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UNIT 2: BRAND POSITIONING
WHAT IS BRAND POSITIONING?
➔ It’s a game of influencing the perception
of our target market
➔ is an act of designing the company’s
offering and image to occupy a
distinctive place in the mind of the target
market (Philip Kotler, The father of
Modern Marketing)
➔ Conceptual definition: It is the
conceptual space that a brand owns in
the consumer’s mind.
➔ Operational definition: Its how the
brand distinguishes itself from the
competitors.
➔ Brand Management’s end goal is to
bring your target market closer to your
brand.
BASIC COMPETITIVE STRATEGIES
(MICHAEL PORTER)
1. Overall Cost Leadership: Lowest
production and distribution costs; Low
priced, large market share
2. Differentiation: Differentiated product
line and marketing program as industry
class leader
3. Focus: Serving fewer fragments.
Targeting a specific segment (ie Top 5%
of leisure and corporate travelers)
4. Operational Excellence: Leading in
price and conveniece
5. Customer Intimacy: Tailoring products
and services to exactly match the needs
of targeted customers.
6. Product Leadership: continuous
stream of leading-edge products or
services, aiming to make competing
products obsolete
BUILDING AND MAINTAINING A
BRAND POSITION
➔ Brand Differentiation: It can be defined
as to set apart the brand from the
competition, by associating a superior
performing aspect of your brand with
multiple customer benefits.
➔ MARKET RESEARCH Or the level of
your knowledge about your customer
MUST be deeper
➔ Competitive Positioning: Competitive
edge of the brand (YOU)
➔ Competitive Positioning: Competitive
edge of the brand (YOU)
➔ “If you know the enemy and know
yourself you need not fear the results of
a hundred battles.” - Sun Tzu
➔ Competitor Positioning : Positioning
Map, Perceptual Map, Positioning
Matrix.
◆ Compare decision making factors
◆ Help visualize the competitive
strategy
◆ Identify gaps and opportunities
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➔ “Whoever is first in the field and awaits
the coming of the enemy, will be fresh
for the fight; whoever is second in the
field and has to hasten to battle will
arrive exhausted.” - Sun Tzu
2 TYPES OF STRATEGY OF
COMPETITIVE POSITIONING
➔ Competitive Positioning: Understanding
the buying decision of the customer and
create a combination to be appealing to
them.
Two Types of Strategy:
1. Against Brand Positioning: Select a
reference point (another brand, another
category, or another audience)
➔ Know their pain points
➔ Make those pain points as your
competitive advantage (your goal is
to be the alternative brand)
2. Experience Positioning: Entire end to
end experience of the brand, rather than
a single focal point feature. There might
be multiple pain points from your
competitors that you can use as your
advantage.
STEP-BY-STEP PROCESS FOR BRAND
POSITIONING
1. Building a target profile: Explore the
We needs of the Consumer
2. Explore the needs of the consumer:
Consumer Benefits Ladder
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6. Map the potential benefits to find the
winners
3. Identify the gaps in the market
SUCCESSFUL BRAND STRATEGY
EXAMPLE
4. Mapping out your consumer benefits:
Consumer Benefits Ladder
5. Turn benefit clusters into benefit
statements to differentiate your brand
1. Know your stand: Rebranding (
changing your external brand
appearance) vs. Repositioning (
Changing your internal brand identity
and promise)
2. Know mistakes in brand positioning:
s use of interchangeable with
differentiation strategy, competitive
differentiation and positioning strategy
a. Brand Under Positioning: The brand is
seen as inferior to that of the
competition.
i.
Solution: Make Co-Branding (
associate your brand with a brand
ambassador so that customers
feel identified with. This way, you
will be able to differentiate your
brand from the competition.)
b. Brand Over Positioning: The brand
manager imagines that the value or
price of their brand is higher than it
really is
i.
Solution: Rational Combat Tool (
continuously make SWOT analysis
and establish a pricing strategy.)
c. Brand Confusion: brand does not have
a clear positioning, the customer may
be confused and not know what the
products or services the brand offers
are for.Common reasons: outdated
stock, lack of details in the
descriptions, absent or poor-quality
images
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i.
