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P Scientific foundations of brand management. Brand management as a system

7.1. Development and implementation of brand management in the organization

At present, many heads of domestic organizations, as well as heads of Western companies, have come to the conclusion that it is necessary to create and promote a brand on the market, which contributes to the stable development of organizations in a competitive environment. That is, there comes a time when it becomes obvious that it is necessary to concentrate efforts not on promoting a product or service as such, but on developing and promoting your brand as a whole.

A brand, in fact, is not an idea about a product, but an idea of the value of this product. The main parameters by which a brand can be characterized are indicators of consumer attitude towards it, for example, value, sustainability, loyalty, image perception. Therefore, when developing a brand, its creators must take into account not only the conscious reaction of potential consumers, but also the emotional coloring of this reaction.

However, the brand itself cannot act as a guarantor of the organization's competitiveness.

In order for a brand to work effectively for an organization, you need to be able to manage it. By competently managing a brand, you can achieve a lot, for example:

1) stabilize the volume of sales in the market in question and create a sustainable image of the product or service in the eyes of consumers;

2) increase profits by expanding the range of goods and creating a common image for a group of goods or services;

4) take into account when developing advertising three important aspects: history, realities of today, forecasts for the future. However, effective brand management is a complex matter, it depends on professional knowledge, ability to work with various types intellectual property, trademarks, design, texts.

Some organizations independently resolve all issues related to the creation and promotion of the brand. In such cases, branding is sometimes handled by the marketing department. But more often, to achieve greater efficiency, branding management is outsourced to a third party. professional organization specializing in this, such as an advertising agency.

In general, branding is a collaborative effort based on the results of marketing research. creative activity an advertising agency and a manufacturing organization aimed at the development and large-scale implementation of a brand image in the mind of the consumer - a characteristic image of a product or group of products.

In order to increase the effectiveness of brand management, manufacturing organizations that are independently engaged in brand management need to choose one of two development paths: creating a department that performs the functions of a full-service advertising agency, or a marketing and consulting company, the so-called brand incubator.

In the brand management department, organized in the image of a full-service advertising agency, they recruit people who own creative professions(artists, designers), and people specializing in the preparation and development of advertising campaigns and other marketing communications. Due to daily work with a wide range of marketing situations and problems, the employees of the department acquire the competence and qualifications that allow them to ensure a high pace and level of brand development. Apart from creative people, the department should also employ businessmen who deal with the application of creative potential to purely practical needs.

As a rule, these are market and media analysts. They must be aware of all the new advertising technologies and navigate prices and current production issues.

In general, the following functions are assigned to the brand management department:

These functions determine its structure. Thus, it is advisable to divide it into subdivisions according to the functions performed. As a rule, the following divisions are distinguished:

1) division of creative development and production of advertising products;

2) division of media content planning (advertising media, acquisition of advertising space in the media);

3) division marketing research.

Let's take a closer look at these divisions.

The main function of the creative division of the brand management department is to develop ideas for advertising content, which forms the basis of advertising campaigns.

In the minds of people, the words "creative" and "organized" are often considered opposite in meaning and even mutually exclusive. However, both of these components of the development of advertising content must be present simultaneously. To do this, the project coordinator must be flexible in terms of organizing creativity, as well as strict and strict in controlling the quality and timing of production.

Typically, this unit includes the following employees:

1) creative director;

2) manager of creative works division;

3) artistic director;

5) producer;

6) designers;

7) artists;

8) specialists in preparing media products for broadcast.

The work of this unit can be divided into four characteristic stages:

2) agreement on the general direction of the creative concept;

3) approval of the concept with the creative team and responsible for the brand;

4) after agreement, the artistic director and copywriters work with employees directly involved in the production of printed materials and preparing them for broadcast.

For the manufacture of products, the organization may turn to third-party specialists from advertising agencies on a contract basis.

The media content planning division is engaged in planning and placement of advertising content at the right time and in the “right” media, for the most effective and accurate message to the target audience, while keeping costs to a minimum. In order for the advertising module to work effectively, you need to correctly distribute the media channels through which it will be distributed. Thus, the main task of this division is to place advertising in such a way that it has an impact on maximum amount potential consumers, who are the target audience, with minimal cost for advertising.

The structure of this subsection is as follows:

1) media director (head);

2) media planners (engaged in media planning);

3) media buyers (engaged in the acquisition of advertising space);

4) media researchers (engaged in media analysis);

5) traffic managers (they are engaged in monitoring the release of advertising).

The main task of the marketing research unit is to analyze the desires, needs, motives and ideas of a potential consumer. To do this, it is necessary to solve such tasks as:

1) analysis of secondary information collected by other research and monitoring companies;

2) production of own research (both qualitative and quantitative);

3) monitoring the dynamics of sales volume and other information.

As a rule, each employee of this division is engaged in a specific product and plays the role of an adviser to other employees.

In addition to the above studies, the division also monitors similar work by external contractors. Employees also develop questionnaires, conduct surveys and analyze their results, although surveys may be entrusted to a third-party firm.

Based on the results of the research, the necessary adjustments are made in the creative concept.

Basically, the analysis can be divided into two parts: the analysis of consumer preferences and the analysis of media preferences.

It is advisable to conduct research before the development of advertising for accurate positioning on the target audience. Preliminary research and testing are also carried out to assess the possible reaction of the target audience to the developed advertising and post-studies to evaluate the effectiveness of the advertising advertising campaign.

Market analysis is one of the most important parts of all media planning decisions. The main thing is the selection of the target audience. Based on this, the strategy of media plans and advertising campaigns is chosen. Competent media planning is very important for increasing the competitiveness of an enterprise.

In essence, media planning is the process of finding the most effective way to communicate information about the brand in question to potential consumers. The main task of media planning is the formation good plan an advertising campaign in which an advertising message directed at a specific target audience will be transmitted to them at the right time, in the right place and in the right volume, without affecting other consumer segments. Thus, it is clear that media planning is the main stage of an advertising campaign.

