Keller sbm3 03

CHAPTER 3:
BRAND POSITIONING & VALUES

Kevin Lane Keller
Tuck School of Business
Dartmouth College

3.1

Brand Positioning
 Is at the heart of the marketing strategy

 “. . . the act of designing the company’s offer and
image so that it occupies a distinct and valued
place in the target customer’s minds.”
Philip Kotler

3.2

Determining a frame of reference
 What are the ideal points-of-parity and points-
of-difference brand associations vis-à-vis the
competition?
 Marketers need to know:
 Who the target consumer is
 Who the main competitors are

 How the brand is similar to these competitors

 How the brand is different from them

3.3

Target Market
 A market is the set of all actual and potential
buyers who have sufficient interest in, income
for, and access to a product.
 Market segmentation divides the market into
distinct groups of homogeneous consumers who
have similar needs and consumer behavior, and
who thus require similar marketing mixes.
 Market segmentation requires making tradeoffs
between costs and benefits.

3.4

Example of the toothpaste
market
 Four main segments:
1. Sensory: Seeking flavor and product appearance
2. Sociables: Seeking brightness of teeth
3. Worriers: Seeking decay prevention
4. Independent: Seeking low price

3.5

Criteria for Segmentation
 Identifiability: Can we easily identify the segment?
 Size: Is there adequate sales potential in the
segment?
 Accessibility: Are specialized distribution outlets
and communication media available to reach the
segment?
 Responsiveness: How favorably will the segment
respond to a tailored marketing program?

3.6

Nature of Competition
 Deciding to target a certain type of consumer
often defines the nature of competition
 Do not define competition too narrowly
 Ex: a luxury good with a strong hedonic benefit like
stereo equipment may compete as much with a
vacation as with other durable goods like furniture

3.7

Points-of-Parity
and Points-of-Difference
 Points-of-difference (PODs) are attributes or
benefits that consumers strongly associate with a
brand, positively evaluate, and believe that they
could not find to the same extent with a
competitive brand.
 Points-of-parity associations (POPs), on the other
hand, are not necessarily unique to the brand but
may in fact be shared with other brands.

3.8

Brand Positioning Guidelines
 Two key issues in arriving at the optimal
competitive brand positioning are:
 Defining and communicating the competitive
frame of reference
 Choosing and establishing points-of-parity and
points-of-difference

3.9

Defining and Communicating the
Competitive Frame of Reference
 Defining a competitive frame of reference for a
brand positioning is to determine category
membership.
 The preferred approach to positioning is to
inform consumers of a brand’s membership
before stating its point of difference in
relationship to other category members.

3.10

Choosing POP’s & POD’s
 Desirability criteria (consumer perspective)
 Personally relevant
 Distinctive and superior

 Believable and credible

 Deliverability criteria (firm perspective)
 Feasible
 Profitable

 Pre-emptive, defensible, and difficult to attack

3.11

Attribute and Benefit Trade-offs
 Price and quality
 Convenience and quality
 Taste and low calories
 Efficacy and mildness
 Power and safety
 Ubiquity and prestige
 Comprehensiveness (variety) and simplicity
 Strength and refinement
3.12

Strategies to Reconcile
Attribute and Benefit Trade-offs
 Establish separate marketing programs
 Leverage secondary association (e.g., co-brand)
 Re-define the relationship from negative to
positive

3.13

Core Brand Values
 Set of abstract concepts or phrases that
characterize the five to ten most important
dimensions of the mental map of a brand
 Relate to points-of-parity and points-of-
difference
 Mental map  Core brand values  Brand mantra

3.14

Brand Mantras
 An articulation of the “heart and soul” of the brand
 similar to “brand essence” or “core brand promise”

 Short three- to five-word phrases that capture the
irrefutable essence or spirit of the brand
positioning and brand values
 Considerations
 Communicate
 Simplify
 Inspire

3.15

Designing the Brand Mantra
 The term brand functions describes the nature of
the product or service or the type of experiences
or benefits the brand provides.
 The descriptive modifier further clarifies its nature.
 The emotional modifier provides another qualifier
—how exactly does the brand provide benefits,
and in what way?

3.16

Designing the Brand Mantra

Emotional Descriptive Brand
Modifier Modifier Functions

Authentic Athletic Performance
Nike

Fun Family Entertainment
Disney

Fun Folks Food

3.17

Internal Branding
 Members of the organization are properly aligned
with the brand and what it represents.
 Crucial for service companies

3.18

Brand Audit
 Externally, consumer-focused assessement
 A comprehensive examination of a brand
involving activities to assess the health of the
brand, uncover its sources of equity, and suggest
ways to improve and leverage that equity
 It includes brand vision, mission, promise, values,
position, personality, and performance

3.19

Importance of Brand Audits
 Understand sources of brand equity
 Firm perspective
 Consumer perspective
 Set strategic direction for the brand
 Recommend marketing programs to maximize
long-term brand equity

3.20

Brand Audit Steps

 Brand inventory (supply side)

 Brand exploratory (demand side)

3.21

Brand Inventory
 A current comprehensive profile of how all the
products and services sold by a company are
branded and marketed:
 Brand elements
 Supporting marketing programs

 Profile of competitive brands

 POPs and PODs

 Brand mantra

3.22

Brand Inventory (Cont.)
 Suggests the bases for positioning the brand
 Offers insights to how brand equity may be better
managed
 Assesses consistency in message among activities,
brand extensions, and sub-brands in order to
avoid redundancies, overlaps, and consumer
confusion

3.23

Brand Exploratory
 Provides detailed information as to how
consumers perceive the brand:
 Awareness
 Favorability

 Uniqueness of associations

 Helps identify sources of customer-based brand
equity
 Uncovers knowledge structures for the core brand
as well as its competitors
3.24

Suggested Brand Audit Outline
 Brand audit objectives, scope, and approach
 Background about the brand (self-analysis)
 Background about the industries
 Consumer analysis (trends, motivation, perceptions, needs,
segmentation, behavior)
 Brand inventory
 Elements, current marketing programs, POPs, PODs
 Branding strategies (extensions, sub-brands, etc.)
 Brand portfolio analysis
 Competitors’ brand inventory
 Strengths and weaknesses 3.25

Brand Audit Outline (Cont.)
 Brand exploratory
 Brand associations
 Brand positioning analysis
 Consumer perceptions analysis (vs. competition)
 Summary of competitor analysis
 SWOT analysis
 Brand equity evaluation
 Strategic brand management recommendations

3.26

Keller sbm3 03

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Editor's Notes