Solution: Stop and Reconsider
(About eliminating the idea that
consumers have of the company
and doing a brand reinvestment.)
d. Uncertain Positioning: The brand is
seen by the consumer as unable to
fulfil what it promises.
i.
Solution: Providing, Creating,
Updating ( PROVIDING information
about the value proposition of our
brand. CREATING test campaigns
to find out if consumers are really
getting the message and
UPDATING the brand frequently.
3. Brand Co-Creation: the practice of
collaborating with other stakeholders to
guide the design process. Participants
with different roles align and offer
diverse insights, usually in facilitated
workshops
a. Co-creation is particularly about
alignment between participants and
cross-pollination of expertise and
viewpoints.
b. Why do we practice Brand
Co-creation?
i.
To increase the level of brand
experience that the consumer has
with the brand.
ii.
To create better products based on
customer desires.
iii.
To know new and unexpected
ideas.
4. Design Thinking: is essential to
co-creation to get the clearest
understanding of the various constraints,
workflows, processes and more that
services involve before you can make
the most accurate customer journey
maps and personas, and move your
design process forward.
a. Empathize, Define, Ideate, Prototype
and Test
UNIT 2: BRAND CO-CREATION
WHAT IS BRAND EXTENSION
➔ BRAND: what you say and how you
behave
➔ Reputation: What others say about your
brand based on a shared perception of
your audience
➔ Brand Extension: the use of an
established brand to launch new
products or services
WHY DO MARKETERS EXTEND
BRANDS?
1. Less risky of innovation: User already
know the brand, Acceptance in the
market may be higher, Costs may be
lower
2. Increase the ROI: can grow sales, use
up production capacity, appeal to new
segments and help brand enter new
market
3. Essential form of Brand Innovation: to
stay relevant to your audience
4. Vital to avoid becoming commodified:
Brand Asset Valuator (BaV)
Differentiation & Relevance vs Esteem &
Knowledge
5. Useful in clarifying the brand’s
meaning: Strategy to show that the
brand remains true to its core meaning
6. Important in Business Model
Success: It is a strategy to help the
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brand to generate cash flow, if the main
product is not giving any income.
7. Necessary preemptive or reactive
competitive: It becomes your
competitive advantage
8. Improve efficiencies in marketing and
other related expenditures: Maximize
the resources of the brand in terms of
distribution, R&D, marketing
expenditure, sales expenses, HR, public
relations, sponsorship investment and
others in relation to the parent brand
over all of its extensions
9. Unforeseen consumer-driven
innovation: Lego has formalized this
process through entry into new
categories (electronic games, movies)
and line extensions involving the
strategy use of licensing with
entertainment franchise such as Star
Wars, Lord of the Rings, and Harry
Potter (among many others)
WHAT TO OBSERVE IN BRAND
EXTENSION TO AVOID FAILURE?
➔ BRAND EXTENSION Authenticity
(BEA): A consumer’s sense that a brand
extension is a legitimate, culturally
extension of the parent brand. (in
general)
1. Maintaining Brand Standards & Style
2. Honoring Brand Heritage
3. Preserving Brand Essence
➔ PERCEPTIONs OF FIT : A consumer’s
sense of confusion on what category do
you want to play. (category extension)
◆ BIC Ballpen and Parfum: Product
Attributes & Benefits
◆ Colgate Toothpase and Beef
Lasagna: Substitutability &
Complementarity of parent and
extension
◆ Honda car and Motor and Mower:
Brand assets & capabilities
WHY NOT DEVELOP A NEW BRAND?
PROS OF BRAND EXTENSION:
1. Efficiency: It can maximize your
resources.
2. Growth in sales and coverage: It can
help to widen your income and
audience.
3. Clarify brand image and frame of
reference: It helps your brand to be not
commoditized.
4. Refreshing the brand: It assist you to
still be relevant to your audience.
5. Build customer relationship: It support
your brand to be innovative.
CONS OF BRAND EXTENSION:
1. Customer confusion and reduction of
category identification:It can confuse
the audience, if the extension was not
properly planned.
2. Retailer resistance: It may lead the
retailer to demand that the extension
product to replace the existing one.
3. Cannibalization: It can reduce the sales
of the main product.