The importance of the media content planning department is growing even more, due to the rapidly developing advertising market, since in this situation it is very important to create a competent media plan. In this sense, funds should be invested not only in the purchase of direct advertising space to promote the brand, but also in the formation of an optimal advertising budget. It is also important to take into account that in order to develop an effective media plan and form a suitable budget, it is imperative to use special programs and databases of media or marketing research. The lack of such information and experience in media planning for most organizations in the past has made it very difficult to develop effective advertising campaigns. Therefore, to create and promote the brand image of any company, it is necessary to have media content planners in the brand management department.

So, in the development of an advertising campaign, media planning plays a major role, which involves managing the advertising budget allocated for the purchase of advertising time and space. However, it is also important for brand management specialists to evaluate the role of the media plan in the overall marketing communication plan. After all, on different levels development and different stages of the brand life cycle, media advertising plays a greater or lesser role. Here the work of specialists of the media content planning department is important, they must work out the media plan as an element that complements the overall communication of the marketing plan and increases its effectiveness. A competent media plan in this case should correspond to the main territorial and socio-demographic characteristics of the target segment, the characteristics of the available media and the market in order to avoid unnecessary spending on the advertising budget and reduce the effectiveness of advertising campaigns. Such media planning for brand promotion should be provided by media metrics specialists in the brand management department. The functions performed by this department can be called strategic planning of marketing and marketing communications.

Moreover, the brand management department is responsible not only for strategic planning promotion, but also for planning the rest of the elements of the marketing mix - distribution channels, prices, product, etc.

The department performs the functions of organizing distribution networks.

In addition, sometimes it is justified to create a new unit within the department in question - a strategic planning unit. This division assumes the functions of communication consulting in all aspects marketing activities organizations.

In the event that a unit feels that the information provided to it is not sufficient to develop a strategy, specialists formulate the main questions that need to be answered in order to successfully develop a marketing mix research program.

After agreement with the project coordinator, specialists from the strategic planning department submit the research program for implementation.

After processing the research program, the specialists of the department develop recommendations on product, assortment, price, sales policy brand. These recommendations, in fact, constitute the brand strategy.

All employees involved in the project direct their activities towards the implementation of the developed strategy.

Thus, the main thing is formed - long-term preference for the product.

Schematically, the work of the department can be represented as follows.

Stage 1 - receiving general tasks from the project coordinator, which include goals and objectives in the field of production, long-term development, planned profit. These goals must be realistic and achievable.

Stage 2 - setting a task for the strategic planning unit based on the task of the project coordinator.

Stage 3 - setting the task for the research unit. At this stage, the information of the project coordinator, goals and objectives, and the list of outstanding issues are analyzed.

Stage 4 - preparation of research proposals, which include research methodology, cost, timing.

Stage 5 - approval of the research proposal within the department. Upon completion of the studies, their results are brought to the director of the strategic planning unit for internal approval of the document.

Stage 6 - coordination of the proposal with the project coordinator, who approves the program, including its main components - tasks, questionnaires, research algorithms, time, place, cost of the research program.

Stage 7 - a "task for implementation" is formed, which is transferred to the head of the research unit, after which the implementation of the program begins.

Stage 8 - coordination of the research results within the brand management department. Occurs after the collection and processing of statistical data. Preliminary research report is being prepared. Appropriate corrections and additions are made to the report.

Stage 9 - approval of the research report by the project coordinator. After discussing the results with him, final corrections and additions are made. The report is approved in writing by the project coordinator.

Stage 10 - development of a brand strategy by the strategic planning unit. It analyzes and determines target groups, brand positioning, recommendations for the development of the name, packaging, brand advertising modules, brand promotion strategy on the market, pricing and assortment policy.

Stage 11 - coordination of the developed strategy with the project coordinator and its approval.

Stage 12 - setting the task for the creative department. Requirements for the logo, packaging, brand advertising concept.

Stage 14 - upon completion of the development of the logo, name, packaging, advertising modules and media strategy, all these elements of brand management are agreed with the project coordinator and the strategic planning unit. Written approval by the project coordinator is required.

This structuring makes it much easier to control the implementation of the project. In addition, time limits for the completion of all stages should be established. This allows you to minimize the deviation from the deadlines set by management.

Many Russian companies already understand the need for changes in marketing communications and their importance for increasing the level of competitiveness of the organization. The leading role in this is played by the planning of brand promotion in the media, the so-called media planning.

By definition, media planning is the process of making interrelated decisions that determine how best to convey brand information to potential buyers. The main goal is to develop an advertising campaign plan, in which the advertising module will be delivered to the target audience at the optimal time, volume and place, excluding unnecessary impact on other people.

The main thing is to understand not only the need to purchase advertising space, but also the need to optimal choice advertising channels.

A set of media planning activities is the most important stage, since it is this process that regulates the main advertising costs.

Assessing the role of the media plan is an integral part of planning promotional activities organizations. When the need for complex communication arises, develop a marketing communication plan.

An analysis of the concept of media planning in Western countries and in Russia shows that media planning in Russia is based on Western experience, and often it completely repeats Western methods.

The main difference between brand management departments based on the brand incubator model is that this type of department is not involved in the development of a creative strategy for advertising campaigns, the production of promotional materials, and placement in the media. The brand incubator is exclusively engaged in the creation of a brand and the provision of consulting services related to its development. Due to the narrowness of specialization, a department based on the structure of a brand incubator can significantly reduce the cost of maintaining a team of specialists who are not directly involved in the consulting process, and, accordingly, reduce the overall cost of the project. The main functions of the brand incubator can be divided into the following groups.

1. Brand development, which focuses on meeting the brand's expectations of potential consumers. It is important to note that building a brand concept based on the fact that a new brand should have significant differences from existing brands would be economically wrong.

2. Performing an audit of the existing brand and developing recommendations for changing the brand positioning and adapting its communication elements.

3. Define the boundaries of the brand's existence in such a way that minimal effort is needed for future adjustments.

4. Providing a single marketing message.

5. Ensuring a unified representation of the brand in time and space, without taking into account the geographical area of its distribution.

