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should be
considered. Students can discuss the tagline as it relates to DuPonts traditional chemicals
business and its recent expansion into biotechnologies. They can be asked if it supports both
aspects of DuPonts business, and if it leaves room for further expansion. Students can also
consider the question: How will DuPonts broader focus on biotechnology affect the equity
the company established as a result of its traditional chemicals business?
Key Lessons
! Success factors for ingredient branding strategy
o Must convince consumer that ingredient matters
o Must convince consumer that branded ingredient is better
o Must create brand logo and means of identification
o Must support strong pull program
o Must enlist trade and retail cooperation
! Value of push and pull marketing programs
! Rationale for umbrella branding
! Role of branding in a business-to-business setting
! Need for reinvention in high-tech business environment
Discussion Questions
1) How would you characterize DuPonts brand equity? What factors contribute to the
companys equity? How can DuPont best preserve that equity?
! DuPonts equity
o Science & technology leader
o Innovation
o Ingredient brands in numerous industries, high awareness and
positive image to consumers and businesses
o Strong corporate brand, high awareness and image
o Biotechnology not yet a big contributor to equity
! Preserve equity
o Answers will vary
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2) Compare the benefits and drawbacks of a corporate brand strategy with that of an
ingredient brand strategy. Do you think DuPont should emphasize one strategy
more in the future?
! Corporate Brand Benefits:
o Strong corporate brands influence consumer behavior, can be
leveraged across entire brand hierarchy, extendible and transferable
to brand extensions
! Corporate Brand Drawbacks:
o Difficult to logically build an umbrella brand over disparate product
categories; corporate brand can suffer if one sub-brand develops
negative associations
! Ingredient Brand Benefits:
o Equity built at product level is easy to transfer to brand extensions,
can leverage many secondary associations from partners, can be an
ingredient in many disparate markets
! Ingredient Brand Drawbacks:
o Equity built at product level is difficult to transfer to new products,
brand susceptible to negative secondary associations from partners,
some loss of control over brand, challenge of developing consistent
marketing message if ingredient used in many different markets
3) Evaluate the Miracles of Science tagline. Do you think this effectively
communicates DuPonts positioning as the worlds premier science company? Does
it support DuPonts ingredient branding strategy? Do you think it has potential to
last as long as the Better Things for Better Living tagline?
! Tagline is memorable and aspirational
! Strong link to science heritage
! Conveys that DuPont finds applications for its scientific discovery, which is
consistent with former tagline
! Supports ingredient branding, each ingredient brand can be thought of as an
individual miracle
4) DuPont does not make many finished goods, instead supplying ingredient
components to manufacturers through licensing agreements. What are the risks in a
business model such as this? Can DuPont mitigate these risks?
! Consider issues like misuse of the ingredients by manufacturers,
counterfeiting, and brand equity dilution.
! class discussions and arguments are encouraged to analyze both options.
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Dockers: Creating a Sub-brand
Teaching Notes
Summary
This case concerns Levi-Strauss' introduction of the Dockers line of pants. Although the
case may be taught to emphasize a number of different points, perhaps the most interesting
issues relate to the brand image and brand equity of Levi's and how they affect and are
affected by the introduction of new products. Class discussion can center on the following
three questions that students should consider before class:
1) How would you characterize Levis branding strategy in general? What are the
positive aspects? Are there any negative aspects?
2) Analyze Dockers communication strategy at the time of the launch. How did it fit in
with past Levis advertising efforts? How did it contribute to brand equity?
3) How would you characterize the Dockers brand image? What makes up its brand
equity? Evaluate the move to expand the line into the bedding, bath, and luggage
markets.
4) Describe some of the changes in the Dockers marketing strategy from its debut. Has
LS&Co. maintained a consistent enough marketing message? Is it well-positioned
strategically and tactically to maintain its strong leadership status in the coming years?
5) Dockers missed out on the wrinkle free trend when it first surfaced. Not
incorporating this technology into pants hurt the company. Years later, Dockers
embraced technology in its products, creating the Thermal Adapt Kahki and
Perspiration Guard shirt. Was adding this technology to their products the right
move, or did Dockers go too far in adding these features to their clothes?
6) Evaluate Dockers decision to stop selling products directly to consumers on its
website. Dockers main competitors (e.g., Gap, J.Crew, and Abercrombie & Fitch)
are heavily involved in online retailing. Should Dockers reconsider their decision?
7) Imagine that you are John Goodman and have just been named as the head of the
Dockers brand. What are your priorities? What do you do first?
Teaching Objectives
1) To introduce the scope of branding decisions and the value of the customer-based
brand equity framework.
2) To demonstrate the value of multiple brand elements and sub-brands.
3) To illustrate the importance of blending push and pull in marketing a brand.
4) To examine the effects of changing demographics on marketing strategies.
5) To show how strategies and tactics change over the product (and brand) life cycle.
Teaching Strategy
This is a highly relevant case to students as virtually every student will have worn a pair of
Levis at one time or another and generally will be aware of the brands marketing efforts
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over the years. It is a good case to teach in one of the first classes as it generates discussion
and covers a lot of ground.
The history of the brand is an interesting one with several important lessons. A good place
to start is by noting the brands historical roots as the first brand of tough, rugged jeans and
its evolution to a standard bearer of the jeans category and a symbol of freedom and
independence. Levis mistake of over-diversification is worth noting, especially if students
have had the opportunity to see the out-of-print but still available at many schools!
half hour Not by Jeans Alone video on their failed line of mens Tailored Classics suits.
This video can be shown before class to interested students or in-class if the case is taught
over two sessions. (It also is interesting to juxtapose this video with the case video on
Dockers LS&Co.s since Steve Goldstein appears in both although they are shot 15 years
apart!!) Levis attempt to make apparel to suit almost any person and any lifestyle, all under
the Levis name, clearly stretched the brand in too many directions in the early 1980s.
LS&Co.s back to basics approach to get the brand back on its feet is worth noting. To
improve profitability, LS&Co moved in two directions: 1) improved relations with retailers;
and 2) re-focused Levis brand name and image with consumers. In other words, LS&Co
adopted a classic push and pull strategy as part of their revitalization. Students should
appreciate how this was done and why it was done. This back to basics approach is one
that many firms need to adopt when their brands encounter troubles. On the demand side,
many core businesses were sold and greater emphasis was placed on basic jeans and
corduroy lines as a means to preserve the companys values and traditions. Advertising
played a critical role in creating the desired brand image with the following associations:
- Honest - Approachable
- Classic - Universal
- Contemporary - Independent
- Comfortable
Students can be asked how easy it was be to achieve this brand image. The answer is not easy
at all several pairs of associations would, on the surface, seem to be contradictory (e.g.,
classic and contemporary as well as universal and independent). The 501 Blues
campaign, described in the case, did a remarkable job targeting 12-24 year olds and having
the desired effect.
The net result of all these new initiatives was that the brand began to thrive again. All was
well until LS&Co. was forced to confront their demographic destiny the baby boomers
making up their key audience were aging and were not buying as many jeans. At this point in
the discussion, it is important for students to recognize that all brands need to bring in new
customers, although some brands need to more than others. Other brands that faced similar
demographic challenges, such as Cadillac, can be discussed. Chapter 13 of the text provides
some useful background discussion in that regard. The needs of Levis aging baby boom
target market and the marketing opportunity that existed there can then be discussed. The
bulk of the case discussion can then turn to how LS&Co. branded its New Casuals.
Students should be encouraged to apply basic concepts from Chapters 4-7 of the book in
terms of how build brand equity. The three main ways to build brand equity should be
examined in turn:
1) Choosing brand elements
- Name (Dockers)
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- Logo (Interlocking wings and anchors)
- Hangtag (Women lead off ship by formally dressed man but looking at
relaxed, casually dressed man)
2) Develop supporting marketing program
- Product (Emphasis on style, versatility, and comfort by inclusion of 100%
cotton, pleated, washed fabric with reverse silhouette design, and variety of
colors)
- Price (Moderate/Upper-moderate)
- Channels (Dockers in-store shop & unique displays)
- Communications (Ad campaign)
3) Leverage secondary associations
- Use of sub-branding strategy with Levis brand name
Students should consider the logic and consistency of this strategy and the role these
different tactics had in building brand equity. For example, in terms of choosing brand
elements, some students will be skeptical as to whether or not LS&Co really thought of the
brand elements as empty buckets with no inherent associations or meanings. There is a
strong nautical theme suggesting that perhaps the initial positioning with the pants was in
terms of companions to top-siders or similar products. Nevertheless, the real equity is not
being built there but in the supporting marketing program. Here, students should recognize
how well-designed and implemented the marketing program was. At the heart of it all was
the right product, and students must appreciate how important the right product is to
creating brand equity. Some fruitful discussion can address the push and pull aspects of
the program. The Dockers in-store shops were truly innovative and trend-setting and should
be reviewed. The pull side is more complex and it is worthwhile for students to analyze its
likely contribution to building brand equity. Some thoughts along these lines are as follows.
The potential contribution of the introductory ads were to both:
- Build awareness
- Create image
- User imagery (e.g., age)
- Usage imagery (e.g., versatility)
- Product benefits
- Comfort
- Style
Any ad can potentially work at both levels (awareness and image), but it is rare that both can
be strongly emphasized. It is hard for any one ad to be able to do so much building brand
awareness typically involves much brand and product exposure, which almost necessarily
comes at the expense of information that would enhance image. Most likely, the ads worked
best at the awareness level: The strong product focus (some critics claimed it was the first
use of the buttcam in advertising and well-constructed slogan (If youre not wearing
Dockers, youre just wearing pants) helped to get the word out as to what the brand is all
about a prerequisite for building brand equity. Note too that the ads actually referred to
Levis 100% cotton Dockers. The inclusion of the type of fabric cleverly served as a buffer
between Levis (known for jeans) and Dockers (which wanted to be known for pants). It
may be useful to have students diagnose the sources of equity that Levis sought to bring to
Dockers (e.g., quality, physical comfort, style, heritage) and sources of equity Levis wished
to create distinctly for Dockers (e.g., 100% cotton, dress casual, and psychological comfort).
