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Starbucks Brandz Report

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Starbucks Brandz Report

  1. 1. for Hill & Knowlton 1
  2. 2. What is BRANDZ? BRANDZ™ is the most in-depth and actionable study of brands ever undertaken. Covers over 50 000+ of the world’s biggest & key local brandsCovers over 50,000+ of the world’s biggest & key local brands, including corporate and product ones It is based on Millward Brown’s successful BrandDynamics™ system, a predictive tool that evaluates brand strength and li k it t f t h i k t hlinks it to future changes in market share. First conducted in 1998, expanded every year since Over 1,000,000 interviews to date, , Conducted in Argentina, Australia, Belgium, Brazil, Canada, Chile, China, Czech Republic, Denmark, France, Germany, Greece, Hong Kong, India, Ireland, Italy, Japan, Korea, Malaysia Mexico Netherlands Poland South Africa SpainMalaysia, Mexico, Netherlands, Poland, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, UK and US Analysis conducted across more than 250 product and service categories
  3. 3. USA Coffee Houses 2006 Starbucks 2006 18 September 2008p
  4. 4. Sample: 450, Visit coffee houses nowadays, 18-65 years. Date of fieldwork: November 2006
  5. 5. 5 Key Concepts from BRANZ Compare your brand’s health with benchmark brands - BRANDZ™ Map™ Quantify the relationship your consumers have with your brand. We know strong brands build deeper relationships - BRANDZ Pyramid™strong brands build deeper relationships - BRANDZ Pyramid Identify your brand’s relative strengths and weaknesses - BRANDZ Signature™ Quantify your brand’s vitality and potential, and predict likely change in your market share - BRANDZ Voltage™ Id tif b d’ lit fil BRANDZ Ch t Z ™Identify your brand’s personality profile - BRANDZ CharacterZ ™ …and so diagnose what will help drive more effective marketing/PR programmes.
  6. 6. First step in understanding your brand The BRANDZ™ map – your brand’s position in the categoryg y 6
  7. 7. The BRANDZ™ Map +14 ™ Strong EquityGrowing Equity 0 Voltage (large strong brands)(small stronger &/or ‘interesting’ brands) 0 V Little Equity ( ll k b d ) Declining Equity (l k b d ) -8 -50 -40 -30 -20 -10 0 10 20 30 40 +50 P (small weak or new brands) (large weaker brands) Presence
  8. 8. Well known, well loved with a large core following. Talked about in everyday life and part of the cultural fabric of the country. Requires constant reinvestment in i d d i d b f h d Relatively well known but definitely not a brand which is Relatively unknown but with a strong following amongst a core group. Can become an Olympic brand if it can 14 Olympic its product and image and must be aware of the dangers that may result from being seen as a fashion statement Well known, well definitely not a brand which is suitable for a mass audience. Likely to be too expensive for most. Small group of passionate users Has an Olympic brand if it can increase familiarity and relevance amongst a wider group without alienating its core But could also ™ y p Classic loved with a relatively large core following. Good but not great. Can retain its status passionate users. Has difficulty widening its franchise without alienating its core users. And must beware of pricing too high and core. But could also continue to develop amongst a loyal group and become a strong aspirational brand 0 Voltage Defender Classic Little Tiger by constant reinvestment in its product and image. Even with a large of pricing too high and becoming irrelevant to current and potential users A good balance between product performance and price - but no real aspirational brand 0 V Clean Slate Fading StarWeak Little known to most injection of marketing spend this may not become a talked about Olympic brand performance and price but no real product based or emotionally rooted advantaged -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 Presence Little known to most consumers. The brands relevance and advantages not at all established. In some cases a corporate A brand perceived as having little to offer - but still well known enough for Previously known to and liked by all. Still relevant to a mass audience but hasPresencesome cases a corporate brand not well known to consumers/ not previously marketed to consumers still well known enough for many to decide they don’t like it a mass audience, but has lost appeal and has little product or image based advantage
