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    Brand Planning: Presented By: STANZIN GEDDUN AND Usman Hijazi

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    Brand planning involves understanding customers, competitors, and a company's own brand to develop strategies. It is a continuous process involving discovery, definition, positioning, and determining benefits. The case study shows how Sunbeam, known for low-tech appliances, achieved its objectives of being considered for espresso machines through market research, launching educational programs, redefining marketing, and gaining market share from European brands.

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    Brand Planning: Presented By: STANZIN GEDDUN AND Usman Hijazi

    Uploaded by

    geddun
    388 views15 pages
    Brand planning involves understanding customers, competitors, and a company's own brand to develop strategies. It is a continuous process involving discovery, definition, positioning, and determining benefits. The case study shows how Sunbeam, known for low-tech appliances, achieved its objectives of being considered for espresso machines through market research, launching educational programs, redefining marketing, and gaining market share from European brands.

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    Brand planning involves understanding customers, competitors, and a company's own brand to develop strategies. It is a continuous process involving discovery, definition, positioning, and determining benefits. The case study shows how Sunbeam, known for low-tech appliances, achieved its objectives of being considered for espresso machines through market research, launching educational programs, redefining marketing, and gaining market share from European brands.

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    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    388 views15 pages

    Brand Planning: Presented By: STANZIN GEDDUN AND Usman Hijazi

    Uploaded by

    geddun
    Brand planning involves understanding customers, competitors, and a company's own brand to develop strategies. It is a continuous process involving discovery, definition, positioning, and determining benefits. The case study shows how Sunbeam, known for low-tech appliances, achieved its objectives of being considered for espresso machines through market research, launching educational programs, redefining marketing, and gaining market share from European brands.

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    Download as ppt, pdf, or txt
    of 15

    BRAND PLANNING

    Presented by: STANZIN GEDDUN


    AND
    USMAN HIJAZI
    WHAT IS BRAND PLANNING?
     Simply stated, brand planning is a strategic discipline
    that focuses on consumers.

     Brand planners seek to uncover the insights into


    human behaviour and motivation.

     A brand planner is skilled in both the use of marketing


    research and the development of marketing strategy.
    Development of a solid brand
     The development of a solid brand begins with a
    discovery phase.

     After the discovery phase, the company can move on


    to the brand definition phase.

     The fastest moving companies today plan on a


    continuous basis rather than on an annual one.
    Essential steps in building a
    successful brand:

     Develop a vision for your brand


     Position your brand in order to differentiate yourself from
    competitors
     Create a personality for your brand
     Articulate the benefits your brand delivers to customers
     Define the values your brand represents
    The brand planning cycle

    Where are we now? Where could we be?

    THE PLANNING CYCLE

    Are we getting there How do we get there?


    STRATEGIC BRAND ANALYSIS

    CUSTOMER ANALYSIS

    STRATEGIC BRAND
    ANALYSIS

    COMPETITOR ANALYSIS SELF ANALYSIS


    Continued…

    Customer analysis:
     Trends
     Motivation
     Unmet needs
    Competitor analysis:
     Brand image/position
     Strengths/vulnerabilities
    Self analysis:
     Existing brand image
     Brand heritage
     Strengths/weaknesses
     Links to other brands

    •
    Case study
     Sunbeam is an appliance generalist better known for
    their range of low tech products like toasters, blenders
    and electric blankets.
     Sunbeam started selling espresso machines in 2001.
    Objective

    To prove their credentials as a coffee machine brand


    despite consumer motivation defaulting towards the
    specialist European brands.
    Issues in achieving objectives

     Through the diagnosis of buyers they preferred


    European brands as most of the salient coffee brands
    were European. (Customer Analysis),
     The category is populated by companies who only
    made coffee machines (competitor analysis).
     Advertising previously undertaken seem disconnected
    from customers (Self Analysis).
    Defining the objectives
     Short term needs
     To get sunbeam into the consideration set of
    brands.

     Medium term goals:


     To redress the share lost to European brands.

     The ultimate ambition


     To achieve market leadership, as the market had
    no clear leader.
    How Sunbeam achieved their brand objectives:

     They launched a campaign known as “unleash the


    barista” with Paul Bassett, the only Australian to win
    the World Barista championship title.
     They opened a Sunbeam coffee school to take the
    customers under their wing and to train them.
     The DVD version of the instruction book packaged
    with every machine
    How Sunbeam achieved their brand objectives:

     They launched a magazine known as “The Short Black


    book” which was available nationally in cafes.

     Redefining the point of sale:


     Retailers and point of sale materials.

     A new role for advertisement.


    Results

     A study measured that there was a 33% growth in


    category association.
     16% of the purchasers of the leading European brands
    added Sunbeam to their list.
     Within 12 months of the campaign market share had
    decidedly began to shift from the European brands to
    Sunbeam.
    Revenues

     In the first 12 months with the new strategy, an


    additional $1.57 million profit were generated for
    Sunbeam.
     This represents an incremental profit return of $1.40
    for every dollar spent behind communications

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