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Not every response to the introductory Dockers television ads was positive. In reviewing the
ads, ADWEEK magazine sniffed, Its like a lot of yuppie crotches talking to one another.
Students can be probed as to what is missing in the introductory marketing program, e.g., by
contrasting the image of Levis jeans to Dockers. The early ads focused on awareness rather
than image, and students can evaluate the relative importance of both components in an
introductory ad campaign. After running variations of the introductory campaign for a
couple of years, Dockers injected some imagery and personality to the brand with a stylish
new ad campaign using the tag line Relax. Youre Among Friends. These ads injected
humor and portrayed a relaxed life style by showing Dockers wearers at work and play.
These ads could be interpreted as bolstering the user and usage imagery which had been
somewhat lacking in the introductory campaign (e.g., who should wear the pants and where).
By 1991, Dockers approached $700 million in pants sales (with another $200 million in shirts
sales), awareness was sky high (90% in target market, and ownership penetration was at 40%
for men 25-44 (owning 2 ! pairs on average). A new campaign, Nobody Does Colors Like
Dockers, targeted current users in an attempt to get them to buy more varieties of pants.
Each ad featured a different color. By 1991, however, some cracks emerged in the Dockers
image as a younger generation found the pants as lacking in relevance (see video case).
The younger generation of consumers felt that while Dockers addressed the needs of their
fathers, they felt that the brand did not cater to their fashion needs. This would be a good
place in the discussion to observe the difficulty of creating a positioning or positionings of
appealing to broad demographic groups. Dockers attempted to improve the image of its
pants among younger consumers with the Nice Pants campaign. After the Nice Pants
campaign had run for three years, Dockers switched to One Leg at a Time, a slogan that
failed to connect with consumers. In mid-1999, after one year of One Leg at a Time,
Dockers reinstated the Nice Pants tagline. The discussion at this point could touch back
on the task of keeping the brand relevant and attracting new consumers over time.
There are a number of ways to wrap up the case. One way is to put the brand hierarchy on
the board and consider big picture issues of how LS&Co. should manage their brands. In
doing so, it is important to include Slates, LS&Co.s new dress slacks. Questions can be
raised as to whether there is or should be a good brand migration strategy. Questions
can also be raised about brands below the family brand level. Dockers had many varieties of
Dockers, including two sub-brands Dockers Recode and Dockers Exact and a variety of
branded pants types, including the Go Khaki and the Mobile Pant. Students can discuss the
key challenge of moving a brand forward: deciding what to change and what to preserve.
Updating the case, Levis recent struggles in the jeans category can be brought up (their
market share dipped considerably during the latter half of the 1990s and the early 2000s).
Key Lessons
! Value of a back to basics brand revitalization strategy
! Challenge of negatively correlated attributes
! Great brands seize trends and opportunities
! Proper design and implementation of sub-brands
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! Necessity of mixing and matching brand elements
! Value of blending well-designed push and pull strategies
! Reality of awareness and image tradeoffs in advertising
! Importance of innovation and relevance
Discussion Questions
1. How would you characterize Levis branding strategy in general? What are the positive
aspects? Are there any negative aspects?
! Two brand names: Levis and Dockers
! Sub-brands
! Positive Aspects:
o Successful sub-branding strategy
o Capitalize on the strengths of the Levis brand
o Differentiates between Levis and Dockers
! Negative Aspects:
o Dockers image was not appealing to many consumers
o New trends in the market do not support the Dockers brand idea.
2. Analyze the Dockers' communication strategy at the time of the launch. How did it
fit in with past Levi's advertising efforts? How did it contribute to brand equity?
! Communication strategy
o At time of launch, product focused
o Consistent with some Levis advertising from the 1980s
o Other Levis ads very image-oriented
o Dockers did not add an image element until later
! Contribution to brand equity
o To build brand equity, both awareness and image are needed
o Early ads drove awareness well, they were memorable and conveyed
information about the product
o In-store shops pushed awareness
o Dockers added advertisements that indicated who should be
wearing its pants
3. How would you characterize the Dockers brand image? What makes up its brand
equity? Evaluate the move to expand the line into the bedding, bath, and luggage
markets.
! Brand image
o Casual dress brand, positioned in between jeans and dress clothing
o At the time of its launch, the brand image tied almost exclusively to
the khakis popular with the suburban set
o Dockers updated its communication strategy and its design styles to
convey a more sophisticated, urbane image
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! Brand equity
o High awareness
o High market penetration
o Strong channel support
o Positive image in numerous demographic segments
4. Describe some of the changes in the Dockers marketing strategy from its debut. Has
LS&Co. maintained a consistent enough marketing message? Are they well-
positioned strategically and tactically to maintain their strong leadership status in the
coming years?
! Dockers altered advertising to convey a more sophisticated image
! Nice Pants offered more edginess, more sexiness, less stuffiness, younger
target
! One Leg at a Time was a departure, confused consumers
! Returned to Nice Pants, better consistency
! Dockers is positioned well
o Leading brand of casual pants
o High awareness levels
o Many different lines, broad market coverage
o But, is Dockers reaching market saturation in U.S.?
5. Dockers missed out on the wrinkle free trend when it first surfaced. Not
incorporating this technology into pants hurt the company. Years later, Dockers
embraced technology in its products, creating the Thermal Adapt Khaki and
Perspiration Guard shirt. Was adding this technology to their products the right
move, or did Dockers go too far in adding these features to their clothes?
! Challenge of changing the image among young consumers
! Necessary to target this market
! Analysis is open to class discussions and arguments
6. Evaluate Dockers decision to stop selling products directly to consumers on its
website. Dockers main competitors (e.g., Gap, J.Crew, and Abercrombie & Fitch)
are heavily involved in online retailing. Should Dockers reconsider their decision?
! Early e-commerce try was not successful
! Maybe a new approach would yield better results
! Analysis is open to class discussions and arguments
7. Imagine that you are John Goodman and have just been named as the head of the
Dockers brand. What are your priorities? What do you do first?
! Conduct extensive marketing research to assess the image of Dockers
among different market segments.
! Analyze the possibilities of extending the brand, especially using sub-
brands in order to attract new customers, while keeping the brand relevant.
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Nivea: Managing a Multi-Category Brand
Teaching Notes
Summary
This case concerns the marketing program for Beiersdorf's flagship Nivea brand. The case
addresses the issue of how to manage the brand image for a brand associated with different
products. How can Nivea continue to add new customers to their brand franchise without
harming their brand equity? Further, how can Nivea maintain its brand equity in its core
skin crme product while also leveraging that equity into new product categories? A number
of issues are raised concerning the coordination of a branding and communication program
across existing and new products. Class discussion can revolve around the following sets of
questions that students should consider before class:
1) What is the brand image and sources of equity for the Nivea brand? Does it vary
across product classes? How would you characterize their brand hierarchy?
2) What are the pros and cons of the sub-brand strategy? Should Nivea run a corporate
brand or umbrella ad for all of their products? What is the role of the Nivea Crme
advertising? Should it be changed?
3) Discuss the risks and benefits of Niveas brand extension into new product
categories and customers. How have Niveas executives managed this extension?
Have they missed opportunities such as perfume or foot care? Are there certain
boundaries that Nivea should not cross?
4) Should Nivea pursue a Mens grooming category? Does the company risk alienating
its core consumer base of families and women or is this a natural next brand
extension?
5) What would you do now? What recommendations would you make to Nivea
concerning next steps in their marketing program?
Teaching Objectives
1) To examine issues in managing a brand hierarchy and brand portfolio
2) To review possible roles of brands and communication strategies for a brand
hierarchy and brand portfolio
3) To consider how to best manage a mature brand over time
4) To analyze brand extension strategies for appropriateness
5) To demonstrate proper communication strategies with a brand extension
Teaching Strategy
This case is the one with which students may be the least familiar. Nevertheless, it can be an
excellent means to examine brand extensions and brand hierarchies. A good way to begin
the case is to ask students what the brand image is of Nivea crme, the flagship product, in
Europe, e.g., if you were to stop someone in the streets of Paris, London, or Hamburg and
asked what came to mind when they thought of Nivea, what would they say? Nivea crme
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has a rich brand image, so students typically are able to elicit a number of different brand
associations, such as:
- Care
- Protection
- Mildness/Gentleness
- Reliable/Trustworthy
- Natural/Pure/Basic/Simple/Honest
- Family/Shared Experiences/Maternal
- Multi-Purpose
- Classic/Heritage/Timeless
- Good Value/Quality
- Blue/White
A number of specific points can be made about the brand image. The association of care and
protection is an important one as it works at both the product-level as well as a more
symbolic, non-product level. This duality is one that characterizes strong brands. Mildness
and gentleness associations are also critical as they represent a key point-of-difference.
Classic and heritage associations present an opportunity and a threat. In terms of the latter, a
worry is that the brand will not be seen as contemporary and up-to-date, a point we will
return to. Finally, the blue and white associations are the foundation for brand awareness
and can be leveraged in that way.