In the conditions of Russia, small and medium-sized organizations operating in local markets, retail trade organizations and other companies that are not interested in conducting large-scale advertising campaigns, but need brand management specialists, are usually interested in creating such departments.

Thus, organizations for which large-scale advertising campaigns are impossible due to budget constraints or inappropriate due to the characteristics of the marketing activities of such companies are not interested in maintaining brand management departments in their structure based on cooperation with advertising agencies full cycle of services. At the same time, the competent implementation of the principles of the communication concept of marketing may be not only necessary, but also sufficient for an organization operating within a small region, a retail outlet, or even a small network. Despite the fact that the quantitative scales are incomparable, the qualitative scales are comparable and practically coincide.

It is easy to see that in a particular local market, a small organization that produces products under a competitive brand is able to get the desired profit that it needs to develop, despite the presence of larger, but at the same time less efficient companies in terms of branding, on the market. The main share of buyers of most service places is located near the point, and communication with them is limited, territorial. Such companies are not interested in conducting an advertising campaign in which they do not need a large part of the audience.

The main task for such companies is to develop a highly effective brand and competently manage it throughout all its life cycles.

The fulfillment of these tasks leads to the stable development of the brand and, as a result, to the development of the organization issuing it.

Proper brand management implies not only ongoing marketing research, but also knowledge and experience in the field of marketing and marketing communications. The more this knowledge, the more accurate and easier the analysis of the results of marketing research, the better the business decisions made.

Thus, even without incurring significant costs for large-scale advertising campaigns, you can make the organization grow rapidly and allow it to become one of the major players in the market or just to get the desired profit.

So, the creation of a brand management department, working on the basis of the principles of a full-service advertising agency or a brand incubator, makes it possible to conduct effective branding, which is the main success factor. entrepreneurial activity any company. However, obtaining effects from the implementation of this program is directly related to the costs of creating a department, maintaining its performance and fulfilling the plans it develops. It is also important to remember that choosing one of the described organizational forms department should be consistent with the goals and objectives of the company. Thus, it is not enough just to see the success of a brand created and promoted with the help of a branding system organized in a company, it is also necessary to understand how effective the established brand management department is in itself.

In order to evaluate the effect of the work of this department, it is possible to consider and evaluate factor by factor all the constituent parts of the effect, which are given by the studies carried out by the department, the developed plans and recommendations.

The benefits that a company can get from the introduction of brand management are as follows:

1) increase in sales volume;

2) optimization of pricing and assortment policy;

3) increase in profit from the brand;

5) expansion of the client base;

6) reduction of time resources spent on brand management;

7) expanding the target segment and increasing the number of potential consumers;

8) increasing competitiveness.

In addition, as noted earlier, when assessing the effect received by the organization from the introduction of brand management, great importance have costs. It is important to consider here that very high costs usually arise when outsourcing communications and consulting services or strategic planning, namely when working with independent full-service advertising agencies or brand incubators. Such organizations often value their services on the basis of general market principles for paying consulting services, and the most qualified specialists value their work very dearly. Therefore, a company producing a brand, when working with branding partners, always has the risk of overpaying, while the introduction of brand management in an organization avoids this risk and makes it possible to control the costs of brand management.

Typically, the following types of brand management costs are distinguished:

1) costs for consulting activities;

2) the costs associated with the development and implementation strategic plan brand management;

3) research costs;

5) expenses for creative developments;

6) costs for the development of information support;

7) the cost of acquiring the necessary marketing information;

8) the cost of expanding the staff and, as a result, an increase in the fund wages(with the emergence of the brand management department);

9) recurring expenses for staff development (branding specialists).

So, a viable and effective brand is the result of directed professional actions to manage consumer perceptions of it. In essence, brand management is based on conducting research on consumer desires, the work of competitors, the main trends of the target market segment and involves responding to all the changes that occur. This brand management must be ongoing and based on the actions of professionals in order to ensure the competitiveness of the brand and increase its value to consumers. Therefore, it is very important to introduce a special brand management department in the brand manufacturing organization.

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Brand management is the process of creating your own brand, i.e. trademark. Moreover, this includes only the initial stage of creating everything necessary for the future brand (name, logo, packaging design, etc.), with regard to brand promotion, marketing and competition It has nothing to do with brand management. However, do not think that brand management is not such an important component of success. Quite the opposite, because it depends on what you initially put in the trademark, how you build a plan, how successful the symbolism will be, etc. depends on whether you can become a leading manufacturer, or remain among the small "consumer goods" and unsuccessful marketers.

Brand management is just the beginning!

Any entrepreneur must understand that having made effective brand management, he will have to promote it. No matter how brilliant your ideas are, people will not buy your product if you do not advertise it, if you do not compete, etc. Thus, creating a trademark is only half the battle, later you will have to work with it for a long time, invest money and personal time in it.

It is worth noting that almost anyone can carry out brand management. But another question: what kind of brand management? Many entrepreneurs do it through one place, hence the high percentage of unsuccessful entrepreneurs who promote their brand.

The name is everything!

Think a brand name doesn't really matter? No, it is perhaps the most important thing in the brand building process. The more attractive the name is, the easier it is to remember and pass on to friends and acquaintances, the more chances you have to become a top brand. And if your name is impossible to pronounce, it has nothing to do with the purpose of the product, then you will not achieve much success. The most important components of a brand name are brevity, attractiveness, uniqueness, creativity and disclosure of the content of your products. In principle, some brands promote themselves only on the name. If you don't believe me, then here's a real-life example for you:

A new supermarket chain has appeared in my city with original title"There-There". At first, everyone laughed at this name, but today these stores are quite popular, and this is provided that the owners of Tam-Tam did not conduct any mass advertising campaign. They left exclusively on word of mouth, when people passed on information about an unusual supermarket among friends and acquaintances. Funny, creative and, most importantly, profitable.

Stages of brand management!

Choice of branch of activity.