  9. 9. Intuitive life-cycle? 14 Olympic ™ y p Classic 0 Voltage Defender Classic Little Tiger 0 V Clean Slate Fading StarWeak -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 PresencePresence
  10. 10. Building on and maintaining success • Reinforce what has made you strong • Demonstrate leadershipp • Preserve strength of offering / basics Classic/OlympicClassic/Olympic Little TigerLittle TigerSpecialistSpecialisty py p brandsbrands gg brandsbrands pp brandsbrands Monitor trends closely to Project proposition ith claritPrice / niche stat s is keMonitor trends closely to avoid stagnation Project proposition with clarity Challenge leadership of others Accelerate trial & drive basics Price / niche status is key part of equity Accelerate trial & drive basics
  11. 11. Initiating recovery & growth Re address the fundamentals•Re-address the fundamentals •Establish meaning and clarity •Build momentum Fading StarsFading Stars D ’t fi ht h it f fi d i DefendersDefenders Di ti ti l it d d WeakWeak Clean SlateClean Slate Don’t fight heritage - re-focus or find new spin Innovation may be needed Distinctive clarity needed Make noise to establish momentum brandsbrands Clean SlateClean Slate Exploit loyalists or re-launch Establish and project new meaning Build basics Encourage trialEstablish and project new meaning Encourage trial
  12. 12. Where do ‘Olympic’ brands go? 14 Olympic 53% ™ y p Classic 6% 38% 0 Voltage Defender Classic Little Tiger 3% 0 V Clean Slate Fading StarWeak -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 PresencePresence Source: Brandz 1998 -2001
  13. 13. Where do ‘Classics’ go? 14 Olympic ™ y p Classic 34% 17% 5%2% 0 Voltage Defender Classic Little Tiger 34% 39% 2% 0 V Clean Slate Fading StarWeak 3% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 PresencePresence Source: Brandz 1998 -2000
  14. 14. Where do ‘Little Tigers’ go? 14 Olympic ™ y p Classic41% 10% 3% 0 Voltage Defender Classic Little Tiger 41% 33% 0 V Clean Slate Fading StarWeak7%4% 3% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 Presence 3% Presence Source: Brandz 1998 -2001
  15. 15. Where do ‘Specialists’ go? 14 Olympic ™ y p Classic 3% 10% 51% 0 Voltage Defender Classic Little Tiger 10% 21% 0 V Clean Slate Fading StarWeak 8% 7% 1% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 PresencePresence Source: Brandz 1998 -2000
  16. 16. Where do ‘Defenders’ go? 14 Olympic ™ y p Classic 1% 0 Voltage Defender Classic Little Tiger 8% 5% 6% 44%0 V Clean Slate Fading StarWeak 14%15% 5% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 PresencePresence Source: Brandz 1998 -2001
  17. 17. Where do ‘Fading Stars’ go? 14 Olympic ™ y p Classic 0 Voltage Defender Classic Little Tiger 31% <1% 0 V Clean Slate Fading StarWeak 58% 9% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 Presence 1% Presence Source: Brandz 1998 -2001
  18. 18. Where do ‘Weaks’ go? 14 Olympic ™ y p Classic 0 Voltage Defender Classic Little Tiger 5% 2% 0 V Clean Slate Fading StarWeak 47% 13% 27% 5% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 Presence 47% Presence Source: Brandz 1998 -2001
  19. 19. Where do ‘Clean Slates’ go? 14 Olympic ™ y p Classic 0 Voltage Defender Classic Little Tiger 2% 9% 0 V Clean Slate Fading StarWeak 5% -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 Presence 76% 5% Presence Source: Brandz 1998 -2001
  20. 20. The BRANDZ™ Map – Some PR Action Examples 14 Actions: S PR Action: Actions: R f h PR Action: S hi ™ Strong EquityGrowing Equity Stay small and special Grow bigger ith t l i Build advocates, ambassadors Refresh Re-invent Reinforce Sponsorship New alliances Loyalty programmes 0 Voltage without losing strength Guerrilla marketing 0 V Little Equity Declining Equity Actions: Get known PR Action: Shout above your weight, stunts, celebs, Actions: Re-focus Redefine Reposition PR Action: Relaunch Recruitment New -8 -50 -40 -30 -20 -10 0 10 20 30 40 50 P controversy etc p endorsers Presence
  21. 21. ….so where is your brand?
