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From Brand Vision to Brand Evaluation

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From Brand Vision to

Brand Evaluation
The strategic process of growing and
strengthening brands
Second Edition

Leslie de Chernatony

AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD

PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO
Butterworth–Heinemann is an imprint of Elsevier
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Butterworth-Heinemann is an imprint of Elsevier

Linacre House, Jordan Hill, Oxford OX2 8DP
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First edition 2001

Second edition 2006

Copyright © 2001, 2006, Leslie de Chernatony. Published by Elsevier Ltd.

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06 07 08 09 10 10 9 8 7 6 5 4 3 2 1
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To Carolyn, Gemma and Russell, with love

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Contents
Preface xi
About the author xvii

Part One: The Changed Notion of Brand

Management
1 A balanced perspective on brands 3
Summary 3
Why the interest in brands? 3
A balanced perspective on brands 5
Successful branding through bridging the
external promise internally 7
Staff and brand-building 9
The multifaceted nature of brands 11
Structuring to manage brands 18
Conclusions 20
Brand marketing action checklist 21
References and further reading 24

2 The diverse interpretations of ‘brand’ 26

Summary 26
Spectrum of brand interpretations 26
Input perspectives on brand interpretations 28
Output perspectives on brand interpretations 48
Time perspectives on brand interpretations 52
Facilitating a company-wide integrated view
about the brand 55
Conclusions 60
Brand marketing action checklist 61
References and further reading 66
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viii Contents

Part Two: Planning for Integrated Brands

3 A strategic process for building
integrated brands 71
Summary 71
The importance of integrated branding
programmes 72
Models to enhance integrated branding 74
Striving for integrated services brands 79
Striving for integrated digital brands 81
Developing integrated brands through
understanding employees’ motivations 82
The stages in building and sustaining brands 86
Conclusions 90
Brand marketing action checklist 91
References and further reading 96

Part Three: Employing the

Brand-building Process
4 Brand visioning 99
Summary 99
The brand’s vision 99
Envisioned future 106
Brand purpose 110
Brand values 114
Core vs peripheral values 122
Aligning brand and staff values 123
Conclusions 128
Brand marketing action checklist 129
References and further reading 137

5 The importance of organizational

culture in brands 139
Summary 139
The link between organizational culture
and branding 141
Perspectives on organizational culture 141
Defining and measuring organizational culture 146
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Contents ix

Auditing organizational culture 148

Appropriateness of the organizational culture 151
One or several organizational cultures? 155
Striving for a merged unified culture 156
Strengthening a brand through organizational
culture 158
The impact of organizational culture on brand
performance 162
Conclusions 165
Brand marketing action checklist 166
References and further reading 169

6 Setting brand objectives 171

Summary 171
Long- and short-term brand objectives 171
Long-term brand objectives 173
Short-term brand objectives 177
Catalytic mechanisms 180
Conclusions 182
Brand marketing action checklist 183
References and further reading 184

7 Auditing the brandsphere 185

Summary 185
The five forces 185
The corporation 187
Distributors 192
Customers 196
Competitors 208
The macro-environment 215
Summarizing the impact of the five forces 218
Conclusions 218
Brand marketing action checklist 219
References and further reading 221

8 Synthesizing the nature of a brand 223

Summary 223
The shape of the promise 223
Understanding the brand essence through the
brand pyramid 225
Alternative perspectives on brand essence 230
Models characterizing brands 234
From brand essence to brand positioning 238
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x Contents

From brand essence to brand personality 244

Conclusions 249
Brand marketing action checklist 250
References and further reading 253

9 Implementing and resourcing brands 255

Summary 255
Structuring to deliver the brand with its unique
mix of resources 255
Internal considerations about the value chain 257
Mechanistic internal implementation considerations 258
Staff implementation considerations 269
Arriving at the final form of the brand 286
The atomic model of the brand 286
The integrated brand 295
Conclusions 295
Brand marketing action checklist 297
References and further reading 300

10 Brand evaluation 303

Summary 303
Multidimensional evaluation 303
Brand vision 307
Organizational culture 308
Brand objectives 308
Brand essence 309
Implementation and brand resourcing 309
Summarizing the brand’s health 310
Conclusions 311
Brand marketing action checklist 312
References and further reading 312

Index 313
References

1 A balanced perspective on brands

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Journal of Brand Management, 4 (3), 185–206.

