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Managing the international brand

Extracts from this document...

Introduction

Chapter III Managing the International Brand 1. Brand Planning 2. Levels of Branding Decision and Branding Strategies 3. Brand Consolidation 3.1. Brand Planning Corporate Strategy and Brands Strong brands are already central to the survival of some companies and are becoming so for others - whether they realize it or not. Branding must be at the center of the board's corporate strategy. Observation suggests that this is true for only a few companies, not many of them seeing branding as a board- level concern. There are still too many short- sighted decisions being made that weaken brands. The top management must agree : * The branding model they are using * The brand architecture for the company * The definition of brand essence for each brand The model must be defined and communicated throughout the company as a basic standard, otherwise there is no chance of widespread common understanding The architecture is the framework in which each brand fits. Decisions at corporate level include: Company brand: the role of the company in the branding process. The most large firms have a corporate identity , with associated design of logo and house styles Umbrella and pillar brands: for companies operating on a global or regional scale and having many brands, these structures make good sense. If promoting individual brands the success may appear later on and companies will find it very hard to support these kind of brands. Global, regional, international and local brands: the board must decide which brands can succeed at global level, as only the board can guarantee the support and commitment that this requires. After stating clearly these directions, the board must be sure that they are communicated to the whole organization. Every staff member whose work makes any contribution to the delivery of the brand must understand the message from the board as good as possible. Planning a brand involves first of all a market analysis and then a brand analysis of the future or the already existing brand1. ...read more.

Middle

The company decided after that study, to become the official sponsor of World Cup soccer in order to enhance Bata's international stature. For Bata and others it is easier to achieve worldwide exposure for one brand than it is for multiple local brands. Third, a worldwide brand provides a convenient identification and international travelers can easily recognize the product. There would be no sense in creating multiple brands for such international products as American Express credit card, Shell gasoline, Time magazine and so on. Finally, a worldwide brand is a good approach when a product has a good reputation or is known for quality. In such cases, a company would be wise to extend the brand name to other products in the product line Global Consumer Culture Positioning (GCCP) is a tool that suggests one pathway through which a brand may be perceived by consumers as "global". GCCP is an instrument that associates a brand with a widely understood and recognized set of symbols which constitute an emerging global consumer culture. ACNielsen' s Global Mega Brand Franchises report uses a number of criteria to identify mega brands. A mega brand must be available in at least fifteen out of fifty countries that account for 95% of the global economic output. It must be marketed under the same name in at least three different product categories in three or more regions. Based on these criteria, the mega brands are dominated by the highly extendable personal care and cosmetics manufacturers and by food and drinks manufacturers. The queen of mega brands is Nivea, a brand owned by the German consumer products group Beiersdorf. This skin-care brand is a huge success and the brand has been extended to at least nineteen product categories-shampoos, after-shave, wrinkle lotion and bath foam. In contrast, Coca Cola does not have this power of extendability. The use of multiple brands is a very common practice. In the case of Unilever, its fabric softener is sold in ten European countries under seven names. ...read more.

Conclusion

Its initial TV commercials and print advertisements emphasized that Datsun was a product of Nissan7. It is debatable whether the corporate name and the product's name should even be he same. When the name is the same, a brand that performs poorly or gains notoriety through bad publicity hurts the corporate image as well, since the images of the corporation and the product are so intertwined. Firestone is a prime example of how a brand could damage the same corporate name due the accidents caused by its tires. The strategy is even riskier for fashion products because fashion comes and goes. Using the same name, however, is a relatively safe strategy and should work well if a firm has good quality control and the reputation of its nonfashion products has withstood the test of time. Brand consolidation is never an easy process, especially when well-known brands have to be replaced. Because of BP's acquisition of Amoco, BP Amoco has rebranded Amoco gas station to erase the Amoco name from all 9000 stations in the USA. The decades-old Amoco torch has been replaced by a new, lower-case BP logo and go eighteen-point green and yellow sun. The remodeling of all 19.000 BP stations worldwide is expected to cost up to $4.5 billion over four years. The 1725 recently acquired Arco stations are keeping the Arco name. 1 Randall, G. (2000), Branding. A Practical Guide to Planning your Strategy, Kogan Page Ltd., p. 135-137. 2 Randall, G. (2000), Branding. A Practical Guide to Planning your Strategy, Kogan Page Ltd., p. 137. 3 Kapferer, J.N. (1992), Strategic and Brand Management, Kogan Page Ltd., p.210-224. 4 Randall, G. (2000), Branding. A Practical Guide to Planning your Strategy, Kogan Page Ltd., p. 126-130. 5 Randall, G. (2000), Branding. A Practical Guide to Planning your Strategy, Kogan Page Ltd., p. 124-126. 6 Levine, M. (2003), A Branded World: Adventures in Public Relations and the Creation of Superbrands, New York: Wiley, p. 169-171. 7 Elwood, I. (2002), The Essential Brand Book, Kogan Page Ltd, p.217-231. ?? ?? ?? ?? 57 ...read more.

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