  22. 22. BRANDZ™ Map
  23. 23. ….and what about your competitors? 23
  24. 24. BRANDZ™ Map
  25. 25. BRANDZ™ Map
  26. 26. Targeting - who are you strong or weak amongst? 26
  27. 27. BRANDZ™ Map
  28. 28. SSecond step in understanding your brand The BRANDZ™ pyramid – quantify the relationship your consumers have with your brand and theny y compare to other brands in the category 28
  29. 29. The BRANDZ™ pyramid describes a consumers journey to loyalty Bonding Wh t i it d i d f ? Can anything else beat it? Performance Advantage Is it satisfactory? What is it admired for? Relevance Performance Does it cater for me? Is it satisfactory? Presence Do I know about it?
  30. 30. The BRANDZ™ pyramid describes a consumers journey to loyalty I th b d Do you have an opinionHave you Is the brand top of mind? about it?experienced it? Presence
  31. 31. The BRANDZ™ pyramid describes a consumers journey to loyalty Is it in the i h iW ld I Does it suit m needs? right price bracket? Would I want to be seen using it? Relevance my needs? using it? Presence
  32. 32. The BRANDZ™ pyramid describes a consumers journey to loyalty Can it deliver? Performance Can it deliver? Relevance Performance Presence
  33. 33. The BRANDZ™ pyramid describes a consumers journey to loyalty Does it appeal to you more thany others? Advantage Performance Presence Relevance Presence
  34. 34. The BRANDZ™ pyramid describes a consumers journey to loyalty BondingHow many other brands do you feel Is it best on what matters in this category? Advantage brands do you feel the same about? this category? Relevance Performance Presence Relevance
  35. 35. The Competitive Set - Pyramids
  36. 36. The BRANDZ™ pyramid describes a consumers journey to loyalty - The PR Connectionsjourney to loyalty The PR Connections Loyalty programmes/ clubs customer Bonding Loyalty programmes/ clubs, customer awards, ‘best of breed’ activities, rewards Case study/ testimonials, 3rd party advocate programmes partnership marketing P f Advantage programmes, partnership marketing Product reviews, education/ training, trade marketing, validation (experts), sampling/ t i l Relevance Performance trial Endorsements, lifestyle/ sports marketing, hobbyist programmes, niche-targeted Presence Relevance activity Product launches, sponsorships, trade shows, exhibitions, alternative/ lateral, , distribution, co-operative activity
  37. 37. Third step in understanding your brand The BRANDZ™ signature – your brand’s strengths and weaknesses compared to otherg p brands in the category 37
  38. 38. The BRANDZ™ Signature actually identifies a brand’s strengths and weaknessesg relative to the other brands in the category It shows how well you are doing, relative to the category as a whole, in moving people up each level of the pyramid and connectingeach level of the pyramid and connecting with them
  39. 39. BRANDZ™ Pyramid and Signature (vs. Competitors)
  40. 40. The Competitive Set – Brand Signatures
  41. 41. Di i h I tDiagnosis - why am I strong or weak at particular levels and how can I strengthen?how can I strengthen? 41
  42. 42. What does the BRANDZ™ signature mean for my brand?my brand? Weak at presence No one knows about the Strong at presence Already a very well known brand. Establish presence and brand promise brand compared with competitors. Need to ensure that what k b tconsumers know about our promise is relevant and motivating
  43. 43. Diagnosis of Presence
  44. 44. What does the BRANDZ™ signature mean for my brand? Weak at relevance Strong at relevance This brand isn’t relevant to many consumers – either because of appeal Relevant to the majority this brand has no problems with emotional or price p appeal or pricing. Generally a mass market brand
  45. 45. Diagnosis of Relevance (amongst those for whom the brand fails to be relevant)
  46. 46. What does the BRANDZ™ signature mean for my brand? Weak at performance Strong at performance The brand isn’t performing well. The performance area needs If a brand performs well use the opportunity to grow market share to be fixed and communicated g through trial building campaigns and communicate this strength to consumers
  47. 47. Diagnosis of Performance (amongst those for whom the brand fails to perform)
  48. 48. What does the BRANDZ™ signature mean for my brand? Strong at advantage/ bonding Weak at advantage/ bonding Strong at the important top layers of the pyramid - the objective is to New news about the brand is likely to be needed to prompt re- maintain this by targeting those loyal to the brand. Remember what made the needed to prompt re appraisal. Don’t fight any heritage that may exist for the brand - exploit Remember what made the brand successful.with new spin on existing attributes
