DIU Activities > Ranking

Ranking The Brands

(1/8) > >>

md:
BrandZ Top 100 Brand Ranking - 2012 (Millward Brown) |
http://www.rankingthebrands.com

The Brand Rankings, BrandZ Top 100 Brand Ranking - 2012 by Millward Brown

shibli:

Putting people first: consumers increasingly expect brands to behave in an ethical manner
Businesses that have purpose beyond profit are growing at double the rate of other brands, according to the 2012 BrandZ list. But that comes as no surprise to Jim Stengel, former global chief marketing officer at Procter & Gamble.

Stengel, who now runs his own consultancy, spent three years tracking 50,000 companies to find out the secrets to long-term success. Along with Millward Brown, he identified the top 50 companies that are “ideals driven” in his book Grow.

Twenty-one of these top 50 companies are in this year’s BrandZ list. ‘Grow’ brands have increased in value by 87% over five years. This compares to 43% for the other brands included in the top 100 list. According to Stengel, his top 50 brands out perform the market threefold.

Brands as diverse as IBM, Starbucks, MasterCard and Dove (see below) make Stengel’s top 50. But Stengel says, “they all have commonalities”.

“When you go in and strip away differences in language and culture, you find that they ask similar questions. IBM and Innocent, for example, are very different, but the way they think about their ideals has similarities.”

Other companies are starting to notice the success of those businesses that have a purpose beyond profit, he adds. “There’s a growing awareness that this is the right way to do business because it has a really big impact on why people buy things.”

Benoit Garbe, vice-president at Millward Brown, which worked on the Grow research project using a variety of methods including neuroscience, says brands that improve people’s lives will also have a healthier bottom line. “We looked at the brands that have built a deep relationship with consumers and how each of them has grown in the past 10 years. Then we asked, did that relationship turn into stronger financial growth? For the most part what we found was that these companies were ideals driven.

“When brands create these ideals, they create a better relationship with consumers. Your marketing is more meaningful and people buy into what you stand for.”

Marks & Spencer, which is number 10 in the top UK brands, has made a commitment to its Plan A sustainability programme. Marketing director Steve Sharp says the share­holder-owned business needs to demonstrate that it is doing more for the planet.

He says: “Increasingly people are looking behind what companies really stand for and using their spending power to back those they agree with. Companies will have to behave better if they’re going to attract customers because it’s becoming more and more important to people’s buying decisions.”

Despite a difficult economic climate, Sharp believes its customers still want to see a commitment beyond profit from the retailer. He says: “It’s difficult during a recession [but] recessions will come and go so we think it’s particularly important to carry on during difficult times. In difficult times, it seems obvious to be more thrifty and more careful and not so wasteful.”

Millward Brown’s Garbe agrees, and adds that businesses which commit to their ideals will make more money: “Those companies that evaluate what they stand for, what their higher meaning and purpose is, know down the road that they will eventually create a higher profit.”

http://www.marketingweek.co.uk/trends/the-top-100-most-valuable-global-brands/4001824.article

shibli:
Brand Positioning Strategy: 3 Common Errors and How to Avoid Them

The last couple of weeks I have been busy discussing and providing brand development estimates for a few start-ups. Ambitions entrepreneurs usually have a very simplistic approach to developing their brand: an attractive logo, a catchy slogan and a user friendly website to showcase their products.

When asked “why should customers choose you over the existing brands” the most common answer I get is “because I will sell for less”. Since my potential clients will compete in well-established categories, with entrenched competition,  my job becomes to educate them on the need for a strong positioning strategy for the new brand.

Below are three of the most common strategic errors entrepreneurs and top management make when launching or re-positioning a brand.

Positioning Strategy Error 1: Not Adding Competition to the Mix

I am surprised at how many managers act as if their business is a monopoly. During SWOT strategy sessions they highlight strengths based on  internal process improvements, rather than competition.

Speaking of strengths, many executives put “excellent customer service” on top of the  list. They use arguments such as “we implemented a new CRM software” or “we hired additional customer service personnel” to support the claim.

The real question should be how is the competition perceived in that regard?

If competitors are also  perceived as providing “excellent customer service” ( and many companies are) then this becomes a point of parity, not a competitive advantage.

When crafting your brand’s differentiation strategy always start with your competition, and finding a gap in consumer mind that you can exploit. Then look at your internal capabilities and try to fill it.

Positioning Strategy Error 2: Focusing on Tactics rather than Strategy

When I first meet s new client he/she usually says “I need a website for my new business”. When we get the conversation going and talk about the goals and the messaging on this website, there usually no clear answer.

A website is just one of many communication tools that can be used to position a brand in the mind of the consumer. The cost of having a website has decreased substantially these days, however what is important is the strategy behind it.

What makes a brand strong and a business successful is a simple and sustainable differentiation idea, a unique brand image, great products, excellent distribution, and the use of appropriate communication tools to reach the intended audience.

Positioning Strategy Error 3: Adopting the “Lowest Price” Route

The “lowest price” strategy rarely works for a simple reason: it cannot be sustained over a long period. I tell my clients that if your strategy is to be the lowest price competitor then you don’t need marketing, you need buying power.

With the rise of low cost imports and private label brands there will always be a competitor willing to sell for less. Lowest price might seem the logical way to get started but could also be fastest way to failure. Delay the launch until you find stronger, more sustainable competitive advantage.

There are many variables that contribute to a successful launch and development of a brand. I am curious to know what challenges you have to face in the process.

http://branduniq.com/2012/brand-positioning-strategy-3-common-errors-and-how-to-avoid-them/?goback=.gde_64854_member_126009090

shibli:
"A business you understand, favourable long-term economics, able and trustworthy management, and a sensible price tag". That's investment, everything else is speculation." Warren Buffet

shibli:
http://www.slideshare.net/GrahamRobertson/beloved-brand

Navigation

[0] Message Index

[#] Next page