After some discussion of the brand image of Nivea crme, analysis can turn to the sub-
brands and brand extensions. As is usually the case, it helps to elicit the brand hierarchy and
put it on the board. A few preliminary comments can be made concerning the range and
scope of the Nivea brand (e.g., Which associations are most transferable? Relevant?
Unique?). It is necessary to individually analyze each major sub-brand, starting with ones
under skin care and moving to ones under personal care. A good way to do this is to
identify, one by one, the points-of-parity and points-of-difference for each sub-brand.
Students may put together a list somewhat like the following:
POP POD
Crme All-Purpose Application Mildness/Gentleness
Body Texture/Application Mildness/Gentleness
Pleasurable usage experience
Soft Pleasurable usage/Texture Mildness/Gentleness/
Lighter crme
Visage Beauty Scientific & Technology
With Confidence
Vital Beauty/Anti-aging Scientific/Gentleness
Baby Safety/Caring/Mildness Heritage
Sun Protection/Safety Mildness/Gentleness
Beach/Fun
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For Men Sensual image/ Mildness/Gentleness
Soothing
Bath Care Convenience/ Mildness/Gentleness
Cleansing
Deodorant Efficacy Mildness/Gentleness
Beaut Beauty/Color Mildness/Gentleness
Hair Care Cleansing/ Mildness/Gentleness
Appearance/Hold
There are a number of specific issues for each sub-brand that can be considered in the
process, time permitting. For example, Visage is a very different type of sub-brand that
deserves closer scrutiny. One role it can play is to contribute to the perceptions of the Nivea
brand as a whole (e.g., as innovative, contemporary, etc.). Of course, the transfer of
associations is not one-way, so a legitimate question is the effects of the Nivea parent brand
on Visage. This topic can be used to illustrate the flow of equity, which describes how
sources of equity are transferred between a parent brand and a sub-brand, and vice-versa.
Although Nivea presumably communicates credibility, quality, and mildness, the transfer
may not be all positive. For example, Nivea Deo raises an interesting dilemma faced by many
brands: how can a brand be effective and therefore by implication, strong and mild? The
challenge of negatively correlated attributes can be addressed in this context. Another
example: Niveas positioning as a mass-market, family brand of skin care products
complicated its extension into color cosmetics, which is a more sophisticated and image-
conscious category.
After listing the positionings of the sub-brand, students can be told to step back and critique
their extension strategy. Has BDF management done a good job extending the Nivea brand?
Most students will admit that the current brand portfolio is generally cohesive and well put
together. It is also worth considering whether Niveas leveraging of its brand across an array
of diverse brand extensions could have adverse consequences for the image of the umbrella
brand. Two important points to emphasize about their sub-brands is that: 1) gentleness and
mildness are key points-of-difference in almost every category; and 2) as Nivea moves
farther away from their core crme brand, points-of-parity become critical. It is worth noting
that these two observations characterize many brand extension strategies. These two
observations have important implications for the brand hierarchy as will be developed
further.
At this point, it makes sense to return back to the brand hierarchy to get the big picture.
For the sub-brands to be successful, with the exception of Visage, they all need to create a
POD on the basis of mildness and gentleness. BDF management has four basic options to
do so:
1) Create mildness and gentleness associations to the Nivea brand as a whole
(perhaps reinforced through a family brand ad) and assume they trickle down to
the sub-brands
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2) Create mildness and gentleness associations to the collection of sub-brands
through a product umbrella ad that showcased all the various products and
assume that each one would pick up the associations
3) Create mildness and gentleness associations at the skin care and/or personal care
level through a family brand/product umbrella ad at that level and assume they
trickle down
4) Create mildness and gentleness associations at the Nivea crme level and assume
they go up and over to the sub-brands
Nivea chose the fourth option by implementing the Blue Harmony campaign, which was
essentially an image campaign for Nivea Crme. This fourth option was the most cost-
effective but, as with the first option, it is not clear that a different type of ad will be
necessary. To make this point, the Blue Harmony ad campaign should be analyzed. The
campaign certainly modernizes the brand and gives it a more contemporary look. A number
of key associations were not, however, being reinforced initially, especially care, protection,
mildness, gentleness. These associations are only very implicitly dealt with as the ads are
more of a life style variety and lack product exposure. Later Blue Harmony ads focused
more on specific attributes of Nivea Crme, while keeping the style of the ads consistent.
The discussion can conclude by asking the students what would they do next both short-
term and long-term. The key for Nivea is to reinforce equity in the corporate umbrella brand
while at the same time using it to support extensions. If the students suggest, based on the
analysis described above, changing the ads, they should be asked how. There are many good
things about the ad that probably should be preserved. BDFs solution was to add phrases to
capture key associations to the ad (e.g., Care, Protection) while essentially keeping the
same visual style. Although seemingly small and subtle, such changes may help to provide
the proper brand foundation on which the extensions can build.
Longer-term, a key question becomes what new product categories should Nivea enter and
how. Students can be asked to generate some candidate categories and asked to react to
some actual categories in which Nivea entered. Students can also discuss the challenges of
the entering the U.S. market. One useful point to consider is whether BDF should attempt
to leverage their European (although not necessarily German) heritage in marketing Nivea
(e.g., the European skin care leader). They have not done so is that wise?
Key Lessons
! Strong brands have rich, cohesive brand images and well-entrenched brand values
! An effective brand hierarchy creates relevance, differentiation and the proper
awareness and image at each level
! Properly extending a brand can broaden its meaning & scope
! Creating a strong family or power brand involves choosing categories that fit
and developing consistent, well-positioned marketing programs
! Sub-brands can create unique identities and enhance the image of the parent brand
! The role of flagship brands must be carefully managed to balance deposits and
withdrawals
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Discussion Questions
1) What is the brand image and sources of equity for the Nivea brand? Does it vary
across product classes? How would you evaluate or rate Niveas brand extension
strategy? How would you characterize the brand hierarchy?
! Brand Image/Equity
o Family
o Caring
o Gentleness/Mildness
o Protection
o Simple
o Multipurpose
o Reliable
! Variation Across Product Classes
o In Visage, Vital, and Beaut, image is less simple and more scientific,
less multipurpose, and more individual than family
o In every product category, core attributes of mildness/gentleness,
caring, protection, and reliability hold
! Brand Extension Strategy
o Leverage corporate umbrella brand on every new product
o Use familiar logo and look for new brands
o Extend into related categories
! Brand Hierarchy
NIVEA
Skin Care Personal Care
Nivea Crme Nivea Deo
Nivea Soft Nivea Beaut
Nivea Visage Nivea Bath Care
Nivea Vital Nivea Hair Care
Nivea Body Nivea Intimate Care
Nivea for Men
Nivea Sun
Nivea Baby
Nivea Hand
Nivea Lip
2) What are the pros and cons of the sub-brand strategy? Should Nivea run a corporate
brand or umbrella ad for all of their products? What is the role of the Nivea Crme
advertising? Should it be changed?
! Pros:
o Helps elicit the brand hierarchy
o Strengthens the Nivea brand
o Utilizes the existing awareness and associations of the brand
! Cons:
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o Risk of transferring irrelevant or negative associations
o Risk of negatively affecting the original brand
! It is possible to run brand campaign as long as the ads emphasize common
image and associations
! Nivea Crme is the flagship brand that carries the brands awareness and
image as well as the All Purpose association.
! Nivea Crme ads should emphasize the brands image and they should be
general enough to allow for extensions with additional associations.
3) Discuss the risks and benefits of Niveas brand extension into new product
categories and customers. How have Niveas executives managed this extension?
Have they missed opportunities such as perfume or foot care? Are there certain
boundaries that Nivea should not cross?
! Risks
o Can the brand image extend to all these products positively?
o Can these extensions dilute the Nivea brand?
! Benefits
o Use Niveas awareness and equity
o Save time, effort and money
! Management of Extensions
o Evaluation is open for class discussions and arguments
! Opportunities in Perfume and Foot Care
o Each idea needs to be further researched
o Evaluation is open for class discussions and arguments
! Boundaries
o Evaluation is open for class discussions and arguments
4) Should Nivea pursue a Mens grooming category? Does the company risk alienating
its core consumer base of families and women or is this a natural next brand
extension?
! If the associations transferred are consistent with the brands image and
positioning, then an extension to the Mens growing category is possible.
! Marketing research is required to analyze the effect of this initiative on the
current consumer markets.
5) What would you do now? Provide recommendations to Nivea concerning next steps
in their marketing program?
! Analyze the brand portfolio carefully to decide on which sub-brands to keep
and which ones to divest.
! Consider different countries where the brand could be introduced.
! The question is whether to enter these international markets with a full
portfolio of products & brands or to apply a gradual entry approach.
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Yahoo!: Managing an Online Brand
Teaching Notes
Summary
The Yahoo! case details the rise of one of the Internet economys most visible brands. The
case focuses on managing an Internet brand, which entails numerous topics such as Internet
advertising, branding a technology product, and managing a brand in a highly competitive
category. Yahoo! was the poster-child and bellwether of the Internet economy during the
second half of the 1990s, and managed to remain independent as many search engine and
portal competitors were purchased by media companies. The company encountered
obstacles, however, as the economy worsened in the early 2000s. After management changes
and strategic business restructuring, Yahoo! looked to capitalize on its position as a leading
Internet brand moving forward. Yahoo! deployed a strategy for growth based on new
services, acquisitions, and partnerships to face fierce competition. Students can consider the
following questions before class:
1) Describe the sources of equity for the Yahoo! brand. Did these sources change
during Yahoo!s history? If so, how?
2) How did Yahoo!s marketing program contribute to the companys success?
What changes, if any, would you recommend for the future?
