Professional Documents
Culture Documents
Brand Management
Brand Management
We have prepared our group project on: Institution for inspiring brands a case study on
BRAND FORUM It was really a nice experience for us to do the project on above topic.
While preparing the project lots of people helped us on various occasions. Among these
people our classmates, course instructor are mentionable. In this regard, we would like to
give our special thanks to our course instructor Sayed Parvez khan, Lecturer, School of
Business, University of Information Technology & Sciences.
We are also grateful to our friend and the people who helped us a lot in doing this project.
Special thanks, gratefully and lovingly offerd to our parents, for their overall steadfast and
loyal support during the preparation of this project. Finally, our gratitude along with thanks
goes to The Almighty for keeping everything on right track.
We want to talk about our limitations that we had to accept during the completion of this
project. However, we believe that we have tried our best to make this project more reliable
and acceptable.
Introduction
A brand is a product with unique character, for instance in design or image. It is consistent
and well recognized.
The advantages of having a strong brand are:
Inspires customer loyalty leading to repeat sales and word-of mouth recommendation.
The brand owner can usually charge higher prices, especially if the brand is the
market leader.
Retailers or service sellers want to stock top selling brands. With limited shelf space
it is more likely the top brands will be on the shelf than less well-known brands.
Some retailers use own-label brands, where they use their name of the product rather than
the manufacturers like Tescos Finest range of meals and foodstuffs. These tend to be
cheaper than the normal brands, but will give the retailer more profit than selling a normal
brand.
Some brands are so strong that they have become global brands. This means that the product
is sold in many countries and the contents are very similar. Examples of global brands
include: Microsoft, Coca Cola, Disney, Mercedes and Hewlett Packard.
The strength of a brand can be exploited by a business to develop new products. This is
known as brand extension a product with some of the brands s characteristics. Examples
include Dove soap and Dove Shampoo (both contain moisturizer); Mars Bar and Mars Ice
Cream
Brand stretching is where the brand is used for a diverse range of products, not necessarily
connected E.g. Virgin Airlines and Virgin Cola; Marks and Spencer clothes and food.
The logo on a product is an important part of the product. A logo is a symbol or picture that
represents the business. It is important because it is easy to recognize, establishes brand
loyalty and can create a favorable image.
during the Industrial Revolution introduced mass-produced goods and needed to sell their
products to a wider market, to customers previously familiar only with locally-produced
goods. It quickly became apparent that a generic package of soap had difficulty competing
with familiar, local products. The packaged goods manufacturers needed to convince the
market that the public could place just as much trust in the non-local product. Pears Soap,
Campbell soup, Coca-Cola, Juicy Fruit gum, Aunt Jemima, and Quaker Oats were among the
first products to be 'branded', in an effort to increase the consumer's familiarity with their
products. Many brands of that era, such as Uncle Ben's rice and Kellogg's breakfast cereal
furnish illustrations of the problem. Around 1900, James Walter Thompson published a house
ad explaining trademark advertising. This was an early commercial explanation of what we
now know as branding. Companies soon adopted slogans, mascots, and jingles that began to
appear on radio and early television. By the 1940s, manufacturers began to recognize the way
in which consumers were developing relationships with their brands in social /
psychological / anthropological sense.
From there, manufacturers quickly learned to build their brand's identity and personality (see
brand identity and brand personality), such as youthfulness, fun or luxury. This began the
practice we now know as "branding" today, where the consumers buy "the brand" instead of
the product. This trend continued to the 1980s, and is now quantified in concepts such as
brand value and brand equity. Naomi Klein has described this development as "brand equity
mania". In 1988, for example, Philip Morris purchased Kraft for six times what the company
was worth on paper; it was felt that what they really purchased was its brand name.
Marlboro Friday: April 2, 1993 - marked by some as the death of the brand - the day Philip
Morris declared that they were cutting the price of Marlboro cigarettes by 20% in order to
compete with bargain cigarettes. Marlboro cigarettes were noted at the time for their heavy
advertising campaigns and well-nuanced brand image. In response to the announcement Wall
street stocks nose-dived for a large number of branded companies: Heinz, Coca Cola, Quaker
Oats, PepsiCo, Tide, Lysol. Many thought the event signalled the beginning of a trend
towards "brand blindness" (Klein 13), questioning the power of "brand value."