4. Parent brand dilute: It can affect the
parent brand, as it becomes unfocused
in its offering of products and services to
its particular audience
5. Declining authenticity: It shows no
connection to the parent brand.
WHAT ARE THE 5 STEPS IN BRAND
EXTENSION?
1. Determine what users know and line
about your parent brand.
2. Identify possible extension options (line
or category)
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3. Evaluate proposed extension with:
associations of the extension
(authenticity), perception of fit (similarity,
and relevance), and against internal
factors such as ability to compete and
level of marketing support.
4. Develop supporting marketing programs
(e.g. buyer persona, brand persona) and
brand elements
5. Launch the extension and track its
impact on the parent brand.
➔ Brand Portfolio: The collection of
smaller brands that fall under a larger,
overarching 'brand umbrella' set by a
firm, company, or conglomerate
WHAT IS CO-BRANDING?
➔ (also called brand alliances) A marketing
partnership between two or more
brands.
➔ Combining seeming opposites to
enhance the performance and image of
the brand, without diluting the parent
brands
UNIT 2: BRAND PORTFOLIOS
WHAT IS THE BRAND ARCHITECTURE
AND BRAND PORTFOLIO?
➔ BRAND ARCHITECTURE: An
organizing structure of the brand
portfolio that specifies brand roles and
the nature of relationships between
brands.
UNIT 3: GLOBAL BRANDING
GLOBALIZATION
➔ is the process of international integration
arising from the interchange of
worldviews, products, ideas, other
aspects of culture.
➔ International Monetary Fund:
Safeguarding the International Financial
System ( Trade & Transactions, Capital
& Investment Movements, Migration &
Movement of People, Dissemination of
Knowledge)
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➔ “It is important to remember that the
most influential rankings of brand equity
are in fact measures of global brand
value.” - Michael Beverland (2018)
6. Population diasporas or mass migration
7. Cross-cultural cross-pollination in many
sectors
8. Global supply chains (global-local
greyness)
9. Co-branding with local or global players
10. Cultural differences or local market
conditions
ADAPTATION
STANDARDIZATION OR ADAPTATION
➔ Standardization: Involves developing a
distinctive brand identity and
reproducing this identity across differing
cultural, historical and structural terrains.
➔ mcDonaldization: when a society
adopts the characteristics of a fastfood
restaurant. – Ritzer (1993)
◆ Control, Predictability, Calculability,
Effiency
➔ Adaptation: meeting the needs of the
market, planning all business activities
with the aim of efficiently meeting the
specific needs and respecting the values
of local consumers
BENEFITS OF STANDARDIZATION
1. One brand identity across the globe is
efficient
2. Many brand users source brands from
around the globe
3. Social media and porous borders
increases the likelihood of embracing
global lifestyles
4. Global brands often set the standard for
others to emulate
5. Global brands are perceived to be of
better quality and more exotic
1. Conditional on certain moderating
variables based on the consumer
2. Brands at different stages of
development may require different
strategies
3. Different institutional requirements, legal
restrictions, and cultural norms
4. Country of origin images may be
negative within the category or generally
negative or unknown
MORPHING
➔ Morph: Activities that bestow [a brand]
with the strategic flexibility and dynamic
capabilities that enable it to evolve into a
very different type [brand] in a relatively
short period of time
◆ Customized uniformity: brand name
and Logo, product and service
adaptation
BRAND CULTURAL PERSECTIVE
➔ Brand culture perspective: Focuses
on how the consumer views terms such
as global, local and national and how
they see brands from different nations.
➔ New Asia: 2002 FIFA world cup in Korea
and Japan – creating shared culture
around the idea of new Asia as urban,
modern and multicultural. They use this
strategy as an advantage to generate
cultural content that helped shift
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➔
➔
➔
➔
outsiders’ image of the region, thereby
benefiting Asian brands.
Austria
Diasporas
Complex history of some nations
Consumers may use brands to assert
competing visions of national identity:
China does it better, Changing tastes
and localized diversity, Big game, Big
money
UNIT 3: CORPORATE BRANDING
CORPORATE BRANDING :refers to the
practice of promoting the brand name of a
corporate entity, as opposed to specific
products or services.
➔ Shared Values/ Organizational
Culture: Ensure to deliver on brand
promises and keep the brand relevance.