3) Evaluate Yahoo!s strategy of selling services. What impact, if any, will it have
on consumers perceptions of the brand? How can Yahoo! get more people to
pay for more of its services?
4) Should Yahoo! work more on growing its international presence, or should it
focus on strengthening its domestic position?
5) What do you think is the biggest risk to Yahoo! at the time of the case? What
should the company do about it?
Teaching Objectives
1) To examine the selection of brand elements and creation of a marketing
program
2) To analyze the decisions and factors involved in starting an Internet brand
3) To observe the branding issues facing technology companies
4) To review new marketing techniques, particularly Internet advertising
5) To analyze the process of developing new products and new markets
6) To examine the issues of global branding
Teaching Strategy
Yahoo! should be a very familiar brand to everyone in the class, and most students should
have first-hand experience with the brand. Students should certainly be encouraged, as with
most cases, to go on-line and check out the brand before the class session to increase their
familiarity if need be. With this level of familiarity, it should be easy to construct a mental
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map of the Yahoo! brand at the beginning of class and use this to launch class discussion.
An obvious place to start its with the origins of the brand, which can be used to illustrate
selecting brand elements and devising marketing strategy. In vintage dot-com style, Yahoo!
was conceived by graduate students and started from a trailer. These roots informed the fun
and user-friendly image that lay at the core of the brand. The name Yahoo! is an acronym
standing for Yet Another Hierarchical Officious Oracle, which is a tongue-in-cheek
definition of the search engine in technology jargon. The name was meant to convey the fun
and excitement of using the Internet, without any complicated technological associations
that would dissuade the casual consumer.
Yahoo!s advertising was also designed to make technology novices, termed near surfers
because they considered getting on the Internet but hadnt yet, feel comfortable using the
brand. By Yahoo!s way of thinking, these near surfers were more loyal and comprised a
large segment of the population. Yahoo!s advertising can be analyzed by students for its
brand equity building. Yahoo! had the advantage of being one of the first Internet companies
to use mainstream media buys, which further contributed to awareness and image. Yahoo!
also developed the Yahoo! yodel, the signature audio cue designed to reinforce awareness
of the brand and add to its image of fun and excitement. The Do you Yahoo!? slogan was
used consistently, which the company felt helped it stand out from competition that was
changing their names, taglines, and positionings.
Another topic for discussion is the Yahoo! business model, which was initially built almost
exclusively on revenue from selling advertising space on its site. The percentage of visitors to
an ad-sponsored site who clicked on the advertisement to follow its link was called the
click-through rate. When Internet advertising first emerged, click-through rates were
above 20 percent, but rapidly fell to two or three percent in 1996. Currently, click-through
rates are less than one percent. Students can be asked about their Web surfing habits and the
frequency with which they click on ads to illustrate this point. The discussion of Internet
advertising can include ideas from Chapter 5 on new marketing techniques. Once click-
through rates bottomed out in the early 2000s, the business model using online advertising
as the primary source of revenue came into question. Yahoo! had been expanding its
business in product, market, and geographic terms since it was launched, but the need for
further expansion and less reliance on advertising revenue was imperative. Therefore, the
next area to consider is Yahoo!s brand expansion.
Yahoo!s product expansion is a good place to start, because many students will be familiar
with the brands numerous brand extensions. Early on, Yahoo! management noticed that
Web surfers typically used Yahoo! to conduct an Internet search and then left the site to visit
the non-proprietary sites generated by the search. In order to keep eyeballs glued to
Yahoo! sites for longer, the company added homegrown content and vastly expanded onsite
offerings, such as Yahoo! Finance, Yahoo! Travel, or the Yahoo!ligans kids directory. These
sites attracted new users and kept them on Yahoo! pages. For all its brand extensions,
Yahoo! used a sub-branding strategy. Students can compare the benefits of this strategy vs.
other types of brand extension strategies from Chapter 12. Yahoo! also made a number of
acquisitions, including free e-mail provider Four11 Corp., which became Yahoo! Mail, and
Broadcast.com, which enabled Yahoo! to provide streaming media content. Students can
weigh the merits of Yahoo!s acquisition strategy, in terms of its product expansion strategy
and in terms of valuation methodology from Chapter 10. It might be interesting to have
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students describe their experience with the brand, to see who uses Yahoo! for a search
engine, for a entertainment and streaming-media source, for an information and news
source, for a shopping and e-commerce site, and for any of its other numerous product and
service offerings. Yahoo! licensing is another product development topic that student may be
interested in discussing. This topic can be tied into ideas from Chapter 7.
Yahoo!s product expansion strategy paralleled its market expansion strategy, which can be
discussed next. From the start, the brand expanded rapidly into new geographical segments.
Yahoo! Europe and Yahoo!s first Asian site Yahoo! Japan were developed in 1996. Over
the next five years, Yahoo! added more country and regional sites in many languages. Yahoo!
was the leading portal in many of the countries in which it established a site, including Japan,
Great Britain, and was in the top three in every market it entered. It had established a global
brand in a short five years. Students can discuss the advantages and drawbacks of global
branding, as detailed in Chapter 14. The fact that it was an Internet company was central to
Yahoo!s development of a global brand, because the medium was itself a global network.
The fact that Yahoo! surpassed local competition in many markets and always led big players
like AOL and MSN indicates that Yahoo!s marketing program was better designed for
global marketing. Students can discuss how the companys brand elements, its advertising, its
grassroots strategy, and its early geographic expansion all contributed to this effect.
As the Internet economy foundered, however, Yahoo!s expansion grew more aggressive,
particularly in the product dimension. In 2000, 90 percent of Yahoo!s revenues came from
advertising. This figure was reduced to 80 percent in 2001, but advertising revenues
decreased by almost 40 percent that year. Yahoo! sought to achieve a 50-50 split between ad
revenues and revenues from other sources by 2004. Yahoo!s big initiative was expanding its
corporate services by establishing offerings such as Yahoo! Portal Solutions, which
specialized in building website portals for corporations such as McDonalds, Pfizer, and the
state of North Carolina; Yahoo! Enterprise Solutions (YES), which offered a customized
version of the Yahoo! portal for corporate clients; and on-line conference hosting. In
another move to boost revenues from non-advertising sources, Yahoo! began charging for
services that had traditionally been free, such as e-mail forwarding, responding to personal
ads, and Web phone applications. Yahoo! also raised commission rates for sellers on its
auction site. Students can discuss the potential affects on brand equity of these moves. For
example, most mass-market consumers would not know about Yahoo!s corporate offerings
and their perception of the company might not be affected. Mass-market consumers might
balk, however, at being asked to pay for traditionally-free services. Corporate clients, on the
other hand, would be familiar with Yahoo!s mass-market appeal and might not perceive the
company as a powerful corporate solutions provider.
The discussion can end by soliciting thoughts on Yahoo!s future strategy. Some industry
analysts foresaw a future merger with or acquisition by a large media company. Others
recommended that Yahoo! start charging its users a fee for all services. These options can be
analyzed for their viability and their consequences for Yahoo!s brand equity. Students may
also have different ideas for Yahoo! It should be emphasized that Yahoo! was one of the
most recognized and oft-used Internet brands, and possessed a great deal of equity that
could be leveraged as the brand sought new sources of revenue.
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Key Lessons
! Yahoo! achieved success in the highly competitive Internet portal market with
the help of an innovative product and the implementation of branding strategies
! Yahoo! built awareness and image with a creative and integrated marketing
program
! Over-reliance on the Internet advertising model adversely affected the companys
financial fortunes
! Diversification and brand extensions were and are critical to Yahoo!s past and
future success
! Yahoo! has accumulated significant brand equity in its category, must find new
ways to capitalize on it
Discussion Questions
1) Describe the sources of equity for the Yahoo! brand. Did these sources change
during Yahoo!s history? If so, how?
! Sources of equity
o High awareness
o Positive image associations: fun, excitement, ease-of-use, powerful, global
o Credibility
o Customizable, for me
o Interactive
! Changes over time
o Became more interactive with added media content, chat groups, instant
messaging, mobile capabilities
o Became more customizable with My Yahoo!
o More global over time
o Added many more corporate services
o Retained fun, excitement, ease-of-use
2) How did Yahoo!s marketing program contribute to the companys success? What
changes, if any, would you recommend for the future?
-
! Used an innovative and easy-to-use product as foundation for marketing
activity
! Built awareness and image at an early stage, before many competitors were
advertising
! Quirky advertising reinforced key product benefits and image associations
! Cross-promotion, licensing, grassroots activity reinforced key values of fun,
excitement, user-friendly, etc. in unique ways
! Brand extensions enabled growth
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3) Evaluate Yahoo!s strategy of selling services. What impact, if any, will it have on
consumers perceptions of the brand? How can Yahoo! get more people to pay for
more of its services?
! Less reliance on advertising as a source of revenue. Therefore, this approach
is appropriate and less risky in the long-term.
! Consumer perceptions should be positive as a result of this approach because
the brand offers a variety of valuable services and contents.
! Students are encouraged to discuss their experiences with the brand and the
whether the services offered are wroth paying for.
4) Should Yahoo! work more on growing its international presence, or should it focus
on strengthening its domestic position?
! How to balance the focus on both?
! Open for class discussions and arguments on:
o Coverage should be relevant to all cultures and markets
o Coverage should be thorough to appeal to local tastes
5) What do you think is the biggest risk to Yahoo! at the time of the case? What should
the company do about it?
