Daniel Rembeth – July 23rd 2008

ƒJDR
 Daniel Rembeth – July 23rd 2008

Session IV-
Strategic Brand Management: Managing
Brands Over Time/Life Cycle
y

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Life stages of a Brand

ƒ Launch – New/Extension
ƒ Initial Uptake
ƒ Penetration/Growth
ƒ Plateauing – “Rule of three”
ƒ D li
Decline
ƒ Rejuvenation
ƒ Demise

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Launching New Brands…

ƒ Deep understanding
D d di off the
h segment
ƒ Sources of Value
ƒ Competitive Landscape
ƒ Customers – up close and personal
ƒ Understanding
U de s a d g the e reason
easo - sstrategy
a egy for
o Launch
au c

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ A New Brand (Takes time/Money)…

ƒ Startup/New Company Key questions:

ƒ Creating New Category •Iss thiss a real
ea Brand
a d
ƒ Entering New Category opportunity?
ƒ Step-function value creation •New Brand?
ƒ M
Merger/Acquisition
/A
•New Descriptor?
ƒ Baggage: Avoid/Removal
ƒ What else? Brand/Line Extension?
•Brand/Line

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ A New Brand (Takes time/Money and PASSION)

…

ƒ Startup/New Company: Zyrex, Esia, detik.com

ƒ Creating New Category: Kaki Tiga, A Mild
ƒ Entering New Category: LA Light, Vegeta, Extra Joss
ƒ Step-function value creation: Santika Hotel, HU Kontan
ƒ M
Merger/Acquisition:
/A B k Permata,
Bank P Bank
B k Mandiri
M d
ƒ Baggage: Avoid/Removal: Star ANTV,
ƒ What else? … Financial ruin: EMP
ƒ Etc.

ƒJDR
 Daniel Rembeth – July 23rd 2008

New Brand and

Current New
Existing Brand Combo
Products Products
Market Product
Current Penetration Development
Markets Strategy
S a egy Strategy
S a egy

Market Diversification
Development Strategy
New
Markets
Strategy

ƒJDR
 Daniel Rembeth – July 23rd 2008

Extensions: Mobilize the equity of the parent brand to gain

immediate resonance with target segment:

ƒ Same product, different form

ƒ New
N wpproducts with
w distinctivev brand characteristics
ƒ Compare new offering to main brand
ƒ Products relevant to parent
ƒ Capitalize on Firm’s Brand/competence

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Line Extension: Parent brand used for new

product that targets
p g new segment
g in the
category

ƒ Category Extension: Parent brand moves into

new category.
category

ƒJDR
 Daniel Rembeth – July 23rd 2008

Line Extension Category Extension

Parent

Segments

Category 1 Category 2 Category 3

ƒJDR
 Daniel Rembeth – July 23rd 2008

Example:

ƒ Li
Line Extension:
E i Move
M into
i different
diff paints,
i media,
di
textures – same/similar POP

z Category Extension: Move into canvas,

brushes, supplies: places where their
segment might expect the brand to go…

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ (Potential) Advantages of Extensions

ƒ Reduce risk perceived by customers & distributors

ƒ Decrease cost of gaining distribution & trial
ƒ Increase efficiency of promotional expenditures
ƒ Avoid cost (and risk) of developing new names
ƒ Allow for packaging and labeling efficiencies
ƒ Permit consumer variety seeking
ƒ Enhance Parent image
ƒ Bring new customers into the BrandScape

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ (Potential) Disadvantages of Extensions

ƒ Cannibalize sales of parent brand

ƒ Hurt the image of the parent brand
ƒ If th
the extension
t i fails
f il
ƒ Even if the extension is successful
ƒ Forego the chance to develop a new brand
name or market the parent brand differently
(opportunity cost)

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Extensions Key Questions

ƒ Will the market “expect” it?

ƒ Will the market “let it go there”?
ƒ Is the synergy real?
ƒ What other questions?