From the very beginning, a person should think not about the brand, but about the area of business in which he wants to work. Here you need to sit down and think about whether you can succeed in this area, whether you have enough skills and abilities. Also estimate, at least approximately, how much profit you intend to receive, what will be the cost price and, most importantly, why your products or services will be in demand among people. You may even have to conduct opinion polls, but it’s better to spend an extra couple of weeks than to regret the wrong choice for the rest of your life.

We conduct benchmarking - analysis of competitors!

When you have decided on the industry, it is time to do a little benchmarking, i.e. analyze how your competitors are doing. Attention should be paid only to the most successful, because if you want to create a brand, then strive for leadership. You should not even look at small brands, just to learn from their mistakes.

Think about why one brand is superior to another, what its competitive advantages are, how marketers work when advertising it, etc. Having made a competent analysis, you will be able to make your own changes, additions, and then proceed directly to building your brand, taking into account all the advantages and disadvantages of competitors.

Some businessmen, in order to learn the secrets of competitors, get a job with them or introduce their person there. As a rule, analysis from the inside brings much more results, but it can take more than a year.

Come up with a name and logo.

About the name was painted above, now let's talk about the logo. In fact, your logo is the face of the company, and the more colorful, brighter and more attractive it is, the more successful your brand is. It is not necessary that the emblem has a lot of meaning, because people, for the most part, do not consider packaging in search of hidden philosophical overtones. However, the logo should not be completely “left” either. Its main characteristics: brightness, memorability, attractiveness, uniqueness.

It is worth noting that some businessmen try to make their logo look like an already promoted brand. Of course, this can bring results, but there are two drawbacks. Firstly, you can fall under the copyright laws and incur liability for plagiarism (even partial) in the form of a fine. Secondly, if you want to take a leading position in your camp or world, then your emblem must be unique. It is possible that you will go much further than the brand you want to fake.

Production and marketing planning.

This is a very long and important stage, which includes absolutely all the actions related to the creation own business. I will not dwell on it, because this is material for a separate article.

Advertising campaign planning.

But it’s worth saying a few words about marketing planning. When your brand is fully created and registered in accordance with the law, you will start promoting it. So the advertising plan should be prepared in advance, because then you will not have time to draw it up. You have to calculate how much your advertising will cost, what types you will use, who will be targeted for marketing, etc. The more detailed your plan, the better.

Company and brand registration.

The last stage is the registration of the brand and business. At the same time, you draw up all the documents, register with the tax office, receive a license, permit, patent and many other documents. I will not dwell on this point either.

Marketing is an integral part of a successful brand!

I have said before and I will say it again: without marketing it is impossible to make a good and popular brand, or rather, it is possible to do it, but to promote it is not. Advertising can be different, from traditional to the most unusual options (as in the case of "Tam-Tam"), but it must be present without fail.

3 rules of a successful brand!

Don't waste money on advertising or other ways to promote your brand. If you save on absolutely everything, then you will not be the owner of a large and popular brand. A lot of money should be allocated for promotion, it is also advisable to order a logo and packaging design for professionals, and not do it “in haste” on your computer in Paint.

Bribes are also acceptable, but I didn't tell you that...

Afterword…

One thing to remember is that you won't be able to build a popular brand if you keep your goals down to earth. Let you now be just a graduate of an economic university with a little initial capital, even if you are still far from the most prestigious trademarks, but this is just for now ... Set a goal: to become the best, and go for it, no matter what. Carry out brand management, promote a trademark and climb the "financial Olympus"! Only such an attitude can bring effective results.

Recently, branding issues have increasingly become the object of theoretical research and scientific research. Nevertheless, these studies remain problems that are rarely addressed by theorists, among them is the assessment of the effectiveness of branding. Weak theoretical development of this problem is reflected in the actual practice of brand management. Despite the growing need to accurately measure the performance of brand building and promotion activities, few companies actually use branding performance metrics. If these indicators are used, then they measure the effectiveness of applying only a single branding activity (for example, the effectiveness of using marketing communications tools to promote a brand), and do not assess the effectiveness of branding as a whole as a set of activities to create and develop a brand.

Thus, there is a need for a clear methodology to evaluate the effectiveness various events branding in the complex, i.e. in the integrated assessment of effectiveness. This article proposes one of the options for possible approaches to solving this problem.

The first part of the article is devoted to a brief analysis of existing models for evaluating the effectiveness of branding. The second part of the article proposes an integrated approach to evaluating the effectiveness of branding, describes the structure and content of the main stages of evaluation in accordance with the proposed model.

Differentiation of approaches to evaluating the effectiveness of Branding

The concept of branding effectiveness. Efficiency characterizes the ratio of the effect obtained and the cost of its implementation and is “a kind of price or payment for achieving this result” [Bukhalkov, 1999, p. 341]. Thus, in order to define the concept of “branding effectiveness”, it is necessary to determine the costs of branding and the effect obtained.

Branding costs are determined by summing up the costs incurred to create and develop a brand: the costs of its development, creation and promotion using marketing communications. Information on the costs of conducting branding events is, as a rule, relatively accessible and convenient for processing and analysis.

However, when calculating costs, the following factors must be considered:

the time period for which branding costs are calculated;
structural components of costs in valuation. So, it is known that investments in advertising, on the one hand, lead directly to an increase in sales, which are measured immediately, on the other hand, these investments create brand awareness and image, which contributes to future sales;
discount rates when adding costs (to bring past costs to the present period).

branding effects. Any effect reflects the degree of achievement of some given result, in the evaluation of which the actual or expected indicators are compared with a pre-adopted goal (planned indicators). If the result is not achieved at all, then the efficiency loses its positive economic value. So, in the production and economic activities of the company, the efficiency indicator expresses, as a rule, the amount of income per unit of costs, for example, the profitability of products [Bukhalkov, 1999, p. 341].

In branding, it is much more difficult to define the concept of effect, since brand building is associated with the creation of not only material, but also emotional and symbolic values. Therefore, the concept of effect in branding is multidimensional. Due to comprehensive costs and benefits When evaluating the effectiveness of branding, a set of branding effects should be considered.

