中国经济管理大学 MBA课《Brand Management03:Brand Positioning and Values》

徐老师

中国经济管理大学
《战略品牌管理》MBA导师手册（工商管理经典教材）

Chapter 3
Brand Positioning and Values
Overview
This chapter deals in greater detail with brand positioning and the key role it plays in creating positive brand equity. Positioning refers to the place in consumers’ minds occupied by the brand. The positioning strategy a marketer adopts for a brand will influence the knowledge structures consumers develop.
The chapter addresses how ideal or desired brand knowledge structures can be defined with respect to brand positioning. This involves selecting a target market, segmenting the market, and evaluating the competition. With respect to competition, positioning the brand with points-of-parity and points-of-difference is discussed next. Points-of-difference are characteristics unique to the brand that help distinguish it from the competition, while points-of-parity may be shared by other brands in a given category.
Once a brand has an established positioning, it may be necessary to update the positioning over time. The chapter discusses the laddering technique used to deepen the meaning of brand associations in the minds of consumers. The chapter also details how marketers can change positioning in response to competition by either doing nothing, going on the offensive, or going on the defensive.
Next, the internal aspects of branding are explored. The chapter provides information on how to establish brand values. Marketers can use a mental map to represent all associations and responses consumers have regarding the brand. The core brand values are the five or ten most important attributes or benefits of the brand that appear on the mental map. A brand mantra can capture the core brand values and provide the essence of the brand in a short phrase. Next, the importance of internal branding is discussed.
Finally, this chapter concludes by detailing the process of a brand audit. an important informational and diagnostic tool to help marketers determine the overall state and health of the brand. The two steps of the brand audit, the brand inventory and the brand exploratory, provide marketers with a complete picture of the brand and consumers’ perceptions of it.  This Brand Focus can help students if they are conducting a brand audit project and can be highlighted as such in the course syllabus.

Brand Focus 3.0 at the end of the chapter discusses the Brand Audit for the Rolex brand. It could be used as an illustration of how brand audits are conducted.
Science of Branding
None.
Branding Briefs
3-1: Trying to Find Some Homes for New Diet Colas
3-2: Dividing Up Gasoline Buyers
3-3: Digital Convergence Changing the Consumer Electronics Industry
3-4: Competitive Frames of Reference for FedEx
3-5: Positioning Politicians
3-6: Nike Brand Mantra
3-7: Disney Brand Mantra
Additional Branding Briefs:
3-8: What Makes a Brand Different?
3-9: Bingo! We Have a Brand
Discussion questions
1. Apply the categorization model to a product category other than beverages. How do consumers make decisions regarding whether or not to buy the product and how do they arrive at their final brand decision?  What are the implications for brand equity management for the brands in the category? How does it affect positioning for example?

The financial services category is another good category to examine. Banks and brokerage firms offer consumers similar services within their respective categories, but they differ on many levels, including price, level of service, comprehensiveness, special features, and incentives. It is important for all financial services brands to provide trust, dependability, and income generation as points-of-parity; points-of-difference may be customer service, ease of use, location, or Internet accessibility.
2. Pick a brand. Describe its breadth and depth of awareness.

Answers will vary.
3. Pick a category basically dominated by two main brands. Evaluate the positioning of each brand. Who are their target markets?  What are their main points-of-parity and points-of-difference?  Have they defined their positioning correctly?  How might it be improved?

Some two-brand dominated categories include ready-to-drink orange juice (Tropicana and Minute Maid), batteries (Eveready/Energizer and Duracell), ketchup (Heinz and Hunt’s), and light bulbs (General Electric and Philips).
4. Can you think of any other negatively correlated attributes and benefits?  Can you think of any other strategies to deal with negatively correlated attributes and benefits?

Other negatively correlated attributes might include advanced technology vs. ease of use; sophisticated vs. generally available; elegance vs. utility; ease of maintainence vs. complexity; stylish vs. common.