Remember: your segment decides – good idea to check it out

with them first…
first ‘CONSUMER
CONSUMER INSIGHT’
INSIGHT

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Example :

Heritage:
g Chemistry/Science
y

Paint Car Wax Construction Food

Material
•OEM/Platform •Protection •Tyvek •Additives
•Aftermarket Re-Finish pp
•Appearance •Kevlar g g
•Packaging
•More… •More… •More… •Cheeseburgers?
•???? •More ????

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Extension Strategy
gy Steps:
p

1) Identify customer knowledge & equity

2) Identify candidates
3) Evaluate potential
-Salience
S li -Favorability
F bilit -Uniqueness
U i

4) Evaluate candidates
ƒ Compelling relevant
ƒ Conservative strong

5) Competitive Analysis
6) Launch
7) Evaluate

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Extension Checklist

Potential to create equity Obvious/non-Obvious

ƒ Salience? ƒ Connections?
ƒ Favorability? ƒ Attractions?
ƒ Uniqueness? ƒ Aversions?
ƒ Associations?
Impact on Parent:“Feedback” Effects
ff
ƒ Compelling?
ƒ Relevant?
ƒ C i
Consistent?
?
ƒ Strong?

ƒJDR
 Daniel Rembeth – July 23rd 2008

Managing Brands Over Time

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Managing Brands Over Time

ƒ Effective brand management requires taking a long-term

long term view of
marketing decisions

ƒ Any
A action
ti that
th t a fi
firm takes
t k as partt off its
it marketing
k ti program h
has
the potential to change consumer knowledge about the brand

ƒ These
Th changes
h in consumer b brand
d kknowledge
l d ffrom current
marketing activity also will have an indirect effect on the success of
future marketing activities

ƒJDR
 Daniel Rembeth – July 23rd 2008

Long Term Effects of Marketing Activities

Acti ities on Brand Eq
Equity
it

Consumer response to past

marketing activity

Brand awareness and brand image

Consumer response to
current marketing activity

Changed brand awareness and brand image

Consumer response to
future marketing activity

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Reinforcing
f Brands

ƒJDR
 Daniel Rembeth – July 23rd 2008

Customer – Based Brand Equity

q y
Management over Life

Decline or
Harvest

Rejuventation

Growth

Launch
Time

One view of a “Brand Life Cycle”

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒReinforcing Brand Images

ƒ Brand equity is enhanced by marketing actions that consistently convey

the meaning of the brand to consumers

ƒ What
Wh t products
d t does
d it represent?
t? Wh
Whatt b
benefits
fit does
d it supply?
l ?
What needs does it satisfy?

ƒ How
H d
does it make
k those
h products
d superior? Wh
What strong, ffavorable,
bl
and unique brand associations exist in the minds of consumers?

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒBrand Reinforcement Strategies

Consistency
C i i nature
in
and amount of
Brand Awareness marketing support
What products does
the brand represent?
What benefits does it Innovation in product
supply? d
design, manufacturing
f
What needs does it and merchandising Continuity in brand
satisfy? meaning; changes in
marketing tactics

Brand
B d Reinforcement
R i f t
Strategies
Brand Image
How does the brand Protecting sources of
make products brand equity
superior? Relevance in user and
What strong, user imagery
favourable & unique
brand associations
exist in the customers’ Fortifying vs.
minds? leveraging brand
equity

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒReinforcing Brands

ƒ Use marketing actions that consistently convey the

meaning of the brand to consumers in terms of
awareness and image

ƒ Fortify the brand by raising awareness and building

favorable associations - sponsorships, product
placements

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒReinforcing Brands – Maintaining Consistency

ƒ Market Leadership and Failures

ƒ Consistency and Change

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Market Leadership and Failures

ƒ Maintaining customers loyalty through associations

ƒ Adequate marketing support to level with market
expectancy
t
ƒ Clever pricing strategy
ƒ CONSISTENT in promise and image

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Consistency of Marketing Support

