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The bigger a brand gets, the smaller it should act - because no one likes big.
The ethics on which brands are built need to be ingrained in the business if the brand proposition is to be credible to consumers.
A clear provenance and country of origin gives brands the distinct advantage of authenticity.
Perhaps the most salient factor for the most successful brands is the promise of consistent quality. Whether it's a business or a consumer making a purchasing decision, they want to be sure in this world of endless choice that their decision is the right one.
Although we think that decision-making about brands depends strongly on functional benefits, it all comes down to one question: how will this make me feel?
A well-defined brand architecture strategy is essential in ensuring that mergers and acquisitions add shareholder and brand portfolio value.
There is no point in retaining a brand equity if it has no traction with consumers, or has no likelihood of doing so.
True cultural connection is the Holy Grail for brands if they want to create an enduring emotional relationship with people.
Predictability, it turns out, is what makes a brand fit with consumer expectations and keeps it profitable.
Brand choices are part of the clues that define people in their own eyes and in the eyes of others. Brands are publicly shared aspects of culture. Their power derives from the shared public-ness of their various meanings.
Brand desire is the key to success.
People are more willing to buy branded goods provided they are persuaded that they are getting value from them. And they need to be convinced of those benefits, in authentic everyday language, without being confronted by corporate-speak. Get it right, and you create a virtuous circle. Get it wrong, and you get punished for it.
A brand should always keep in mind that prestige is not enough. It has to be the leader of the category, the one and only, and must give total satisfaction to its customers. Customers will not allow failure and must trust brands in order to obtain confidence from them.
Unless you have absolute clarity of what your brand stands for, everything else is irrelevant.
Brands, at their best, are, among other things, bundles of meanings, some of them robust, some of them delicate, all of them poised to speak to one or more segments and to deliver an understanding of not just what the product does but what it means – its cultural meaning.
The brands that perform well will wrap their hands around the notion that it’s not just advertising business they’re in, but the content business, full stop.
Most brand strategies end up being a penetrating insight in the blatantly obvious.
You have to have faith that if you want people to like your brand, you have to do likeable things. There has to be some degree of trust that, if you're an enjoyable brand, people will want to spend time with you.
Local brands evoke national pride, are seen as less profit-oriented, and are often formed on deep local insights. But quality worries persist, innovation is questioned, the information can be woefully inadequate, they are sometimes seen to be opaque – and their advertising is clearly recognised as not being of a global standard. For local brands, quality, innovation and transparency are critical hills to climb.
These days you don’t need a crib-sheet to discover that consumers seek out brands that possess meaning and act more positively to those retailers who do as well.
Brand hate is not just an extremist phenomenon. Regular consumers hate brands too – regularly.
In the fractured, schizophrenic Indian consumer market, where price-value rules, brand loyalty does exist – up to a point. But it cannot be taken for granted.
Chinese consumers are brand-loyal because they are reluctant to try something new, not because they actively love the incumbents.
Broadly speaking, a brand is a set of hooks the mind uses to organise its experience of a commercial offering.
The challenger is belief driven rather than solution driven.
When we have let go to the extent that we are not attempting to control an outcome, a consequence, or another person.The brands that truly are delivering Joy, are the ones that get this concept of generous giving.
We used to put the brand in the middle. Now the consumer is smack-dab in the middle of everything we do. And that means we need to understand who our customer is.
Brands are not ends in themselves; they’re a solution, something that allows us to achieve something.
The story of brands getting old is a story of relevance.
The ability to align new product development, positioning and marketing communications with genuine customer needs, motivations and desires is widely held as the way to differentiate brands in an increasingly competitive market place.
In today’s world, differentiating a brand on technology is very similar to playing purely on price – there’s always an end to it.
For brands to be most effective in our concerted battle to remove what are such unsustainable practices, they should stop focusing on the communication of operations-driven sustainability efforts, and throw their weight behind nurturing social capital instead. If they're successful with the latter, the former will follow, with the result being far more durable, innovative, transformational sustainability.