  49. 49. Diagnosis of Advantage (Which factors contribute to Advantage? Rank importance of factor shown in brackets next to each statement)brackets next to each statement)
  50. 50. Summary of what drives Bonding Affinity I like the brand Appeals more Higher opinion Want to be seen using Would recommend Easy to use Meets needs Challenge Growing popular S tti t dChallenge Setting trends Difference Differente e ce Fame Top of mind awareness Most popularFame Most popular Price Better pricece
  51. 51. Summary of what drives Bonding
  52. 52. Fourth step – assessing the vitality andFourth step – assessing the vitality and future market share potential of the brand Brand voltage 52
  53. 53. What does the Voltage mean?g A high voltage score has potential to gain share from its own marketing actions andshare from its own marketing actions and resist the actions of competitors to maintain sharemaintain share. A low voltage brand can still grow, but will have to work harder to stand still, and over time be more vulnerable from the actions of other brands
  54. 54. A proven link between Voltage and Changes in Market Share Less than More than Voltage Probability - 2.5 - 2.5 to +2.5 +2.5 of Share Increasing next year 16% 23% 61% y Probability of Share 52% 14% 23% 10%of Share Decreasing next year 52% 14% %
  55. 55. Brand Voltages
  56. 56. fFifth step – what are the dominant personality traits of the brand Brand character 56
  57. 57. How the key 10 characters are capturedHow the key 10 characters are captured Seductress Hero JokerMaiden Sexy Desirable Adventurous Brave Fun Playful Innocent Kind Friend Friendly Dreamer Idealistic Different Wise Wise King In control StraightforwardDifferent Creative Trustworthy Assertive Mother Negative words used to determine Rebel Generous Caring g if the character is manifested positively or negatively Hasty Arrogant Dishonest Rebel Rebellious Dishonest Uncaring
  58. 58. The key 10 characters and their negative counterpartscounterparts CHANGE THE JOKER THE FOOL THE DREAMER THE FANTASIST THE VAMPIRE THE SEDUCTRESS THE FOOL WELL-BEING SUCCESS THE REBEL THE ANARCHIST THE MAIDEN THE WITCH THE FRIEND THE TRAITOR THE MOTHER THE WISE THE HERO THE VILLAIN THE KING THE TYRANT THE STEP- MOTHER THE MOTHER THE WISE THE CHARLATAN SAFETY
  59. 59. CHARACTERZQualitative Framework for Joker Dreamer SeductressMaiden King The Joker The DreamerThe Joker represents: happiness, fun, humour, impulse and positivity The Dreamer represents: charm, surprise, imagination and openness The Seductress represents: desire, attraction, mystery and pleasure The Maiden represents: kindness, humility, innocence and understanding The King represents: power, leadership, strength and Fool p Fantasist VampireWitch justice Tyrant The Fool Th F t i t Th V irepresents: immaturity, foolhardiness and lacking in judgement The Fantasist represents: unrealistic, irrational, spontaneity and unconsidered The Vampire represents: manipulation, darkness, danger and falseness The Witch represents: darkness, trickery, vengeance, fear The Tyrant represents: selfishness, obsession, injustice, greed unconsidered g , and manipulation and arrogance
  60. 60. CHARACTERZQualitative Framework for Mother Friend Hero Wise Rebel The Mother represents: care, protection, support, abundance and The Friend represents: stability, closeness, reliability and The Hero represents: admiration, hope, credibility, popularity and The Wise represents: humility, credibility, admiration and benefit The Rebel represents: innovation, difference, revolution and Stepmother love Traitor honesty Villain success Charlatan Anarchist conviction The Step-Mother represents: negligence, hate, emptiness and disinterest The Traitor represents: deception, selfishness, falseness, The Villain represents: envy, narcissism, superficiality and self-centredness The Charlatan represents: evasiveness, immorality, madness, fraud The Anarchist represents: delinquency, marginality and weakness, abandonment and calculation , and complexity
  61. 61. The brand’s dominant character
  62. 62. How is the brand characterised?
  63. 63. What is positive about the brand?
  64. 64. What is negative about the brand?
  65. 65. Summary – how Hill & Knowlton can help your brand to progress BRANDZ™ learnings for Starbucks Click to add text
  66. 66. Summary – how Hill & Knowlton can help your brand to progress Potential PR response BRANDZ™ learnings for Starbucks Click to add textClick to add text
  67. 67. Thank-you 67

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