ƒ The most important consideration in brand

reinforcing
ƒ In terms of amount and nature of support
ƒ Brand consistency is critical to maintain the strength
and favourability of brand associations
ƒ Shrinking
Sh i ki R&D and d communication
i ti b budgets
d t llead d tto
ƒ Technologic disadvantages or obsolescence
ƒ Irrelevance
ƒ Lackk off memorability
bl
ƒ Inadequate marketing support combines with price
increases can be veryy dangerous
g for the brand

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Consistency of Marketing Support

ƒ E.g.: Shell
ƒ Late 1970s
ƒ Extremely positive image with consumers
ƒ Early 1980s
ƒ Loss of unique position in the eyes of the consumers
ƒ Caused by drop in ad and marketing support
ƒ E.g.: Marlboro
ƒ Positioning
P i i i with
i h use off Cowboy
C b being
b i used
d consistently
i l since
i
the 1950s
ƒ Other example:
p Kaki Tiga,
g Dua Kelinci

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Continuity in Brand Meaning; Changes in

Marketing Tactics

ƒ Consistency does not mean marketers should not make any

change in the marketing program
ƒ Being consistent in managing brand equity may require
numerous tacticall shifts
hf
ƒ The tactics most effective for a particular brand can certainly
differ to create the same desired knowledge structure in the
consumers’ mind
consumers
ƒ Prices may move up or down
ƒ Product features may be added or dropped
ƒ Ad campaigns may change creative strategies
ƒ Brand extensions may be introduce

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒContinuity in Brand Meaning; Changes in

Marketing Tactics

ƒ However certain key elements of the marketing program need to

be retained and continuity maintained in the brand meaning
over time
ƒ Often key creative elements are kept constant by many brands
ƒ E.g.: Pepsodent parents, Close Up girl and boy, Marlboro cowboy
ƒ Referred to as Retro branding or retro advertising the tactic is a means
to tie in with past advertising which was a key source off brand equity
ƒ Important to see if these old ad elements have an enduring meaning to
the older consumers and are relevant to the younger ones
ƒ The entire marketing program should be examined to determine
the elements which make strong contributions to the brand
equity and those need to be retained and protected

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒThe Brand Meaning

ƒ Brand Awareness
ƒ What products does the brand represent?
ƒ What benefits does it ssupply?
ppl ?
ƒ What needs does it satisfy?

ƒ Brand Image
ƒ How does the brand make products superior?
ƒ What strong,
strong favourable & unique brand associations
exist in the customers’ minds?

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒThe Brand Meaning

ƒThe Economist Research

Looking for Insight

ƒ “II skim it for bits I can drop in conversation to impress people
people”

ƒ “I’d like it if my boss were to see me on the street carrying a copy of The Economist.”

ƒ “Those frightening people who seem to know more than me about any subject
probably
b bl read d it.””

Insight:
Being seen as “an Economist reader” may be more valuable to the target than actually
reading it.

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒReinforcing Brands
Brands- Protecting So
Sources
rces of BE
ƒ Although brands should always look for powerful new sources for
q y
brand equity
ƒ Those sources of brand equity that already exist should be
preserved and defended
ƒ E.g.: P&G’s - Cascade automatic dishwashing detergent
ƒ Change off formula
Ch f l to reduce
d costs
ƒ Drop in product effectiveness
ƒ “Sunlight fights spots better than cascade” – Levers ad
ƒ P&G revert to old formula
ƒ Legally gets lever’s ad pulled back
ƒ E.g.: Cadbury’s worms issue
ƒ Factory view in ads
ƒ Purity
P it seall packaging
k i
ƒ E.g.: Indofood and Ajinomoto ‘issues’
ƒ E.g.: KATOM Kacang Garuda vs Dua Kelici
ƒ E.g.:
E g : Extra Joss vx Enerjos

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Reinforcing Brands – Fortifying versus

Leveraging

ƒ Easy to leverage successful brand equity

ƒ Reduced advertising
ƒ Price premiums
ƒ Numerous extensions
ƒ In the long run failure to fortify the brand will diminish the
brand and weaken brand image
ƒ E.g.:
E Indonesia’s
I d i ’ cases - Motorola
M t l , Mit
Mitsubishi,
bi hi BBentoel,
t l B Bandung
d

