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The HTC Anomaly

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BAV Group
BAV Group

HTC is highly differentiated and well-positioned to grow into a leadership brand

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BrandSTRENGTH (EnergizedDifferentiation&Relevance) Brand STATURE (Esteem & Knowledge) 0 50 100 0 50 100 HTC is highly differentiated and well-positioned to grow into a leadership brand Leadership Niche or Unrealized Potential Mass Market New, Unfocused or Unknown Commodity or Eroded 0 20 40 60 80 100 Energized Differentiation Relevance Esteem Knowledge All Adults, SH12-FH13 Source: BAV Consulting USA SH12-FH13 All Adults
-3 -2 -1 0 1 2 3 6.5 7 7.5 8 8.5 9 StandardizedBrandStrengthConstruct Log(Advertising Spend) R2=37.5% Source: BAV USA All Adults 2008-2012; Ad sales data provided by Kantar Stradegy Mobile brands included in regression model: Apple, Blackberry, Nokia, Samsung, HTC Advertising spend is necessary to build brand equity in the smartphone category

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The HTC Anomaly

  • 1. BrandSTRENGTH (EnergizedDifferentiation&Relevance) Brand STATURE (Esteem & Knowledge) 0 50 100 0 50 100 HTC is highly differentiated and well-positioned to grow into a leadership brand Leadership Niche or Unrealized Potential Mass Market New, Unfocused or Unknown Commodity or Eroded 0 20 40 60 80 100 Energized Differentiation Relevance Esteem Knowledge All Adults, SH12-FH13 Source: BAV Consulting USA SH12-FH13 All Adults
  • 2. -3 -2 -1 0 1 2 3 6.5 7 7.5 8 8.5 9 StandardizedBrandStrengthConstruct Log(Advertising Spend) R2=37.5% Source: BAV USA All Adults 2008-2012; Ad sales data provided by Kantar Stradegy Mobile brands included in regression model: Apple, Blackberry, Nokia, Samsung, HTC Advertising spend is necessary to build brand equity in the smartphone category