3. ● A thorough understanding of the
company’s CUSTOMERS, competitors,
and business strategy.
● It’s the customer that drives a brand’s
● Brand strategies need to be based on a
powerful segmentation strategy, as well
as in-depth knowledge of customer
What Brand Identity Requires
6. ● The differential effect that brand knowledge has on
consumer response to the marketing of that product:
● Customers might be more accepting of a new brand extension
for a brand with positive CBBE, less sensitive to price increases,
and withdrawal of advertising support, or more willing to seek
out the new product through new distribution channels.
● Brand equity as a BRIDGE: Consumer knowledge drives
the differences that manifest themselves in terms of
brand equity. Brand equity gives marketers a vital
strategic bridge from their past to their future.
● Brands encompass past marketing efforts as collective
investment in what consumers learned, felt, and
experienced about their brands.
● Past brand efforts provide a map to the future.
The CBBE Model
7. ● According to the CBBE model, the following
four steps represent fundamental questions
that customers will ask about your brand:
● Who are you? (brand identity)
● What are you? (brand meaning)
● What do I think/feel about you? (brand
● What kind of association and how
much of a connection would I like to
have with you? (brand relationships)
4 Steps to Building CBBE
8. ● Key to creating brand equity is creating a
difference between your products and your
competitors in your customer's ANMM.
● ANMM is a GREAT model to show how your and
your competitor's brands exist in your
● Associative Network Memory Model:
network of nodes (stored information) in our
brains and links representing the strength of/
association between the information.
Brand Knowledge - ANMM
9. ●Brand image is the consumers’
perceptions about the brand, as
reflected by the brand associations
held in the consumer memory.
38. • Where does your firm’s USP, what is its target
market, position in value chain strategy for
delivering superior value?
• How does your brand fit in the organizational
• Emphasize your corporate brand.
• Build your brand around intangibles (expertise,
• Distinguish your brand strategy from corporate
39. • Apply segmentation analysis.
• Build your brand using multiple media (trade
shows, professional journals.)
• Top-down and bottom-up.
• Educate entire organization on your brand
48. • You achieve different outcomes from the
“added value” attributed to a product as a
result of marketing the brand.
• You can create value for the brand in many
• Brand equity provides a common denominator
for interpreting marketing strategies and
assessing the value of a brand.
• There are many different ways in which the
value of a brand can be exhibited or exploited
to benefit the firm.
49. “…it is not factories that make profits,
but relationships with customers,
and it is company and brand names
which secure those relationships.”
51. • Designing and implementing marketing
programs and activities to build, measure and
manage brand equity. Four MAIN steps:
– Identity and establish brand positioning
– Plan and implement brand marketing programs
– Measure and interpret brand performance
– Grow and sustain your brand equity
Strategic Brand Management
53. • Identify & establish the brand’s
– The act of designing the company’s offer +
image so that it occupies a distinct and
valued place in the customer’s mind such
that the potential benefit to the firm is
– Determine what it is going to “REPRESENT.”
54. – Decide how to position it to consumers.
– Create your brand’s superiority in the minds
– Convince consumers of the advantages or
points of difference your brand has over
– Remove any potential customer concerns @
possible product disadvantages (points of
55. Plan & implement brand mktg programs:
– Create your product (brand) that consumers are
aware of and which they have strong, favorable, and
unique brand associations. Depends on 3 factors:
• How you choose brand elements/identities that make up the
brand and how they get mixed & matched
• All of the marketing efforts and supporting programs and
how the brand is built into them
• All of the other connections indirectly transferred to or
leveraged by the brand as a result of linking it to some other
entity (like the company, country of origin, methods of
distribution, or other brands)
56. Measure & interpret brand performance:
– Best accomplished by using a brand audit: an
examination of the brand to gauge its health,
uncover sources of equity, and suggest ways to
improve/leverage that equity.
– Leverage a tool called the brand value chain, to
trace the value creation process for brands, to better
understand the financial impact of brand marketing
expenditures and investments.
– Design and implement a brand equity
measurement system of research procedures
designed to provide timely, accurate and actionable
information for marketers to make the best tactical
57. Grow and sustain your brand equity:
– Define the branding strategy to create guidelines
about which brand elements to apply to its
• Brand-product matrix
• Brand hierarchy
– Manage your brand equity over time: demands that
you take a long-term view of all your marketing
decisions by maximizing all your SHORT-TERM
marketing mix actions (5Ps)
– Manage brand equity across geographic boundaries,
cultures and market segments
• Factor into your brand different types of consumers in
developing your branding and marketing programs.