If you think that the idea of branding is relatively modern, starting with the industrial age in
England, then moving to the rest of Europe and the U.S., then youre in for an interesting
surprise. Since the time people created goods to trade or sell, or as far back in time as when
people owned cattle, there have been trademarks, symbols, signs or posters, pictorial signs,
and hawkers. In order to distinguish their goods, craftsmen imprinted trademarks on their
goods and creations to signify the maker and origin. Ultimately, trademarks assured the buyer
or trader of the quality of the merchandise. To denote ownership of property, at first cattle
were branded with paint or pine tar; later, unfortunately, cattle and sheep were branded with
hot irons. Humans were also branded for various reasons. Slaves were branded to mark
ownership; criminals were branded with disgrace. During World War II, victims of Nazi
persecution who were interned in concentration camps were branded with numbers.
Horrifically, people have used branding to indelibly mark people and animals. For a sound
purpose, tradesmen have used branding to mark possessions and goods. Although some terms
and connotations stay in our vernacular, for the most part, the negative connotation of
branding has been abandoned for one that is positive and commercial, referring to the use of
distinguishing brand name goods and services.
How did you start GBF and how is it the leading branding forum today
Today, you simply cannot ignore brands, even if you detest them. They are ubiquitous, in
your face and have unprecedented clout economically, socially, culturally and even
politically. Brands can be downright intrusive, even offensive and promote greed, fear, ego
etc. or they can be a force for good, a catalyst for social change and a tool for organizational
transformation. In a way brands have enormous power. But with great power comes great
responsibility. This mysterious power of brands has always fascinated me. Further four years
ago, I was quite puzzled to note thatthere was no Branding Forum that had a global scale or
following. There were leadership forums, media forums, advertising forums, technology
forums etc., but no real branding forum. That is what motivated me to kick start this initially.
The Global Brand Forum was set up in 2003 to be the first Forum on Branding that truly has
global scale, stature, content, coverage and audience. It was also meant to be a platform for
inspiration and brand thought leadership. We wanted to bring outstanding global leaders,
icons and luminaries who have redefined businesses, created brands and even changed the
world in some way. And we wanted CEOs, Marketers, Entrepreneurs, Advertisers and
Bureaucrats from Asia to change the way they looked at their brands and businesses by
getting them up close and personal with these Global Leaders.
Secondly, Brands are too important to be circumscribed with the confines of advertising
agencies or marketing departments of companies. My personal frustration with the branding
and advertising industry is that it consists of loads of brand experts who know quite a bit
about brands but have not truly built any brands. There is a big difference between knowing
about brands and actually creating them. As someone who has been in the advertising
industry for more than 15 years, I cannot help feeling that advertising agencies at best create
very good advertising. Unfortunately very good advertising cannot create outstanding brands.
Further, we asked ourselves this question, "Who has the credibility and who would you rather
listen to - A brand expert or the real-deal leaders like an Al Gore, Anita Roddick, Richard
Branson" etc.? The answer was simple. I have come to the conclusion that great brands are
seldom built by brand experts or advertising agencies. They are built by inspiring leaders.
That is one of the reasons why we bring inspiring leaders and icons from diverse fields like
Films, Media, Business, Politics and of course, Advertising. We put these diverse people on
to the same stage. That creates a combustion and spark that is unpredictable and inspiring. In
the past we have had unusual people like Dr. Deepak Chopra squaring off with Anita
Roddick; Rudy Giuliani and Francis Ford Coppola sparring with each other etc. This alchemy
always creates magic and electrifies the audience.
Our challenge is always to set higher standards each year. This is always difficult because an
inevitable question that haunts us is always who do you bring next year after you have
brought Anita Roddick or Al Gore or Warren Bennie or Francis Ford Coppola? But, whilst it
is a big challenge, that is exactly what makes doing the forum fun and stimulating. We also
have a big following of people across Asiathat have high expectations. That is yet another
challenge.
