Module 1 Notes

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Module 2 Notes

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Module 3 Notes

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Module 4 Notes

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Module 5 Notes

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 To: Mark Ritson
Is a 48 year-old professional who runs his
own small consulting firm generating $2m
plus each year. He is incredibly busy and
Portrait feels very guilty about the time he does
not spend with his young family. He has
his EDB with Westpac as well as a
mortgage and credit cards.

What

Versus

Is

53
54
55
Module 6 Notes

1
 Module Warnings

• Beware the logo trap

• Sometimes superficiality is crucial
• Naked chest trigger warning

2
 Introduction

• Distinctiveness
• Understanding Brand Codes
• Identifying Brand Codes
• Applying Brand Codes
• The Advantages of Codification
• Codifying Moon

• But first it’s time for a Coke

3
4
Koka‐Nola, Toka‐Cola and even Koke

5
 A bottle so distinct
that you would
recognize it by
feeling it in the dark
or lying broken on
the ground.

6
 Differentiation? Distinctiveness?
filling

snack treat

light

Positioning Codes

7
 A brand achieves “distinctiveness”
when it has a unique and unmistakable
identity, which could be based on a
number of things: brand name, logo,
packaging, colors, advertising style, etc.
Distinctiveness ensures recognition and
helps to trigger brand associations. But
we would say that distinctiveness is a
complement to differentiation, not a
replacement for it.

Nigel Hollis

8
Differentiation? Distinctiveness?

5% 95%

Positioning Codes

9
Differentiation? Distinctiveness?

Positioning Codes

10
Why Have Marketers Missed This?

11
 16%
x40% x40% =

12
CREATIVITY CODIFICATION
65%
x40% x40%

13
 What Are Codes?
• Codes
• Distinctive Brand Assets
• Brand Assets

• Sensual identifiers of the brand

• Positioning as the soul of the brand
• Codes as the face and body shape

14
 What Are Codes?
• Logo
• Shapes/Patterns
• Colours
• Founders
• Font
• Packaging
• Characters
• Product Cues
• Locations
• Celebrities

15
 What Are Codes?
• Logo 123
• Shapes/Patterns 124
• Colours 92
• Founders 111
• Font 110
• Packaging 109
• Characters 102
• Product Cues 100
• Locations 92
• Celebrities 87

16
17
Meaningful or Meaningless?

18
 Our point of view is that brand assets do
not necessarily have to be meaningful –
sometimes it is fine when a brand asset
only evokes the brand name without also
evoking the brand image. However, it
certainly helps when brand assets support
what the brand wants to stand for.
Nespresso provides a good example: the
brand has a rich and diverse collection of
distinctive brand assets, all of which
support the sophistication that the brand
wants to be known for.

Steven Naert

19
A Set of Codes

Palette

20
Palettes of Codes

21
Snickers

22
Where do Codes Come from?

23
 Assessing the Codes
• A long list from history
• The danger of too many codes

24
 Palette Selection

• Selection Process
• Creative input
• Loyalists know them instantly
• Quant Consumer Research

25
Measuring Code Strength

Which brands come to mind?

26
Measuring Code Strength

Which brands come to mind?

Ferrari Number
Ferrari of
Brands?
85% 5%
3.2
Fame Unique

27
 The Distinctive Asset Grid
Hi

Fame

Lo
Lo Unique Hi

28
 The Distinctive Asset Grid
Hi

Fame

Lo
Lo Unique Hi

29
 The Distinctive Asset Grid
Hi Avoid Use
Solo Use or Lose

Fame
Ignore Investment
or Test Potential

Lo
Lo Unique Hi

30
 The Distinctive Asset Grid
Hi Logo
Plus 2 to 4

Fame Palette

Lo
Lo Unique Hi

31
 Code Strategy

• Discover a library of codes

• Articulate a shorter, stronger palette
• Codify Everything!

32
 CODIFY
EVERYTHING

33
34
 What Do Codes Do?

1. Maintain Salience

35
 What Do Codes Do?
1. Maintain Salience
2. Shorten the last 2 feet

36
 What Do Codes Do?

1. Maintain Salience
2. Shorten the last 2 feet
3. Advertising Linkage

37
What Do Codes Do?

38
What Do Codes Do?

39
What Do Codes Do?

40
41
42
43
44
 What Do Codes Do?
1. Maintain Salience
2. Shorten the last 2 feet
3. Advertising Linkage
4. Bolster Brand Image

45
 What Do Codes Do?

1. Maintain Salience
2. Shorten the last 2 feet
3. Advertising Linkage
4. Bolster Brand Image
5. Brand Revitalisation

46
 What Do Codes Do?

1. Maintain Salience
2. Shorten the last 2 feet
3. Advertising Linkage
4. Bolster Brand Image
5. Brand Revitalisation
6. Bridge the Long & Short

47
 The presence of the brand signals that
different activities have a common
origin. In this way the brand acts as a
bridge for otherwise seemly disparate
items. This disparity can be in place,
time, content or message.

