MBA-Branding-Final Project Report-Jon Tan

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1 EIA-MBA (Entrepreneurial Management) FINAL PROJECT Topic: How can a brand stay relevant over time Author: Jon Tan

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How Can A BRAND Stay Relevant, Over Time

Transcript of MBA-Branding-Final Project Report-Jon Tan

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EIA-MBA (Entrepreneurial Management)

FINAL PROJECT

Topic: How can a brand stay relevant over time

Author: Jon Tan

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Contents

Executive Summary…………………………………………………………………………...…4

1.0 Introduction……………………………………………………………………..................5

1.1 Background field and its significant position in theory and practice………...............5

1.2 Summary of previous research……………………………………………………….5

1.3 The gap, and why it is important………………………………………….................5

1.4 Purpose of this research: Main aspects and conclusions of the research,

and their contributions…………………………………………………….................6

1.5 Outline of the report…………………………………………………………………6

2.0 Orientation: Contemporary analysis of brand relevance………………………………7

2.1 Paramount importance of brand relevance in fast changing markets………..……...7

2.1.1 Need to look beyond the idealized notion of customer loyalty ………..………..….7

2.1.2 Focus on the framework of relationships that encompasses loyalty……………….. 8

2.1.3 Build brand affinity with consumers through emotional bonding…...……….....…..8

2.1.4 Enhance brand affinity through involving with social lives of consumers…...……..9

2.1.5 Optimize brand affinity with consumers through holistic branding…...……..……..9

2.2 Case studies that are the target of the aim of the study……………………………..9

3.0 Research methodology and data collection………………………………………...…...11

4.0 Data analysis: Research findings of the case studies…..………………………………12

4.1.1 Brand affinity starts with positioning with psychosocial and emotional meanings.12

4.1.2 Create a brand personality for consumers to match or aspire to…………....…….13

4.1.2.1 Epitomize brand personality and values with brand personification………….…..14

4.1.3 Achieve strong emotional bonding through emotional branding……………...….15

4.2.1 Deepen brand affinity through ideals…..…..……………………............……..... 16

4.2.2 Deepen brand affinity through values….....…..……………….………..................17

4.2.3 Deepen brand affinity through charity…...…………………….……….................18

4.3 Ensure long-run deep brand affinity/brand relevance with Holistic Branding…...19

5.0 Key learning points and Recommendation………………………………………….…23

5.1 How do the main findings relate to literature……………………………………..23

5.2 Significance of the study/findings………………………………………………..23

5.3 Recommendations…………………………………..…………………………… 24

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6.0 Conclusion..…………………………………………………………………………….....27

6.1 Area that needs further research...............................................................................27

6.2.1 Summary of the case studies’ experience.…………………………………………27

6.2.2 Contribution of the case studies’ experience………………………………………27

6.3 Why the aim/objective has been achieved………………………………………....28

Reference List…………………………………………………………………………………...29

Appendix A……………………………………………………………………………………...34

Appendix B……………………………………………………………………………………...36

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Executive Summary

Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term

success. In the face of myriad compatible choices amidst constantly-changing market conditions

and consumer tastes and trends, it is extremely challenging for a brand to remain significantly

meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a

possible solution to a particular problem or need. Hence, the aim of this research is to establish a

brand relevance model, that could help brands create or sustain a long-term significant meaning

for consumers, so as to achieve brand salience (leading eventually to brand resonance). This is

important because brands stand the risk of fading away into oblivion with the rapid emergence of

many new competitive brands as well as new product categories and sub-categories, and the re-

defining of existing categories and sub-categories. This Case Study Method research explores

how some successful brands have managed to stay relevant to consumers through different eras.

Two stages of data collection and analysis were effected: A literature review and a series of case

studies involving diverse brands. The overarching finding was, for brands to continue to stay

relevant, they must look beyond functional and utilitarian meanings/associations for consumers.