➔ Scope: It includes the entire enterprise
including the stakeholder
➔ Identity Issues: Employee’s identity
and tensions between different
stakeholders and how they see the
brand.
➔ Reputation: The holding company also
has a reputation with stakeholders that
requires careful management as it can
affect the firm’s ability to acquire
resources from investors and
governments and also the equity of
individual brands.
WHO ARE THE STAKEHOLDERS?
1. Customer Groups: consumers and b2b
customers
2. Functional Groups: employees, trade
unions, suppliers, distributors, and
service providers.
3. Normative Groups: government,
regulatory bodies, agencies,
shareholders, and trade associations.
4. Diffuse Groups: the media, special
interest groups, and community
members.
ALIGNING MULTIPLE IDENTITIES
➔ British Airways: “As it turned out, the
airline had gone too far, too fast for its
key stakeholders –customers,
shareholders, employees –and the
British public. The change was too
drastic and in the view of many
weakened the strength of the brand.
There was also the perception that the
proud heritage of British Airways was
being swept under a carpet of
modernization.” - CEO Lord Marshall
➔ Vision-culture-image alignment
model : Hatch & Schultz It aims to
understand how gaps between various
types of identities may emerge.
➔ What are the gaps / intersection?
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1. Vision-Culture: Gap between
employees’ experience of the firm’s
practices and firm’s vision.
Employees focus on what is
measured rather than on achieving
the ideals in the vision.
2.
Image-Vision: Gap between desired
identity and how others view the
organization.Integrated Marketing
Communications (IMC)
3.
Image-Culture: Gap between on
how the company is and how the
company is seen emerges. Promises
are made to external users and then
not delivered in those critical
“moments of truth”
➔ What are the strategies important in
internal marketing?
1. Brand-based recruitment: The
organization also use its brand vision to
hire employees.
2. Brand-based performance
assessment : Employees unsurprisingly
tend to focus on doing what is
measured.
3. Brand-based training: Training to high
performance team to enhance employee
effectiveness.
4. Brand-based volunteering: Brand
driven sponsorship and lobbying is
critical for enhancing one’s reputation
with stakeholders while also reinforcing
the brand.
5. Brand-based learning: Stories are
powerful carriers of brand messages.
Formalizing key stories and using them
to reinforce brand understanding
internally can help clarify how people
should act in all situations. Nordstorm
stands behind its guarantee of customer
satisfaction or your money back.
SERVICE MANAGEMENT PROCESS
Increase Sales: Employee Satisfaction,
Employee Motivation, High Quality Service,
High Customer Satisfaction
ETHICAL BRAND
INTERNAL MARKETING
➔ Importance: Employment branding,
Brand-driven HR Policies, Brand
knowledge throughout the firm
➔ does not harm people, animals, or the
environment, and it contributes to
society responsibly, positively, and in a
sustainable way.
➔ adheres to values, strategies, and
actions that can be perceived as morally
right and ethical.
➔ Ethics of Care: EMPATHY does not
imply that we have to accept another’s
viewpoint as more valid than our own;
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rather it sensitizes us to alternative
views and ways of seeing, opening up
the possibility of dialogue and exchange.
UNIT 3: PERSONAL BRANDING
➔ Corporate social responsibility (CSR):
A self-regulating business model that
helps a company be socially
accountable to itself, its stakeholders,
and the public.
➔ Aboitiz Foundation: CSR programs
spans components: Education,
Enterprise Development, Primary Health
and Child Care, Corporate and other
Donations and Environment, of which
the library
➔ ASF: the Andres Soriano Foundation:
Assists basic education services such
as helping the school and the library.
Philippine Dictionary Project: Notable
donors for this project were the Bank of
the Philippine Islands (BPI) Foundation,
Metrobank Foundation, Alfonso
Yuchengco Foundation and Standard
Chartered Bank.
➔ Ayala Foundation: AFI develops,
implements, and sustains programs in
various development areas, which
include: education and youth leadership,
livelihood and entrepreneurship, and art
and culture.One of its flagship programs
is the Filipinas Heritage Library which
boasts of more than 13,000 volumes of
Philippine materials including 2, 000
titles of rare books.
3. Closed their branch for three days for a
thorough investigation.
