NILAMADHAB MOHANTY

CIMP
 How to calculate brand value?
 How to create strong , positive brands?
 How to defend your brand?
 What could be avoided?
 Generic products
 Have no brand name
 Have plain labels
 Companies do little to no advertising to support the
product
 National brands
 Manufacturers choose to market under brand names that
are owned by that manufacturer or another producer
 e.g. E.g. Amul butter, ITC Ashirvaad atta, TATA salt
Creating and building
 Private brands, or private-label products strong brands
 Large wholesalers and retailers , place their own brands
on the shelf as a less expensive alternative to national
brands
 E.g. DJ&C by Big Bazaar

 Family, master, or corporate brand

 a single brand name that identifies several related products.

 E.g. Amul sales milk, butter, chocolate, bread all under one name
Amul

 Manufacturers also market products under individual

brands that uniquely identify the product, rather than the
corporate brand
 e.g. Procter & Gamble - Tide, Charmin, Ivory
 Memorable:
 Brand elements, particularly brand names, should be easy to say,
read, spell, and remember.
 E.g. Amul, Lux

 Meaningful
 A good brand name may also position a product well if it suggests
the corresponding category, product ingredient, purpose, or type
of customer that might use it.
 E.g. Amul

 Likable
 The brand elements should leave consumers with a positive feeling
Choosing brand name
about the brand. All elements should be aesthetically pleasing
 E.g Amul – logo, Amul girl, slogan

 Transferable
 Can the brand element introduce new products in the same or
different categories? Does it add to brand equity across geographic
borders and market segments?

 Adaptable

 How adaptable and updatable is the brand element? In other words, can the
name, logo or tagline become dated quickly? Does it have only regional
meaning?

 Protectable:

 How legally defensible are the brand elements?

Can you trademark (protect) your name, mark, or
trade character?
 Packaging serves the dual purpose of
being both functional and promotional
 Shape, size, colour, other unique
properties
 E.g. Thumsup, Amul butter, Maggi, Paper
boat
Packaging and Brand
 Economic downturns
 Consumers opt for less expensive
brands over premium choices
 Either temporarily lowering prices or
holding the course
 E.g. introducing Fighter brands
 Created to combat and ideally eliminate Growing and Maintaining
Strong Brands
low-price competitors, while protecting
the premium-priced brands Defending Your Brand

 Counterfeiting
 Register intellectual property at the
global level, licensing the brand name
 Direct competition
 By creating a perceptual map
 Analysing what characteristics are important to
various consumer segments and how potential
buyers rate all the alternatives on these attributes
 Brand Asset Valuator
 Developed by advertising agency Young and
Rubicam (Y&R)
 Used to understand
 How target audiences perceive a brand? Measuring Brand Success
 How well they understand it?
 How relevant it is in their lives?
Brand Asset Valuator (BAV).
 Four parameters are considered
 Differentiation
 The perceived distinctiveness of the brand.
 Relevance
 The personal appropriateness of the brand.
 Esteem
 How the brand is regarded and respected.
 Knowledge
 Awareness of and how well consumers
understand the product or services

Measuring brand success
BAV
BAV- Power Grid
 Power grid can be used to map a
brand’s strengths and weaknesses–as
well as its growth prospects
 It can also be used to
 whether a brand is able to establish itself
as a strong power brand,
BAV- power grid
 or it is loosing ground
 Suggested by Kevin Keller
 Brands can be evaluated on the basis of following attributes;
 Ability to Deliver Benefits.
 The brand creates an engaging customer experience and delivers
benefits that customers desire.
 Relevance
 Elements of the brand, such as the type of person who uses the brand,
are modified to fit the times.
 Value Perception
 The nature of the product—for example, premium versus household
staple—influences its price.
 Positioning Measuring brand strength
 The brand clearly communicates its similarities to and differences from
competing brands. Brand Report Card
 Consistency
 Marketing communications don’t send conflicting messages over time.
 Brand Architecture
 All brands in the portfolio work together logically.
 Brand Equity
 All marketing activities and channels communicate the same message
about the brand, solidifying the brand’s identity.
 Brand Meaning
 Managers know consumers’ different perceptions about the brand.
 Internal Support
 Companies consistently invest in building and maintaining brand
awareness.
 Measuring Brand Equity
 Companies use a formal brand-equity-management system
 Reasons of decline or death
 Declining quality
 Too much increase in price
 Too much decrease in price
 Negligence from the management
 Change in targe market needs Managing Declining or
 Change in legal/regulatory action Dying Brands

 Emergence of competitive forces making

the technology obsolete
 Decisions dilemma
 which brands to keep and which to kill?

 Four step process to optimise brand

portfolio suggestion by Nirmalya Kumar
 making the case, pruning the portfolio,
liquidating brands, and growing core brands
 Making the Case :
 Conduct a brand audit involving a good
cross section of senior executives
analyzing global market share, sales,
market positioning, geography, value
proposition, and profitability to the
company Four step process to
optimise brand portfolio
 Pruning the Portfolio :
 Deciding the number of brands to retain

 Liquidating Brands:
 Deciding how to prune brands

 Growing Core Brands