They must instead focus on creating psychosocial and emotional meanings/associations, to build

Brand Affinity with consumers, so as to attain long-run emotional bonding with them. The

implications of this research are, firstly, this case report confirms previous research that not only

emphasized on the need for customer-focus, but to endear consumers through brand-customer

relationships, and secondly, this case report will benefit managers involved in the managing of

brands, by helping them prevent their brands from sliding into stagnation or even extinction as a

result of not having an emotional bonding with consumers.

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1.0 Introduction

1.1 Background field and its significant position in theory and practice

Brand Relevance is pivotal to the survival of a brand, and ultimately its longevity and long-term

success. In the face of myriad compatible choices amidst constantly-changing market conditions

and consumer tastes and trends, it is extremely challenging for a brand to remain significantly

meaningful to people’s lives, in order to feature in consumers’ brand consideration sets, as a

possible solution to a particular problem or need (Booz Allen Hamilton Management Consulting,

2007).

1.2 Summary of previous research

To stay relevant to people’s lives, a brand should look beyond the idealized notion of loyalty,

and instead focus on the framework of relationships that encompass loyalty, so as to nurture

personalized brand-customer relationships (Fournier 1998). It would be more effective in the

long run to build Brand Affinity through emotional bonding, by firstly crafting a brand

positioning that addresses emotional concerns, secondly creating a brand personality, and thirdly

communicating the brand via emotional branding. Brand Affinity can also be enhanced through

involving with the social lives of consumers, via ideals, values or corporate social responsibility.

And Brand Affinity can be optimized through the three interlinking phases of Holistic Branding,

which includes fulfilling a long-run consumer insight with a Strategic Brand Platform, and

Internal Branding, and consistency in communicating the unique brand experience via emotional

branding.

1.3 The gap, and why it is important

This is important because brands stand the risk of fading away into oblivion with the rapid

emergence of many new competitive brands as well as new product categories and sub-

categories, and the re-defining of existing categories and sub-categories. While much research

has been conducted on customer relationship management into areas such as purchasing patterns,

not as much research has been undertaken in the area of Brand Affinity that focuses on how to

create lasting emotional bonding with consumers (personalizing the brand). Without such Brand

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Affinity, a brand would have very low Brand Relevance, and would not enjoy a high possibility

of being in consumers’ brand consideration sets, in the ever-expanding global marketplace.

1.4 Purpose of this research: Main aspects and conclusions of the research,

and their contributions

Hence, the aim of this research is to establish a Brand Relevance model, that could help brands

create or sustain a long-term significant meaning for consumers, so as to achieve brand salience

(leading eventually to brand resonance). This aim was attained through the Case Study Method,

via literature review, and critical analysis and evaluation of selected case studies. The three main

findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance Brand Affinity

through ideals, values and charity (corporate social responsibility programs/initiatives), and (iii)

Optimize Brand Affinity through Holistic Branding. This case report will benefit managers

involved in the managing of brands, by helping them prevent their brands from sliding into

stagnation or even extinction as a result of not having an emotional bonding with consumers.

1.5 Outline of the report

This report has six sections including this (i) Introduction. The following section (ii) is an

orientation on the background field for the reader. Next, in section (iii), the choice of research

method is discussed. Under section (iv), case studies are then described, analysed and evaluated

to arrive at some key findings. Upon which, in section (v), comes the implications of the

research, in relation to literature, as well as to management practices and government policy; and

the key learning points and recommendations are elucidated. The final section (vi), Conclusion,

outlines the challenges and issues that remain unsolved, and also provides a summary statement

of the insights gained from the case studies, as well as the contribution of those experiences.