5. Think of one of your favorite brands. Can you come up with a brand mantra to capture its positioning?

Answers will vary.
Exercises and assignments
1. Bring in a wide assortment of products that compete at varying levels of intensity and directness. Have a student volunteer separate the products into competitive groups and label and explain the groupings.
The products should exhibit significant variety. An illustrative assortment might include different brands of light, bottled draft, non-alcoholic, imported, microbrewed, and regular beer; hard liquor; white and red wine; diet, caffeine free, caffeinated, cola and non-cola forms of soda; flavored and non-flavored bottled water; fruit and sports drinks; vending machine items, and even oranges and apples.
The exercise typically generates a great deal of discussion, which can proceed in a number of different directions. It can be most productive if you ask the student volunteer to adopt the perspective of a brand manager for a specific brand. Then you will have an opportunity to talk about 1) how the competitive sets have changed over time (e.g., beer and wine became major competitors to hard liquors about 15 years ago; bottled waters began to compete more intensely and directly with sodas about five years ago); 2) how a short-term planning focus would lead to different budget allocations than a long-term planning focus would (e.g., in the short run Pepsi is always Coke’s biggest challenger, but in the long run fruit drinks and bottled waters have posed and might continue to pose substantial threats); 3) how product proliferation has given rise to more intra-brand competition (e.g., Miller Lite vs. Miller High Life vs. Miller Genuine Draft, etc.); 4) how the usage situation influences perceptions of brand competition (e.g., at a bar an individual might order a Samuel Adams but only drink Budweiser at home).
2. Tell students to imagine they are sitting in a room with two doors. When a knock sounds at each, the butler (!) announces that a particular brand is at one entrance to the room (e.g., Target), while another brand is at the other (e.g., Wal-Mart). Ask students to describe each brand in terms of what it would look like, what it would be wearing, what it would say when you went to the door, and what its reason for visiting was. (Alternatively, you can have students conduct this assignment outside of class by talking to consumers.) (Can be related to Branding Brief 3-10 below: What Makes a Brand Different?)        
This projective technique, when used in the context of pairs of brands, helps uncover different beliefs, knowledge, images and opinions that consumers hold. Other possible examples are:
   
   Nike vs. Reebok
   California vs. Nebraska
   Your university vs. another
   Mountain Dew vs. Sprite
    E*Trade vs. Charles Schwab
3. Have students create mental maps for several well-known brands. Have them use these mental maps to develop brand mantras that capture the core values and attributes of the brands. Then have the students compare the mantras they generated with the actual brand mantras. Are they similar?  Why or why not?  Possible companies include Nike (Authentic Athletic Performance), and Disney (Fun Family Entertainment).
4. Have students analyze the past, present, and future sources of competition for a major brand in a changing marketplace and then develop strategies for keeping the brand strong in light of the changes.
For example, the computer and the telephone have had a dramatic impact on the greeting card industry. How has Hallmark Cards responded thus far and what should they do in the future to protect and maintain brand equity?   Other brands to examine might include Blockbuster Video, which is facing a threat from computers as a delivery vehicle for movies; Brillo pads, whose franchise has been hurt by the rise of non-stick cookware, microwaves, and dining out; and FedEx, which now finds itself competing against e-mail and fax machines.
Key take-away points
1. Through the selection of a positioning strategy, marketers can influence the knowledge structures consumers have for a brand.
2. Positioning a brand involves choice of a target market, a competitive arena, and the sets of features and associations in which a brand is going to be similar to and different from its rivals.
3. Points-of-parity and points-of-difference are important means by which brands can establish unique positioning.
Internal branding strategies can be as important and effective as external branding efforts.

Branding Brief 3-8
What Makes a Brand Different?

A recently reported study examined the factors that discriminate between a number of top brands.  Specifically, category users were surveyed concerning their brand perceptions in the following product categories:
1) Airlines (American, Continental, and United)
2) Beer (Budweiser, Coors, and Miller)
3) Coffee (Folgers, Maxwell House, and Nestle)
4) Fast Food (Burger King, McDonald's, and Wendy's)
5) Hotels (Hilton, Holiday Inn, and Marriott)
6) Long Distance Telephone (AT&T, MCI, and Sprint)
7) Soup (Campbell's, Lipton, and Progresso)  
Study respondents rated the brands on a number of functional, economic, psychological, social, and cultural factors. The results were analyzed with some advanced multivariate techniques to yield a perceptual space. Several observations are relevant. First, brand type can be more important than category to the positioning of a brand. Thus, Campbell's soup may have as much in common in many ways with Maxwell House coffee as with Lipton or Progresso soup. Second, within a category, there was a brand hierarchy in terms of the five factors that subjects rated. The functional and economic dimensions were the ones found to be most desirable; however, the dimensions most closely associated with brand choice dealt with the cultural, social, and psychological factors.
The researchers who conducted the study interpreted these findings as indication that an “equity hierarchy” existed with the stated economic and functional dimensions as a "cost of entry" base and the derived cultural, social, and psychological dimensions as the key brand choice differentiators. In other words, the study findings could be interpreted in terms of the positioning concepts presented here as stating that economic and functional characteristics are often points-of-parity associations and cultural, social, and psychological factors are often points-of-difference associations, at least as far as these generally mature, well-known brands go.
Branding Brief 3-9
Bingo! we have a brand