Ancona, D., Bresman, H. and Kaeufer, K. (2002). The

comparative advantage of X-teams. MIT Sloan Management
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Anholt, S. (2003). Branding places and nations In Brands

and Branding (Clifton, R. and Simmons, J. eds). London: The
Economist.

Anholt, S. and van Gelder, S. (2003). Branding for good? In

Beyond Branding (Ind, N., ed.). London: Kogan Page.

Barwise, P. and Meehan, S. (2004). Simply Better. Boston

MA: Harvard Business School Press.

Blackett, T. (1998). Trademarks. Basingstoke: Macmillan.

Clifton, R. and Maughan, E. (eds) (2000). The Future of

Brands. Basingstoke: Macmillan.

Davidson, H. (1997). Even More Offensive Marketing. London:

Penguin.

de Chernatony, L. (1993). Categorising brands: evolutionary

processes underpinned by two key dimensions. Journal of
Marketing Management, 9 (2), 173–88.

de Chernatony, L. and Dall’Olmo Riley, F. (1998). Defining

a ‘brand’: beyond the literature with experts’
interpretations. Journal of Marketing Management, 14 (5),
417–43.

de Chernatony, L. and McDonald, M. (2003). Creating

Powerful Brands in Consumer, Service and Industrial
Markets, 3rd edn. Oxford: ButterworthHeinemann.

de Chernatony, L., Drury, S. and Segal-Horn, S. (2003).

Building a services brand: stages, people and orientations.
The Service Industries Journal, 23 (3), 1–21.

Fombrun, C. (1996). Reputation: Realizing Value from

Corporate Image. Boston MA: Harvard Business School Press.

Fombrun, C. and van Riel, C. (2004). Fame & Fortune. Upper

Saddle River NJ: Pearson Education.

George, M., Freeling, A. and Court, D. (1994). Reinventing

the marketing organisation. The McKinsey Quarterly, 4,
43–62.

Heskett, J. (1987). Lessons in the service sector. Harvard

Business Review, March/April, 51–61.

Katsanis, L. P. (1999). Some effects of changes in brand

management systems: issues and implications. International
Marketing Review, 16 (6), 518–32.

Kotler, P. and Gertner, D. (2002). Countries as brand

product and beyond: a

place marketing and brand management perspective. Journal

of Brand

Management, 9 (4–5), 249–61.

Kotter, J. and Heskett, J. (1992). Corporate Culture and

Performance. New York:

The Free Press.

Larkin, J. (2003). Strategic Reputation Risk Management.

Basingstoke:

Palgrave Macmillan.

Lindemann, J. (2003). Brand valuation. In Brands and

Branding (Clifton, R.

and Simmons, J. eds). London: The Economist.

Lovelock, C., Vandermerwe, S. and Lewis, B. (1999).

Services Marketing.

London: Prentice Hall.

Low, G. and Fullerton, R. (1994). Brands, brand management,

and the

brand manager system: a critical–historical evaluation.

Journal of Market

Research, 31, 173–90.

Morgan, N. and Pritchard, A. (1999). Building destination

brands: the cases

of Wales and Australia. Journal of Brand Management, 7 (2),

103–18.

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brand concept –

image management. Journal of Marketing, 50, 135–45.

Perrier, R. (ed.) (1997). Brand Valuation. London: Premier

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The Free Press.

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September, 18.

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2 The diverse interpretations of ‘brand’

Figure 2.12 Goodyear’s (1996) chronological brand

categorization Another model of brand evolution is that
developed by

Kunde (2000), founder of the Scandinavian integrated

marketing

agency Kunde & Co. This model is shown in Figure 2.13. One
of

the arguments he puts forward is that as the values of a

brand

become stronger and more relevant to customers, so the brand

becomes more involving, and thus managers need to make their

brand values more relevant to increase customers’

involvement.

