A Strategic Brand Management

A Strategic Brand Management According to the book Strategic Brand Management by Kevin Lane Keller (2008) , Identifying and creating brand positioning is the first and important stage of the strategic brand management process. Positioning effects on a founding benchmark and works toward building a strong brand by helping marketers to design, to implement, to solidify or to sustain brand associations. Aaker (1991 ) also supports the idea that the brand position can offer clear direction to a communication program implementation. To establish the position of a brand, the concept of it should be clearly defined. Criticism of the literature reveals numerous meanings and clarification of positioning. Sekhar, (1989) states that the concept of positioning developed from research on market segmentation and targeting. Kotler (2003, p. 308) defines brand positioning as â€Å"the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market. The end result of pos itioning is the successful creation of a customer-focused value proposition, a cogent reason why the target market should buy the product†. Arnott (1992, 1993) parallels the idea by stating that positioning is, correlated to the rivalry, management attempt to adjust the tangible features and the intangible views of a marketable contribution. Furthermore, Kapferer (2004, p. 99) emphasises on the distinctive characteristics that make a band different from its competitors and alluring to the public. In addition, Sengupta (2005) enhances the term of perception that indicate the core of the brand in terms of its functional and emotional benefit in the decision of customer. Also, it is shown as points in perceptual space and thought up a product class. In essence, Keller outlines the idea behind the concept of brand positioning that involves four aspects; target market identification, the nature of competitors, the ideal of points of parity, and the points of difference. Identifying target market is crucial part in establish a robust positioning because dissimilar segment may have diverse brand knowledge structure or perceive the same brand in different way vary by own attitudes, beliefs, and experience. The target customer can be classified as descriptive (customer-oriented), which associated to the kind of customer or behavioral (product-oriented), which related to how customers consider of or utilizes the brand or product. The behavioral side is more significant to comprehend brand position due to stronger strategic implication. Decided type of target can, then, implicitly sketches the nature of rivalry because businesses usually target that same segment in terms of category membership. Once the appropriate competitive frame of reference for positioning has been formed, the correct points of parity (POPs) and points of difference (PODs) are able to make. Point of parity (POPs) are characteristics or benefits that may mutual with other brands separated into two forms: category and competitive. Category point of parity is a standard association expected by customers to show the credibility of companies. Competitive Point of parity are associations designed to abolish rivalry Point of difference. It is used when firms want to break even the area that competitors are attempting to seek an advantage and achieve advantages in some other areas. To illustrate, to enter in the fast food industry, there are key elements that help customers to label a brand as a fast food restaurant such as quick service, good taste, and low prices. These are fundamental features and benefits of product category that it belongs to. Point of difference, on the other hand, comprises of strong, favorable and unique associations for a brand based on attribute or benefit association in the mind of customer. It is associations that customers believe that they couldn’t find in the competitive brand. It is considered by functional basis, performance-related consi deration and imagery related criterion, which are competitive strengths and insight about consumers’ motivations. Reeves and Ted Bates advertising agency (1950) also support the common concept of PODs in terms of unique selling proposition (USP) that promoting use to compel customers to buy product that competitors could not race. For instance, fast-food chain Subway uses the healthier benefit as PODs compared with other quick-serve restaurants that supported by less fat attribute. Nike, for another example, claim of superior performance in athletic shoes.