Jenni Romaniuk

48
 What Do Codes Do?
CODES
1. Maintain Salience
2. Shorten the last 2 feet
3. Advertising Linkage
4. Bolster Brand Image
5. Brand Revitalisation
6. Bridge the Long & Short

49
 Four Coding Challenges

• Research
• Palette Selection
• Constant Application
• Codeplay

50
 Four Coding Challenges

• Research
Year 1
• Palette Selection
• Constant Application Years 2‐20

20+ Years

• Codeplay

51
52
 Brand
Objectives

Module 7 Notes

1
 Brand Objectives
• The role of objectives
• Building custom purchase funnels
• Setting the right objectives
• Where to focus?
• What should be the goal?
• How many objectives?
• The Brand Objectives Game Show
• Moon objective setting

2
Brand Strategy

3
Objectives
Business Aspirations
Reverse declining revenues

Become No. 1 Brand in Category

Brand & Product Objectives

Tactical Goals

Achieve 5m social mentions

Deliver ESOV of +10%

4
 Objectives
• Long and Short
• Brand and Product
• No more than 12M in scope
• Based on hard benchmarks
• Usually focusing on

• Purchase Funnel $680K

• Brand Tracking $1.26M

• Not expressed as
sales or profit shift

5
Incremental & Annualised Value

+13% Annualised

6
Purchase Funnels

7
Purchase Funnels

8
 Purchase Funnels

purchase
funnel

9
 Purchase Funnels

???

???

???

10
 Purchase Funnels

• Your funnel stages population numbers

• Your conversion %
• Your competitors conversion %
• Your relative performance

???

???

???

11
 Three Custom Examples

Financial Services Hospital Products Bookmaking

Aided Awareness
Top of Mind Mode of Anesthesia
Consideration
Spontaneous Awareness Delivery Mechanism Visit Website Once
Prompted Awareness Register
IA Choice Ever Bet
Consideration
Bet <12M
Ever Banked Bet <3M
Brand Bet Most
Currently Bank
MFI NPS 9/10

12
 A Bookmaking Example

Aided Awareness
Consideration
Visit Website Once
Register
Ever Bet
Bet <12M
Bet <3M
Bet Most
NPS 9/10

13
 A Bookmaking Example: Conversion Rates

60%

Aided Awareness
Consideration
Visit Website Once
Register
25%
Ever66%
Bet
70% 100% 86% 100% 33% 100%
Bet <12M
Bet <3M
Bet Most
NPS 9/10

14
 A Bookmaking Example: Relative Conversion

60%
58%
Aided Awareness
Consideration
Visit Website Once
Register
25%
• Your funnel stages population numbers
Ever Bet
15% 66% 70%
86% 100% 33% 100% • Your conversion %
<12M73% 100%
Bet96% 83% 83% 80% 45% 59% • Your competitors conversion %
Bet <3M • Your relative performance
Bet Most
NPS 9/10

15
 Setting Objectives

• Biggest drop off

• Worst conversion ratio
• Worst relative conversion ratio
• Easiest to Fix
• Furthest down the funnel

• A trade‐off from all of the above

Bet <3M
Bet Most
NPS 9/10

16
 A Bookmaking Example

Aided Awareness Visit

Website
Visit Website Once

Bet <3M
Bet Most
NPS 9/10

17
 A Bookmaking Example

• SMART
• Who – even if mass market
• What – from funnel stages
• Benchmark
• Goal
• Date

18
 Bridge Variables
Brand Questionnaire
• Demographics Q1: Are you a digital marketer?
Q2: Years of experience

•
Q3: Formal qualification in marketing?

Perceptions Q4: When you think about marketing training which options come to mind?
Q5: Which of the following marketing training programs are you aware of?

•
Q6: One of the programs you mentioned was the MW Mini MBA in Marketing,

Drivers Where 1=Disagree Strongly, 4=Neither, 7=Agree Strongly

5
How much do you agree with the following statements about this program
a) It is a powerful course
b) It offers me the widest range

•
c) It is unreliable

Barriers d) It is sexy…

Q7: Another of the programs you mentioned was the IPA’s brand fundamentals
Where 1=Disagree Strongly, 4=Neither, 7=Agree Strongly
How much do you agree with the following statements about this program
a) It is unreliable
b) It is a powerful course
c) It is sexy…

10
d) It offers me the widest range

•
Q8: From the following list of courses which have you gathered some info on?