Within these two dimensions he conceptualizes a five-stage

brand

evolution process. The weakest brands are referred to as

‘product’, which are

offerings without any added values. Concept brands have emo

tional values, which engender greater customer involvement.

With

stronger values emerge corporate concepts, which are brands

Activity 2.4 Think about any brand you are familiar with
and consider how it has evolved in this evolutionary
process. Discussion Goodyear has developed a helpful model.
By understanding the degree of market development it is
possible to identify what type of brand a firm has, and
then to consider possible strategies to defend it or to
develop it to the next stage if appropriate. One should not
anticipate that every brand has to start at the unbranded
commodities phase – if the organization has an established
heritage and if consumers already have experience of the
product/service, then the brand can be developed to enter
at a higher level. For example, when Virgin in the UK
entered the financial services market, it took advantage of
the iconic status of its founder, Sir Richard Branson, yet
again striving, in almost a Robin Hood manner, to make
people’s lives better by simplifying and taking the risk
out of buying pensions. I n v o l v e m e n t Brand
religion Brand culture Corporate concept Concept brand
Product Value

Figure 2.13 Kunde’s brand religion model (adapted from

Kunde 2000)

that fuse so well with the company that they are seen as
totally

consistent. With even more involvement and stronger value

comes

brand cultures, which are so strong in customers’ eyes that

they

stand for the function they represent. The ultimate

position in

this model is the category ‘brand religion’. Kunde

describes this

as ‘to the customer they are a must, a belief’ (Kunde 2000:

9), and

cites Harley-Davidson as exemplifying this category.

Facilitating a company-wide integrated

view about the brand

As a result of the backgrounds of all the staff, their

experience,

seniority and perceptual processes, it is likely that

within the

organization there are different interpretations of the

organiza

tion’s brands.

Activity 2.5

Using the different brand interpretations shown in Table

2.1, write down which

interpretation comes closest to your view about how you

conceive one of your
company’s brands. You may feel more comfortable having a
few of these interpret

ations. Explain the interpretations to a colleague in your

department and also to a

colleague in a different department, then ask them to let

you know which one (or

ones) they use. Are there any differences?

Discussion

It is more likely that there would be more similarities

between your view and those

of your departmental colleague than between you and the

colleague in the different

department. This is due to the more frequent interactions

you have with your

departmental colleague, resulting in a greater degree of

communication and thus a

common understanding. It is not inconceivable that

different departments have dif

ferent cultures, and this can give rise to diverse brand

interpretations.

Some differences will occur between all staff in an

organization;

however, problems occur when there are significant

differences

between departments. Such differences imply that each depart

ment is making different assumptions about their

contribution to

brand-building. Even though there may be a detailed brand

plan

about an intended strategy, if these differences are not

surfaced

the emergent strategy will be less effective as there is a

lack of
coherence in activities – which at worse may give rise to
different

departments pulling against each other. By taking time to

surface

the mental models that each member of the brand’s team has
about

their brand, a more unified approach should emerge. By

turning

to the knowledge management literature, a process has been

devised for the team to understand better each other’s

views. To grow, organizations are continually capturing
informa

tion about new technologies, new processes, changing

customer

expectations and new competitor initiatives. This

information

flow is converted into new knowledge and enables managers to

make sense of their market through more sophisticated mental

models, which helps them to develop more sophisticated

brands.

For example, with limited experience some managers may make

sense of the competing brands of mortgages by categorizing

them

into a low number of clusters based solely on one

attribute. By

contrast, more experienced managers are likely to have a

more

sophisticated perspective, thereby categorizing competing

brands

according to the extent to which they have several

attributes and

developing their brand to exceed competitors on several

attrib

utes. With little interaction between managers, they are

unlikely

to share a common mental model about their brand and may be

missing branding opportunities. Knowledge can be

categorized into two forms. Explicit (or

codified) knowledge refers to knowledge that is

transmittable in

formal, systematic language. Tacit knowledge is personal,

context

specific, and hard to formalize and communicate; it is

embedded

in personal experiences involving personal beliefs and

values. To

transform tacit to explicit knowledge, managers need to

spend

time together to develop and appreciate a mutually comprehen

sible brand metaphor that reflects the way they think

(relating to

the rational, functional component of the brand). With only

basic

branding knowledge and limited time for social interaction,

the

easiest and most efficient way to conceive the brand is to

rely on

explicit knowledge. In this case, managers use metaphors of

brands as legal devices or logos, enabling both intra- and

inter

organizational communication. However, this explicit know

ledge represents only the tip of the brand knowledge

iceberg,

and the full potential of the brand is not being exploited.