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Fine-Tuning
Fine Tuning Marketing Supporting Marketing
Program

ƒ Product-Related Associations
ƒ Non-product-Related Associations

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒProduct and Non Product Associations

ƒ For brand whose core associations are primarily product
product-
related performance attributes or benefits, innovation in product
design, manufacturing and merchandise is especially critical to
maintaining or enhancing brand equity
ƒ E.g.: Nano Nano, Indomie, Bogasari flour
ƒ For brands whose core associations are primarily non-product-
related attributes and symbolic or experiential benefits,
relevance
l iin user and
d usage imagery
i is
i critical
iti l
ƒ E.g.: Coke, Pepsi, Haagen Dasz, aksara, MTV
ƒ Due to intangible nature they may be easier to change
ƒ Through
Th h advertising
d ti i communication
i ti etc. t
ƒ Ill conceived or too frequent repositions can blur the brand
image

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒBrand Concept Management

ƒ Functional benefits - solve consumer related

problems

ƒ Symbolic benefits - needs for social approval

or personal expression; “badge
badge brands”
brands

ƒ Experiential benefits - sensory pleasure, variety

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒBrand Concept Management: Functional

Concept

Intro Elaboration Fortification

Clorox - Prob/solve - Pre-wash stain
Bleach strategy remover
- Usage - Cleaner and New scents
extension (cotton to synthetics)
Vaseline
V li - Prob/solve
P b/ l - Extensions
E i
Jelly - Extensions - Bath, Dermatology, Baby
multiple use

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒBrand Concept Management: Symbolic &

Experiential Concepts

Brand Elaboration Fortification

symbolic
Godiva Gold box Customizing
Apple Controlled dist Retail stores

experiential
i i l
Lego Accessories Furniture
Aveda Aromatherapy Make-up

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Revitalizing Brands

ƒJDR
 Daniel Rembeth – July 23rd 2008

Customer – Based Brand Equity

q y
Management over Life

Decline/Harvest

Rejuventation

Growth

Launch Time

One view of a “Brand Life Cycle”

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒBrand Revitalizing Strategies

Increase quantity of Identifyy additional

consumption (How opportunities to
Expand depth and much) use the brand in
breadth of awareness the same basic
and usage of brand way

Increase frequency of
consumption (how Identify new and
often) different ways to
Refresh the sources of use the brand
brand equity
q y
Brand Revitalisation
Strategies
Create new sources of Retain vulnerable
brand equity customers
Bolster fading
associations Recapture lost
customers

Improve strength, Neutralise -ve

favourabilityy & Identify neglected
associations
assoc a o s
uniqueness of brand segments
associations
Create new Attract new
associations customers ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒRevitalizing Brands

ƒ There are two possible directions brand revitalization

strategies can move in
ƒ The e bac
back to
o the
e basics
bas cs strategy
s a egy
ƒ Refresh the sources of brand equity
ƒ The reinvention strategy
ƒ Create new sources of brand equity
ƒ Most brands use a combination of both strategies for
revitalization

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒApproaches to Brand Revitalization

ƒ Expand the depth or breadth of brand awareness, or both by

improving consumer recall and recognition of the brand during
purchase
pu c ase o
or co
consumption
su p o settings
se gs

ƒ Improve the strength, favorability and uniqueness of brand

associations makingg upp the brand image
g

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒExpanding Brand Awareness

ƒ Increasing the depth of brand awareness

ƒ Increase quantity of consumption (how much)
ƒ Increasing the breadth of brand awareness
ƒ Increase frequency of consumption (how often)

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒExpanding Brand Awareness

ƒ Increasing usage
ƒ Increasing the level or quantity of consumption
ƒ Increasing the frequency of consumption

ƒ Id
Identifying
if i new or additional
ddi i l usage opportunities;
ii
sometimes completely different ways
ƒ Communicate appropriateness of more frequent use in current situations
ƒ Reminders to use

ƒ With fading brands it is the breadth that poses a bigger

problem
bl as consumers tend d to think
h k off the
h bbrand d in very
narrow ways e.g.: Singer sewing machine, Olivetti typewriter