Gala Clubs, the largest bingo operator in the UK with roughly 40 percent of the market, employs 6,700 employees who mostly work part-time. In 2000, Gala initiated an internal branding program called “The Gala Difference” which was intended to create a strong customer service commitment among employees. The Gala Difference cultivates the relationship between employee and customer by making highly personalized service a priority. The company encourages its employees to establish first-name relationships with customers.
Gala conducted extensive internal research to explore the attitudes of its employees toward the brand and the customers. The company distributed a survey to determine whether Gala employees were aware of what the brand represented and whether they considered themselves to be living the brand. More in-depth interviews and focus groups followed. The results of the research led to the following recommendations for Gala:
§ Re-inspire people around the brand and the role Gala had in changing perceptions of bingo
§ Work with club managers to create local business plans focusing on communications, business objectives, people management and service excellence
§ Create a continual learning experience for staff to raise awareness of customer service
To inform its employees of the Gala Difference program, the company’s sales and
marketing director sent a letter to each employee that explained the program and emphasized that “internal change is not brought about just by TV campaigns and marketing slogans, but by what employees deliver.”  A booklet that contained the results of the survey was also distributed to employees in order to give them insights as to how their co-workers felt about the brand and to foster a sense of community. Additionally, Gala produced a video that described best practices for bingo and demonstrated what exceptional customer service entailed. Finally, the company set up “make a difference” training sessions at each club where general managers shared best practices and sought out “pockets of excellence” in each club.
Gala anticipated the Gala Difference would have a positive effect on the company’s bottom line. When the employees live the brand, Gala reasoned, they would bring about greater customer satisfaction. This would lead to increased admissions through repeat visits and word-of-mouth referrals, which in turn would generate increased profitability. In 2000, admissions rose 15 percent from 1999, while operating profits increased by 38 percent to $54 million.

中国经济管理大学
《战略品牌管理》MBA导师手册（工商管理经典教材）
第3章
品牌定位及价值
概述
在加强与品牌定位的关键作用，它在创造品牌权益起着积极本章涉及的细节。定位是指发生在消费者心目中的品牌占领。一个营销战略的定位一个品牌采用会影响消费者的知识结构发展。
该章讨论如何理想或期望的品牌知识结构能够得到尊重，以品牌的定位界定。这涉及到选择目标市场，细分市场，评估竞争。关于竞争，定位与计分的平价和计分的，区别是讨论下一个品牌。计分是差的特点所独有的品牌，帮助它区别于竞争，而计分的平价可能被其他品牌共享一个给定的类别。
一旦有一个建立一个品牌的定位，它可能需要一段时间来更新的定位。本章讨论了阶梯技术，用于深化在消费者心目中的品牌联想的意义。本章还详细介绍了如何通过营销可以改变或者什么都不做在应对竞争定位，将在进攻，还是在防守去。
其次，对品牌的内部方面进行了探索。本章提供了关于如何建立品牌价值的信息。营销人员可以使用一个心理地图，代表所有社团和响应消费者对于品牌。品牌的核心价值观是五年或十年最重要的属性或品牌上的心理地图出现的好处。咒语可以捕获一个品牌的核心品牌价值，并提供一个简单的短语品牌的精髓。其次，内部品牌的重要性进行了讨论。
最后，本章结论中详细介绍了审计过程的一个品牌。一个重要的信息和诊断工具，以帮助营销人员确定总体状态和品牌健康。审计的品牌，品牌库存和品牌探索的两个步骤，提供一个品牌和它的消费者的市场营销观念的全貌。这可以帮助学生品牌集中，如果他们进行品牌审计项目，可作为这种强调在课程大纲。