Nonaka and Takeuchi (1995) argue that, with greater man

agerial interaction, more knowledge results from a

conversion

process passing through the following stages:

1. Tacit to tacit knowledge through socialization

2. Tacit to explicit knowledge through externalization

3. Explicit to explicit knowledge through combination

4. Explicit to tacit knowledge through internalization.

This process is shown in Figure 2.14. Applying this

knowledge

conversion process enables managers better to understand

each

other’s views about the brand, and presents an opportunity

for

brand growth through capitalizing on some of the novel ideas

that emerge. When managers meet as a brand team to debate

the future

brand strategy and their long-term desires for the brand,

their tacit

knowledge becomes explicit, using more involved metaphors –

for example, someone might say, ‘if the brand were to come
to

life, its personality would be …’ Over time, through

further dis

cussions, managers combine different facets of the brand –

in

other words, they convert one form of explicit knowledge to

another form of explicit knowledge. This might be apparent

from

statements such as ‘the updated personality from that new

advertisement reinforces the race-loving image consumers
have

of the brand’. Through continuing interaction, managers

develop

similar mental models about the brand which they all take
for

granted, i.e. this becomes ‘internalized’, as explicit

knowledge

has been processed into tacit knowledge. At this stage of

know

ledge transformation more sophisticated interpretations of

the

brand result, enabling the organization to capitalize on

its brand’s

capabilities. In effect, over time managers have the

opportunity

to go around the knowledge creation ‘loop’ and each time

move

up the brand knowledge spiral, as shown in Figure 2.15. The

early stage of this knowledge conversion process (i.e.
tacit

knowledge held by one person becoming the tacit knowledge of

another person) is akin to an apprentice sitting next to

the master to

understand their thinking and knowledge. All members of the

team

working on the brand should be involved in this process –

in other

words, those inside the organization working in different

depart

ments, and external agencies advising and implementing brand

strategy. Each member of the brand team is asked to ‘shadow’

another member, who may not necessarily be in the same

depart

ment. After at least a day of being together the shadower

should Socialization Externalization
CombinationInternalization T a c i t Tacit E x p l i c i t
Explicit F r o m : To:

Figure 2.14 Using knowledge conversion for brand-building

(based on

Nonaka and Takeuchi 1995)

begin to develop ideas about how the associate being

shadowed

interprets the brand, through actions and conversations.

Taking

time together, the shadower should explain to the associate

how

he or she thinks the associate conceives the brand, and a

discussion

about both their ideas should result in a brief statement

of under

standing, which is sent to the person co-ordinating this

process. This stage will have encouraged pairs of
individuals to bet

ter appreciate their brand. It may have led to some degree

of con

sensus, or hardened opposing views, but it will have made

each

member of the pair aware of the other’s views. Having got

the

individuals to start to think about the problem of diverse

inter

pretations, this can be further surfaced in the second

stage. This

is concerned with transforming managers’ tacit knowledge to

explicit knowledge that all the team can understand.