But we have always been single minded about creating an "out of body experience" for our
delegates. That's eventually what keeps us going. Our ultimate high is when many delegates
and even speakers tell us that, "these two days at the Global Brand Forum have been their
most inspiring two days of the year." Now that is simply too intoxicating to ignore
Conventional brands are in trouble; they've run out of juice and played out their
relevance. Great brands are in danger of becoming commodities. The few brands that
have escaped the commodity trap will now lead. These brands fuse mystery,
sensuality and intimacy into a magic that takes you past irreplaceable to become
irresistible.
The key word is not communication. It's "connect," and those who connect win.
People don't sleep with their iPod for a reason. Love marks create Loyalty Beyond
Reason... not for a reason.
The dissolution of mass markets and atomization of society into more finely focused
communities of interest, and micro-niches, are changing the game. Paradoxically, a
single global consciousness is forming around brands. Consumers know they are in
charge now, they've moved from I need and I want to I can, and they love it. People
are open to new experiences but today people want to be attracted by stories that
engage, empathize and inspire. Brands need a past and a present and a future. The
back story is as important as the punch line and the sequel.
By making it both more intelligent and more emotional. With each new technological
advance, we get new opportunities and new ways to mix sight, sound and motion (or
"sisomo") to connect emotionally with consumers.
Technology has forever altered and tilted the axis of power in favor of the consumer. We have
more cool tools to make that crucial emotional connection that leads to action, but we must
understand the new rules of the road and learn that the consumer is behind the wheel. It's
about attraction not distraction, about attracting people when and where they are interested.
And connecting with them emotionally.
Global Citizens comprise 55% of the population and solely rely on whether companies
behave responsibly on pressing issues such as consumer health, environmental concerns and
workers rights.
Consumer Segments- are the second largest segment at 23% of the worlds population.
These consumers are less discerning about transnational companies. This facet of the
population is more likely to believe global myths and remains devoted to their use of certain
products.
Anti global- make up approximately 13% of the worlds population. This sect of the
population is highly skeptical of transnational products and their wide influence. They mostly
avoid contact with transnational firms and their brands. The highest numbers of this group are
primarily located in the UK and China.
Global Agnostics are the least influential group of consumers when it comes to global
brands. Comprising about 8% of the population, this group evaluates a global product by the
same criteria they use to judge local brands. In the United States and South Africa, the
numbers of this population remain high.
There are five main goals that global brands should have when considering new
opportunities and new responsibilities. These are; Thinking globally, managing the dark side,
building credible myths, treating anti global as customers and turning social responsibility
into entrepreneurship.
Thinking globally is essential for major corporations because their products are ultimately
symbols of what consumers perceive them to be. Firms must learn to participate in a
polarized conversation about global brands and influence it.
Managing the dark side of companies is difficult, but essential. Managing perceptions of
global brands is an integral part of keeping the company successful. Advertising approaches
are paramount in maintaining a positive image.
Building credible myths is also a gateway to success for large brands. Firms must create
appropriate myths highlighting things such as personal empowerment, consumer centered
campaigns and philosophical dialogue with consumers. This ultimately earns credibility with
your market demographic.
Treating anti global- as customers is equally important. Although this facet of the
population typically strays from larger firms, they represent one in ten people in the world.
Companies must earn the trust of this segment by focusing on them as disgruntled consumers
and making every advance to perfect their products for this demographic.
Turning social responsibility into entrepreneurship is key, especially since social
responsibility has become an integral part of societys allegiance to certain firms. Most
companies have launched successful social responsibility campaigns including philanthropic
efforts and environmental initiatives. People tend to buy products that are socially
responsible or fund a good cause.
Some are calling them young and fearless, while some refer them as the fighters of 21st
century. With their raised voices vibrating with slogans, clenched fist brandishing in the air,
feet stamping on the ground, they are demanding one thing unanimously - capital punishment
for Kader Mollah and other war criminals. They are the youth of Bangladesh and they have
taken on the task of tying the nation in one chord after what seems like decades.
Under the banner of "Bloggers and Online Activist Network", hundreds of people started to
gather in Shahbag area of Dhaka since February 4th after the International Crimes Tribunal-2
(ICT) sentenced Abdul Quader Mollah, Assistant Secretary General of Bangladesh Jamaat-eIslami party, to life term imprisonment for his war crimes. Hundreds became thousands and
now the force is unstoppable. The protesters have expressed their determination that they
would not return home until ICT awards capital punishment to Abdul Quader Mollah.
