INTEGRATED

BRAND
MANAGEMENT
PROCESS
A cooperation between BRAND RATING and BrandMaker
Value-oriented brand management
From the strategy to the operational detail
Page | 3
Why does this brochure focus on the brand management process?
because only strong brands generate
added value.
The development of a consistent brand strategy, in line
with the corporate targets, is the basis for brand success.
In mature and ercely competitive markets, the brand be-
comes a key success factor for maintaining and commit-
ting customers or achieving and safeguarding a price gap.
because the effectiveness and efciency of
brand management expenditure is of increasing
signicance in the face of budget restrictions.
An end-to-end connection of strategic brand planning
with the operational implementation of brand measures
and an accurate analysis of the success factors help to
prevent loss through friction and to ensure that funds are
invested in the right place.
because only a consistent realisation of the
brand strategy will in the end lead to success.
Larger companies, especially those with a complex
organisational structure, nd it a challenge to transport
the brand strategy to the implementation of specic
measures. Each member of the company should know
what is required to ensure that the target group receives
the typically holistic image which makes a strong brand.
Challenges in the
brand management process
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Status Quo
Sector A Sector B
Corporate strategy
Brand strategy
Brand presentation Brand presentation
To create clear processes and communication
channels. Joint access to information for all
units prevents loss through friction
To achieve a holistic brand presentation with
consistent messages, which establishes a
unique perception in the heads and hearts of
the target group
To dene brand targets and coordinate brand
strategy with superior corporate strategy
To translate strategy into specic
activities in the marketing mix

To measure brand perception and economic
success for adjustment of measures
Challenges
Planning
Implementation
Monitoring
Market 2
Market 3 Market 1
Brand perception
Success in Euros
CHALLENGES
Most brand management challenges arise from cracks in the processes and
insufcient distribution of information.
A clearly dened process
helps brand managers to master
the challenges
Status Quo
Page | 7
Sector A Sector B
Corporate strategy
Brand strategy
Target: integrated marketing
and brand management
Consistent
brand
presentation
Market 2
Market 3 Market 1
Success in Euros
Sector A Sector B
Corporate strategy
Brand strategy
Brand presentation Brand presentation
Market 2
Market 3 Market 1
Brand perception
Success in Euros
Brand perception
OBJECTIVE
An end-to-end process from the brand strategy to the brand presentation which
focuses on increasing brand prots.
The brand scorecard by
BRAND RATING and BrandMaker
Page | 9
Analysing decisive brand indicators
Determination of key brand performance
indicators in the brand value creation
process and denition of brand scorecard
1
Planning strategic brand targets
Derivation and connection of strategic
brand targets with business planning
2
Positioning and planning
operational brand targets
Derivation of success-related
levers in the brand value
creation process, for achieve-
ment of strategic brand targets
3
Comparing targets and
implementation
Interface between strategy and
implementation: comparison of planned
marketing mix measures with
operational targets
4
Optimising operational marketing
processes
IT-based brand management system for
the concrete planning and implementa-
tion of individual marketing measures
5
Steering and controlling
Monitoring the implementation success
through target-actual comparison of
operational brand targets
6
1
2
3
4
5
6
Brand scorecard
Integrated brand
management
process
SOLUTION
The integrated brand management process links brand strategy with brand
implementation.
Analysing
decisive brand indicators 1
Page | 11
Marketing mix
activities
- Product
- Prices / conditions
- Communication
- Sales & service
Brand identity Brand strength Brand preferences
Non-Relevant Set
Relevant Set
First Choice
Purchase
Repeat purchase
Output
Monetary
brand value
Black box target group
Brand value
creation
- Price premium
- Market share
- Etc.
Target group
behaviour
- Loyalty
- Switching habits
- Etc.
Attitude to
brand
- Likeability
- Condence
- Etc.
Brand
perception
- Benets
- Brand image
- Etc.
Perception
marketing mix
- Prole
- Slogan memory
- Etc.
Brand
expenditure
- Central marketing
- Local marketing
Input
Brand
investment
ICON iceberg Brand as person
Brand
iconography
Brand equity
Analysing
decisive brand indicators
KEY BENEFIT
The analysis of decisive indicators in the brand value creation process makes interde-
pendences, success factors, cracks and risks in the brand value creation chain transparent.
Planning strategic brand targets
based on the corporate strategy 2
Page | 13
Deriving brand value
creation targets from
business planning
Deriving the strategic
focus from the brand value
creation targets
Identifying success-
relevant levers for
realisation of strategic targets
Brand-related value
creation targets
Strategic focus
Brand value
creation drivers...
+ 8,0 %
Target brand value
+ 4,3 %
Brand-relevant
turnover
+ 0,1 %
Price premium
on market
Securing sales /
committing existing customers
Increasing sales /
acquiring new customers
Securing price premium /
Backing up price increases
Brand benets and tonalities
Brand competencies
Marketing mix activities
which support the
strategic focus on targets
Planning strategic brand targets
based on the corporate strategy
KEY BENEFIT
Establishment of brand management as an entrepreneurial discipline, through consistent
alignment of strategic brand targets with the corporate strategy.
Positioning and deriving
operational brand targets 3
Page | 15
Securing sales /
committing existing
customers

Increasing sales /
acquiring new customers
Securing price
premium /
Backing up price
increases
Status quo from
perspective of
target group
Current perception of
brand in competitive
environment

