In this lecture, students will learn about brand planning and brand potential and how a brand can be improved so as to bring it into limelight.

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Brand planning and Brand
potential

2. Brand planning : definition
 Building a brand were easy, it takes a solid strategy and plan.
 It takes access to unique data and broad experience across traditional channels
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and platforms.
 It take a mix of disciplines to ensure implementation of a comprehensive
strategic marketing plan that meets both customer and business needs.
 it takes a holistic approach to owned media and create integrated digital
marketing plans that successfully build connected brands.

3. Strategy & Planning Services
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 From evaluating a brand’s core strengths and weaknesses, to identifying how
audiences engage, to determining the goals there are three aspects of strategy
and planning services to help to connect with customers.
 Brand Strategy: Evaluate, analysis and synthesize the personality and
meaning of the brand to develop holistic strategic thinking.
 Marketing Strategy: Identify the right mix and proportion of touch points for
audience interactions based on the brand strategy.
 Program & Campaign Strategy: Develop holistic plans for creating, re-using,
distributing and managing content across bought, earned and owned
media.

4. Factors for Brand planning
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 Brand positioning : describes how to establish competitive advantages in
the minds of customers in the marketplace
 There are four key components to a superior competitive positioning:
 A competitive frame of reference in terms of the target market and nature of
competition
 The points-of-difference in terms of strong, favourable, and unique brand
associations
 The points-of-parity in terms of brand associations that negate any existing
or potential points-of-difference by competitors
 A brand mantra that summarizes the essence of the brand and key points-of-difference

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 Brand resonance : Building a strong brand can be thought of in terms of a
sequence of steps, in which each step is contingent on successfully
achieving the previous step.
 Who are you? (brand identity)
 What are you? (brand meaning)
 What about you?What do I think or feel about you? (brand responses)
 What about you and me? What kind of association and how much of a
connection would I like to have with you? (brand relationships)

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 Brand value chain : The brand value chain is a structured approach to
assessing the sources and outcomes of brand equity and the manner by which
marketing activities create brand value
 The brand value creation process begins when the firm invests in a marketing
program targeting actual or potential customers.
 Marketing Program Investment : The ability of a marketing program
investment to transfer down the chain will thus depend on qualitative aspects
of the marketing program via the program quality multiplier
 Program Quality Multiplier important factors are as follows:
 Clarity: How understandable is the marketing program?
 Relevance: How meaningful is the marketing program to customers?
 Distinctiveness: How unique is the marketing program from those offered by
competitors? How creative or differentiating is the marketing program?
 Consistency: How cohesive and well integrated is the marketing program?

7. Brand value chain
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8. Brand planning process
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 The "How To" provide: A process, definitions, "who does what", check
points, Marketing and Sales involvement, estimated timing
 Outputs: Approved Brand Plan, approved Consumer Communication Plan,
PFME budget
 When : A Brand Manager will refer to the process on an annual basis
(planning cycle) and/or on an ad-hoc basis (e.g. quarterly review)

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10. Brand potential
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 Brand potential defined as companies work with brand owners - private,
trade or private equity - who are looking for Accelerator growth and long
term value.
 Whether it's to enter a new category, target new consumers or maximise
value for a sale
 It work for both creatively and commercially to help our clients Accelerate
their business.

11. Factors affecting Brand potential
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1. Insight : opportunities for growth that engages stakeholders, inspires strategy
and directs brand activity
 Generating, blending and interpreting insight from multiple sources -
consumers, cultural drivers
 we focus on the commercial and practical application of the insight, we
always bring it to life creatively (particularly when working across markets)
 Consumer & Category
 Qualitative - groups, depths, immersion, ethnography, creative co-creation,
online, mobile, social media
 Quantitative - segmentation, pricing, business case, modelling, forecasting,
data analysis (sales, transactions, behaviours)

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2. Strategy : Whether we're accelerating an established or emerging brand, we
start with commercial realities. What value does the brand deliver now? What is
the target value? How could the brand get there and what options are available?
Is it a drive brand, or the orphan in a portfolio that could be considered for
disposal?
 Approach to strategy is pragmatic, commercial, based on insight and focused
on outcomes
 Strategy is only as good as the actions it drives. Accelerator Brand Plan sets
out and prioritises the specific strategies for what a brand needs to do to stay
relevant and keep the brand on track.

13. 3. Engagement : To achieve full market potential a brand requires a consistent
story that inspires action.
• By understanding the needs and different motivations of all your audiences -
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your people, stakeholders, investors, channel, trade customers or consumers -
and their relationship with the brand, build and deliver a compelling brand
story that they can all engage with.
4. Transactions : Confident acquisition requires a view of the future.
If you're acquiring, there's a need to go beyond conventional due diligence and
identify the future potential in the brand.
If you have hands-on experience of taking brands to market, work with the
management team post-deal to quickly and consistently implement the highest-returning
ideas.

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 Snapshots and prediction are two tools assess a brand’s potential when
allocating marketing resources across a portfolio.
 Used in conjunction, the snapshot gives a point of view on the current status
whereas the prediction looks at the potential of a brand.

15. Example – Brand potential
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 Lets us see how reebok brands potential make impact on customers
 REEBOK'S VISION : Fulfilling Potential
 Reebok is dedicated to providing each and every athlete - from professional
athletes to recreational runners to kids on the playground - with the
opportunity, the products, and the inspiration to achieve what they are
capable of. We all have the potential to do great things.
 As a brand, Reebok has the unique opportunity to help consumers, athletes
and artists, partners and employees to fulfil their true potential and reach
heights they may have thought un-reachable.

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 REEBOK'S MISSION : Always Challenge and Lead through Creativity
 At Reebok, we see the world a little differently and throughout our history
have made our mark when we’ve had the courage to challenge convention.
 Reebok creates products and marketing programs that reflect the brand’s
unlimited creative potential.

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Thank you