4. Review policies and procedures.
5. Cascade the new policies and
procedures throughout the organization.
6. Ensure that it will not happen again.
7. Emphasize commitment to maintain
trust and loyalty among the customers.
Brand affinity and the Jollibee effect
strong affinity to the brand: a weird sort of
relationship, as if with a childhood friend.
CRISIS
➔ GENERAL: A crucial or decisive point or
situation; a turning point.
➔ GENERAL: An unstable condition, as in
political, social pr economic affairs,
involving an impending abrupt or
decisive change.
➔ MEDICINE: A sudden change in the
course of a disease or fever, toward
either improvement or deterioration.
➔ PSYCHOLOGY: An emotionally
stressful event or traumatic change in a
person’s life.
➔ LITERATURE: A point in a story or
drama when a conflict reaches its
highest tension.
➔ DEFINITION: An episode characterized
by uncertainty, tension, and conflict, with
potential for harm or decline. However, it
could be a turning point for good,
whereby the solution to the conflict
results in a transformation.
WHY MANAGE CRISES?
UNIT 3: CRISIS MANAGEMENT
Jollibee immediate response:
1. Handled customers' emotions by
empathizing.
2. Accepted their error.
1. Value of reputation: Damage to firm’s
reputation is harmful to shareholder
value and therefore requires quick
management.
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2. Importance of Managing Social
Media: With the advent of social media,
information is often difficult to contain
and diffuses rapidly
3. Lying: Crisis-management
professionals focus on managing public
perceptions about the disaster.
4. Truth: Truthiness reflects a process of
motivated reasoning, whereby we select
information based on what we want to
achieve, and screen out contradictory
input.
5. Polysemy: Multiple codes, situations
and narratives
6. A quick response: With the right tone,
can represent a win for the brand
SERVICE RECOVERY PARADOX
1. Response Phase: Emergency Period
and Relief Period
2. Recovery Phase: Restoration of
essential services and Time period
depends on level of development
3. Prevention Phase: Structural measures
and Non-structural measures
4. Preparedness Phase: Disaster
planning, Early warning system, Logical
planning and Emergency drills
WHAT ARE THE DIFFERENT TYPES
OF BRAND CRISIS?
➔ Stress the importance of having
strategies in place to ensure that failures
are managed and that the
inconvenienced customer is “recovered”
so they do not switched.
➔ 1992 – strong service recovery could in
fact make customer more loyal
➔ However, based on meta-analysis, SRP
rarely occurs, and only really operates in
fairly mediocre service systems.
RISK MANAGEMENT MODEL
1. Reputational
a. Nature of Crisis affects form behind
brand.
b. Cause: Major disaster or breach of
social norms that lies outside of
brand management team.
c. Solution: Whole of firm response:
CEO critical.
d. Danger: Negative brand equity
2. Authenticity
a. Nature of The basis of the brand’s
identity is challenged.
b. Cause: For functional brands,
performance failures are the key
driver. For emotionally positioned
brands, failures relate to value gaps.
c. Solution: Functional: fix the problem
and recompense for any losses.
Emotional: apologize, acknowledge
fault, restore customer trust and
rebuild authenticity.
d. Danger: Functional: left too long,
costs can escalate, scrutiny can
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remove focus from organization;
competitors can take advantage;
equity can decline. Emotional: equity
can decline, grudge holding can
occur
3. Legitimacy
a. Nature of The activities at the heart of
the brand lose moral legitimacy.
b. Cause: Society or a sub-set of
society withdraws moral support for
all or some part of the brand’s
operations; often triggered by activist
groups or media investigation.
c. Solution: Whole of firm response;
work with stakeholders; recognize
that legitimacy may never be
regained.
d. Danger: Possibility of brand death
unless a major reposition occurs
4. Self-inflicted wounds
a. Nature of Unplanned but easily
avoided (“known knowns”) minor
mistakes that affect brand image
b. Cause: Firm employees make
mistakes that breach expected brand
norms or more likely societal
expectations.
c. Solution: Marketing team and guilty
organizational parties need to quickly
respond and take ownership of fault;
training and brand policing critical.
d. Danger: If untreated, can become
major crisis; ongoing missteps can
effect reputation.