! Competition and market developments are the major risks facing the brand
! Revenues are unpredicted with technological developments and quick
changes in market dynamics and requirements
! Possible Solutions:
o Acquire a media company to expand and further grow & diversify
o Search for new sources of revenue
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American Express: Managing a Financial Services Brand
Teaching Note
Summary
American Express (AMEX) is one of the most recognized and most respected brands in the
world. The case concentrates on three periods in the life of the AMEX brand: its early
history up through the brands emergence in the 1980s as the largest financial services
company in the United States; the companys business struggles in the early 1990s; and the
subsequent moves that attempted to return the brand back to prominence. As an enduring
financial services brand, AMEX underwent many changes throughout its 152-year history.
The companys ability to adapt to market conditions and competitors actions enabled it to
remain one the worlds leading corporations, but a number of issues remain unresolved. As
with Silicon Graphics, the AMEX could make for an excellent exam case or the basis of
class discussion. Regardless, students should consider the following questions in analyzing
the case:
1) What elements and characteristics comprised the equity in the American Express
brand in the 1960s? In the 1980s? How would you currently characterize the
American Express brand?
2) Evaluate American Express in terms of its competitors. How well is it
positioned? What are its points-of-parity and points-of-difference in its different
business areas? How has it changed over time? In what segments of its business
does American Express face the most competition?
3) Evaluate American Express integration of its various businesses. What
recommendations would you make in order to maximize the contribution to
equity of all of its businesses units? At the same time, is the corporate brand
sufficiently coherent?
4) Was it worth the time and effort to make the webisode with Jerry Seinfeld?
The short film by Ellen DeGeneres? What are the advantages and disadvantages
of using the Internet to advertise a service-related company?
5) Of the advertising campaigns described in the case, which would you say was the
most effective? Why?
6) What is more important for American Expressexpand its product line of new
cards (such as the IN:NYC card), or focus on offering new services to its
cardholders (such as offering statements in Braille or making its travel website
easier to use)?
Teaching Objectives
1) To understand issues with services branding
2) To address evolutions in positioning and its dynamic nature
3) To analyze the development of marketing communications strategies
4) To examine the concepts of brand portfolio and brand hierarchy
5) To review strategies for dealing with competition
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Teaching Strategy
The areas of discussion that can be derived from this case are many, including topics such as
building brand equity, managing brand equity, and revitalizing a brand. Students will be
familiar with the brand, but they may not know its history. A brief review from the first part
of the case will help students understand how the brand was built and what management
decisions contributed to the companys early success. As with many cases, students can
apply the CBBE model in terms of the three major ways to build brand equity and the
resulting CBBE pyramid that was being constructed strategically. Clearly, AMEX went up
the right-hand-side of the pyramid to a greater extent than many brands in terms of creating
a brand with strong user imagery and personality and that evoked many feelings of social
approval, self respect, etc. It is also worth noting how they did that in part by leveraging
secondary associations in terms of celebrities, which permits a discussion of when celebrities
are, or are not, useful. Chapter 7 has much useful information in that regard.
Turning to the second main period the decline of AMEX an obvious start point is their
failure to achieve the two keys to keeping a brand strong innovation and relevance. They
failed to develop new products that met changing consumer needs and they failed to
recognize that the brands key promise of prestige was no longer as relevant in the 90s as it
had been in the 80s. The Chiat/Day ad campaign with the card as an icon was horribly mis-
timed in that regard. Compounding problems was the simultaneous launch of Visas brilliant
ad campaign Visa. Its Everywhere You Want to Be. That campaign highlighted
desirable locations, resorts, events, restaurants, etc. none of which would take American
Express. It was able to simultaneously create a point-of-parity (in terms of cachet by
showing aspirational travel destinations and promoting their own gold and platinum cards)
and a point-of-difference (in terms of convenience). AMEX lacked focus and was not
strongly positioned competitivelyand paid the price. A number of the concepts from
Chapter 13 are relevant here in terms of brand reinforcement and maintaining a leadership
position.
The third main period deals with AMEXs attempts to regain their lost share and revitalize
the brand. One focus can be on the Do More campaign and the repositioning of the
brand in certain markets. For example, it could be argued that with cards the challenge will
be to achieve a point-of-parity broadly on performance and to re-assert a point-of-difference
on imagery. Stressing the value associated with the card in terms of all the special features
can be seen as a means of creating a point-of-parity here. Some of the material in Chapter
13 can be brought into the discussion. Another key issue in this third period is the scope of
the corporate brand and how well the different parts fit together. AMEX clearly faces a
challenge at establishing itself as a financial services brand and not just a travelers cheque
and a card company. Concepts from Chapter 11 can be reviewed here in terms of the brand
architecture and strategies to create a strong corporate brand.
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Key Lessons
! Brand imagery can be a powerful driver of brand equity.
! Successful brand leadership requires constant innovation and relevance
throughout the marketing program
! Proper positioning requires creating appropriate points-of-parity and points-of-
difference.
! Brand revitalization often involves a combination of back to basics and
renewal.
! Corporate branding involves establishing the right corporate image and brand
architecture.
Discussion Questions
1) What elements and characteristics comprised the equity in the American Express
brand in the 1960s? In the 1980s? How would you currently characterize the
American Express brand?
! Equity in 1960s
o Travel and entertainment leader
o High level of prestige
o Associated with leisure
o Favored by corporations for expense accounts
o Offered security, peace of mind
! Equity in the 1980s
o Travel and entertainment leadership eroded by other cards with
greater acceptability
o Prestige enhanced by gold and platinum cards
o Broad financial offerings contributed to corporate empire image,
positive associations resulted, but some distraction from core
competencies
o Security, peace of mind remained
! Equity in 2002
o Fierce competition complicated the card market considerably, AMEX
prestige no longer as important
o Corporate empire no longer intact, limited financial services not as
vital a part of the companys vision
o Security remained with Travelers Cheques and Blue card
2) Evaluate American Express in terms of its competitors. How well is it positioned?
What are its points-of-parity and points-of-difference in its different business
areas? How have they changed over time? In what segments of its business does
it face the most competition?
! Card competition especially strong, Visa and MasterCard gained market share
from 1970s onward.
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! AMEX point-of-difference of prestige not perceived by consumers as
important and partly negated by Visas brilliant campaign. Developed
innovative new products such as Blue to create new points-of-difference
! Faces entrenched competition in financial services market
! Its offerings, such as banking and insurance, give it the potential to compete
! A leader for travel services
! Faces Internet travel competition, which offer convenience and price
comparisons
3) Evaluate American Express integration of its various businesses. What
recommendations would you make in order to maximize the contribution to
equity of all its businesses units? At the same time, is the corporate brand
sufficiently coherent?
! AMEXs strong corporate identity could apply across diverse categories and
markets
! Different campaigns for different cards not as integrated
! Addition of select financial services possibly problematic, as in the 1980s
! Must balance a variety of attributes, some negatively correlated such as
prestige and acceptability
4) Was it worth the time and effort to make the webisode with Jerry Seinfeld? The
short film by Ellen DeGeneres? What are the advantages and disadvantages of
using the Internet to advertise a service-related company?
! Evaluation is open for class discussions and arguments
! Advantages of Internet Advertising
o Offers interactive tools with customers
o Relatively cheaper
o More contemporary and appealing
o Yielded positive results in 2003 & 2004
! Disadvantages of Internet Advertising
o New and unconventional to many customers
5) Of the advertising campaigns described in the case, which would you say was the
most effective? Why?
! All advertising campaigns have been effective at their times
! The Dont Leave Without It campaign in the 1970s built the image of
prestige and status
! The Interesting Livers campaign attempted to target new segments, but
was not successful in changing the premium image of the brand.
! The Cause Marketing campaigns have been useful to build brand
credibility.
! The Helps You Do More campaign attempted to bridge historic strengths
with newer initiatives
! The My Life. My Card campaign kept the momentum of the brand and the
link with celebrities along with successful internet marketing.
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6) What is more important for American Expressexpand its product line of new
cards (such as the IN:NYC card), or focus on offering new services to its
cardholders (such as offering statements in Braille or making its travel website
easier to use)?
! Both services and products need to be pursued, following the new trends in
the different markets
! Services help maintain current customers and sustain the image of the brand
! Introducing new products helps attract new customers and market segments
! Marketing research is crucial to depict new trends in a changing global
environment.
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Starbucks: Managing a High Growth Brand
Teaching Notes
Summary
The Starbucks case details the rise of the brand from a local gourmet West Coast coffee
beanery to global retail giant. The remarkable growth of the brand was accomplished
primarily because the product and the service were exceptional enough to warrant significant
word-of-mouth response from consumers. As Starbucks grew, the company pursued
expansion in the market and product dimensions. New international markets sprang up in
Europe, Asia, Latin America, the Middle East, and Australia, while Starbucks moved into
airports, grocery stores and convenience stores. Brand extensions from Starbucks included
ice cream and iced coffee, and the company purchased a brand of premium tea. The
challenge facing Starbucks after more than a decade of rapid growth was, of course, how to
maintain the growth without alienating the customers that helped the company achieve it.
Class discussion can consider the following questions:
1) What were the keys for success for Starbucks in building the brand? What were its
brand values? What were their sources of equity?
2) How would you evaluate Starbucks' growth strategy? Are there things you would
do differently? How would you evaluate its partnerships (e.g., with United
Airlines)? How do you know whether it is a good or bad partnership?
3) What does it take to make a world class global brand? Can Starbucks become
one? What hurdles must it overcome? In terms of the American market, what do
you see as Starbucks biggest challenges?
4) Evaluate Starbucks move into non-coffee areas like credit cards, music, and film.
Are these natural extensions of the Starbucks brand, or has the company gone too
far in creating a lifestyle brand? Where should Starbucks go next?
