______________________________________________________________________ BRAND VISION (THE “BEING”) We are focused on being the Catalyst to realize Life-Enriching Dreams. BRAND MISSION (THE “DOING”) To deliver Superior Customer-Focused Mobile Communications (that expedite the Life-Enriching process for everyone). ______________________________________________________________________ 44
  • 45. BRAND ESSENCE “LIFE-ENRICHING” mmmaj RATIONAL BRAND VALUES EMOTIONAL BRAND PERSONALITY TRAITS CUSTOMER-FOCUS BOLD INNOVATIVENESS EMPATHETIC SIMPLICITY YOUTHFUL TRUSTWORTHINESS INSPIRING STRATEGIC BRAND POSITIONING STATEMENT LIFE-ENRICHING EXPERIENCE (RATIONAL)… TO ACHIEVE NEW LEVELS OF SUCCESS (EMOTIONAL) NOTE: PRIMARY TARGET MARKET: 18-35 YEARS/MALE & FEMALE/URBAN LIFESTYLE TMIC HELLO BRAND STRATEGIC BRAND PLATFORM AS AT 10 OCTOBER 2007 45