Maximizing Your Brand Value : Market Research Report

Maximizing Your Brand Value

Published by: Cutting Edge Information

Published: Apr. 1, 2002 - 71 Pages

EXECUTIVE SUMMARY
CHAPTER 1: DELIVERING GREATER SHAREHOLDER VALUE: Section 1: Align Brand Strategy with Marketing Tactics; Section 2: Strengthen Shareholders’ Long-Term Assets; Section 3: Measure Brand Success
CHAPTER 2: TRANSLATING YOUR BRAND INTO A PROMISE TO CUSTOMERS: Section 1: Embrace Brand Management as a Market Advantage; Section 2: Reflect Changing Global Markets in a Dynamic Brand; Section 3: Plot Market Growth to Match Brand Strength

Abstract

This report shows how top companies build and leverage their brand strengths to create greater economic value. Your team can use the business practices highlighted in this report to set its own strategy to increase the value of your brand.

You will see how the Top 10 Brands in the world, now valued at over $400 billion, use brand management to increase the worth of their corporate reputations. The report also shows how a strong brand can be a powerful tool during uncertain economic times -- when both B2B and B2C customers look for quality and reliability. Every company -- from the largest to the smallest -- must pursue a new competitive advantage: a strong balance of shareholder value and customer perception.

Profiled Companies: Coca-Cola
John Hancock Financial Services
Budweiser
Cousins Subs Southwest Airlines Vacations Universal Studios Escape
Ariel
Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; John Hancock Financial Services
Budweiser
Cousins Subs Southwest Airlines Vacations Universal Studios Escape
Ariel
Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Budweiser
Cousins Subs Southwest Airlines Vacations Universal Studios Escape
Ariel
Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Cousins Subs Southwest Airlines Vacations Universal Studios Escape
Ariel
Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Ariel
Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Teledyne Waterpik
Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Siemens
Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Nokia
Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Ericsson
Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Motorola
Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Trendwest
Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Rolls-Royce
Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Haagen-Dazs
Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Volvo
Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Gillette
Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Wal-Mart
Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Vodafone
Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Jaguar
Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Swatch
Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Ford
General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; General Motors
DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; DaimlerChrysler
Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Audi
Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Porsche
Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Mercedes-Benz
BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; BMW
Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Disney
Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Hyatt Bang-Olufsen
Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Boeing
Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Hartford Financial
Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Gucci
Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Harley-Davidson
Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Ofoto.com
Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Baum
General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; General Electric
IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; IBM
Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Sears
Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Weber
Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Virgin
McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; McDonald's
Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Calvin Klein
Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."; Rolex

Quick Findings

Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.

1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...

2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .

3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...
4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...

5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...

Sample Practice

PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS

One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.

Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets

In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."

The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.

Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."
Quick Findings
Our Five Principles for SuccessSM summarize the five most critical action items you must take to maximize the benefits from your brand management strategy. If you choose five areas to focus your branding efforts, these are the five. Below are samples from the Five Principles for Brand Management SuccessSM found in the report.: 1. Recognize brand value as a major shareholder asset that must be managed. Companies face a new reality in the migration to the service and knowledge economy - reputation and service have overtaken factories and inventory as key factors in market success ...; 2. Review current marketing activities to ensure they reflect the brand strategy, and incorporate the brand plan as a starting point in future marketing planning. Brand strategy must be translated into "actionable" points for both senior executives and line staff. Executives must understand how brand strategy can be integrated into standard marketing practices to support sales .; 3. Leverage brand strength in the marketplace to build greater competitive advantage. Brand management is a two-way tool for marketing managers: the brand must be tended and cultivated, but companies can also reap benefits from a successful brand in boosting the effectiveness of new marketing activities ...; 4. Measure the success of brand management and marketing tactics to improve your long-term strategy. One of your team's first steps in shifting brand strategy is to solidify its goals and plan how best to measure progress towards those goals. As your team makes process changes, shifts marketing activities and requests resource allocations, it is critical to be able to point to solid economic benefit ...; 5. Include brand management in your organizational culture through processes such as hiring, training and executive development. Your secret weapon in building brand value is the collective expertise and support of your organization's staff. Slogans come and go, but the ability to meet and exceed customer expectations will drive your organization's reputation for years to come ...
Sample Practice: PRACTICE 2 - CREATE A BRAND STRATEGY THAT STRESSES INDIVIDUALITY TO ENSURE DIFFERENTIATION IN CUSTOMERS' MINDS; One of the greatest benefits a strong brand offers is the ability to differentiate a company from competitors in the mind of customers. Smart brand managers are now actively working to create this sense of individuality and "separateness" in the marketplace.; Gucci - Extend Brand Awareness to New Segments Based on the Strength of Traditional Targets; In the 1990s, Gucci made a conscious decision to extend beyond its "mature" style in creating a hip, trendy brand. MTV became the company's new pacesetter. The company set a clear, inspiring vision: "Gucci has become a beautiful symbol of maturity with aristocratic lines, and no longer a boring established icon."; The move was a great success. In 1995, Gucci earned a profit of $83 million from sales of $500 million. Gucci's leadership demonstrated strong support for the rebranding effort - in four years the company spent $200 million to buy back Gucci franchises and totally renovate them. The company also built new Gucci outlets in Milan, Vienna, Zurich, Hong Kong and Tokyo. Gucci came through the global economic bump of 1998 in good health - its sales in the first nine-month period increased by 3.2% to $741 million and its profit increased by 3.5% to $127 million.; Branding has become increasingly strategic, due to the shift in competition over the last twenty years. Product differentiation has shifted to brand differentiation. It means consumers do not distinguish product, but brand. The new conventional wisdom states, "Brand is the new wealth creator."

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Maximizing Your Brand Value

Table of Contents

Abstract