5) Do you agree with Starbucks international expansion? Should the company
continue its aggressive expansion plans? Are there markets where Starbucks
cannot expand?
6) Who represents the biggest threat to Starbucks? Direct competitors in the coffee
market, such as Dunkin Donuts? Chains like McDonalds that are expanding their
coffee quality? Panera Bread and other locations that might be the new third
place?
7) How much are customers willing to pay for the Starbucks Experience? Can the
company continue to raise prices on its coffees and drinks? Is there a market for
$400+ coffee makers?
Teaching Objectives
1) To review the marketing imperative of designing brand-building, customer-
oriented marketing programs
2) To analyze the process of building brand equity and review the CBBE pyramid
3) To consider brand expansion strategies
4) To analyze how to preserve brand equity as the brand grows
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Teaching Strategy
The Starbucks case can easily support a class session on a variety of branding topics. The
case will work well early in the term as an introduction to branding issues (e.g., second class)
or later in the term as a summary and review of branding concepts. Articles from the
popular press can be handed out ahead of time to provide additional background. If
interested, reading Howard Schultz Pour Your Heart Into It provides much useful
background for class and is an easy read.
This is a good case to preview or review key concepts in building and managing brand
equity. Students can be asked to apply the customer-based brand equity framework to
identify sources of brand equity and the means by which those sources were created and the
challenges in managing the brand over time. In doing so, a number of issues can be touched
upon. A natural way to kick things off would be to ask students their associations for the
brand and have them attempt to construct a mental map for Starbucks. Most likely virtually
all the students will have tried or at least know something about Starbucks coffee. Some of
the main perceived positive and negatives about the brand will undoubtedly emerge. Positive
associations will likely include quality, relaxing, break, sophisticated, convenient, and
innovative. Negative associations might include fast food, predatory, pretentious, expensive,
and predictable.
To uncover how these associations came about, it will be useful to review the historical
development of the brand in terms of building brand equity. The initial selection of brand
elements is a starting point, and the Starbucks name, logo, and color scheme are all key
elements to review. The name, derived from a character in the classic Moby Dick, was
intended to convey a mystique and magic while also expressing the products American
heritage. The woodcut logo of a siren was designed to be seductive and exotic, while also
welcoming and pleasant. The green of its logo and store interior was meant to convey Italian
elegance. Each element can be evaluated for its contribution to brand equity.
Next, the discussion can turn to the design of a customer-oriented marketing program. The
customers experience with the brand was the cornerstone of the Starbucks marketing
program. Every aspect of the Starbucks retail experience was designed to provide the
customer the romantic feel of stopping at a European espresso bar. From the premium
coffee and the trained baristas (servers) to the well-appointed interiors and the hip music,
Starbucks sought to become a third place where customers could take a break from both
their homes and workplaces. Students can be asked to describe each component of the
experience, as elaborated in the following two paragraphs. The product vs. retail nature of
the brand should be spelled out by considering the duality of Starbucks selling coffee and the
coffeehouse experience. The latter aspect of the Starbucks brand can be used to start a
discussion of experiential marketing, as outlined in Chapter 5.
Starbucks selection of what product to sell was the most important part of the experience.
Only premium coffee would spark the passionate consumer response that drove Starbucks
awareness in the early stages of its growth. Starbucks maintained control over the coffee
from procurement to roasting to retail, ensuring that the customer was getting the highest
quality product available. Initially, the company also did not employ a franchise strategy. It
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owned and/or leased all Starbucks locations, choosing only the high visibility and high
traffic locations that were likely to generate the most business and awareness. Starbucks
hub strategy, wherein it clustered stores around a selected urban or suburban region, could
also be analyzed.
Starbucks relations with employees is another important aspect of its marketing strategy.
Each barista is given 24 hours of training at the time of hire, and all employees are eligible
for health coverage and Bean Stock company-issued stock options. As a result, turnover
among Starbucks employees was lower than for most food chains, and the customer
experience was enhanced by the employees ability to educate the consumer about the coffee
products. The elements of the rich sensory experience at a Starbucks retail location can be
reviewed, covering each of the five senses.
After a discussion of the Starbucks marketing program, the discussion can turn to detailing
the brands mental map and core brand values and evaluating the points-of-parity and
points-of-difference that enabled the brand to stand out from the competition. They are
summarized in the following table:
Class discussion can next touch on Starbucks communication strategy. Starbucks used little
in the way of traditional electronic media communications to build its brand, relying instead
on word-of-mouth and brand visibility to drive awareness. This grassroots approach
allowed for a high degree of integration and enabled Starbucks to develop consumer respect
for and attachment to the brand even as it expanded rapidly. This part of the discussion can
be tied into Chapter 6 on integrated marketing communication.
Competitor
Fast food chains/
convenience shops
POP
Convenience
Value
POD
Quality
Image
Experience
Variety
Supermarket brands
(for home)
Convenience
Value
Quality
Image
Experience
Variety
Freshness
Local cafe Quality
Experience
Price
Community
Convenience
Starbucks Positioning
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As Starbucks grew, it expanded into multiple distribution channels in order to reach more
consumers. These included mail order, an e-commerce Website, and a variety of retail
franchise partnerships. Partners included Host Marriot, United Airlines, Nordstrom, and
Barnes & Noble. Here, class discussion could touch on channel strategy, as outlined in
Chapter 5. These new channel developments can be contrasted with Starbucks previous
strategy of maintaining exclusive control over the distribution and sale of its product. The
pros (leverage secondary associations of partner, greater market coverage and penetration,
lower cost) and cons (sacrifice some control over brand, possibility of negative associations
stemming from partner) of channel partnerships can be discussed.
Starbucks licensing of its name to expand its brand in the product dimension can also be
reviewed. Its development of the Frappucino blended iced coffee beverage with PepsiCo
was a very successful brand extension. So too was its coffee ice cream extension with
Dreyers. Starbucks also licensed its name in a joint venture with Kraft to bring packaged
ground coffee to grocery stores. Class discussion can evaluate Starbucks licensing strategy
and its leveraging of secondary associations as part of its product expansion, using ideas
from Chapter 7 as a guide. For example, students can discuss whether the licensed products
fit with the Starbucks image and how they contribute to brand equity. Here it might be
useful to have students define the Starbucks brand hierarchy and brand portfolio, so that the
recent product development can be thoroughly analyzed.
Finally, the class can cover the challenges faced by Starbucks as a brand leader in its
category. These include overexposure which is partially a result of a clustering strategy that
in some cases leads to two Starbucks locations opening across the street from one another
and subsequent consumer backlash. Starbucks also faces greater competition, both
domestically and abroad. The task of remaining ahead of the competition and retaining the
loyalty of its valued customers is one of Starbucks biggest challenges.
Key Lessons
! Starbucks grew the brand through aggressive:
o Product Development
! Brand Extensions: Key issue: Perceived Fit
! Product Acquisitions: Key issue: Complementarity
o Market Development
! New Channels & Outlets: Key Issue: Relative Strength of Images
& Consumer Ability to Compartmentalize
! New Geographies: Key Issue: Transferability & Relevance of
Brand Values & POD
! Starbucks faces typical brand leader challenges
o More focused competition
o Consumer backlash
! Some possible advice:
o Beware of over-expansion & over-exposure
o Dont lose sight of flagship products
o Develop stronger communications
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Discussion Questions
1) What were the keys for success for Starbucks in building the brand? What were its
brand values? What were their sources of equity?
! Keys for Success
o Product of highest quality, coffee evoked passion from consumers
o Caf strategy made customer experience enjoyable
o Emphasis on branding from the start
o Numerous PODs from retail/grocery
! Brand Values
o Honesty
o Authentic experience
o Commitment to brand
o Customer-focused
! Sources of Equity
o Bringing European-style coffee experience to Americans, then the
world
o Quality in every aspect point of contact with consumers
o Employee/customer satisfaction
o Broad reach/convenience
2) How would you evaluate Starbucks' growth strategy? Are there things you would do
differently? How would you evaluate its partnerships (e.g., with United Airlines)?
How do you know whether it is a good or bad partnership?
! Evaluate Growth
o Market growth, look at measures such as market share and same-
store sales
o Product growth, evaluate each extension for contribution to equity
! Evaluate Partnerships
o List secondary associations, evaluate for benefits/drawbacks to
determine contribution to equity
o If equity is enhanced, good
o If equity diminished, bad
3) What does it take to make a world class global brand? Can Starbucks become one?
What hurdles must they overcome? In terms of the American market, what do you
see as Starbucks biggest challenges?
! World-Class Brand
o Positive image across geographical boundaries
o Consistency across geographical boundaries
o Market leadership in a number of global markets
o Strong organizational structure
o Mix global strategy with local relevancy
! Hurdles
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o Local tastes
o Image as multinational/outsider
o Entrenched or emerging competition
o Finding appropriate licensing/partnership opportunities
! Challenges in America
o Competition
o Image as multinational
o Over-exposure
o Maintaining relevance over time
4) Evaluate Starbucks move into non-coffee areas like credit cards, music, and film.
Are these natural extensions of the Starbucks brand, or has the company gone too
far in creating a lifestyle brand? Where should Starbucks go next?
! Evaluation is open for class discussions and arguments
! Is the brand capable of withstanding these extensions?
5) Do you agree with Starbucks international expansion? Should the company
continue its aggressive expansion plans? Are there markets where Starbucks
cannot expand?
! International expansion is crucial to further growing the brand.
! International locations should be carefully selected though.
! Possibly there might be countries that would not accept the Starbucks model
because of cultural differences or buying power or lifestyles.
! Students are encouraged to provide examples of countries where Starbucks
might struggle.