60. • The interface (website) is the visual and virtual
representation to communicate the firm’s
• Provides significant information to existing and
• Successful design is critical to answer
questions, engage visitors, and create
compelling online experiences.
• Should attract target segment customers AND
deter non-targeted visitors.
61. • CONTEXT: Captures the aesthetics and
functional “look and feel” of the website.
• CONTENT: All the subject matter contained on
• COMMUNITY: A set of interwoven
relationships built upon shared interests. Can
create content or services that attract
consumers to the website.
• CUSTOMIZATION: a site’s ability to modify
itself to– or be modified by– each user.
62. • COMMUNICATION: the dialog that unfolds
between the site and visitors takes 3 forms:
– Firm to user (ex. email messages)
– User to firm (ex. customer service request)
– User-to-user (ex. instant messaging)
• CONNECTION: All of the links between
the website and other sites.
• COMMERCE: the transactional capacity
of the site. The selling of products,
shipping, payment options, check out
and order confirmation.
• Every Page Needs a Link to a Lead Form
• Banner Advertising (Cost per Click vs. Cost per
• Multiple Languages
• Success Stories, Testimonials, Case Studies
• Custom Landing Page For Ea. Promotion
• How Easy To Navigate?
• Update Product Information Continuously
The Chazin GroupYour Website
• How Long Does It Take to Follow Up on a
Lead? Set a Company Policy
• Ask All Leads: How Did You Hear About Us?
• Use Campaign Specific Reference Codes
• Apply Unique Tel #s For Each Campaign to
• Utilize a Lead Capture/Management System
The Chazin GroupProspecting
• Develop a Strategic Networking Plan For
Identifying, Engaging and Converting Prospects
• Create a BEST Customer Profile
• The ABC’s of Selling (Always Be closing) Versus
• USP or UVP?
• Launch a “Give to Get” Referral Strategy
The Chazin GroupSeek New Markets
86. • Create Action Plan to Develop Apostles
– Conduct needs assessment
– Develop set of CUSTOMIZED solutions
– Convince client to implement your recommendations
– Review annually
– Target of 12
87. • Three Steps to Gain Apostles:
– Write down the names of your apostles
– Write down what it takes to keep them
– Write a list of clients to convert to apostles:
• 2X the Actual # Current Apostles
• Follow Actions From Previous Step
• Convert 50% Per Year Until Magic 12
88. • Learn Your Prospect/Client’s Top Pain Points
• What Challenges Do They Face
• Deliver Value at Every Stage of the 4-Step
• Exceed Their Wildest Expectations
• Empower Every Employee to do the Same
• Account Penetration Strategy
• Create Policy of “Standards of Care”
Selling Best Practices
89. • Follow Customer Conversations Online
• Align Sales, Marketing, & Product Management
• Touch Them Several Ways
• Focus Your Presentations in Their Problems
• Become More Visible:
– Attend Shows & Conferences
– Write Articles
– Facilitate Roundtables
Selling Best Practices
91. • Control Your Emotions and Ego
• What’s Really Important Here
• Weigh ALL Your Options
• Are Your Being Fair & Reasonable
• Focus on the Merits, not Conflicting Positions
• Use OBJECTIVE Criteria, Not SUBJECTIVE
Negotiate for Success
92. • Objective Criteria Includes:
– Market Value
– Professional Standards
– 3rd Party Opinions
Negotiate for Success
93. • Be Flexible, Adjust Your Tactics to the Other’s
• Confront the Other Side When You Think
They’re Playing a Game
• Silence is GOLDEN$$$
• Never Threaten Unless The Threat’s REAL
• Be Prepared to Walk Away
Negotiate for Success
• Re-assess Your Relationship Terms
• Investigate Your Partner’s Credit Worthiness
• Identify/Execute M&A Opportunities Quickly
• Pursue More Equitable Revenue Splits
• Find New Sales Channels With Agents &
• Learn All You Can About Your Partners
• Barter For Service In Lieu of Payments
The Chazin GroupPartnerships Revisited