Workshops
need to be arranged with all members of the brand’s team,
to get

them to surface their tacit knowledge regarding their

interpret

ations of their brand. One way is to encourage them to

bring in

newspaper articles, radio broadcasts, tapes and CDs, and get

them to cut out pictures, advertisements, words and stories

that

represent their brand. Individuals are then able to find

their

own brand language and, through discussion facilitated by

the

co-ordinator, colleagues are able to explore each other’s

‘story

board’, thereby enabling their tacit knowledge to become

explicit. One of the objectives for these workshops is for
each group to

agree upon a metaphor that represents their collective

agreement

Figure 2.15 Developing more sophisticated interpretations

through

managers going around the knowledge creation loop (based on

Nonaka

and Takeuchi 1995)

about their brand. The individual tacit knowledge is then

becom

ing explicit, and there is a move towards managers

developing a

shared mental model. In the third stage (explicit to

explicit knowledge), the views

that have emerged from each workshop are combined to narrow

the diversity in perceptions about the nature of the brand.
One

of the ways of doing this is for the summary metaphors from

each workshop to be presented to a co-ordinating senior

manage

ment team. The team then needs to assess:

• the extent to which brand interpretations are similar

between groups

• the extent to which groups’ brand perceptions converge

with the goals set by the organization. Examining the first
of these helps managers recognize the

degree to which their perceptions indicate they are pulling

together, whilst the second provides insight about the chasm

between senior managers’ exhortations about the brand and

team

members’ perceptions. Aperiod of soul-searching is then

required,

to define the brand, to evaluate the extent to which

everyone’s

ideas need changing (both the senior management and the

brand’s team), and to consider how to align everyone’s

views. In stage three, an agreed senior management position
regard

ing the nature of the brand needs to be decided, a metaphor

con

ceived, and this communicated to the co-ordinator who will

run

the next series of staff workshops. A new set of workshops

then ensues to explore the metaphor

for the brand and consider the diversity between this and
each

group’s metaphor. The group has to consider how members’ men

tal models and roles need changing to support the new
metaphor.

Different types of explicit knowledge are now being

combined to

develop a more unified approach not only to agreeing the

brand

interpretation but also to delivering the brand promise. In

the fourth stage (explicit to tacit knowledge), the new

explicit knowledge will have been widely communicated and

changes made to ensure a more coherent brand implementation

process. Through managers continually seeking to

congratulate

and visibly reinforce new styles of behaviour, the focus is

that of

getting everyone to internalize their newly gained

knowledge.

The intention is that over time the new initiatives will

become

taken for granted and staff will automatically be thinking

and act

ing in the new manner. While this continual leveraging of

knowledge may be

regarded by some as a significant cost, it is an investment

that is

likely to produce healthy returns. By involving as wide a

group

as possible in debates about the nature of the brand and by

getting

staff to appreciate how they contribute to its success,

their com

mitment and job satisfaction is greater. As the Institute

of Work

Psychology (1998) has reported, firms with high levels of

staff

satisfaction show higher levels of profitability. Through

the fur

ther knowledge they gain in this process, they are able

better to

deliver high levels of service quality and, as Heskett

(1987)

argued, this results in higher sales. Advancing the

original model

that Heskett developed, it can be appreciated from Figure

2.16

how knowledge can be levered to strengthen service brands.

Conclusions

Brands are complex offerings that can be interpreted in a

variety

of ways. They can be interpreted from an input perspective,

as the

way managers stress the use of resources to achieve a

customer

response, or from an output perspective, as the way

customers

interpret and use brands to enhance their personal

existence.

A third way of interpreting brands is one that recognizes

brands

as dynamic entities, evolving to meet changing environmental

situations. It would be wrong to interpret a brand solely

in terms Understand and communicate the explicit and tacit
knowledge about the brand Enhanced staff confidence about
their brand-building role Higher levels of staff motivation
and job satisfaction Greater consistency of brand delivery
Enhanced customer satisfaction Increased sales

Figure 2.16 Levering knowledge to build service brands

(adapted from
Heskett 1987)

of one of the eleven input or one of the two output

perspectives.

Rather, these differing interpretations should be seen as

building

blocks for a brand, and a balance needs to be struck

between the

way that some of the input perspectives help customers to

achieve

greater satisfaction in particular roles. A brand is thus

an amalgam

of interpretations. To forge forward with a growth strategy

for a brand necessi

tates a coherent view about the brand amongst all those

involved

in the adding-value process. Brands are the result of the

way

explicit and tacit knowledge has been levered. By

understanding

the transformation of knowledge that produces unique

clusters

of values, managers’ assumptions about their brand can be

sur

faced and a consensus view reached about a more unified

approach

to supporting the brand promise.