After years of apathy to the state's indiscretions and negligence, the people have finally risen
up. It has almost been four weeks, and the movement at "Projonmo Chottor" or Shahbag is
still going strong, the moshals and candles still burning bright. The process of trying the war
criminals has been long overdue, but it is never too late to serve justice to those who have
committed unspeakable crimes.
Shahbag movement is unique for Bangladesh on two important fronts. First, is the nature of
the movement; it is the biggest youth led movement after a long time. Second is the
movement's use of social and public media. Networking on Facebook and Twitter has been a
strong source of unity, and the 24-hour satellite news channels have been covering the protest
since the first day.
The Initiative
As the famous quote goes, 'With great power comes great responsibility', and for the pioneers
of the RMG industry, responsibility towards society and the environment has been a
prerequisite of success. Abiding by the many
With a 35 per cent annual growth, Otobi enjoys more than half of the countrys Tk 500-crore
market of brand furniture. Nasir says difference in designs and quality products at affordable
and competitive prices keep them ahead of others.
Nasir shares a pleasing experience in opening of an Otobi outlets in Kolkata in mid-2008.
The western expatriates started comparing Otobis designs and finishing with European
products and surprised how Otobi could offer so competitive prices, said Nasir, Huge
coverage in Indian media then allured choosy Kolkata shoppers to our shop.
Recently Otobi has established a sophisticated furniture making plant at Ashulia near Dhaka
that also uses solar energy as its commitment to environment.
Successful branding requires We approach, said Nasir. For banding success, companies
need to work like families.
Without having sustainable brands, sales at any business may grow for a time being but hard
to sustain, said Kamruzzaman Kamal, the executive director of the Agriculture Marketing
Company Limited-AMCL.
Juice, pickles, cookies and confectionaries in AMCLs brand name Pran are now being
shipped to more than 50 countries and sold in villages in north-east India to cities in many
Middle Eastern and western countries.
Prans last years exports amounted at around $15 million which was more than half of
Bangladeshs total processed food export earning. The company employs 60 plus
Bangladeshis abroad to operate its overseas business. Also it has a plan to set up a plant in
India.
Prans plants in Africa or middle-east are not impossible projects in the future, Kamal said.
Kazi Anis Ahmed, CEO of the organic tea brand Kazi and Kazi, says products from
Bangladesh have potentials to be premium brands, but building brands requires strategic and
professional efforts.
After being approved by all standardisation tests, Kazi and Kazi tea was showcased at
Harrods in London as a test case and received overwhelming response from consumers.
By 2008 Kazi and Kazi developed its large capacity to process and market premium segment
tea at significant volumes and now shipped regularly to the USA, Japan and Korea.
Sri Lanka exports 10 times more tea than Bangladesh but earns 100 times more. It happens
not for mere quality, but for branding mainly, says Anis.
Citing that India has brand tea produced in her different regions, Anis says tea produced in
Sylhet and other regions should have brands.
Anis said his brand sells at $4 to $9 per kilogram in export markets while on average export
price of Bangladeshi bulk tea is only $1.65.
Within a couple of years we will export more than 50 per cent of our garden outputs or one
million kilograms of tea as brand item, Anis told New Age.
Shariful Islam, editor of the Bangladesh Brand Forum, traces that realisations on the
prospects of branding were growing among local companies.
You think how many Indian brands were there in global markets a decade ago and how
many are there now, says Sharif as he disagrees that Bangladeshis have made late in entering
global markets with their own brands. The age of branding by Bangladeshi exporters has
begun and it will go on.
Professor Syed Farhat Anwar of the Institute of Business Administration in the University of
Dhaka predicts that mission of branding would soon be started in apparel export sector as
well.
All that needs here are seriousness and professionalism, and skills of peoples in the
companies should be enhanced much so they can understand the demands and the behaviours
of overseas markets, the brand expert suggests.
He stresses that the government and industry should work together for the development of the
brands at global markets.
