Brand Management: Brand Essence

Male 1: Welcome ladies and gentlemen to the session now concerned with brand essence as we work our way through the model of brand vision to brand evaluation in this part of the strategic brand session. What I want to do in this session is to show you that there’s a result of having this vision thinking about the culture, the objectives, what’s the point now thinking about that brand audit? How you can then summarize what you want the brand to be? What exactly you want the brand to be? Now the way we do this, there are several models out there but one model that is grounded in theory—grounded in a very practical theory is a model that can put the brand together by thinking in terms of a ladder, a chain. And it’s a model that says first of all, because of understanding the corporate competents, understanding how a better or worst now are competitors and in acting this competents. We’re able therefore, to develop a low number of attributes that are really good. That the costumer says, well this is terrific. Now, but costumers don’t want attributes, they want what the attributes do. They want benefits. So you see in the example that I’m going to present in the moment that we ladder. Once we found this low number of attributes, we then post the question, what rational benefits do this lead to and we identify them. And don’t forget, people don’t think, people also failed. So we then, for each of this rational benefits, we then want to post the question and what emotional reward. How do you want people to feel about what’s going on? And as the result of that surely that failing those separate feelings are internally leading to—they’re leading to some form of value within the individuals got. Then if you want to summarize it, you can start to think maybe in terms of personality. I’m not a great fun of that so I cant quite breath as I go through it. Now this theory was develop by Gotman, also a research to an independent widely, widely use in terms of taking all that I’ve been talking about, you then start to say so what should the brand be? Now there's nothing better than a practical theory. So let’s take the theory and let show the value of that theory. This theory that says when we’re trying to understand what the brand should be, these are the core elements of the ladder that goes through. Now if you think about it, when somebody buys, they buy because there's a key one big driver on big motivator. But they might find that several brands there needs that motivator really well. So it then start to think about second re-motivators. Now realistically what we’re therefore talking about is by behavior when people start to think if they’ll thinking about brands, they’ll be using a load number of criteria to make an assessment of what’s going on there. So what we do in the model is if we’re in a market where people maybe using maybe three motivators to help understand brand, then we need to start thinking in terms of so what’s three core attributers that we’re going to have to have, we have to sort it through. So our start point is, having taking all that data now from the brands sphere. The corporation that distribute there, the buy, the competitor and the marketing environment, we look at it and we then start to says are thinking does this means that, and one of the things I want to get from it is, this means that we must do something in terms of having this attributes that we’re outstandingly good at. And here’s my hypothetical card, and this card had found and notch in the market place and was all to do with the card and they were heading, we’re able to do it that really develop incredible power. Roads becoming too congested, this card, the argument lost, it will get you out to trouble through a sensible use of power. But in that domain of similarity, this organization took of view that already said and what we’re going to do is we’re going to have crafts people working this card. So when the leather and the sits have done, we can have people that really understand leather. When the tick inside the car comes through we’ll let people then choose the types of what the boutique. Yeah this one be recognize. And they found also and they had the ability that people really were concerned about using the car this in particular to then express something about themselves. It was all about therefore leading a certain type of design. Now they got the competences to be able to do. When they some competition, competition in some of this domain were not doing too bright at all. So they then started to think in terms of so this maybe is what the brand could be like, so I’ve got my three attributes. Then you appeal to theory. You then take an attribute and you ladder the attribute. So we then start thinking about the first ladder. If this card has got power, what it therefore means is, you know in a long journey, the effort required from you in terms of driving is less and there would be the case with the low power engine where you’re getting frustrated. You’re sitting behind and for safety reasons you’d never going to start to over take us, take some types of action. What is it mean? It therefore means the points that just making there. It means that the emotional reward is going to come through that this person will be wise, they’ll be wisely confident—they’re not somebody that’s going to start to take the risk. But they’ll be wise because well in this situation, I’m pretty certain these things going to be able to get me out of it. So they got the sensation of confidence. So if you think about it, well what that does mean if we continues the ladder, well it means at this type of person is somebody that really believes in not being told what to do all the time. They don’t like being restricted. So now I’ve got a value—now I got the value and maybe it sort of person who is rather adventurous, I think I’ll leave that one alone for the moment. Think about that cross over. What that’s leading to really is because of the type of lead that you’re going to have on the sit, the color, the way that it goes, the brush, because the type of material that you’re putting together through crossmanship, what you’re really doing is you’re making the functional attribute become a benefit of—its individualistic. You’ve decide that this car really is now all about you. Emotional award from it well its all about steam. So what value are we now at. We’re now hitting a value of somebody that really says and one of the things that I’m concern about when I want to get a car is it status. I want to reflect something about my statues. And then you look at design for which you can then say this design is all about maybe the rational side of things which is the aerodynamic reducing resistance in the wind or the other costumer does is saying, well you’re not concerned about aerodynamics. What I’m concerned really about is people and then saying, gosh it’s a head turner. I want them to turn their head and when they see this thing going buying. Why? Because I will now already want some sensation of excitement in this, in some way this really is quite pleasant. So therefore, what value you starting here? Well here, you may well be starting to hear a value, that’s all to do with pride. You now starting to do, you now starting of value this all to do in some way with pride. So you now develop a brand promise but you do not develop a brand promise that has got 1, 2, 3,—that got 15 words in it. You don’t do that. This is a told that then says now. Debate amongst your team, synthesize it. Complete the sentence. This brand therefore promises and then this brand case it may well be a brand that comes out with the promise that says, we promised that we are always ready to leap you forward. And look at that word leap. It’s got a connotation in terms of space. It’s also going to connotation in terms of statues in Korea. Wherever ready, try and leap forward. That’s me and that’s my crewed way of looking at it. Male 2: So it’s got a connotation of adventure isn't it. Male 1: Yes exactly. It’s also got that connotation of venture coming through. Thank you. Yeah. So its things like that where people then start to work with each other and then somebody comes in there become the virus and then to challenge it. And then you move in on. But it’s a debating tool but it’s a highly focused debating tool well then says, come on. Let’s now start to feel this sentence in. This brand promises that and we’re able to get that. Now can you see the logic? Why did I spend this time going through this model with you? I spend the time because as result of—this thing called a vision and the objectives in the culture are able them start to set objectives and may able then to do this audit. But the audit has fed through into this model here. Because the audit gives me my three start points, it gives me my start points. So there's the detail of brand essence. In many organizations case there—you know they’re very happy with either having there or than just having a statement. This brand promises that and here’s a short sharp sentence, they’re more than that. The shorter the crispier the better because people then are able to start to understand what this can mean, they’re able to start to think in terms of therefore—what it means in terms of the sort of things that I do. So looking at brand essence and again modeling simplifying all the time recognizing that there’s a slight risk, then what we’re doing is through the simplification, we maybe missing a bit. But it is through the debate and it’s also through the launch that this sort of things happens. So in conclusion, I’ve used the model and I’ve now use the model to then start to say following that process what therefore should the brand promise be. I use this brand pyramid, I use laddering in the brand pyramid and I ultimately can come out with a brand promise by brand essence. That concludes that session on brand essence.