BRAND PLANNING

Presented by: STANZIN GEDDUN

AND
USMAN HIJAZI
WHAT IS BRAND PLANNING?
 Simply stated, brand planning is a strategic discipline
that focuses on consumers.

 Brand planners seek to uncover the insights into

human behaviour and motivation.

 A brand planner is skilled in both the use of marketing

research and the development of marketing strategy.
Development of a solid brand
 The development of a solid brand begins with a
discovery phase.

 After the discovery phase, the company can move on

to the brand definition phase.

 The fastest moving companies today plan on a

continuous basis rather than on an annual one.
Essential steps in building a
successful brand:

 Develop a vision for your brand

 Position your brand in order to differentiate yourself from
competitors
 Create a personality for your brand
 Articulate the benefits your brand delivers to customers
 Define the values your brand represents
The brand planning cycle

Where are we now? Where could we be?

THE PLANNING CYCLE

Are we getting there How do we get there?

STRATEGIC BRAND ANALYSIS

CUSTOMER ANALYSIS

STRATEGIC BRAND
ANALYSIS

COMPETITOR ANALYSIS SELF ANALYSIS

 Continued…

Customer analysis:
 Trends
 Motivation
 Unmet needs
Competitor analysis:
 Brand image/position
 Strengths/vulnerabilities
Self analysis:
 Existing brand image
 Brand heritage
 Strengths/weaknesses
 Links to other brands

•
Case study
 Sunbeam is an appliance generalist better known for
their range of low tech products like toasters, blenders
and electric blankets.
 Sunbeam started selling espresso machines in 2001.
Objective

To prove their credentials as a coffee machine brand

despite consumer motivation defaulting towards the
specialist European brands.
Issues in achieving objectives

 Through the diagnosis of buyers they preferred

European brands as most of the salient coffee brands
were European. (Customer Analysis),
 The category is populated by companies who only
made coffee machines (competitor analysis).
 Advertising previously undertaken seem disconnected
from customers (Self Analysis).
Defining the objectives
 Short term needs
 To get sunbeam into the consideration set of
brands.

 Medium term goals:

 To redress the share lost to European brands.

 The ultimate ambition

 To achieve market leadership, as the market had
no clear leader.
How Sunbeam achieved their brand objectives:

 They launched a campaign known as “unleash the

barista” with Paul Bassett, the only Australian to win
the World Barista championship title.
 They opened a Sunbeam coffee school to take the
customers under their wing and to train them.
 The DVD version of the instruction book packaged
with every machine
How Sunbeam achieved their brand objectives:

 They launched a magazine known as “The Short Black

book” which was available nationally in cafes.

 Redefining the point of sale:

 Retailers and point of sale materials.

 A new role for advertisement.

Results

 A study measured that there was a 33% growth in

category association.
 16% of the purchasers of the leading European brands
added Sunbeam to their list.
 Within 12 months of the campaign market share had
decidedly began to shift from the European brands to
Sunbeam.
Revenues

 In the first 12 months with the new strategy, an

additional $1.57 million profit were generated for
Sunbeam.
 This represents an incremental profit return of $1.40
for every dollar spent behind communications