It seems that effects in branding can be divided into perceptual, behavioral and economic effects. Perception effects are associated with creating brand awareness and shaping positive attitude to it (using various marketing communications activities). Behavioral effects are associated with the formation of brand loyalty. Economic (financial and market) effects are associated with an increase in sales volumes or a brand's market share, an increase in brand equity.

Approaches to evaluating the effectiveness of branding. Currently, many authors, to one degree or another, have touched on the issue of evaluating the success or effectiveness of branding, offering various approaches to solving this difficult task. Below, in a summarized form, a number of approaches and models are presented that allow evaluating the effectiveness of branding. It is obvious that the brief overview shown does not exhaust all existing approaches, however, most of the proposals remaining outside of it are more or less similar to the options for evaluating the effectiveness of branding below.

Model L. de Cernatoni. L. de Chernatony in his works focuses on the importance of a holistic approach to evaluating the effectiveness of brand management. In 1998, he undertook a study that demonstrated the need to use a whole range of criteria for assessing the success of a brand, both based on business indicators and obtained by evaluating consumer opinions.

Later, this approach was developed in the development of a matrix consisting of two columns (internal and external brand assessment) and five rows (brand vision, organizational culture, brand objectives, brand essence, implementation and search for resources for the brand).

On fig. 1 shows five categories representing the building blocks (successive stages) of creating and developing a brand. Within each of them, questions were formulated (a total of 51 questions) that make it possible to determine the effectiveness of branding at each specific stage of brand building.

The answers to these questions are given on a scale from 0 to 5 points. For each of the categories, an integral score is calculated (arithmetic mean of the scores for the entire number of questions within a certain category). So, for example, in the case of the Brand Vision option, the denominator is 14.

Rice. 1. Evaluation of branding effectiveness at various stages of brand building
Compiled by: .

The next step is to build a brand health chart, which makes it possible to assess its viability. Thus, in the hypothetical example given by Cernatoni, the analyzed brand enjoys strong support from “ organizational culture”, but has problems in terms of “brand objectives” (Fig. 2).

A thorough analysis of the brand health chart allows specialists to identify areas in which it is necessary to take measures to improve the effectiveness of brand management.

Model M. Sherrington. M. Sherrington proposes to evaluate the effectiveness of branding using key indicator efficiency (Key performance indicator- KPI), which is tied to the company's strategy and its specific vision of the market [Sherrington, 2006, p. 220]. Sherrington emphasizes the need to identify a dominant KPI, arguing that this is "an excellent way to focus a business on the right growth pattern and verify that growth goals are being achieved" [Sherrington, 2006, p. 224]. On the one hand, the simplification of the system of indicators aimed at adapting to a specific market situation is justified. On the other hand, there are certain limits to simplification, and therefore, it is unreasonable to reduce such a complex and multifaceted construct as a brand to one dominant indicator. In addition, such an approach still requires constant monitoring of the strength (viability) of the brand and additional verification of the sufficiency of the chosen dominant KPI, which may not simplify, but, on the contrary, complicate the assessment system as a whole.

Rice. 2. Brand health chart (hypothetical example)
Source: .

Model D. Aaker. Brand management guru, American specialist D. Aaker believes that the effectiveness of branding should be assessed based on the analysis of indicators of the use of brand capital assets, such as “brand awareness”, “perceived brand quality”, “brand loyalty” and brand associations.

The effectiveness of the use of assets can be assessed using a system of indicators (Fig. 3), which the author called “a dozen indicators of brand equity” (“Brand Equity Ten”). At the same time, the author believes that effective brand management includes a system of not only financial, but also behavioral and market indicators [Aaker, 2003, p. 376-377]. It should also be noted that this "ten" does not necessarily represent the optimal set for all possible situations and, according to the author, requires modification to be tied to a specific situation and the task being performed.

As shown in fig. 3, the first four groups of indicators are consumer assessments of brand equity assets obtained as a result of research. The fifth group uses indicators that reflect the situation on the market (market share, brand representation in the distribution network). At the same time, according to D. Aaker, consumer loyalty to the brand remains the key parameter of brand capital, since it is “an entry barrier for a competitor, the possibility of obtaining a price premium and time to respond when new competitor products appear, as well as an obstacle to destructive price competition. » [Aaker, 2003, p. 380].

Rice. 3. The Top Ten of Brand Equity Source: [Aaker, 2003, p. 380].

Approach by T. Munoz and S. Kumar. T. Munoz and S. Kumar propose to build a branding assessment system based on three classes of metrics (perception metrics, behavioral metrics, financial metrics), which make it possible to evaluate the effectiveness of branding. At the same time, the company itself determines which metrics will be included in these groups. The disadvantage of the proposed model is that it does not include market indicators(e.g. market share and brand distribution rates), focusing only on consumer and financial metrics.

Research by D. Lehman, K. Keller and J. Farley. In 2008, the results of a study by D. Lehman, K. Keller and J. Farley devoted to the study of brand metrics were published. The main goals of this analysis were to identify "universal" brand metrics (cleared from cross-cultural differences in the perception of brands) and establish subordination between them. The results obtained made it possible to form an evaluation system of six key groups brand metrics, including “brand awareness”, “ comparative advantage”, “interpersonal relationships”, “brand history”, “brand preference”, and “brand commitment”. In addition, the need to pay more attention to metrics such as “interpersonal relationships” and “brand story” is emphasized. Unfortunately, this study is devoted to purely consumer metrics (to a greater extent - to perception metrics and to a lesser extent - to behavioral metrics). Nevertheless, the formed groups of metrics can be used to build a general model for evaluating the effectiveness of branding.

Model by S. Davis and M. Dunn. There is another model for assessing the effectiveness of branding - the approach proposed by S. Davis (S. Davis) and M. Dunn (M. Dunn), which we propose to dwell on in more detail. In their opinion, in order to assess the role of the brand in achieving the strategic and tactical goals of the company, it is necessary to develop indicators (metrics) of branding effectiveness - “measurable parameters for evaluating the effectiveness of the actions of a brand-oriented company, i.e. company adhering to when making strategic decisions rules for the compliance of such decisions with existing or desired brand policy” [Davis, Dunn, 2006, p. 147].