3.0品牌集中在本章结尾讨论了劳力士品牌的品牌审核。它可作为一个品牌如何进行审核说明。
科学的品牌
无。
品牌简介
3-1：试图找出新饮食科拉斯有些家庭
3-2：汽油买家划分
3-3：数字融合改变消费电子产业
3-4：参考联邦快递的竞争框架
3-5：定位政治家
3-6：耐克品牌咒
3-7：迪斯尼品牌咒
其他品牌简介：
3-8：是什么让一个品牌不同？
3-9：宾果！我们有一个品牌
讨论的问题
1。应用分类模式，以产品类别饮料除外。消费者如何做出的决定是否购买产品以及它们如何到达他们的最终品牌的决定？什么是品牌的品牌类别中的股权管理有何影响？它是怎样的影响，例如定位？
该类别的金融服务是另一个很好的分类考核。银行和经纪公司为消费者提供各自领域内的类似服务，但它们在许多层面，包括价格，服务，综合性，特色和激励水平不同。重要的是，所有品牌的金融服务，提供计分的平价信任，可靠性和创收，计分的差，可能是客户服务，易用性，位置或互联网访问。
2。选择一个品牌。描述它的广度和深度的认识。
答案会有不同。
3。选择一个类别，基本上占主导地位的两大品牌。评价每个品牌的定位。谁是他们的目标市场？什么是他们的主要观点，对平价和计分的差？他们有明确自己的定位是否正确？它如何改善？
约两个品牌占主导地位的类别包括即食即饮橙汁（Tropicana和米纽特梅德），电池（永备/劲量，金霸王），番茄酱（Heinz和亨特的），和（通用电气和飞利浦）灯泡。
4。你能想到的任何其他负相关属性和利益？你能想到的任何其他战略来处理负相关属性和利益？
其他呈负相关的属性可能包括先进的技术对比使用方便;复杂的对比，一般可用;优雅主场迎战效用;便于维修主场迎战复杂性;时尚的对比常见。

5。想想你最喜欢的品牌之一。你能拿出一个品牌咒语，把握它的定位是什么？
答案会有不同。
练习和作业
1。引进的产品，按不同的强度和水平的竞争直接各式各样。有一个学生志愿者分成具竞争力的集团和标签的产品，并解释分组。
产品应表现出显着的品种。说明性品种可能包括不同品牌的光，瓶装草案，不含酒精，进口，microbrewed，和普通啤酒，烈性酒，白和红葡萄酒;饮食，不含咖啡因，咖啡因，可乐和汽水非可乐形式;味和非瓶装水味，水果和运动饮料，自动售货机项目，甚至是橘子和苹果。
这项工作通常会产生大量的讨论，这可以继续在一个不同的方向数。它可以是最有成效的，如果你问学生志愿者采取特定品牌的品牌经理的观点。然后你将有机会谈谈1）如何竞争套随时间变化（如，啤酒和葡萄酒成为主要的竞争者很难酒类约15年前开始瓶装水和碳酸饮料的竞争更加激烈和直接约五年前），2）如何在短期规划的重点将导致较长期规划的重点不同的预算拨款将（例如，在短期内百事可乐总是可口可乐的最大的挑战者，但是从长远来看，水果饮料及瓶装水已构成，并可能继续构成重大威胁），3）产品如何扩散，已经引起了更多的内部品牌竞争（例如，米勒建兴米勒主场迎战高寿命与米勒真正生啤等）; 4）如何使用形势的影响（在酒吧里一人可能为了一塞缪尔亚当斯，但在家里唯一的饮料如百威啤酒）的品牌竞争观念。
2。告诉学生想象他们是在一个有两个门的房间坐。当敲在每个声音，巴特勒（！）宣布，在一个特定的品牌是一个入口的房间（例如，目标），而另一品牌在其他（如沃尔玛）的。要求学生在描述它的样子每个品牌而言，会是怎样穿着，它会说什么当你走到门口，以及其原因是访问。 （或者，你可以让学生进行课外消费者的交谈中这个任务。）（可与3-10品牌简介如下：？是什么让一个品牌不同）
这投射技术，当在品牌对上下文中使用，有助于发现不同的信仰，知识，图片和意见，消费者持有。其他可能的例子有：
耐克锐步主场迎战
内布拉斯加州主场迎战
您的大学主场迎战另一
激浪主场迎战雪碧
é *贸易主场迎战嘉信理财
3。让学生创造了几个知名品牌的心理地图。让他们用这些精神地图咒语，捕捉发展品牌的核心价值和品牌的属性。然后让学生比较他们的咒语与实际品牌咒语产生。他们一样吗？为什么或为什么不呢？可能的公司包括耐克（真确运动性能），迪斯尼（有趣的家庭娱乐）。
4。让学生们分析了在不断变化的市场各大品牌竞争的过去，现在和未来的源，然后制定饲养的变化看品牌的强大战略。
例如，计算机和电话已对贺卡业产生重大影响。霍尔马克卡是如何回应迄今他们做什么，应在未来的保护和维护品牌资产？其他品牌审查可能包括百视达影片，这是面临来自电脑作为电影运载工具威胁;布瑞洛垫，其专营权已经由不粘炊具，微波炉上升伤害，外出就餐，以及联邦快递，其中现在发现自己同台竞技电子邮件和传真机。
重点外卖点
1。通过定位战略选择，营销人员的知识结构可以影响消费者对品牌有。
2。涉及的品牌定位的目标市场选择，竞争的舞台，并和协会的功能集合，其中一个品牌将是类似于从它的竞争对手不同。
3。计分的平价和计分是差的重要手段，使品牌可以建立独特的定位。
4。内部的品牌战略可以被视为重要和有效的外部品牌的努力。