+
Needs of target group

+
Individual brand value
drivers
Focussing
the brand identity
Planning the operational
brand targets with
corporate units
Targets for brand attitude and
perception in the target group
Changes to the actual status over
the planning period
Personality
Brand
benets
Reasons
why
Appear-
ance
Starting point for
strategic focus
Brand contents
Brand competencies
Brand strengths
Positioning and deriving
operational brand targets
KEY BENEFIT
A transparent path to a strong brand identity, with a targeted contribution to corporate
success. The joint planning of operational targets secures internal commitment.
Comparing planned measures
with the operational targets in the
Brand Management System
4
Page | 17
Communication Planning
1
Mr. Scott
Ms. Smith
Ms. Big
Mr. Small
Mr. White
Mr. Black
Mr. Miller
Mr. Richards
30,000
200,000
25,000
15,000
12,000
50,000
100,000
10,000
Sales Planning
2
Ms. Richards
Ms. Bell
Ms. Black
Ms. Matthews
Ms. Small
Ms. Bell
Ms. Peterson
Mr. Wood
25,000
150,000
200,000
15,000
500,000
120,000
12,000
5,000
Product Management Planning
3
Mr. Spencer
Ms. Scott
Ms. Mason
Mr. Cooper
Ms. Wood
Ms. Matthews
Mr. Hunt
30,000
400,000
20,000
10,000
85,000
126,000
5,000
Comparing planned measures
with the operational targets in the
Brand Management System
KEY BENEFIT
The integrated planning of marketing activities, with the help of the Brand Management
System, ensures a consistent brand presentation, in line with marketing targets.
Evaluation of activities impact on brand
identity
Effcient
Dynamic
User-friendly
Competent
Traditional
Weak Medium Strong
-3 -2 -1 0 1 2 3
Optimising operational marketing
processes Brand Management System
for the marketing mix
5
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IT-based Brand Management System
Marketing planning
Brand asset management
Automated production of

advertising materials
Direct marketing
Event management
Brieng management
Controlling
Budget management
Project management
etc.
For example, automated
and template-based generation
of printed adverts by
subsidiaries, branches,
sales representatives etc.
Optimising operational marketing
processes Brand Management System
for the marketing mix
KEY BENEFIT
Fast and efcient processing of routine tasks with the help of the Brand Management System.
This releases more time for the important creative marketing tasks and contents.
Steering and Controlling in
Brand Reporting 6
KEY BENEFIT
Integrated and exible control of brand management, since deviations are visible at a
glance and the corporate units are measured according to targets which they, themselves,
helped to set.
The levels of the brand
value creation process
form the basic structure for
brand indicators
An information platform
for all brands, segments and
countries creates the basis for
internal performance compar-
isons
Status Quo:
Determining the status quo
creates transparency of the
brand strengths and weak-
nesses in the perception of the
target group
Planning:
The targets for next year can
be seen at a glance by all
those involved
Degree of target
achievement:
The degree to which achieve-
ment of the brand targets
has been successful is made
transparent
Steering and Controlling in
Brand Reporting 6
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Summary:
Integrated marketing and
brand management
Fast and efcient processing of routine
tasks with the help of the integrated
Brand Management System
Increase
brand prots
Steering and
controlling
Optimise
operational
processes
Compare
brand
targets /
implementa-
tion
Operational
planning
Strategic
planning
Analyse
indicators
Consistent brand presentation through alignment of
marketing activities with the brand targets
Coordinate brand manage-
ment targets with corporate
strategy
Analyse success factors and risks in
the brand value creation process
Transparent monitoring
of implementation
success to increase
reaction speed and
focus on the result
Focus brand identity, dene
and prioritise operational
levers for target
achievement
KEY BENEFIT
Consistent and targeted realisation of the brand strategy with BRAND RATING.
Targeted analysis, concept and planning of the brand strategy with BrandMaker.
Page | 23
BRAND RATING stands for value-oriented management
of the brand as an asset.
BRAND RATING is the leading specialist for monetary
brand valuation on the market and advises
companies how to create, develop and secure brand
value creation
Based in Munich, BRAND RATING is a joint venture
between ICON ADDED VALUE and Dr. Wieselhuber &
Partner, which combines the expertise and experiences
of both companies in value-oriented brand
management and the capitalisation of brand value.

The Brand Management System BrandMaker relieves
marketing staff of tedious routine work, releasing more
of their limited working time for important strategic and
creative tasks.
One example is the automated production of advertis-
ing materials. This reduces costs and helps optimize
the management of subsidiaries, branches and dealer
networks.
Marketing processes are automated with the help of
BrandMaker, reporting is simplied and
CI-conform communication is secured.
BrandMaker is a product by pi-consult gmbh,
Karlsruhe.
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A cooperation between
BRAND RATING & BrandMaker
The key to your brand success
We look forward to meeting you personally.
Mr. Alexander Biesalski
Partner
B.R. BRAND RATING GmbH
Phone : (+49) 89 / 286 23 - 203
biesalski@brand-rating.de
Ms. Kerstin Heinemann
Manager Marketing & Communications
pi-consult gmbh
Phone : (+49) 721 / 9658 - 574
kerstin.heinemann@pi-consult.de
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Your contact persons:
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www.brandmanagementprocess.com
www.brand-scorecard.com
B.R. Brand Rating GmbH
Nymphenburger Str. 21
D-80335 Mnchen
Phone: (+49) 89 / 286 23 - 240
Web: www.brand-rating.de
pi-consult gmbh
Haid-und-Neu-Str. 7
D-76131 Karlsruhe
Phone: (+49) 721 / 9658 - 573
Web: www.brandmaker.com