To develop branding performance indicators, S. Davis and M. Dunn suggest using the concept of contact branding. It is based on the fact that by identifying and controlling the points of contact between the brand and the consumer, it is possible to evaluate the effectiveness of brand management. At the same time, points of contact are understood as all those ways, using which “existing and potential consumers come into contact with the brand, and which can or are already being used to influence current or future decisions related to the brand” [Schultz, Kitchen, 2004, p. 137].

To evaluate the effectiveness of branding, Davis and Dunn propose to analyze the formation of consumer experience from the perspective of three groups of consumer-brand contact points, such as:

1) experience before making a purchase;

2) experience at the time of the purchase;

3) post-purchase experience (Figure 4).

At the same time, the authors of the model note that the division of contact points into these groups is very arbitrary, since the same points can be in more than one group at the same time and influence the behavior of both potential and real buyers.

Rice. 4. "Wheel" of points of contact with the brand
Compiled after: [Davis, Dunn, 2005, p. 19].

The first group of touchpoints, aimed at attracting new consumers, forms knowledge about the brand before making a purchase. The experience of contact with the brand can be gained primarily through the impact of various marketing communication tools: advertising, viral marketing, PR-actions, sales promotion. These marketing communications tools aim to, first, create brand awareness; secondly, to form the perception of the brand and the expectations associated with it; thirdly, to convey the main benefits and advantages of a branded product to a potential buyer; fourthly, to achieve the inclusion of the brand in the buyer's choice package. At the same time, in our opinion, marketing communications (primarily advertising) should not be used to overestimate, exaggerate the expectations of buyers from the acquisition of this brand, since the negative experience of using a branded product after purchase can lead to consumer disappointment and unwillingness to re-purchase products under the corresponding brand name. name.

The second group of points of contact is formed during the purchase. It aims to create a positive consumer contact with the brand during the purchase. The formation of a favorable impression of the brand is influenced by the quality of service and the professionalism of the sales staff, the atmosphere in the store, merchandising, sales promotions at the point of sale (distribution of trial samples, tastings).

The third group is contacts after making a purchase. It is aimed, firstly, at maintaining a favorable image among consumers who have purchased a brand; and, secondly, to achieve a high level of satisfaction from their purchase. For the formation of a positive experience after the purchase, after-sales services, guarantees, and service are very important. However main goal the formation of the experience gained after the purchase is to increase the number of customers loyal to the company and brand. Realization of this goal helps not only high level service and support of the brand in accordance with the expectations that arose before and during the purchase, but also loyalty programs (discount programs, sales promotions, loyalty clubs).

As a result, the effectiveness of contact branding lies in the fact that the consumer receives a positive impression at all levels of contact with the brand. A negative customer experience at one of the touchpoint levels will lead to ineffective branding overall. In other words, a favorable impression received by the buyer at one of the levels of points of contact with the brand is not always able to “compensate” for the negative attitude towards him experienced at another level. Thus, poor after-sales service will undermine the trust of the buyer in the brand, and the brand promises made in the two previous stages of formation will be in vain. It becomes obvious what total amount Brand contacts, accumulated over time by consumers, determines their response to branding programs that go beyond the management of individual contacts, but involve managing the entire process of shaping the consumer experience before, during and after the purchase.

In this regard, it is very important for the brand manager to understand how existing and potential consumers come into direct contact with the brand.

Metrics of contact branding in the model of S. Davis and M. Dunn. There are two types of metrics that, according to S. Davis and M. Dunn, should be taken into account in the company's metrics system. Tactical metrics provide branding performance diagnostics in terms of shaping the customer experience at brand touch points. The authors note that these metrics “help you evaluate the activities you carry out that are relevant to existing or potential customers within one of three groups of brand touch points” [Davis, Dunn, 2005, p. 244].

The tactical Davis and Dunn include the following branding effectiveness metrics: brand awareness; brand awareness; brand relevance; brand trust; fulfilling brand promises; brand preference; brand review; ; brand promise fulfillment; brand satisfaction; brand recommendation [Davis, Dunn, 2005, p. 245-252].

Thus, the listed tactical metrics should be taken into account when evaluating the effectiveness of company activities at points of contact with the brand. Performance analysis provides an opportunity to identify strengths and weak sides brand and identify those points of contact with the brand that require special strengthening.

Strategic metrics, in turn, “provide a diagnosis of brand impact on business performance. These metrics help evaluate the impact of your brand building activities on the overall performance of the brand, and thus the overall performance of the company” [Davis, Dunn, 2005, p. 244].

The following six strategic branding performance metrics provide an opportunity to evaluate how a company's brand building efforts and actions at brand touch points affect overall performance:

1) brand extension;

3) retention of brand buyers;

4) buyability of the brand;

5) price premium for the brand;

6) brand loyalty.

The choice of certain metrics for assessing the effectiveness of branding depends on the specific objectives of the assessment. Without a clear understanding of specific goals, the company will constantly experience difficulties in determining which of the metrics is really fundamental to it. Table 1 can provide guidance in choosing the most appropriate metrics for a company, given its goals.

Table 1. Joint review of brand goals and metrics

Source: .

Integral branding effectiveness evaluation model

Each of the above approaches to evaluating the effectiveness of branding has its own advantages and disadvantages. Most of them are characterized by the premise that it is necessary to use consumer and financial market metrics to obtain an adequate estimate. We share this position, however, in our opinion, none of the existing assessment models fully covers all the necessary indicators. One of the most promising approaches for the development of a new, integral model for evaluating the effectiveness of branding is the model of contact branding by S. Davis and M. Dunn. The choice of contact branding effectiveness metrics as fundamental in the system of branding activities effectiveness indicators as a whole is explained, in our opinion, by the fact that they:

are practice-oriented, as they allow you to evaluate how the brand manifests itself outside of companies in terms of customer expectations and competitors' actions;
provide information for making thoughtful strategic and tactical decisions on the creation, promotion and after-sales service of the brand;
provide diagnostics of the impact of the brand on business performance;
allow the company to more effectively invest in the support and development of brands;
act as starting base indicators (indicators of the effect of the first level - the effect of perception), on the basis of which it is possible to build a chain of behavioral, market and financial indicators evaluating the effectiveness of branding [Starov, 2008, p. 251].

