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Brand activation
By: Paul Morel, Peter Preisler and Anders Nystrm
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What to activate
When activating a brand, look for the core features that constitute
the brand. It might be the communicated position or promised customer
benefit, or the company vision or people policy strategies and tactics
that often are relevant for the whole company. Therefore, effective brand
activation starts with a defined brand.
Brand position is a common definition in these circumstances. Al Ries
and Jack Trout first defined the term in their book Positioning. Ries
and Trout describe the marketing opportunities of conquering a specific
position in the mind of the target audience. This position must have
strategic advantages towards competitors to be profitable.
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One example that supports their reasoning is Avis, the car rental company.
Avis admitted that Hertz was the first car rental brand in the world. Acknowledging this Avis explored the opportunities and competitive advantages of
being second. The result was: Avis, we try harder. By positioning the
brand as the second brand in the car rental market, Avis gave meaning to
why they had to work harder than its worst competitor to please their
customers.
Another example is Apple. Apple was first among the computer manufacturers to conquer an obvious position: the position as the different
computer company. Think different, gave meaning to the bite in the apple;
to the different operative system and, later on, the different approach to
product design.
Another theory is developed by David A. Aaker published in his book
Building Strong Brands. Aakers Brand Identity System describes the
brand position like this: Brand position is the part of the brand identity
and value proposition that is to be actively communicated to the target
audience and that demonstrates an advantage over competing brands.
Aaker describes the identity system itself as the core identity and the
extended core built by products, organization, personality and symbols.
In this paper we will simply use the term Brand since constituents may
vary depending on which branding theory and strategy used.
Where to start
Search for solutions where the
brand can support, guide and
innovate the company.
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When exploring the brand for activation, search for answers to how the
brand can be relevant, adaptable and profitable for the four areas, respectively. There is also an opportunity to add a fourth question; how is this
measurable? Though there are numerous well-developed theories and
methods for measuring the brand, we choose not to explore this question
further in this paper. But we do want to stress that measurement tools and
methods are important indicators of the effects of brand activation efforts.
The questions mentioned if the brand can be relevant, adaptable and
profitable - are not intended to question the validity of a brand. Instead,
they shall explore the opportunities within the brand that can have relevant
and meaningful consequences for the four areas. In other words: there
must exist a strategic brand work as platform for brand activation efforts.
To further explain what we mean by brand activation, we adapt the three
questions to two of the cornerstones: Employees and Products and
services. We will use showcases to make it more understandable.
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Employees
Since employees are one of the most important carriers of a brand, you
might ask yourself; how do companies give employees inspiration,
education and tools to perform on the expectations created by marketing
promises?
How is the position relevant?
McDonald's vision is to be the world's best quick service restaurant
experience. The mission is to get the customer satisfied as fast as possible
and to leave just as fast with a happy face. On the corporate homepage,
McDonalds states: This means providing outstanding quality, service,
cleanliness and value, so that we make every customer in every restaurant
smile. The question to ask here is: how can the company mission be
relevant to low paid staff in the fast food industry? And what makes people
smile in a fast food restaurant?
How is the position adaptable?
The Scandinavian airline, SAS, has chosen to let the companys
Scandinavian heritage form the foundation for its brand. The company
describes the typical Scandinavian character as informal and unpretentious, straightforward and honest, modest and with a lighthearted glint
in the eye. The challenge is to define how the brand position Its
Scandinavian can help flight attendants understand how to meet their
passengers. What inspirational guidelines can every employee agree upon,
when breaking down the brand into behavior and attitude?
In some companies, the brand may not be stated or articulated in a way
that easily translates into personal behavior, attitude or mission etc. For
example, how is the mission adaptable to employees at the petrol
company Statoil? At the corporate homepage, Statoil states: The mission
is to make our customers every day life easier through personal service,
care and quality, and through attractive locations and opening hours make
it possible for the customer to shop more from one same place.
Considering this, as an employee at a Statoil service location you had
better be prepared to serve the customer with a lot more than filling cars
with petrol. What can you as an employee at a petrol station do to make
peoples life easier?
How is the position profitable?
How can the brand be profitable for the employees, given the fact that its
profitable for the company? Does it increase their salary or in other ways
add to their personal well being, i.e. by making the workplace a meaningful
or joyful part of life?
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How do we activate the brand through products and services? And how
do we make sure that products and services live up to advertising
promises? By aligning these questions, emotional preferences can be
attached differing products with similar functional attributes. McKinsey
Quarterly, 2002 nr 1 captures this in their article about Revving up auto
branding. GM and Toyota build two more or less identical cars (the Toyota
Corolla and the Chevrolet Prizm), both models designed by Toyota in their
joint venture plant in California. The models have similar functional benefits
and both models score high in consumer reports. Yet, selling the Chevrolet
Prizm requires $750 more in buyer incentives, only one-quarter as many
Prizm are sold, and their trade-in value depreciates much more quickly.
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Summary
Branding is much more than advertising. The time has come for companies
to leverage the brand asset within the entire organization. The postmodern
individual demands that brands live up to their promises in every interaction
whether it is through products and services, employees, identity or
communication. A coherent brand in these four areas will gain trust and
loyalty with its customer enabling profitable relationships between brands
and people.
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Sources
Post-modernism, electronic consciousness and humanness
Robert Delamar
Spark-online issue 6.0
Brand leverage
David C.Court, Mark G. Leiter and Mark A. Loch
McKinsey Quarterly 1999 number 2
Building Strong Brands
David A Aaker
The Free Press ISBN 0-02-900151-X
Positioning, the battle for your mind
Al Ries, Jack Trout
McGraw-Hill Professional Publishing; ISBN: 0071373586
No Logo
Naomi Klein
Picador USA; ISBN: 0312271921
Starsky
Starsky is a brand and design agency. Our focus is to strengthening
the relationship between people and brands. Starsky works with clients like
SAS, SEB, SEB Enskilda Banken, Travellink and BMG.
Starsky
Sibyllegatan 53
114 43 Stockholm, Sweden
Tel. +46 (0)8 660 00 52
Fax. +46 (0)8 660 40 53
www.starsky.com
Paul Morel
paul@starsky.com
Peter Preisler
peter@starsky.com
Anders Nystrm
anders@starsky.com