6) Who represents the biggest threat to Starbucks? Direct competitors in the coffee
market, such as Dunkin Donuts? Chains like McDonalds that are expanding their
coffee quality? Panera Bread and other locations that might be the new third
place?
! Each competitor might be dangerous in different countries.
! Starbucks should emphasize its superiority over all competitors through:
o The quality of coffee over direct competitors
o The Starbucks experience over indirect competitors
o Customer service and the quality of employees
o The additional products that provide excitement to customers
o The intensive distribution and availability.
7) How much are customers willing to pay for the Starbucks Experience? Can the
company continue to raise prices on its coffees and drinks? Is there a market for
$400+ coffee makers?
! Marketing research in different countries is required to assess the optimal
price beyond which consumers will not value the Starbucks experience.
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Snapple - Revitalizing a Brand
Teaching Notes
Summary
The Snapple case is essentially a three act play, the first detailing the rise of the brand from
humble origins to national prominence. The second deals with Quaker Oats
mismanagement of the brand, while the third reviews Snapples revitalization in the hands of
Triarc Beverage Group. To turn Snapple around, Triarc employed a back-to-basics approach
that sought to capitalize on the core characteristics that had made the brand successful in the
first place. Once Snapple had achieved renewed success, Triarc sold the brand to Cadbury
Schweppes in 2000. Questions for students to consider before class are as follows:
2) How would you characterize Snapple's brand image and sources of brand
equity? What are the strengths and weaknesses of the brand's existing
personality and image?
3) Where did Quaker go wrong? What could they or should they have done
differently? Is Cadbury in danger of making the same mistakes as Quaker did?
4) How effective and appropriate do you think Triarcs marketing program was?
What changes, if any, would you recommend Cadbury make to Snapple
marketing?
5) How has Snapples sale to Cadbury affected Snapples equity? Are there
dangers of the brands association with a large corporation?
6) What do you think Cadburys next moves with Snapple should be? Should the
company attempt to expand or reposition Snapple? Should Cadbury spin-off
its Americas Beverages group?
Teaching Objectives
1) To review the marketing imperative of choosing brand elements
2) To analyze the development of a communication strategy
3) To examine common branding mistakes
4) To review strategies for rebuilding a brand
Teaching Strategy
The Snapple case lends itself to a multi-part discussion because of the three stages of the
brands development. Discussion can start with the building of the brand, next observe some
of the pitfalls of branding as illustrated by the Quaker Oats segment of the case, and finally
examine the revitalization of the brand with Triarc Beverage Group. Students will likely be
familiar with the brand, but might not be familiar with its ownership history or its ups and
downs. It might be useful to establish a timeline and chart the growth of the brand at the
beginning as a guide for discussion.
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The first stage of the Snapple brand began in the 1970s and lasted through the early 1990s.
To make it easy for students to get involved in discussion, it might be useful to start by
enumerating the elements that comprise the Snapple brand. In terms of the framework for
building brand equity, each brand element should be evaluated for its contribution to image
and awareness based on the six criteria from Chapter 4. First, the Snapple name should be
considered. Snapple itself is memorable, meaningful, and fun, which contributes both
awareness and image. The name was originally derived from a carbonated apple drink, but
clearly was extensible to a variety of juice drinks. The individual names for the flavored
beverages, such as Bali Blast, Mango Madness, or Amazing Grape added exotic, fun,
and flavorful image elements to the brand. The memorable slogan, Made from the best
stuff on Earth, conveyed important associations such as natural and healthy, while the
jokingly hyperbolic tone suggested a casual and humorous brand personality. Snapples
packaging, with the wide-mouth 16 oz. glass bottle was functional and innovative, while also
aesthetically interesting. The quirky package design set Snapple apart from other beverage
brands. The brand character, Wendy, had a number of associations, including honesty,
relevance, fun, and New York personality. The latter association may not have been a
positive for all U.S. consumers, since it suggested regionality for the brand. Wendy also
represented consumer involvement and engagement, because of the letter-writing ad
campaign she starred in. Students can be asked how Snapple mixed and matched its brand
elements to maximize their contribution to brand equity.
Snapples marketing program is the next aspect of the brand building that should be
discussed. The product is a good place to start. Snapples unique flavor variety positioned it
as a more interesting alternative to fruit juices. Students can be asked how a brand should
balance product variety over time. Too many varieties can overwhelm consumers and anger
retailers, since some varieties wont sell. With too few flavors, consumers get bored and look
to other brands for alternatives. Snapples points-of-parity and points-of-difference relative
to other beverages can be discussed as well. For example, points-of-parity with soft drinks
were refreshment and portability, while points-of-difference were all-natural and fruit juice.
Snapples channel strategy, which emphasized up-and-down-the-street locations in
convenience stores, newsstands, and other small shops, also set it apart from other juice
drinks. One consequence of this strategy was that the brand became spontaneous and
experiential, because it could be consumed directly after a purchase, as opposed to a grocery-
store brand that was consumed in the home. Snapples communication strategy was also vital
to the development of a cult following. The brands television advertising, with the Wendy
character as a brand spokesperson, used a letter-writing formula to support the brands
image as quirky, fun, and consumer-focused. The ads used real letters from real Snapple
customers, and then responded to the letters by filming segments starring those customers
and using them in the commercials. Snapple also sponsored talk-show hosts Rush Limbaugh
and Howard Stern, and used a variety of public relations and promotion campaigns. Finally,
students can discuss Snapples price point and its image implications.
Here a mental map of the Snapple brand will be useful to elucidate consumer attitudes
toward the brand and sources of equity. Students should arrive at the conclusion that
Snapple was a strong brand with a strong community of users.
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The Quaker Oats segment of the case can be used to illustrate several key points. First,
Quakers $1.7 billion purchase of Snapple is a good point to discuss valuing a brand.
Students can be asked the broad question of how to value a brand, and how it relates to
customer-based brand equity. Then the discussion can turn to specific valuation
methodology, such as the Interbrand method or a price/volume premium method.
Using either methodology, the value of the Snapple brand should not exceed $1 billion.
Which begs the question, why did Quaker Oats pay such a premium for the brand? For
Quaker to justify such a high price for Snapple, it must have assumed that the brand was
worth more to them than to any other company. Students can analyze why Quaker might
have reason to make that assumption. One possible reason is that Quaker expected to
leverage channel strength developed by its Gatorade brand.
Next, the discussion can turn to the mistakes Quaker made with the brand. First, Quaker
misunderstood Snapples personality. It changed many things about the brand, starting with
the distribution system by piggybacking it with Gatorade. Quaker also entered the
supermarket category with large size bottles, up to 64 ounces. Quaker changed Snapples
marketing, letting Wendy, Rush, and Howard go in favor of a campaign celebrating the
brands desire to be the number-three beverage brand titles Threedom is Freedom. Next,
Quaker lowered the price on Snapple, expecting increased volume to make up for the lower
price. This price affected Snapples premium positioning, however. Quaker also changed the
label and packaging for Snapple, moves that did not sit well with loyal consumers. Other
mistakes included missing the big summer selling season because it didnt understand the
juice market, slowing product innovation, and underestimating competition from the likes of
Arizona, Nantucket Nectars, and Lipton.
The final piece of the case deals with Triarc Beverage Groups purchase of Snapple and the
subsequent turnaround of the brand. Triarc bought Snapple from Quaker for a mere $300
million, which can be tied back in to the topic of valuation. The discussion can focus on
Triarcs back to basics approach to revitalizing Snapple. When Triarc took over, it still had
the same product and still had high awareness, but was faced with the conventional wisdom
that dictated fading beverage brands do not rebuild. Triarc identified the five biggest
challenges facing the brand and worked immediately to address them. Students can be asked
to identify key areas for improvement. Triarc found the following five remedies for the
brand:
1. Bring back product innovation
a. Whipper Snapple, Snapple Elements, limited edition bottles
2. Bring personality back to the advertising
a. Reinstate Wendy
b. More events & promotions
c. Revitalize tagline, Best stuff is in here
d. Little Fruits ads
3. Fix packaging
a. Add new labels, with Snapple employee pictures
b. Withdraw oversize bottles
4. Mend distribution
a. Repair relationships with independent and local distributors
b. Return to focus on up-and-down-the-street distribution
5. Respect Seasonality
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a. Took over in March, had a big push by the summer selling season
Triarcs swift response sent a message to core consumers that Snapple was back, and sales
rapidly picked up. Here students can discuss the challenges of keeping a brand fresh and
maintaining equity over time through innovation and relevance, as described in Chapter 13.
A final piece of the discussion can include Cadbury Schweppes $1.45 billion purchase of
Snapple in 2000, and the task of keeping the brand growing.
Key Lessons
! Strong brands have rich, cohesive brand images and well-entrenched brand
values.
! Strong brands create bonds and achieve resonance with consumers by in-
depth understanding of what the brand means
! Building a strong brand is art and science creativity is critical.
! The value of a brand depends, in part, on what you can and want to do with
it.
! Violating a brand promise leads to adverse consequences
! Revitalizing a brand starts by first leveling off the sales slide.
! Keeping a brand fresh over time requires innovation and relevance
throughout the marketing program.
Discussion Questions
1) How would you characterize Snapple's brand image and sources of brand equity?
What are the strengths and weaknesses of the brand's existing personality and image?
! Brand Image/Equity
o Personality: fun, quirky, customer-friendly
o Healthy/all-natural
o Innovative juice flavors
! Strengths and Weaknesses
o Strong associations to juice products, enables extensions but limits
their breadth
o Healthy image, but not 100 % juice like other brands
o Juice associations make Snapple vulnerable to tea competitors
o Personality is unique, lots of equity
2) Where did Quaker go wrong? What could they or should they have done differently?