It would be no great exaggeration to say that we appear to have been witnessing the strange death of the monolithic brand.
Identity is cause; brand is effect. And the strength of the former influences the strength of the latter.
The future belongs to brands that do more than pay lip-service to real dialogue and recognise that their customers want them to believe in something.
A brand strategy can enable, sometimes crucially, the potential of an innovation to be realised. There are times when you literally need to brand it or lose it.
Strong brands are built on the basis of sound business practice and a great brand experience. When solid fundamentals are accompanied by a clear, compelling brand proposition and a strong sense of momentum, a brand is likely to increase both sales and shareholder value.
There is a wave of responsible individualism: people want to make a difference. It used to be, 'You are what you own,' or 'You are what you drive.' Now we hear, 'You are if you care,' and 'I care for brands that care'.
The pleasure of indulging in one's favorite chocolate bar, or the pride experienced when friends admire one's new mobile phone, strengthen our brand commitment.
A brand must use consumer participation to shape the fundamentals of what it offers people, and constantly keep up with changing needs. It's the game of relevance, and brand and consumer must be on the same side.
We spend so much time interacting with brands on a regular basis that it’s no wonder we can equate them to people in our lives. We meet, we fall in love, and we settle down for life.
"Brand" had been with us since human time began. Millennia before marketing coined the term "branding," the how, when, and why of people "attaching" to a person, product, or idea, has been nothing less than the engine of history.
What brands can do brilliantly is broker change in people's lives.
Today's Twitter is tomorrow's whatever. New challenges are critical, but they have to make sense for brands and never be isolated from the larger brand strategies.
In a nutshell, brand magic is about making the impossible possible for consumers.
Building a brand is about a thousand little new touches ... Consistency is only for liars.
A brand is more than a trademark. It is a trustmark. A brand is a covenant between the company and the consumer. A trusted brand is a genuine asset.
You do not build brand value by saying how cheap you are. You do build brand value by reinforcing how special you are.
Passion and love for a brand and its consumers sustain us. For how can we ever devote our continued highest energy to something if we don't believe in it passionately.
The more dynamic a marketplace, and more broadly the world about us, the more important brands are, to both their owners and consumers.
Brands are confusing brand love with brand attention - giving people cheap gifts might keep them on the radar but it won't grow affection for the future.
The imaginative power is just another description for the difference that makes us spend money - and spend it again and again. This irrational motif drives us to buy car with a star, sneakers with a swoosh, a coffee brand with a mermaid, etc. The quality, the service is easy to copy (look at the Chinese market) - but the brand power can hardly be imitated.
In the end, thinking of your customers' relationship with your products as a brand is just a model. And, like all models, it is a simplified version of reality. As long as you remember that, it's useful.
Brands are built from within; any chief executive worth their salt knows it, but it remains an uncomfortable truth for most marketing departments. Brands, in practice, have very little to do with promises made through advertising. They're all about promises met by employees.
The countries that are brand enthusiastic tend to be from the developing world; the countries that are the least keen tend to be from the developed world. This suggests there is a life-cycle for brands. The longer consumers have lived with brands, the less likely they are to still love them.
The future of brands is, in many ways, the future of business. Well-managed brands are the most efficient and effective creators of sustainable wealth.
We have moved from the age of the brand to the age of the retailer – a shift that has led many brands to a near-chronic state of constant stress and confusion.
If a product is not a brand, it is a commodity. This is where brand equity demonstrates its value by translating into revenue – through increased sales driven by branding, as well as the willingness of consumers to pay a premium.
The only leverage the manufacturer can apply to the retailer is his relationship with the consumer. And the main element in profit growth is going to have to lie in making his brand more valuable to the retailer, through its being more valuable to the consumer. And that means his brand must be unique, it must have no adequate direct substitutes - because it is in this, after all, that value lies.
One can often trace the sources of a brand personality—here it is the advertising, there the pack, somewhere else some physical element of the product. Of course, the personality is clearest and strongest when all the elements are consistent.