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2.0 Orientation: Contemporary Analysis of Brand Relevance

When a consumer has a perceived need or desire, firstly, how does a brand come into his/her

brand consideration set, and secondly, which brand will eventually be chosen? Brand

consideration and choice is dependent on “how personally relevant do consumers find a brand to

be” (Keller 2008, pp.78, 87). Brand Relevance is defined as “being in touch with your

customers’ tastes, current market conditions and trends”. “Staying relevant” is one of the ten

common attributes of the world’s strongest brands (Keller 2000, pp.147-157) and is one of the

key factors of measuring the “World’s Most Valuable Brands” (Interbrand 2009). The Oxford

dictionary equates “relevant” to “being significant, having a particular meaning, connected with

what’s happening, appropriate, pertinent, important and useful”.

2.1 Paramount importance of Brand Relevance in fast changing markets

Now, more than ever, with globalization and lifting of protectionism, management must pay

heed to Brand Relevance, because in this knowledge and information age, consumers, being

better informed and more mobile than ever, are increasingly able to get precisely what they want,

when they want it, and at the price they are willing to pay (Booz Allen Hamilton Management

Consulting 2004). Due to consumers’ exacting desires, new and different products and services

appear unceasingly. Entire new categories and sub-categories come into existence almost

overnight, while existing ones change and fade away (www. ameinfo.com 2004). “Brand

Relevance” today is fundamentally different from the characteristics conventionally associated

with a brand’s potency. Brand management in the past focused on achieving preference on the

mere basis of differentiation, benefits, and customer satisfaction.

2.1.1 Need to look beyond the idealized notion of customer loyalty

The Acumen Research Consumer Eyes 2002 study pointed out how fragile “loyalty” can be:

Only 15 percent of customers who were highly loyal said they would never shop the competition.

“The use of the term “loyalty” in CRM has fallen into disrepute as we now realize that even

apparently satisfied customers will still switch products and services for the right value

proposition, at the right time,” according to Accenture CRM Strategist, Ron Sloan (2005). The

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Meriam-Webster dictionary defines “loyalty” as “unswerving in allegiance” in being faithful to a

person, cause, custom, institution or product. “The idealized notion of “loyalty” is false,”

declares Miros Slodki (2007). “Brand Affinity is a more accurate term as it better reflects the

nuances, the ebbs and flows of a commercial relationship where the brand delivers something the

customer/user wants or needs, and where the brand and customer share an emotional bond while

continuity of purchase unfolds.”

2.1.2 Focus on the framework of relationships that encompasses loyalty

Instead of feeling along a linear continuum of “loyalty”, consumers experience many different

types of relationships with their brands. People relate to the brands they buy in many different

ways because they wish to benefit from the meanings that the brands (of products or services)

add to their lives (Macrae 2007). These invariably cover emotional and psychosocial

meanings/associations and not merely functional and utilitarian meanings/associations (Fournier

1996).

2.1.3 Build Brand Affinity with consumers through emotional bonding

Because customers’ inner motives, emotions and psychological preferences can be very strong

purchase motivators, it would be more effective in the long run to build Brand Affinity through

emotional bonding, focusing on creating emotional and psychosocial meanings/associations

(Blair, Armstrong & Murphy 2003). The first step in emotional bonding is to create a brand

positioning that appeals to emotional concerns that can satisfy emotional or psychological needs,

apart from the usual addressing of rational concerns (Keller 2008, p.77). The second step in

emotional bonding is to create a brand personality, by giving a brand a set of personality traits.

The closer the brand personality is to the consumer personality, or one that the consumer admires

or aspires to, the greater will be the Brand Affinity (Temporal 2000, p52). The third step in

emotional bonding is through emotional branding, where the brand communication taps into

consumer emotions, by exploring the six important types of brand-building feelings, namely,

warmth, fun, excitement, security, social approval and self-respect (Keller 2008, p.67-68).

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2.1.4 Enhance Brand Affinity through involving with social lives of consumers

Brand Affinity can also be developed through various other ways that relate to the social lives of

consumers. These include: (i) Declaring or supporting “high ideals”, such as “freedom”; (ii)

Supporting the most vital “values” of the target market (such as “education” for the Chinese

community); and (iii) Championing corporate social responsibility programs/events, such as

being a “caring organization” for internal and external stakeholders, a proponent for charitable

causes, or a supporter of environment/ecology preservation (SYL.com 2005).