5. Deliberate
a. Nature of Firm triggers faux crisis in
order to generate a buzz and clarify
positioning
b. Cause: Brand team engages in
guerrilla style tactics to breach
societal norms, or leverage
institutions to generate a buzz about
the brand that implicitly reinforces its
position in a positive way.
c. Solution: Brand manager sign off.
Know the brand’s position and know
the target audience in depth. Seed
key networks.
d. Danger: It could backfire and spiral
into a full-blown crisis; viral
campaigns quickly move beyond
marketer control; consumers may feel
cheated.
WHAT TYPE OF BRAND CRISIS IS
THIS?
1. Authenticity: 1990s Built around the
multicultural nature of its customer base
(Pacific, Asian, African) Position as the
”world’s favorite airline” In failing to align
its various identities, the brand suffered
a backlash and eventually had to return
to its original identity
2. Authenticity: In 2001, oil giant company
change their slogan into “Beyond
Petroleum” But, the brand has a
continuous reliance on nonrenewables,
its lack of investment in renewable
energy, and poor track record in
environmental stewardship.In March
2006, a BP oil pipeline caused one of
the largest oil spills in Alaska’s history.
In 2010, an explosion on its Deepwater
Horizon oil rig unleashed the largest
marine oil spill in history
3. Reputational: Gapgate Phenomenon
transition from “classic, American
design” to “modern, sexy, and cool.” to
modernize and rejuvenate the company
4. Authenticity: The brand tries to extend
their category (Colgate)
5. Legitimacy: Existential challenge.
Brand focus on animal entertainment
reposition. (Sea World)
6. Deliberate: (Apple) Features of apple
products were leaked.
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7. Reputational: Star City ride off-limits
after death of customer
8. Legitimacy: Viping is illegal in
Singapore
9. Self-Inflicted Wound: Angkas
apologizes about their posting
UNIT 4: BRAND INNOVATION
WHY DOES BRAND EQUITY DECLINE
➔ Points of differentiation become points
of parity
➔ Brand underperform on points of parity
➔ Disruptive technologies or business
models
➔ User’s life-goals change
➔ User’s life-world change
➔ Ideological shifts that render brand
culturally irrelevant
➔ The death/removal/ retirement of the
brand’s founder
➔ Mismanagement
➔ Crisis
➔ De-legitimization
3. Usage of design thinking tools to ensure
brand’s relevance and authenticity
Brand Innovation
This broad captures proactive approaches
to growing brand (including brand
extensions and cobranding) identifying
opportunities, revitalization and refreshing
and avoiding decline.
Brand Revitalization
Replace the term “repositioning” and refers
to turning around brands that have suffered
declines in their equity but nonetheless still
have an actual market presence.
Brand Re-Launch
​Refers to brands that have lain dormant for
some time. These are removed from the
market but may still have some latent equity
through low levels of recognition.
Brand Refreshing
Refers to tactical shifts in the brand program
to ensure relevance. These are some
regular changes in the logo, design, font,
colors, and other more cosmetic actions
brand managers undertake regularly.
Rebranding
A marketing strategy that involves changing
a company’s corporate image or
organization by developing a new name,
symbol, logo and related visual asset.
We will examine the following
1. Importance of Brand Innovation to avoid
Brand Equity Decline
2. Rebuilding Brand Equity in the cases of
decline
Reasons for Rebranding
➔ brand aesthetic no longer speaks to
your company’s values and products
➔ expanding your business scope and
entering a new market, and the name of
your business is too limiting.
➔ brand simply isn’t doing a good enough
job to differentiate you in the
marketplace.
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Brand Innovation: 3 Perspectives
1. Mindshare-Based Innovation: Develop
a series of distinct and strong brand
associations.
2. Cultural Innovation: Emphasis on
cultural schisms or moving the brand
from one cultural position to the next.
3. Brand Ambidexterity & Design
Thinking: Draws on design thinking or
the practice's and the thinking methods
used by designers to address tricky
problems
and electronic music: Relevance,
Association
Cultural Innovation
Inherent in the cultural positioning model is
the idea that brands must change when
they cease resonating culturally.
Mindshare Innovation
The two engine of brand building are
innovation & communication.