Brand marketing action checklist

This chapter contains ideas and frameworks that can help

organ

izations to strengthen their brands. To capitalize upon your

brand’s potential, undertaking some of the following

exercises
can help you to put these ideas into practice.

1. Table 2.1 shows the different interpretations of a

brand, from which we then considered branding implications.
The point was made that a brand is an amalgam of these
interpretations. Take the eleven input perspectives and
write onto the grid below, for those interpretations
pertinent to your brand, what the implications are for
supporting your brand. Brand interpretation Implications
for brand strategy (i) Logo
.............................................
............................................. (ii) Legal
instrument .............................................
............................................. (iii) Company
.............................................
............................................. (iv)
Shorthand .............................................
............................................. (v) Risk
reducer .............................................
............................................. (vi)
Positioning .............................................
............................................. (vii)
Personality .............................................
............................................. (viii)
Cluster of values
.............................................
............................................. Do the
actions you have identified on the grid support each other?
Get other colleagues who work on the brand to complete the
grid. Collate the replies and identify any new ideas that
have emerged. With your colleagues, consider how any of
these new ideas might be used to grow your brand.

2. When reviewing the interpretation of brand as company,

it was argued that having a naming strategy where the
corporation dominates is appropriate when the corporation’s
values are very similar to those of the products and
services that carry the dominating corporate name. There is
a danger that over time it is just assumed that any new
product or service will automatically carry the corporate
name. This may dilute any strength in the corporate name
because, by stretching over so many diverse sectors, its
credibility could be diminished. To have a wise
brand-naming strategy, regular reviews should be
undertaken. The following exercise gives some insight as to
how this can be done. (i) Write down the core values of
your organization: (ix) Vision
.............................................
............................................. (x) Adding
value .............................................
............................................. (xi) Identity
.............................................
............................................. Our core
values are:
...................................................
...................................................
...................................................
...................................................
...................................................
................................................... (ii)
For each of your brands that are part of the portfolio with
the corporate brand name dominant, write down their values,
using the example of the grid below: Brand 1 Brand 2 Brand
3 Brand 4 Value 1.1 Value 2.1 Value 3.1 Value 4.1 Value 1.2
Value 2.2 Value 3.2 Value 4.2 Value 1.3 Value 2.3 Value 3.3
Value 4.3 Value 1.4 Value 3.4 Value 4.4 Value 1.5 Value 3.5
Value 3.6 In this example there are four brands, with Brand
1 characterized by five values (i.e. Values 1.1 to 1.5),
Brand 2 characterized by three values, etc. (iii) Having
collected the data about each of the corporate brand’s
values, rearrange the data so those values that are similar
across brands are on the same line. This might now give the
rearranged grid: Brand 1 Brand 2 Brand 3 Brand 4 Value 1.3
Value 2.2 Value 4.4 Value 1.5 Value 3.4 Value 4.1 Value 1.1
Value 2.3 Value 3.2 Value 1.4 Value 2.1 Value 3.6 Value 1.2
Value 3.5 Value 3.3 Value 4.2 Value 4.3 Value 3.1 This
indicates that, for example looking at the first line,
Brands 1, 2 and 4 appear to have similar values (Values
1.3, 2.2 and 4.4). These might all be referring to the
general value of courage, with Value 1.3 being resolute,
Value 2.2 being bold and Value 4.4 being audacious. By
examining this rearranged grid you can start to identify
where there are overlaps between brands in terms of common
values. Where there is a notable number of cases of brands
sharing common values, this suggests the appropriateness of
using an umbrella name that links these together. (iv) To
evaluate this further, each of the core values from (i)
need to be assessed against the rearranged grid to see if
each of the corporation’s core values encompasses the
individual brands’ values. One way of doing this is to Core
corporate values Brand 1 Brand 2 Brand 3 Brand 4 Corp.
Value 1 Corp. Value 2 Value 1.3 Value 2.2 Value 4.4 Corp.
Value 3 Corp. Value 4 Value 1.5 Value 3.4 Value 4.1 Corp.
Value 5 Value 1.1 Value 2.3 Value 3.2 Corp. Value 6 Value
1.4 Value 2.1 Value 3.6 Corp. Value 7 Value 1.2 Value 3.5
Value 3.3 Value 4.2 Value 4.3 Value 3.1 produce a grid,
with the left column being the core values and then the
remainder of the grid showing each brand’s values, with the
values common to a corporate value being on the same line
(see the example above). In this example of an innovative
hotel chain, the corporation has seven corporate values.
Corporate Value 6 is sociable, which is shown on the same
line as Value 1.4 (sincere), Value 2.1 (hospitable) and
Value 3.6 (communicative), since the team thought this
corporate value was similar to these values. As Corporate
Values 1 and 3 do not embrace any of the values of the four
brands, each is on a line by itself. What is interesting in
this example is that while Brands 3 and 4 share a common
value (Value 3.3 and 4.2), this is not a characteristic of
the corporation, nor are Values 4.3 and 3.1 shared with the
corporation’s values. By producing this type of grid and
evaluating the extent to which the corporation’s values
comfortably encompass the values of the constituent brands,
a view can be taken about the extent to which the corporate
brand has (or has not) been overstretched.