2.1.5 Optimize Brand Affinity with consumers through Holistic Branding

Holistic Branding encompasses three interlinking phases to create and sustain a brand-driven

organization. The three phases are: (i) Brand Mapping - Clarity of brand identity and brand

promise based on a significant consumer insight, (ii) Brand Managing - Organizational

Conviction of the brand identity and brand promise, and (iii) Brand Manifesting - Consistency in

communicating the “brand experience” via the brand identity and brand promise (Brandz

Consulting 2000). The Brandz “Tri-M Holistic Branding Model” is shown in Appendix A.

Before communicating the brand identity and brand promise externally, first, there must be

transformation of the organization and people behind the brand, via a brand assimilation process,

to become brand advocates (Davis 2005). Thus, Phase (ii) involves aligning the organizational

system, infrastructure and people to the brand identity, in a process known as “Internal

Branding”, to create a brand culture where everyone within the brand-driven organization “lives

the brand”. On the identifying of consumer insights, David Taylor (2000) cautions that only

consumer insights that are built upon a deep understanding of consumers’ beliefs and needs

would have the potential to remain relevant over time.

2.2 Case studies that are the target of the aim of the study

The case studies to be analysed and evaluated involve the following brands of products/services:

(i) Perodua Kancil 600cc automobile, (ii) Levi Strauss range of clothings, (iii) Singapore Airlines

(SIA), (iv) Nestle Milo malt chocolate beverage, (v) Marlboro cigarettes, (vi) Guiness Anchor

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Berhad (GAB) alcoholic beverages, (vii) Carlsberg Malaysia/Carlsberg beer, and (viii) Hello

mobile telecommunications service.

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3.0 Research Methodology

This research explores how some successful brands have managed to stay relevant to consumers

through different eras. Two stages of data collection and analysis were effected: A literature

review and a series of case studies involving diverse brands.

The Case Study Method was used to collect information pertaining to the topic of Brand

Relevance. The case study research approach which investigates a contemporary phenomenon

within its real-life context, through an in-depth study of people, events or organizations, need not

always include direct, detailed observations as a source of evidence (Yin, R. 1994).

This is a case study report. To write this report, I have combined literature review with a critical

analysis and evaluation of a varied number of case studies that are related to this topic, using my

real world knowledge and work experience in this field. Only secondary data is researched.

There was no gathering of primary data through physical involvement with entrepreneurs or

organizations. The sources for secondary data included books, journals, industry reports,

company publications and documents, newspaper articles, and internet information, as well as

web-based case reports and published case studies.

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4.0 Data analysis: Research findings of the case studies

The overarching finding was, for brands to continue to stay relevant, they must look beyond

functional and utilitarian meanings/associations for consumers. They must instead focus on

creating psychosocial and emotional meanings/associations, to build Brand Affinity with

consumers, so as to attain long-run emotional bonding with them.

The three main findings are: (i) Build Brand Affinity through emotional bonding, (ii) Enhance

Brand Affinity through ideals, values and corporate social responsibility such as charity, and (iii)

Optimize Brand Affinity through Holistic Branding.

There are numerous ways to build Brand Affinity with customers, to sustain Brand Relevance in

the long run. The following are the findings produced by the study.

