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Brand Strategy

Branding And Brand Repositioning Examples


Nike Brand Evolution

Today on Branding Strategy Insider, another question from the BSI Emailbag. Seth, a VP of Marketing from Seattle, Washington writes:

“Can you or your colleagues think of or recommend any good examples of branding and / or brand repositioning that I could share with our executive leadership team to help them understand in more concrete terms the branding initiative I’m trying to lead them through? It could be either:

Brand Repositioning
A good example of a well-known brand that used to be positioned as X, and then changed their brand position to Y, with evidence of how they infused that new brand into everything they do? One example I’ve used before is Southwest Airlines, but I don’t really know their story, and can only cite one or two examples of evidence.

Even if the company didn’t reposition themselves, can you think of a good example where a company has infused their brand position into everything they do—their business decisions, their recruitment efforts, the products and services they offer, how they design their customer interactions and touch points, etc.?

Any thoughts you have would be welcome, as I really want to demonstrate the power of effective positioning and branding to our team to get them on board with this important work.”

Thank you for your question Seth. Marketers today have the distinction above all others in their organization of not only having to be successful practitioners of their craft, but excellent educators / defenders of the value of their work. I’m happy we can help you make your case. Here are some well-known examples:

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Brand Valuation

Debating The Need For Brand Valuations


Brand Valuations- Are They Worth It?

Recently on Branding Strategy Insider, Mark Ritson wrote about the wild and concerning variances across different brand valuations. He suggested that despite the power and prestige of big valuation firms Interbrand, Millward Brown and Brand Finance, there was a possibility that much of what they do is unproven crap. Today we give David Haigh, CEO of Brand Finance an opportunity to respond.

Why Variation Supports the Need for Brand Valuation

“The suggestion that public brand valuations studies are ‘crap’ and worthless, simply because value opinions differ, is ill-informed nonsense. No one is surprised that valuation opinions for other assets vary widely, so why should brand valuers be expected to come to identical conclusions?

Compare this with share prices. Looking at Bloomberg today I find that 67 equity analysts follow Apple. The current Apple share price is $130. The lowest target price among analysts is $65 and the highest is $185. The 12 month consensus target price is $143. So there is a 300% high: low variance in valuation opinions. 66% say buy, 30% say hold and 4% say sell.

Brand Finance, Interbrand and Millward Brown all agree that Apple is the most valuable brand in the world. In 2014 Brand Finance valued the Apple brand at $104 billion. Interbrand said $119 billion. Millward Brown said $148 billion. That is a variance of only 42%, which is hardly surprising in my view. For other brands the variance may be much greater, but that is no surprise either.

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Branding Conferences

Brand Strategy For A Changing World


 Brand Strategy Conference

“I never worry about action, but only inaction.” ~ Winston Churchill

There’s a simple, human reason why behaviors happen time and time again. We are creatures of habit and familiarity. It is much more comforting to keep hammering away at what we know than it is to stop, reappraise the problem and completely redesign the playbook.

Relentless speed and ubiquitous impatience have spawned an approach to strategy based on “not enough time”. The underpinning philosophy is that there are either not enough minutes in the day to do the thinking, or even if these can be found, the strategy will be outmoded by the time the company gets to implement it.

Wrong. It will almost certainly take far less time to strategize the road ahead than it took to get into trouble. And it will cost a whole lot less than reacting to another bad snap decision.

However, those who hate change can always fall back on a simple tactic. If in doubt, raise more doubt…“What if it doesn’t work?”

It is in these moments of inaction the competition strengthens.

Brand Strategy for Changing World

At The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, we are working with senior marketers who see inaction as Winston Churchill did – a grave threat. The Blake Project’s annual, fun, ‘Competitive-Learning’ event is about taking action through a deep dive into the best practices that result in strong brands. This experience is designed to help you develop strategies that will propel your brand to a leadership position or to assist you to maintain the leadership position you have worked so hard to achieve.

This year we are exploring brand strategy, customer engagement, digital, storytelling, culture and purpose with team exercises based on real-world challenges.

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Branding Conferences

Brand Strategy And The Future Of You


Brand Strategy Conference

Transformation isn’t about plotting a meeting point for your brand with the predicted future. It’s not about getting to where the puck will be, to paraphrase Wayne Gretzky. Because depending on the arrival of the next big thing or that breaking wave, that hot new trend, the long-awaited demographic or anything else for that matter is conjecture.

Banking on it is simply speculation.

To evolve successfully, brands and the marketers that manage them must grow out of what they have become into what they need to be. They cannot shape the future. They can only shape their future.

A Shaping Force

At The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, we are working with senior B2C and B2B marketers through the lens of brand leadership. The Blake Project’s annual, fun, ‘Competitive-Learning’ event is about taking a deep dive into the best practices that result in strong brands. It is designed to help you develop strategies that will propel your brand to a leadership position or to assist you to maintain the leadership position you have worked so hard to achieve.

No Attendees. Only Participants.

The best pathway for learning is through participation, not observation. The Un-Conference: 360 Degrees of Brand Strategy for a Changing World will challenge your thinking about brands and brand management. To do that, we’ll put you in a team of 10 and offer you opportunities to compete, lead and learn alongside other marketers from around the world in a unique environment. The challenges you’ll tackle are based on actual issues that participants are facing.

As unique as the format itself is our venue. We’ll be at The Versace Mansion on South Beach, Florida May 18 – 20. Once again we have partnered with professional baseball’s Miami Marlins for a private team-building dinner as well as a game. It’s all included in your registration.

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Branding Conferences

Brand Leadership: The New Brand Management


Marketing Conference

Top tier marketers today have made one career-changing decision that has extended the reach of their success. They’ve elected to lead rather than manage. Those seven words represent the new requirement for high performance in an age where the customer drives the conversation about brands and where the proactive thrive.

Don’t Manage. Lead.

To manage means to bring about, to accomplish a task, to be responsible for a deliverable. Brand management mattered when the rules were set and when repetition formed the crux for success. But today’s marketplace is so much more dynamic and today’s consumers too social and demanding for managing alone to be enough anymore.

Marketers today must be leaders – because if your brand is not driving the conversation and changing the rules, you’re always going to be beholden to someone else’s playbook. Leadership is about influence, guidance, innovation and following a unique path.

The differences between management and leadership are most apparent in the contrasting behaviors of decision makers:

•  The manager administers; the leader innovates.
•  The manager replicates; the leader is an original.
•  The manager is focused on structure and systems; the leader is focused on people.
•  The manager relies on command and control; the leader inspires trust.
•  The manager thinks near-term; the leader has long-term vision and perspective.
•  The manager has their eye on the bottom line; the leader has their eye on the horizon and sustained wealth.
•  The manager invests in the status quo; the leader challenges it.

For marketers and brands to achieve their highest potential in the marketplace, stewardship, integrity, authenticity and trust must be infused in every action. These are qualities that brand leaders possess and bake into their strategic brand building efforts.

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