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒExpanding the Breadth of Brand Awareness

ƒ Finding
Fi di new uses forf the
th brand
b d withith TOM awareness – Bayer
B A
Aspirin
ii
ƒ Reminding consumers to replace products with short lifespan - Oral-B
ƒ Providing innovative package design – Coca Cola
ƒ Increasing usage – Pepsodent
d sikat
k gigi 2
2x sehari,
h A
Aqua 8 gelasl
sehari
ƒ Increasing the level or quantity of consumption
ƒ Increasing the frequency of consumption
ƒ Identifying new or additional usage opportunities – Lifebuoy, Sosro
ƒ Communicate appropriateness of more frequent use in current situations
ƒ Reminders to use

ƒ Identifying new and completely different ways to use the brand –

Indocafe ground coffee, Siemens celular

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒIncreasing the Breadth of Awareness

ƒ Identify additional opportunities to use the brand in

the same basic way

ƒ Some brands are seen as for only specific or special occasions

ƒ E.g.: Chivas Regal – “What are you saving your Chivas For?”
ƒ Gatorade,, Pocari Sweat – drink after sporting
p g activities

ƒ Perceptions and reality of usage differ

ƒ E.g.:
g Batteries with inbuilt indicators of power,
p , toothbrushes that
change color, Guinness ‘bir hitam’

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒImproving Brand Image

ƒ Ways of improving the strength, favorability and

uniqueness of brand associations

ƒ Bolstering fading associations

ƒ Neutralizing negative associations
ƒ Creating new associations

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒImproving the Brand Image

ƒ Go “back
back to basics
basics” and tap into existing sources of brand
equity (e.g., Harley-Davidson – macho motorcycle, Finna – seafood
based)
ƒ product
d strategy
ƒ pricing strategy
ƒ channel strategy
ƒ communication strategy

ƒ Create new sources of brand equity (e.g. Mountain Dew, William

Wongso s brands of resto – Williams artistic café
Wongso’s café, W kafé,
kafé Mi Item,
Item Vineth
bakery, etc. )

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒImproving-Revitalizing Brands

ƒ R
Rediscovering
di i and d mobilizing
bili i the
h brands
b d “Roots”:
“R ”
Established footprint elements

ƒ Expand breadth and depth of awareness of imagery to

the brand

ƒ Identifying new usage opportunities; speed up

replacement purchase
purchase, build new relevance
relevance…

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒImproving-Revitalizing Brand Image

ƒ Retain vulnerable customers & recapture lost

customers
ƒ Repositioning
p g the brand
ƒ Heritage brands that have around for years but are being seen
as boring: Buavita and Ultra Milk new packaging, Marie Regal
ƒ Sometimes changing consumer tastes can have a fading effect of
existing brands – Kecap Bango
Bango, Sambal Indofood
ƒ Changing Brand Elements: Federal Express to FedEx, General Electrics to
GE
ƒ Identifyy neglected
g segments
g & attract new customers
ƒ Van Heusen – advertising in women’s magazines
ƒ Nike and Gillette's women's range of products

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒImproving Brand Image

ƒ Repositioning with points of difference or points of parity – Suzuki

CX, Siemens BQ

ƒ Changing brand elements – Texas Chicken, Hard Rock café Jkt

ƒ Entering new markets – Weekender The Jakarta Post

ƒ Targeting new segments - Brylcreem Power Gel, Nivea teens

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒRevitalizing a Mature Old Brands

ƒ Case Study: Old Spice

ƒ First introduced in 1937 as women’s fragrance

ƒ Men’s line came in 1938, dominated by shave soap and lotion
ƒ Image
I d
developed
l d around
d American
A i Colonial
C l i l theme
h
ƒ Purchased by P&G in 1990
ƒ Logo, packaging and communications were immediately changed to freshened-up
ƒ More recently,
recently P&G has introduced many forms of deodorant sticks,
sticks body washes,
washes
and body sprays in several scents under the Old Spice brand
ƒ In 2006 launched new line of product called OS to attract younger segments
ƒ Currently no. 1 in the USA