品牌创建简介3-8
是什么让一个品牌不同？

一项最近的研究报告审查的因素之间的顶级品牌数量歧视。具体来说，类别的用户进行了调查，关于在以下产品类别的品牌认知：
1）航空公司（美国，大陆，和联合国）
2）啤酒（百威啤酒，库尔斯，和米勒）
3）咖啡（福尔杰，麦斯威尔和雀巢）
4）快餐（汉堡王，麦当劳，和Wendy 's）
5）酒店（希尔顿，假日酒店，以及万豪）
6）长途电话（AT＆T公司，MCI和斯普林特）
7）汤（Campbell的，立顿，和普罗格雷索）
研究受访者评分功能上，经济，心理，社会，文化因素的品牌。结果进行了分析与一些先进技术，以产生多元认知空间。若干意见有关。首先，品牌型可超过范畴中的一个重要的品牌定位。因此，坎贝尔的汤可能有与麦斯威尔，与立顿汤，咖啡或普罗格雷索许多方面很多共同之处。其次，在一个类别，有一个在五个方面的因素，受试者评为品牌体系。功能性和经济方面是那些发现的最可取的，但最密切的尺寸与文化，社会和心理因素涉及品牌的选择有关。
谁研究人员进行的研究表明这些发现理解为这是一个“公平的层次结构”的既定经济和功能方面存在着作为“入门费”的基础和派生文化，社会，心理和品牌选择差异化的关键尺寸。换言之，研究结果可以解释的陈述，说明这里的经济和功能特征的定位概念术语经常计分的平价协会和文化，社会和心理因素往往是计分的差会，至少就这些普遍成熟，知名品牌去。

品牌创建简介3-9
宾果！我们有一个品牌

加拉俱乐部，在英国最大的宾果，大约有40个运营商的市场份额，拥有员工6700名员工大多是谁的工作时间。 2000年，盛大发起了一个内部的品牌节目“的盛大的差异”，这是为了创造一个强大的客户在员工的服务承诺。该晚会通过实现高度的差异，培养个性化的服务优先的员工和客户之间的关系。该公司鼓励员工与客户建立直呼其名的关系。
晚会进行了广泛的内部研究，探讨对品牌及客户的员工的态度。该公司分发了调查，以确定是否嘎拉员工都知道什么样的品牌代表，以及他们是否认为自己是生活的品牌。更深入的访谈和焦点小组其次。这项研究的结果导致对嘎拉以下建议：
§重新激发周围的品牌和在台北的作用的看法改变了人们的宾果
§与俱乐部经理的工作，创造当地的通信业务计划，业务目标，人员管理和服务的卓越聚焦
§为员工创造一个不断学习经验，提高对客户服务意识
为了通知的盛大差分程序，该公司的员工和销售
营销主任致函给每个员工，解释的程序，强调“内部变化带来的不只是通过电视广告和营销口号，而是由雇员提供什么。”一本小册子，载有调查结果还发给为了给他们的员工就如何洞察他们的同事感到品牌，树立社区意识。此外，晚会制作的影片描述的宾果的最佳做法和表现出什么出色的客户服务牵涉。最后，公司成立了“有所作为”的总经理在每个地方共享最佳做法，并要求每个俱乐部出“优秀口袋”俱乐部的培训课程。
预期的盛大晚会差异将会对公司的底线产生积极影响。当员工生活的品牌，晚会的理由，他们会带来更高的客户满意度。这将导致增加招生通过重复访问和字的口碑推荐，这反过来会产生更多的盈利能力。 2000年，招生从1999年上升15个百分点，而营业利润增长百分之38至5400万美元。