Think Different
➔ Radical “new to the world” product
innovations (category extensions): iPod,
iPhone, and iPad
➔ Incremental product innovations (within
category line extensions): iPod Nano,
iPod Shuffle
➔ Service and Experience Innovation:
Educational Experiential Events
➔ Campaigns with musicians including
Irish superstars U2 (Partnering) : Red
iPod
➔ Adaptation of Mac vs PC Guy Campaign
to take Apple’s and Microsoft’s various
updates and their differences in user
experience: Experiential
➔ Macworld/iWorld events that generated
worldwide free coverage of the firm’s
new releases and plans: Exclusive
Event
➔ Strategic “leaks” of new designs: News
Content rather than Paid Ads
➔ Constant software releases and updates
in areas historically owned by the firm
including photography, movie making
➔ IMAGE: Masculine Persona
➔ MESSAGE: A drink that boost
masculinity
➔ TONE: Encouraging, Persuasive
➔ REGISTER: American Male as a
breadwinner
➔ IMAGE: Masculine Persona
➔ MESSAGE: A man as action hero.
➔ TONE: Encouraging, Persuasive
MM5720 PRELIMS
December 17, 2022 | FRAN |
➔ REGISTER: Hardworking men.
BRAND AMBIDEXTERITY & DESIGN
THINKING
➔ “Wicked problems is a problem that is
difficult or impossible to solve because
of incomplete, contradictor, and
changing requirements that are often
difficult to recognize.”
➔ Characteristics of wicked problems
1. Problem is not understood until after
formulation of a solution.
2. Wicked problems have no stopping
rules.
3. Solutions to wicked problems are not
right or wrong.
4. Every wicked problem is essentially
novel and unique.
5. Every solution to a wicked problem
is a “one-shot operation.”
6. Wicked problems have no given
alternative solutions.
➔ Design Thinking: is a collaborative,
iterative, experimental and
human-centered process that adopts a
holistic approach and applies abductive
reasoning to problem solving
◆ Abductive Reasoning: The
combination of both induction (from
instances to theory) and deduction
(from theory to instances)
◆ Iterative Thinking &
Experimentation: A preferences for
trial and error, and learning from
feedback. Rather than perfect the
offer first time around, design thinkers
engage in quick prototyping and
adjust quickly.
◆ Holistic Perspective: A focus on the
wider system in which a user’s
problem or opportunity exists.
◆ Human Centeredness: A focus on
the user, but one that acknowledges
cognition, emotions and behavior,
and seeks to understand the context
in which such users seek
self-authentication.
DOBLIN’S 10 TYPES OF INNOVATION –
BRAND
Configuration
➔ Profit Model: the way in which you
make money
➔ Network: connections with others to
create value
➔ Structure: alignment of your talent and
assets
➔ Process: signature or superior methods
for doing your work outside of
operations
Offering
➔ Product Performance: optimize
extracting core products more
effectively, to higer quality
➔ Product System: innovating the product
system (e.g. production or innovative
use of byproducts)
Experience
➔ Service: support and enhancements
that surround your core operations
MM5720 PRELIMS
December 17, 2022 | FRAN |
➔ Channel:how you interact with
stakeholders and access or create new
markets
➔ Brand: Representation of your business
and how you create trust in your brand
➔ Customer Engagement: distinctive
interactions you foster, including joint
ventures
UNIT 4: BUILDING A STORYBOARD
➔ StoryBrand : A method that focuses all
your website's content on the customer
to ensure clear, consistent messaging. Donald Miller
➔ Too much noise. No emphasize.
➔ Too much cluttered ads
➔ Creating inefficient content
➔ Putting aesthetics over user experience
➔ “ In every line of copy we write, we’re
either serving the customer’s story or
descending into confusion; we’re either
making music or making noise.” Donald Miller
➔ As a brand, you are the creator or the
guide.
➔ Your customers should be the HERO of
your story.
➔ As the villain, set their problems and
pain points.
➔ A solution and successful results.
➔ Completeness is the main idea behind
“happily ever after.”
➔ Storybrand: able to provide clear,
concise and compelling
STORYBRAND 7 (SB7) FRAMEWORK
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A Character
Has a Problem
And Meets a Guide
Who Gives them a plan
And Calls them to action
That ends in a success
That helps them avoid failure