Is Cadbury in danger of making the same mistakes as Quaker did?
! Detailed in notes above
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3) How effective and appropriate do you think Triarcs marketing program was? What
changes, if any, would you recommend Cadbury make to Snapple marketing?
! Triarc Marketing
o Back to Basics approach resonated with consumers
o Found a unique use for Wendy as promotion spokesperson, which
was not repetition of earlier television advertising
o Little Fruits ads award-winning, humorous, and vast improvement
on Threedom is Freedom
! Cadbury changes
o Brand image & positioning
o Packaging
o Distribution
4) How has Snapples sale to Cadbury affected Snapples equity? What are the dangers
of the brands association with a large corporation?
! Brand based on quirky, independent image
! This image could be adversely affected if links to Cadbury made too overt
5) What do you think Cadburys next moves with Snapple should be? Should the
company attempt to expand or reposition Snapple? Should Cadbury spin-off its
Americas Beverages group?
! Back to basics to revive the brand
! Focus on product innovation
! Brand personality revival
! Adjust packaging and get rid of the big sizes
! Work on distribution
! Emphasize seasonality
! Separate the brand from Cadbury
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Accenture - Rebranding a Global Brand
Teaching Notes
Summary
This case reviews two main topics: how to build a strong professional services brand and
how to accomplish a rebranding. The case traces the history of Accenture, formerly called
Andersen Consulting, as it grew from a consulting offshoot of an accounting firm to a
leading professional services firm. Accenture employed marketing strategies to help it
achieve this success, and it was the first consulting firm to develop advertising campaigns
targeting senior executives. The second part of the case details the rebranding and relaunch
of Accenture, which was global in scope and was achieved in a mere 147 days. In that time,
Accenture developed a new name, logo, launch advertising campaign, and positioning.
Students may consider the following questions before class discussion:
1) How would you characterize Andersen Consultings brand equity in the late-
90s? What factors and decisions contributed to the building of this equity?
2) Compare the characteristics of Accentures brand equity to those of Andersen
Consulting. Do you think the rebranding and repositioning of the company
successfully transferred the equity from the old name to the new one?
3) How much of a competitive threat is IBM? How should Accenture best
compete with them?
4) Evaluate the effectiveness of Tiger Woods as a spokesman for the company. Is
Accenture achieving its objectives with a celebrity spokesman?
Teaching Objectives
1) To analyze branding in the professional services category
2) To examine marketing techniques in terms of building awareness and
developing image
3) To review the design of global marketing programs
4) To discuss legal issues in branding
5) To analyze the process of repositioning a brand
6) To review the issues involved in a rebranding
Teaching Strategy
The Accenture case has two main parts, the first on building a professional services brand
and the second on rebranding and repositioning a company. There is also plenty of
information to make a discussion of legal issues in branding worthwhile. Students should be
familiar with the story of the rebranding, since it occurred in 2001. The history of the brand
may be less familiar, and it will be useful to start with the branding of a professional services
firm.
The discussion can start with a history of Accenture, starting with its early days as a
consulting arm of Arthur Andersen up to the 1987 image initiative that eventually led to
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the creation of Andersen Consulting as a separate business unit in 1989. Name selection
criteria is a good topic to introduce here, especially since it will come up again with respect
to the Accenture rebranding. Also, the 1989 renaming was the beginning of a concerted
branding effort by Accenture management, which until that time had not been seriously
undertaken in the professional services category. Students can be asked what values and
characteristics are important to clients of consulting companies and how Accenture
communicated its values and characteristics. Students can also be asked to contrast the
values and characteristics important for consulting companies with those important for
accounting firms. Here, a discussion of Accentures association with Arthur Andersen in
terms of how it affected Accentures points-of-parity and points-of-difference in the
consulting category may be useful.
Accenture was one of the first professional services firms to advertise, and in 1989 it
accounted for 50 percent of the media expenditures by consulting firms. Students can
discuss the early-mover advantage and whether they think it played a role in Accentures
rise. Television advertising was an important component of Accentures early brand-building
effort, but the company also supplemented its image ads with print ads, public relations,
articles in journals and the business press, and by innovating with airport advertising.
Accenture also kept tabs on its brand development by employing sophisticated research
methods. From the start, Andersen Consulting conducted extensive market research
focusing on five factors: (1) awareness, (2) client satisfaction, (3) buyer values, (4) advertising
copy, and (5) media portrayal. It also conducted a tracking study to monitor awareness of the
brand in the marketplace. Students can discuss the value of a brand equity measurement
system, as well as various research techniques, as described in Chapters 8 and 9.
Once Accenture became a leader in its field by the mid-1990s, conflicts with parent company
Arthur Andersen began. The legal issues involved are complicated, but discussion can refer
to legal branding issues from Chapter 4 for some insights. The basic problem was
marketplace confusion due to the similar names of Andersen Consulting and Arthur
Andersen and the fact that the companies were linked in a corporate structure. Also, Arthur
Andersen had begun to compete in the consulting category, further blurring the distinction
between the two companies in the minds of consumers. To remedy the situation, Accenture
filed for arbitration and won independence from Arthur Andersen.
A stipulation of the arbitration decision was for Accenture to give up the Andersen
Consulting name, which leads to the last section of the case on rebranding. Here the
discussion can touch on the most obvious aspect of a rebranding process, the renaming.
Chapter 4 contains much useful information on renaming. It provides naming guidelines,
such as brand awareness is improved to the extent that brand names are 1) simple and easy
to pronounce or spell, 2) familiar and meaningful, and 3) different, distinctive, and unusual.
Accenture can be evaluated in terms of these criteria. The discussion can also include the
various types of names, as listed in Figure 4-4: Landors Brand Name Taxonomy. Next, the
process of finding a new name can be discussed. This process is outlined in the case and also
in Chapter 4. It is important to note the time- and money-consuming aspects of this process,
particularly when a global name search is being conducted. The legal aspects of selecting a
trademark, which are covered in Brand Focus 4.0: Legal Branding Considerations, should
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also be discussed. The Accenture name, meant to suggest an accent on the future can be
evaluated in terms of its contribution to brand equity.
Aside from the name, Accenture also developed a new logo, a new marketing
communications strategy, and a new positioning for the firm. The new logo, with its
greater-than symbol pointing the way forward, was meant to visually represent an accent
on the future. Students also can consider the pre-launch teaser campaign and the initial name
launch campaign and subsequent brand campaign themed Now it gets interesting in terms
of their building awareness, creating an image, and level of integration. Other aspects of the
coordinated launch can be discussed as well. Students can discuss how effectively the brand
elements and the marketing campaign conveyed Accentures repositioning, which was begun
before the name search. [Note that the new positioning was done before the name search,
but it wasnt launched externally until February 2001]. Here, the task of managing a brand
over time, as detailed in Chapter 13, can be discussed.
The discussion can conclude by considering Accentures I am your idea campaign as an
extension of the rebranding campaign. The campaign also coincided with a refined
positioning centered around the brand essence Innovation Delivered. Students can
analyze this new positioning as it relates to the preceding positioning (Bridging Boundaries
to Create the Future) and Accentures growth strategy. Accentures refined personality traits
(Innovative, Smart, Collaborative, and Passionate) and positioning statement (From
innovation to execution, Accenture helps accelerate your vision) can also be discussed and
analyzed. These discussion topics can be tied into the lesson from Chapter 3: Brand
Positioning and Values. A fruitful discussion can address how flexible a positioning should
be and how often it should change. Accentures clearly evolved over time as their capabilities
and clients needs grew. Would they be able to transcend being a consulting company?
How? This story is still unfolding and should be of keen interest to students.
Key Lessons
! Professional services brands can be built using the principles of customer-
based brand equity model
! Brand positioning and values can help guide branding decisions
! Implementing a brand equity measurement and management system is vital
to understanding the sources and results of brand equity, as well as to
developing means for building additional equity
! A rebranding is a costly exercise, but if done properly it can preserve or
improve the equity of the former brand.
Discussion Questions
1) How would you characterize Andersen Consultings brand equity in the late-1990s?
What factors and decisions contributed to the building of this equity?
! Equity
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o High awareness in category
o High consideration in category
o Reputation for technological expertise
o Strong reputation for strategy implementation
o Network of offices and partners created global network
o High mindshare and heartshare
o Perceived as a good value
! Factors and Decisions
o Emphasis on IT services beginning in late 1980s
o Focus on brand-building
o Integrated marketing program, high-profile media buys
o Implementation of a brand equity management & measurement
system
2) Compare the characteristics of Accentures brand equity to those of Andersen
Consulting. Do you think the rebranding and repositioning of the company
successfully transferred the equity from the old name to the new one?
! Accentures Equity
o In all but a few countries, Accenture name registered comparable
awareness levels
o Retained consideration in category
o Retained reputation for technology and strategy
o Added more global image
! Effective Transfer?
o With few exceptions, students should conclude that the transfer was
effective
3) How much of a competitive threat is IBM? How should Accenture best compete
with them?
! Very strong competitor, especially after purchasing PricewaterhouseCoopers
Consulting
! Strong technical skills and research staff
! Accentures edge lies in its history of solving business problems and its
industry knowledge, while IBM has better been known as a technology
company
! Open for class discussions and arguments
4) Evaluate the effectiveness of Tiger Woods as a spokesman for the company. Is
Accenture achieving its objectives with a celebrity spokesman?
! Tigers image of strength, mastery, discipline, and relentless focus on winning
resonate with Accentures positioning of high-performance business
! Evaluation is open for class discussions and arguments