The Blake Project, the brand consultancy behind Branding Strategy Insider, delivers interactive brand education workshops and keynote speeches designed to align marketers on essential concepts in brand management and empower them to release the full potential of the brands they manage.
Archive for June, 2007
How will you do in our end-of-month branding trivia?
What brands are associated with these taglines?
1. You deserve a break today.
2. Be all that you can be.
3. Just do it.
4. It’s the real thing.
5. Where’s the beef?
6. It takes a tough man to make a tender chicken.
7. We try harder.
8. Oh, what a feeling…
9. You’ve come a long way, baby.
10. Mmm mmm good
11. It’s where you want to be.
12. It takes a licking and keeps on ticking.
13. Don’t leave home without it.
14. A different kind of company. A different kind of car.
15. The Uncola.
16. Melts in your mouth, not in your hand.
17. When you care enough to send the very best.
18. Have it your way at…
19. All the News That’s Fit to Print.
20. Put a tiger in your tank.
21. Snap! Crackle! Pop!
22. We bring good things to life.
23. It’s not just a job – it’s an adventure.
24. The thrill of victory. The agony of defeat.
25. Nothing beats a great pair of legs.
This week Harris Interactive released the 2007 results from EquiTrend, a renowned annual brand equity study that measures and compares over 1,000 brands across 39 categories.
Among the brands included in this study, there are six brands that stand above all others:
• Hershey Kisses Chocolate Candy has achieved the highest overall “Brand Equity” score (79.5) as well as the highest “Overall Relevance” score (77.2) among all 1,120 brands measured.
• Coca Cola and Heinz Ketchup both scored 98 percent “Familiarity” rating among respondents, the highest of all brands measured.
• St. Jude’s Research Hospital was noted as having the highest quality score with an 8.54 out of possible 10.
• Kraft Foods, Inc. has captured the highest “Purchase Consideration” among brands measured with a score of 8.55 out of a possible 10.
• Craftsman Tools appears to have earned the attention of consumers and gained the highest score for both “Brand Expectations” (7.65) and “Trust “(8.55).
• Bentley Automobiles seems to have set itself apart not only among automotive brands but among all 1,120 brands measured as it scored the highest rating for “Distinctiveness” (7.61).
“These brands are to be commended for not only have they made themselves known – they’ve made their brands relevant to their consumers,” said Carol Gstalder, Senior Vice President, Brand & Strategy Consulting Practice, Harris Interactive. “They have created consumer expectations for a positive experience with their brands, and most importantly, they’ve delivered on that brand promise.”
EquiTrend provides insight on all 1,120 brands included in the survey based on six base measures, including: Familiarity, Quality, Purchase Consideration, Brand Expectations, Distinctiveness and Trust. From these base measures “Brand Equity” and “Overall Relevance” are calculated for each brand (See the methodology for details).
EquiTrend has been designed to be a concise and efficient way to measure the bonds that exist between the consumer and brands. Key measures help determine a brand’s stance among its competitors, within other categories, and in comparison to world-class brands overall. Brands that utilize EquiTrend are also able to break down results to understand their brand measures by various audience segments including such segments as influentials and teens.
• The EquiTrend study is a brand equity study conducted online once yearly by Harris Interactive.Read More
The Fifteenth most important thing to know about building winning brands is your brand must stand for something. Nike stands for “authentic athletic performance.” Ritz Carlton is all about “ladies and gentlemen serving ladies and gentlemen.” The Nature Conservancy intends to “save the last great places” on earth. Patagonia is committed to serving people who love the wild country and the outdoor adventures that it provides. If you aren’t convinced, visit their web site. What does your brand stand for?
In building its Gold Crown store brand, Hallmark created an advertising campaign that communicated that if a person shops Hallmark Gold Crown stores, you can be sure that he or she is nice. One such ad features employees conjecturing about a new boss who was rumored to be tough. People changed their minds about her when they saw her walking to her office with a Hallmark Gold Crown shopping bag. This is called “branding as a badge.” An even better example of this is Harley-Davidson owners who wear the company logo as a tattoo. Another example is farmers who wear Pioneer Hi-Bred International or International Harvester ball caps. Do your customers proudly don your company’s logo?
Sponsored By: Harvard Business School PressRead More
Ever heard of a brand that rejects customers? Probably not. Brands are uniformly desperate to attract them. So why would a brand take the opposite approach?
Some years ago, I developed the concept for the Pepsi Web site’s relaunch. I was challenged by the big question, how do you create a Web site for promoting sticky soda? The site had to be cool and relevant; it had to make visitors drink more soda than they already did. Given Pepsi’s prominence, the task might appear easy. Yet without abusing the usual solutions, such as games, screensavers, and music news, it wasn’t. Those hackneyed techniques were, even back then, so overdone they weren’t suited to brand building unless the brand was in the gaming or music industries.
The solution was extracted from a simple proposition: Kids love challenges. It became the basis for a highly unusual approach that aimed to reject Pepsi site visitors rather than embrace them.
To enter the site, visitors were required to pass an intelligence test. If their answers weren’t clever enough, quick enough, or simply correct, the site rejected them. If visitors succeeded in getting in, there were prizes. First prize was… a trip into outer space! Yes, a real one, shared by six lucky people.
The assignment taught me reverse marketing isn’t such a bad thing. Thousands of kids tried to enter the site every day. And thousands of rejected visitors spread rumours about "backdoors" into the site that allowed users to bypass the test.
Successful leaders don’t start out asking, "What do I want to do?" They ask, "What needs to be done?" Then they ask, "Of those things that would make a difference, which are right for me?" They don’t tackle things they aren’t good at. They make sure other necessities get done, but not by them. Successful leaders make sure that they succeed! They are not afraid of strength in others. Andrew Carnegie wanted to put on his gravestone, "Here lies a man who knew how to put into his service more able men than he was himself."
Check Your Performance
Effective leaders check their performance. They write down, "What do I hope to achieve if I take on this assignment?" They put away their goals for six months and then come back and check their performance against goals. This way, they find out what they do well and what they do poorly. They also find out whether they picked the truly important things to do. I’ve seen a great many people who are exceedingly good at execution, but exceedingly poor at picking the important things. They are magnificent at getting the unimportant things done. They have an impressive record of achievement on trivial matters.
Leaders communicate in the sense that people around them know what they are trying to do. They are purpose driven–yes, mission driven. They know how to establish a mission. And another thing, they know how to say no. The pressure on leaders to do 984 different things is unbearable, so the effective ones learn how to say no and stick with it. They don’t suffocate themselves as a result. Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.