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒRevitalizing a Fading Brand

ƒ Because of changes
g in the marketing
g environment,, brand
equity can be eroded over time.
ƒ Reversing
g a brand’s fortunes involves ...
ƒ Recapturing lost sources of brand equity
ƒ Identifying and establishing new sources of brand equity

ƒ More “revolutionary” changes than “evolutionary” changes

ƒJDR
 Daniel Rembeth – July 23rd 2008

Customer – Based
B d Equity
Brand E it
Management over Life

Decline/Harvest

Rejuventation

Growth

Launch
Time

One view of a “Brand Life Cycle”

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒComeback Stories

ƒ RCA - went from obsolete TV image to Satellite System with

DirecTV; new campaign with “Chipper” dog logo

ƒ Hush Puppies - suede shoes image changed with new designs,

ad campaign and Forrest Gump placement

ƒ adidas - After losing to Nike and Reebok, targeted young

urbans, Rappers and Kobe to make 3 stripes cool again and
creation life style products (ME and Stella lines)

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒAdjustments to Brand Portfolio

ƒ Migration strategies - Levi’s Dockers (smart casual)

ƒ Acquire
A i new customers
t - VW ((up market),
k ) BMW (down
(d
market)

ƒ New
N di
distribution
ib i outlets
l - Metro Dept. Store (internet
sales), adidas (life style store)

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒAdjustments to Brand Portfolio

ƒ Line extension or sub brands – Paramex ((headache and

flu), Tempo media (magazine- Indonesia and English,
newspaper, online- web and blog)

ƒ IMC campaigns for each segment – Sari Ayu, Mustika

Ratu (widened segmentation)

ƒ Retiring obsolete brands/products – Fit n Fun by MBI,

Tara Nasiku, Mie & Me, Chatz Mie

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒCorporate Name Changes

ƒ Reasons why

ƒ M&A – Daimler Chrysler,

Chrysler Time Warner … Time Warner
Turner… Time Warner Turner AOL, PM and Kraft is Altria, HP
and Compaq back to HP and Compaq
ƒ Divestitures,
Divestitures Leverages Buyout – American Telephone to
AT&T, Bogasari to Indofood Flour
ƒ Change of public perceptions – Bimantara to Bhakti
Investama
ƒ Significant Shift in Corporate Strategy – NY and NE
Telco to NYNEX, Salim group to several holdings

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒManaging a Brand Crisis

ƒ Reasons why

ƒ Lack of past communications and brand building efforts - Exxon

ƒ Transparencies and Openness – Lapindo,
Lapindo Union Carbide India
ƒ Slow in Responses – Ajinomoto, Bank Summa
ƒ Lack of strategic directions – Lion Air, Adam Air, KAI

ƒ Strategy

ƒ Swiftness
S if – SQ,
SQ Indofood,
I d f d Lippo
Li Bank
B k rush
h
ƒ Pre-empt – Sampoerna egg campaign
ƒ Good governance – Riau Pulp, Standard Chartered
ƒ Corporate Responsibilities
bl – Astra,
A Danamon, Unilever
l
ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒManaging
Managing - Maintaining Equity at Disney

ƒ How can Disney maintain brand equity for the film Bambi over the
years?
ƒ How does Disney expand brand equity through film -movies and
tv program-
program productions?
ƒ Are there any sub-brands that Disney should consider retiring?

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒManaging
Managing - Maintaining Equity at Disney

ƒ Creation of franchise

ƒ Ride in Disney’s park

ƒ Movie – original, sequel, triquel
ƒ Merchandising
ƒ Tie in program – Pirate Master in AXN Asia
ƒ DVD
ƒ Game
ƒ Book, etc.

ƒJDR
 Daniel Rembeth – July 23rd 2008

ƒ Managing Brands Over Time

ƒ Universitas
U i it Indonesia
I d i

ƒ HOW?

ƒ IIt’s
’ your home
h workk to analyze
l and
d present it
next week….

ƒJDR
Daniel Rembeth – July 23rd 2008

ƒJDR