3. Find examples of advertisements (press, TV, Internet)

that your company uses to communicate its brand benefits.
For each advertisement, evaluate how many points are being
communicated. Recall from the above section ‘Brand as
shorthand’ that people find it hard to cope with more than
seven bits of information. Where there are more than seven
points, these should be simplified by thinking about what
your customers are really looking for and what is unique
about your brand.

4. In the section ‘Brand as risk reducer’ it was explained

that some customers buy brands because they are concerned
about aspects of perceived risk. Those brands that are
portrayed as being trustworthy on a particular
characteristic are more likely to be selected by these
customers. Brand .....................................
Little Lot of emphasis emphasis Performance risk 1 2 3 4 5
Financial risk 1 2 3 4 5 Time risk 1 2 3 4 5 Social risk 1
2 3 4 5 Psychological risk 1 2 3 4 5 As a brand team,
evaluate the extent to which you are promoting your brand
to reduce customers’ perceived risk on each of the five
dimensions above. Circle the numbers between 1 (we put
little emphasis on this) to 5 (we put a lot of emphasis on
this) that best describe your view. Now use a similar
approach with a group of your customers, asking them to
provide information about how concerned they are about
reducing their perception of risk on each of the five
dimensions. By comparing the risk profiles for your team
(i.e. the risk you are seeking to reduce) and your
customers (i.e. the risks they are particularly concerned
about minimizing), you have an opportunity better to match
the brand with customers’ needs.
5. The section ‘Brand as personality’ explains how the
metaphor of a brand as a person facilitates the rapid
appreciation of the brand’s emotional values. However, this
is not inferred just from an advertisement, albeit this is
a powerful source; it is also inferred from all the other
marketing activity supporting the brand. To ensure a
coherent message is being presented about your brand’s
emotional values, find samples of all the materials and
messages customers encounter when selecting your brand –
for example, web information, brochures, packaging,
in-store displays, pricing information, distribution
channel partners, etc. For each of these, consider: (i)
What inferences you make about the brand’s emotional values
(ii) Whether an integrated approach is being used (iii)
What inferences customers draw (if no information is
available, interviews would be most helpful).

6. To identify new sources of added value for your brand,

accompany several customers on their brand selection
journeys. As they go through this journey, probe to
evaluate: • what they like and dislike • what is missing •
what they would change • what ‘quality’ means to them •
what trade-off they are making between quality and price •
whether your brand is bundled with another brand (e.g. a
soft drink with a confectionery) • how time-pressured the
customer is, and what opportunities there are for enhancing
the brand to save customers’ time. This type of questioning
will evoke ideas about functional ways of adding value. To
consider emotional ways of adding value, more subtle
procedures should be used when accompanying the customer.
Listening to how the customer uses the brand, hearing about
the roles the brand plays and inferring ideas about the
emotional support the brand provides can start to provoke
thoughts about emotionally adding value.