It is indeed refreshing to see how Bangladesh is catching up and the market movers and
shakers are ready to give branding a green signal and are willing to consider it as one of the
most important investment decisions. This is also evident in the new categories of products
like rods and plastic goods that have started to go for branding to carve a unique space in
consumer minds. And as in Bangladesh Brand forum we believe no goal is too big, no
destination too far, no dream too lofty, one day Bangladesh will produce some of the finest
"new emerging multinationals" with brands first nurtured by the affection of 160 million
people of the 8th largest market in the world.
What Brand Forum dose to do Branding?
Some measures that have proved to be a winning formula for the new emerging
multinationals.
1. Laser focus to fit limited resources: The biggest problem which causes eternal doom for
many companies that never make it to the top is that they misallocate their limited resources
at the outset as they try to be everything for everyone, attempting to scratch every consumer
segment with too many product lines they can't manage. New emerging multinationals are
focused in keeping their feet within boundaries; e.g Marico has clearly limited itself to pre
and post hair care products while HTC produces smart phones in the android platform. The
focus is evident in not only the product portfolio but also in the target segment they cater;
take Godrej for example, which caters to only dyes for black hair, leaving aside the red heads
and blondes
2. Begin with target consumers: This essentially refers to the consumer focus that these
companies have opted for. How Marico developed an alcohol free gel in for the Muslims and
hair cream suited to negate high chlorine levels of the Gulf region can be cited as an example.
3. Frugal Product and Process innovation: Frugal yet highly effective product and process
innovation is the third driving force of success for these companies. Take TLC for example. It
hires more engineers for R & D in China. The cost of hiring engineers for TLC is pretty lower
than that of its competitors based in Japan. TLC ensures the cost is cut down even more by
hiring the very best engineers produced by the universities in the "second tier"- the ones that
rank just a little lower than the best universities. The best students in the second tier are just
as good as that the first tier but had lower expectation and higher motivation for working with
a highly reputed company like TLC. Careful selection ensures that they attract the right part
of the tail. TLC hires them at lower salary but keeps them motivated with stock options,
increasing efficiency and spurring innovation. Another good example is Natura, the leading
producer of skin care products from Brazil. While big giants spend big bucks in maintaining a
big in house research team and facility, Natura outsources most part of its R & D to the
universities by collaborating with them. Hence it devotes a lower fraction of its smaller
revenue to R & D but is still able to launch a new innovative product after every 3 days- a
feat at par with giants like 3M!
4. Multiplier effect where possible: They make every dollar count. Each unit of their
currency is spent with a view to create multiplier effect. How do they accomplish that: by
creating buzz through creativity and innovation in marketing, leveraging reach through
opinion leaders and heavily using integrated marketing campaigns.
CONCLUSION
Today, the current intense in the global competitive environment, the changes experienced in
consumer behavior, the companies who tries to reach consumer through an effort of brand
concept and branding as a result of in the information communication technology, and whose
attempt to stay alive in terms of big companies start to gain more importance. Names, terms,
words, symbols, design, sign, shape, color or in terms of their various components for the
products and services are determined, introduced and in this context the brand concept which
allows it to differentiate from its competitors.
Brand concept covers the basic definitions of the trademark, logo, corporate, risk reduction,
identity systems, image, value system, personality, relationships and evolution. In the basic of
this context can be mentioned receiving importance of Branding and not only have its own
intellectual property but also that can be mentioned to differentiate between other line
education programs in the market through the unique of the Brand.
One thing that holds true is the importance of storytelling -- it has worked since the Stone
Age. How stories are told has changed with culture, though, and technology has shaped
emerging culture and behavior very dramatically over the last 10 - 20 years. Most obviously,
to quote Charles Vallance, we've moved from a download culture to an upload culture. As a
result, old ways of storytelling are less relevant. Brands and communications used to be built
on the consumption of a message and interruption; they were massive firework displays.
Today, the conversation around brands is much more participatory. One thing that's changed,
and should be of concern, is that people see brands as less important and meaningful now.
The Havas Media Lab published some research that suggested most people wouldn't care if
70% of brands disappeared. Brands need to create real value in order to be meaningful and
distinct. That means we have to think less about what our brand says and more about how a
brand can be useful and helpful.