Demographics Q9: From the following list of courses which would you consider?
Q10: From the following list of courses which would be your preference right now?

• Perceptions
• Drivers Brand Questionnaire
Q1: Are you a digital marketer?
Q2: Years of experience

• Barriers
Q3: Formal qualification in marketing?

Q4: When you think about marketing training which options come to mind?
Q5: Which of the following marketing training programs are you aware of?

Q6: One of the programs you mentioned was the MW Mini MBA in Marketing,
Where 1=Disagree Strongly, 4=Neither, 7=Agree Strongly
How much do you agree with the following statements about this program
a) It is a powerful course
b) It offers me the widest range
c) It is unreliable
d) It is sexy…

Q7: Another of the programs you mentioned was the IPA’s brand fundamentals
Where 1=Disagree Strongly, 4=Neither, 7=Agree Strongly
How much do you agree with the following statements about this program
a) It is unreliable
b) It is a powerful course
c) It is sexy…
d) It offers me the widest range

Q8: From the following list of courses which have you gathered some info on?
Q9: From the following list of courses which would you consider?
Q10: From the following list of courses which would be your preference right now?

19
20
Your Objective:

21
 Planning Year: Jan to Dec 2004

Market: USA

Target: All US HH

Your Objective:

22
 Planning Year: Jan to Dec 2006

Market: USA

Target: Un‐bearded Wet Spenders

100

90
92% 84%
80
90%
84%
70
ASP $4.00
60 AGP $2.90
per Blade 55%
64%
50

40

30

20
29%
ASP $3.00
10 AGP $2.10
per Blade
0
Unbearded Aided Replace
Consider Prefer Buy
Wet Spenders Awareness Every
(88M) 2 Weeks

Your Objective:
Unbearded

To: Unbearded West Spender

He is a man aged 24 to 55 who values personal
grooming, looking good and has a positive view of
Portrait himself and the role he plays within society. The
comfort of his shave is important.

What
Versus

Is
23
Brand Objectives

24
How Many Objectives?

25
 How Many Objectives?
• Long & Short
• Multiple targets
• Multiple brands

• Strategy is sacrifice
• data

26
 [Link] do‐it‐all strategy

[Link] Don Quixote strategy

3. The Waterloo strategy

[Link] something‐for‐everyone strategy

5. Dreams‐that‐never‐come‐true strategy

[Link] program‐of‐the‐month strategy

AJ Lafley

27
Five Biggest Take‐homes

28
 Brand
Architecture

Module 8 Notes
 Brand Architecture
• Four main positions
• Changing Brand Architecture
• Brand Consolidation
• Brand Diversification

2
Your 5 Word Answer
3
Brand Architecture

4
5
Brand Architecture

6
Our Rosetta Stone

7
 Brand Architecture

• BRAND ARCHITECTURE

• BRAND PORTFOLIO

8
 from

Parent
Brand
is 100%
Parent
Brand
is 0%

Significant Marketing
Marketing & Branding
& Brand Competence
Competence Less Essential

9
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• People
• Culture
• Control
• Cross Selling
• Strategic Focus
• Simplicity
• Profits

10
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• Separate Targets / Models

• Share of Customer
• Economies of Scale

58%
8
%

11
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• Independence
• Injection of Master‐Brand
• Share of Shelf
• CSR
• Private Label Response

12
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• Multiple Segments
• Illusion of Choice
• Block Competitors
• Protect Brands
• Innovation
• M&A Flexibility

13
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS
Not Connected Shadow Endorser Token Endorser Linked Endorser Strong Endorser Co-Drivers Master Brand Driver Different Identity Same Identity

14
15
 Brand Architecture

A What is the current architecture?

B What would be the optimum one?

• How do I get from A to B?

16
 Changing Brand Architecture

President & CEO President & CEO

17
 Brand Architecture Clues

• Internal Confusion
• Landing Pages
• Cannibalisation
• Higher costs / Lower profits
• Declining brand equity

• Brand Architecture

18
Changing Brand Architecture

19
Changing Brand Architecture

• Brand Diagnosis
• Brand Architecture
• Brand Position

20
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS
Not Connected Shadow Endorser Token Endorser Linked Endorser Strong Endorser Co-Drivers Master Brand Driver Different Identity Same Identity

21
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS Different Identity

22
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• Global expansion
• International Retailers
• Multi‐national Media Channels
• Maturing categories
• Failure to succeed with a portfolio
• The 80/20 Rule