However, we propose to structure the system of metrics proposed in the Davis and Dunn model not from the standpoint of the implementation of strategic and tactical goals, but from the standpoint of interdependence and mutual subordination of metrics. It seems that this approach allows us to create the basis for the development of an integral model for measuring the effectiveness of branding, where each of the 17 metrics associated with a specific category of brand touch points can belong to one of the following four generalized groups of metrics identified on the basis of contact branding marketing activities:

1) perception metrics;

2) behavioral metrics;

3) market metrics;

4) financial metrics (Fig. 5).

These groups of metrics make it possible to carry out integral monitoring of branding effectiveness (first of all, the implementation of perception effects, behavioral, market and financial effects), i.e. track how effectively investments in the construction and development of the brand are used.

Perception metrics determine the degree of consumer awareness of the brand, their understanding of the advantages and benefits of acquiring it, the possibility of its inclusion in the selection kit, i.e. evaluate consumer behavior before they make a purchase of a brand.

Rice. 5. Contact wheel and branding performance metrics

Behavioral metrics assess aspects of consumer behavior primarily after a purchase, which are manifested in brand preference, repeat purchases, loyalty and willingness to recommend a favorite brand to others.

Market metrics determine the competitive position of the brand in the market, predetermine the economic and financial results branding. Indicators such as market share, brand development index, distribution level represent the main market metrics for evaluating the effectiveness of branding.

Financial metrics reflect the return on investment in the brand, financial assessment brand capital growth due to successful contact branding activities. For this, indicators such as ROBI (brand investment efficiency) and current brand value are used.

All these types of metrics provide an opportunity to fully evaluate the effectiveness of branding (Table 2). According to well-known experts in the field of brand management T. Munoz and S. Kumar, “the key benefit of the brand evaluation system is that it allows you to link branding and financial results” . All of these indicators are interrelated and interdependent. Improving the target indicators of one of the groups of metrics contributes to the growth of the performance of the indicators of the other group of metrics.

For example, let's trace the relationship between market and financial metrics. Strong brands have significant market share: typically, the market share of the leading brand is double that of the brand in second place, and three times that of the brand in third place in the market. The brand with the largest market share produces the highest value. According to a study of 2,600 companies, the rate of return on investment of brands with a market share of 40% is, on average, three times higher than that of brands with a market share of 10% [Doyle, 2001, p. 237] (Fig. 6).

Table 2. Branding performance metrics

Perception Metrics		Behavioral metrics		Market Metrics	Financial Metrics
Awareness	Acquaintance and willingness to be included in the selection kit	Buying decision	Loyalty	Market behavior	Creating Cash Flows
Are consumers aware of the brand?	What do consumers think about the brand?	How do buyers behave?	How do buyers behave after the purchase?	How does the brand behave in the market?	How does a brand create added value?
induced awareness Spontaneous awareness	Brand differentiation Brand relevance Brand Trust Influence of the brand on the purchase decision Brand awareness	Acquiring customers with a brand Brand Buyability Brand Preference Price premium Brand Excellence	Brand Satisfaction Brand Commitment Keeping brand promises Retention of brand buyers	Brand market share Brand distribution level Brand development index Brand extension	Brand value

Compiled after: [Davis, Dunn, 2005, p. 245-253; Munoz and Kumar, 2004, p. 383].

Rice. 6. Relationship between market share and brand return on investment
Source: [Doyle, 2001, p. 238].

Let us consider these groups of metrics in more detail.

Brand perception metrics (Table 3) are divided into two groups:

awareness metrics;
metrics of familiarity with the brand and readiness to be included in the selection kit. This group of metrics is measured during consumer marketing research. The group of perception metrics includes both metrics that are widely used in other branding performance evaluation models (for example, brand awareness or influence on a purchase decision) and less common metrics (for example, brand awareness).

Table 3. Brand Perception Metrics

Metrics	What does it measure?

Awareness
Brand awareness and recognition	Measures brand visibility in the market
Brand introduction
Brand differentiation (uniqueness)	Measures the degree of uniqueness attributed by current and potential customers to a brand
Relevance (relevance) of the brand	Shows the relevance and relevance of brand value to various stakeholders, given unmet market needs
Brand Trust	Measures whether a brand's promise seems accurate and compelling to existing and potential customers
Considering a brand among alternative buying options	Shows how willing consumers are to include a brand in the final set of considered purchase options
Influence of the brand on the purchase decision	Demonstrates the likelihood with which a brand is included in the final set of options considered before making a purchase decision
Brand awareness	Measures whether potential buyers really know what the brand means, what value it provides, and what benefits can be obtained from the experience of interacting with the brand

Behavioral metrics (Table 4) are aimed at assessing the cognitive and affective attitude towards the brand, which forms a general opinion about it. They can also be divided into two groups of indicators:

1) related to the purchase decision;

2) related to behavior after the purchase.

Table 4. Behavioral brand metrics

Metrics	What does it measure?