What matters is not that the advertisement should be familiar, but that the brand should be familiar. All other things being equal, a brand about which something is known is probably more likely to be chosen than a brand about which nothing is known.
On the whole, most brands have some sort of added values as relationships. Between mother and children; host and guests; host and relatives; wife and husband; housewife and family.
Brand is a valuable asset of the corporation, and should be treated like any other asset. This means it must be invested in, put to work to generate value and held accountable for the results.
Keeping a secret provides us with some kind of aura: if people say someone has an aura, then they actually mean she or he is mysterious. And the same is valid for brands.
You could also say that a precious brand often has rituals associated with it. They reinforce the specialness of the brand. And of course the brand owner can help ensure those rituals are created.
Getting the 'head' part right by communicating rational, performance-based factors isn't enough to wed our consumers to our brand. Rational engagement is like slipping your foot inside the door to hold it ajar, and to offer this as the solution for developing and maintaining loyalty to a brand is to ignore the underlying needs of human nature. This is where emotional engagement comes in.
Prominent brand placement affects memory positively, but affects attitudes negatively when audiences are involved with the medium vehicle, when they like the medium vehicle, or when they become aware of a deliberate brand placement.
The most prevalent view of advertising is that it persuades, yet there is little evidence to support this idea. There is, however, more evidence in favour of an alternative view that says brand salience is what really counts.
A brand is nothing more than a story wrapped around a product or service ... the reason we consistently refer to a small handful of brands is because they're the ones that have got their stories straight.
Brands have never been a more significant part of our personal and economic landscape. Understanding the real value they bring to customers and to business is even more important.
It's time to upgrade from propositions as our holy grail.
The traditional view – that brands are about logos and packaging, and only meaningful for consumer products' businesses - is on its way out.
Brands are part of the commercial landscape – as are new products – but young people are not hanging on to every last word of a campaign, or worrying about material items more than they do about their friends and family.
Just as Coke needs Pepsi, just as Audi needs BMW, we all need a bit of 'other' to define us. In order to know what we are, it helps wonderfully if you know what you are not.
In a media environment that is increasingly diffuse, and a world where consumers might be losing faith in big business, a brand that clearly stands for something is a real asset.
I once asked the head of an agency, who had risen through the creative ranks, how he thought about brands. He described a brand as a kind of disco ball; a multi-faceted, reflective globe you can rotate over time to show different faces of the brand to the consumer.
How a brand change is implemented can sometimes be remembered more than the brand identity itself. Having a tactically executed plan that considers all the brand touchpoints is crucial.
What's a brand? A singular idea or concept that you own inside the mind of the prospect." -
Your premium brand had better be delivering something special, or it's not going to get the business.
When you look at a strong brand, you see a promise.
Brands are arguably the key assets that a company possesses and they should therefore be a top-priority for senior management and not seen as something left solely to the marketing department. They represent the embodiment of a company's differentiation and positioning.
It's not enough for people to just know your brand. You want people to be actively thinking about your brand, and, crucially, talking about it. Really famous brands, like Apple or Nike, become part of the cultural lexicon, the web of symbols that we use to define ourselves and our world.
Looking at the economic importance of brands on an international stage, the 100 most valuable brands in 2008 were worth over $1.2 trillion, which would make them the 11th biggest 'country'in the world by GDP, ahead of India and just behind Brazil.
We don't think there is any reason any consumer should have to use a private label.
Your customers are the customers of other brands who occasionally buy you.
The greater your command of brand loyalty, the less you must worry about price sensitivity and competitive promotions—and the less you must pay for marketing.
In daily practice, the word brand stands as a surrogate for the word reputation. In fact, your brand acts just like a person. When you know a person's reputation, you can predict his or her behavior. You know what that person is likely to do or say—or not do or say—in any given situation. Your brand works the same way.
During difficult economic times, consumers gravitate toward the brands they know, the brands they love and trust.
What the nervous system is to the body, the brand is to a healthy organisation.
In an era of transparency, you can have innovation without branding, but you cannot have branding without innovation.