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Plate 1 In this advertisement, Allinson emphasizes the

reputation for

quality that it has maintained over the years (reproduced

by kind

permission from Allied Bakery)

Plate 2 People often give to particular charities because

they strongly

believe in the values of that charity (reproduced by kind

permission from

The Blue Cross)

Plate 3 The key functional value emphasized in this

advertisement for

Bosch refrigerators is accessibility (created by The Design

Group, London,

for BSH Domestic Appliances and reproduced with kind

permission)

Plate 4 Muller’s Healthy Balance Corners emphasize the

functional value

of healthy eating (reproduced by kind permission from

Muller Dairy UK Ltd)
Plate 5 The emotional value of caring for the environment
is expressed in

this advertisement for Jordans Country Crisp (Photographer:

Nadege Meriau;

Agent: Wyatt-Clarke; reproduced by kind permission from W.

Jordan

Cereals Ltd) P l a t e 6 I r e l a n d i s r e i n f o r c
e d a s a s i g n i f i c a n t p l a c e b r a n d i n t h
i s a d v e r t i s e m e n t ( r e p r o d u c e d b y k i
n d p e r m i s s i o n f r o m T o u r i s m I r e l a n d
)

Plate 7 Malta is strengthened as a brand in this

advertisement which

emphasizes the legends and literature in which it features

(reproduced by

kind permission of Malta Tourist Office)

Plate 8 Due to consistent advertising and promotional

support, the wavy

Danish bacon logo is widely recognized (reproduced by kind

permission of

Danish Bacon and Meat Council)

Plate 9 Birds Eye engender consumers’ trust in their

products by

emphasizing the lack of added ingredients (reproduced by

kind permission

from Unilever UK)

Plate 10 Tesco pursue a strong corporate branding strategy,

allowing the

brand to easily extent into new areas (reproduced by kind

permission from

Tesco PLC) No matter how expensively chic the outfit, the

Navitronic’s unique honeycomb drum ensures that every
garment is perfectly washed and properly cared for. Special
programmes help beautiful silks, cashmere and delicate lace
last longer. And a free 10 year warranty* makes certain
that the Navitronic will be around for many seasons to
come. Brochure line: 0845 330 3666. www.miele.co.uk The
Miele Navitronic. Now high fashion becomes low maintenance.

Plate 11 Consumers may be attracted to Miele’s Navitronic

based upon

this advertisement if values portrayed are congruent with

their ‘desired self ’

(reproduced by kind permission from Miele Company Ltd)

Plate 12 Soups from the New Covent Garden Food Co. are
packaged in

cartons because the consumer associates food in cartons

(e.g. milk) as

being fresh, in keeping with the brand’s values (reproduced

by kind

permission from New Covent Garden Food Co.)

Plate 13 In this advertisement for the smart forfour

BRABUS, the use of

text messaging to secure a test drive is consistent with

the brand’s modern

and innovative approach (reproduced by kind permission from

Daimler

ChryslerUK Ltd)

Plate 14 Trainee managers at Aldi get a thorough grounding

in the

organization’s culture during their training programme

(reproduced by kind

permission from Aldi Stores Ltd)

Plate 15 PriceWaterhouseCoopers challenge graduates’

perceptions of

their organizational culture in this recruitment

advertisement (reproduced

by kind permission from PriceWaterhouseCoopers LLP)

Plates 16 (above) and 17 (right) One of the points of
differentiation

for the innocent Drinks Company is humour, as reflected in

these two

advertisements (reproduced by kind permission from innocent

ltd)

Plate 17

Plate 18 Bose provides consumers with extensive information

about their

products, reflecting that stereo systems are often a

high-involvement purchase

(reproduced with kind permission from Bose Ltd)

Plate 19 In this advertisement, Green & Black’s chocolate

is positioned to

appeal to consumers’ self-esteem needs, by associating the

product with luxury

and exclusivity (reproduced by kind permission from Green &

Black’s Ltd)

Plate 20 Honda is seeking to add value to its consumers

(reproduced by

kind permission of Honda UK)

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