23
 Do I think we have too many brands?
No, but we have to manage them a
lot better.

Mark LaNeve

24
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

50

25
 Brand Architecture

• Four main positions

• Changing Brand Architecture
• Brand Consolidation

26
 HOUSE
BRANDED
OF
HOUSE
BRANDS

MORE BRANDS IS BEST

2006 2014
-$17bn $17bn

27
 HOUSE
ENDORSER SUB BRANDED
OF
BRANDS BRANDING HOUSE
BRANDS

• MoreMORE BRANDS
MORE = =BETTER
BRANDS BETTER
Revenue

•LESS BRANDS =
• More profit • Growth
• More Focus • Retailer Influence
• More Quality • Room to Acquire

28
Do You Recognise this Sheep?

29
 Y/N
Are more than 50% of your brands laggards or losers in their
categories?

Are we unable to match our rivals in marketing and advertising for

many of our brands?

Are we losing money on our small brands?

Do we have different brands in different countries for essentially

the same product?

Do the target segments, product lines, price bands, or distribution

Picture here channels overlap to a great degree?

Do our customers think our brands compete with one another?

Are retailers only stocking a sub-set of our portfolio?

Does an increase in advertising on one of our brands decrease the

sales of one or more of our other brands?

Do we spend inordinate amounts of time discussing resource

allocation across our brands?

Do our brand managers see one another as their biggest rivals?

<3 YES MINIMAL NEED FOR CONSOLIDATION

Nirmalya Kumar 3‐6
7+
YES
YES
CONSIDERABLE CONSOLIDATION NEED
PRIORITIZE BRAND CONSOLIDATION!

30
Y/N
Y Are more than 50% of your brands laggards or losers in their
categories?

Are we unable to match our rivals in marketing and advertising for

Y many of our brands?

Y Are we losing money on our small brands?

Do we have different brands in different countries for essentially

Y the same product?

Do the target segments, product lines, price bands, or distribution

Y channels overlap to a great degree?

Y Do our customers think our brands compete with one another?

N Are retailers only stocking a sub-set of our portfolio?

Does an increase in advertising on one of our brands decrease the

Y sales of one or more of our other brands?

Do we spend inordinate amounts of time discussing resource

Y allocation across our brands?

Y Do our brand managers see one another as their biggest rivals?

9 YES PRIORITIZE BRAND CONSOLIDATION!

31
 Kill A Brand, Keep a Customer
• Not: Which Brand to Kill?
• You need 1 Brand, now justify 2…

% Profit
Contribution
92%

94%

9% 2%
Brands
Descending Order of
Brand1 Brand2 Brand3 Brand4 Brand5 Profit Contribution

32
Kill A Brand, Keep a Customer
• Not: Which Brand to Kill?
• You need 1 Brand, now justify 2…

• The Best Route?

33
Brutal Gentle

34
Brutal Gentle

35
 Historically, we have operated
under different names in
different places. Our policy of
retaining the separate identities
of the companies we acquired
Picture here
because they were well-known
names in their local markets
served us well for many years.
However, times change, and we
must change with them.

Sir John Bond

36
Brutal

Sir John Bond

37
Brutal Gentle

38
An Important Story

7$ 1 .

39
 Brand Architecture
• Four main positions
• Changing Brand Architecture
• Brand Consolidation
• Brand Diversification

40
Co‐Branding

• Brand Image Synergy

• Partner Synergy
• Brand Awareness
• Brand Protection

41
 Brand Extension

• New Categories
• Established Brand
• Growth

• Safety in distance
• Danger in Distraction

42
 Line Extension

• More likely to succeed

• More danger to Brand Image
PREMIUM
LINE

FLANKER
BRAND

ACCESSIBLE
LINE

43
 Brand Extension & Line Extension
• €1.2 million Euros
• Own at least 5 Ferraris

€ 500m

44
45
Module 9 Notes

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
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24
25
26
27
28
29
30
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34
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38
39
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43
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46
47
48
49
50
51
52
THANKS TO YOUR CONTINUED SUPPORT, THE BRAND’S SIZE HAS DOUBLED IN ONLY 2
YEARS, BETWEEN 2009 AND 2011

+ There are 2 months left this year, plan is too finish strong and everything is in place
to help you achieve great results this year...

53
CRM
THIS IS BIG FOR ARDBEG, one of THE BRAND’S STRENTGH
....
HERE ARE SOME IMAGES OF SOME OF THE COMMITTEE EVENTS THAT WERE HELD
THIS YEAR

54
55
 Accessible Luxury Functional Fashionable

56
57
58
Module 10 Notes
2
3
4
5
6
7
8
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