Buying decision
Acquiring customers with a brand	Shows the number of new customers acquired by the company as a result of brand asset management activities.
Superiority	Indicates whether buyers consider the brand under study to be unique and superior to others
Brand Buyability	Measures the number of existing customers who purchased more of your products or services as a result of your branding efforts and thus generated more revenue for you.
Price premium	Determines the amount of premium to the price that can be set for the brand relative to the prices of branded goods of competitors in this category
Brand Preference	Determines the brand's priority in the set of options available to customers
Loyalty
Brand Commitment	Allows you to assess whether customers are returning to the brand again
Retention of brand buyers	Measures the number of customers a company would lose if it did not use a sound brand asset management strategy that provides an understanding of the degree of loyalty customers have to a brand
Fulfilling the brand promise	Measures the degree of trust existing and potential consumers have in brand promises
Brand Satisfaction	Determines the degree to which a brand meets consumer expectations
	Shows the number of buyers committed to the brand and evaluates their willingness to recommend the brand to others

Compiled after: [Davis, Dunn, 2005, p. 245-253].

market metrics. In our opinion, the following indicators should be attributed to the main market metrics that allow determining the effectiveness of branding:

brand market share;
brand development index;
level of brand distribution;
brand extension.

Brand market share is one of the most important marketing indicators branding effectiveness, reflecting the competitiveness of the brand, its ability to attract potential and real buyers.

The brand market share can be determined by the formula proposed by G. Dowling [Dowling, 2006, p. 102]:

Brand market share = Penetration rate x (Frequency of purchases x Number of purchases). (1)

Based on formula (1), we can conclude that three strategies should be used to increase the market share:

1) an increase in the number of branded goods purchased per store visit (through the use of various sales promotion techniques, in particular, sales of packages containing several units of branded goods at the price of one unit, as well as the use of coupons at sales promotion points of sale;

2) increasing the frequency of brand purchases in the market (a strategy aimed at persuading people to use a branded product more often and more intensively);

3) an increase in the degree of brand penetration (the percentage of buyers of the desired brand from the total number of buyers who purchase goods of a certain category to which this brand belongs).

Brand switching dynamics and market share. Market share and its dynamics can be tracked based on the analysis of switching between brands. In this regard, the study of this problem, carried out by J.-J. Lambin (J.-J. Lambin).

To simplify the analysis of switching, Lamben limited himself to considering a market consisting of two competing brands. As shown in fig. 7, in terms of dynamics, each specific purchase has three outcomes:

1) purchase of goods of brand A;

2) purchase of goods of brand B;

3) refusal to purchase.

Rice. 7. Dynamics of switching between two brands

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Brand management is a set of marketing techniques that are applied to a particular brand, product or service in order to increase its value in the perception of end consumers and target audiences. It can be seen from the definition that this is a complex and diverse process, since there are a huge number of different products and services in the conditions market economy.

Goals

Brand management aims to increase the value of a brand. In this case, value is the benefit that the producer receives. It should be noted that such concepts as brand management, marketing and PR are different things. In the first case, managers draw up financial reports and keep accounts, since the effectiveness of their work is calculable materially. In the second case, the budget is allocated at the very end of the business plan, for the actual "balances". The same principle often applies to PR. Accordingly, unlike PR and marketing, brand management plays an important strategic role in the work of the entire organization.

History and development

The term "brand management" was coined in 1930 in a memo from Procter and Gamble advertising executive Neil McElroy. He proposed to introduce new position under the name "brand man" and formulated official duties. Neil McElroy successfully brought all his ideas to life, then headed the company itself, and later also the United States Department of Defense.

Ratings

To date, this concept has firmly entered the structure of the market economy and corporate culture. Many consulting firms and magazines often publish their various rankings of the most valuable and best brands. These classifications are designed to reflect the most objective value in the market of the represented companies, which is largely based on the value of the brand itself. As numerous studies show, large and strong brands can always provide greater comfort and significantly higher returns to their shareholders than highly specialized and weak ones.

Brand classification

Brand management at the present stage is not even a tool, but a whole science. That is why a certain typification of brands is necessary. As a result of this, a set appeared. Consider them:

Premium class - these are brands whose product price is significantly higher than the average price for a single product category.
The economy class is focused on the broadest masses of buyers, has a wide price range.
"Boets" is a brand that can be in demand, taking into account minimal advertising and marketing costs. It is created if necessary to ensure competition with private cheap brands.
Private labels (aka "white labels") are retail brands.
Family - similar in category products of the same name (for example, toothpastes and brushes).
The expansion of brand marketing is the use of some new products or a whole line of goods and services to bring to a wide market.
A license is a document confirming the rights of another manufacturer to use an existing brand.
Co-branding is the combination of marketing efforts of several manufacturers.
Corporate - the name of the company is the brand itself.
Employer brand - creating an image of the company in the vision of potential customers, colleagues and employees.
Strategic brand management is the most global and long-term marketing steps, usually used by large holdings and corporations.

Architecture

There are three main types of company brand structure. They are also known as brand management techniques.

Several brands are combined into a system called architecture. Each individual brand has its own name, style and image, but the foundation company itself is invisible to the layman. An example is Procter and Gamble, which is the originator of this concept. It has spawned many strong and big brands such as Pampers, Pantene, Ivory, Tide.
Subsidiary brands are developed and promoted in the general context of the parent. This approach significantly saves the marketing budget. Examples include MTS and Stream.
In the last method of architecture, the parent brand is used exclusively, and all other products have its name in the name and use similar styles and images. A striking example of this direction is the Virgin company with its subsidiaries such as Virgin Atlantic, Virgin Megastore, Virgin Brides. They share the same logo and style, are supported by each other, and are advertised in the same way.

The importance of choosing a name and promotion technology

Good brand management should be based on the name of the company. It should be easy to pronounce, attract attention, harmonious, memorable. The name should contain a mention of any positive qualities of the service or product, reflect the image itself and positively position the product, stand out clearly among many other products. Rationalization, orientation and rebranding are used as common technologies.

Rationalization is the reduction in the number of brands, as their number may eventually exceed the company's marketing power. Rebranding is a brand change, but with the preservation of some basic initial data. This technology is very risky, but in the long term it allows you to keep old customers and attract new ones. Orientation is the creation of the symbolic value of the product. This means that the characteristics of the product themselves are no longer the decisive and main arguments for buyers - the brand itself has come to the fore. Life cycles goods have become very short in today's free and competitive market. And the emergence of cheaper analogues and substitutes threatens the existence of popular products. Hence the need to focus not so much on product characteristics as on marketing and brand. That is, the focus is on the end user.