4.1.1 Brand Affinity starts with positioning with psychosocial and emotional meanings

Brand positioning should go beyond functional and utilitarian associations to appeal to the

psyche of the consumers, so as to create an emotional bonding. Introduced in 1993, the 600cc

Perodua Kancil car came in the wake of the popularity of Malaysia’s first “national car”, 1300cc

Proton Saga, the lowest-priced automobile then. With only a few thousand Malaysian Ringgit

price-differential, the challenge was how to make the much smaller Perodua Kancil an attractive

buy versus the Proton Saga. The Perodua Kancil was targeted primarily at first-time price-

conscious car buyers, and secondarily at those looking for a nifty second or third car. The usual

route of car makers was to take the “pretentious” approach of exaggerating spaciousness and

performance ability. However, after three rounds of debate, the car maker’s CEO was finally

convinced by the advertising agency to adopt a brand positioning that gives a positive

psychological meaning and association. The brand promise tagline was: “Smart like you” (Tan

1994).

The advertising agency had urged the car maker to be truthful about the performance and size of

the car. Being a small car with an unmatchable small turning radius, the Perodua Kancil actually

allowed for easy manouevring and parking, and was very nippy on the road. On busy congested

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city roads such as Kuala Lumpur and other Malaysian cities, it was the “smart” way to drive. But

instead of praising the car’s ability, the tagline, “Smart like you” was in praise of the potential

buyer/user. This use of “reversed psychology” was to provide a feel-good factor to the first-time

car buyers who could only afford the cheapest car available then.

All advertising and other brand communication consistently projected this reassuring brand

promise. The launch was so successful that the waiting list ran into six months. I think the

conversion of the rational and utilitarian advantages into an empowering emotional and

psychosocial brand positioning and brand promise, was a clever way to initiate a positive Brand

Affinity with target consumers and the public at large. The positioning tagline is running into its

fifteenth year.

4.1.2 Create a brand personality for consumers to match or aspire to

Brand Affinity with target customers can be created by fitting the brand to their self-concepts of

who they are or who they desire to become. The long-term objective of Levi’s, owner of many

famous global brands, has always been to create a positioning that transcends fashion and has

classic status. Coming through a turbulent 1970s, the brand now carries a diverse portfolio of

brands and sub-brands ranging from cheap basics to high-priced fashion. Backed with fastidious

consumer research, Levi’s has created different brand personalities for each of its diverse brands.

The method of creating a brand personality, as adopted by Levi’s, is to match as closely as

possible the brand personality of its target consumers, or to create a brand personality that the

target consumers would aspire to have. (Temporal 2003, pp.52-57).

The brand personality of the Levi’s master brand, comprising eight characteristics or values with

emotional associations is: (i) original, (ii) masculine, (iii) sexy, (iv) youthful, (v) rebellious, (vi)

individual, (vii) free, and (viii) American. In addition to the brand personality, a set of five

rational associations also has to be communicated as part of a left-right brain strategy. Creative

execution must reflect the decided brand personality and desired consumer associations,

including consumer insights. From combining the brand’s personality and values, and its rational

associations, the derived brand positioning for Levi’s is: “The original and definitive American

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jeans (rational) that celebrates all the great things about being young (emotional). The ultimate

anti-fashion statement.”

The great success that Levi’s has garnered is due to the brand staying true to its brand personality

while exploring fresh and innovative creativity to portray the brand personality. The brand values

are rotated over a period of time as part of an integrated brand communication strategy.

Alongside the global brand positioning, Levi’s projects the most relevant or appropriate

personality trait/s according to the different target segments. For instance, “sexy” visual and

copy communication would be played up in certain more liberal countries and downplayed in

countries with cultural sensitivities; and being “rebellious” would be more relevant in Germany

than in certain parts of Asia. The other reason for Levi’s brand personality approach has been

their wise use of brand research as an aid to judgement, and not as a substitute. Through the

strong emotional and psychosocial associations linked to the consumer profile of the target

purchasers/users, Levi’s has continued to generate high Brand Affinity in their diverse markets

around the world.

4.1.2.1 Epitomise brand personality and values with brand personification

Brand personification is a great way to generate Brand Affinity by personalizing the brand

experience for consumers. Throughout its history, the premium Singapore Airlines (SIA) brand

has stayed true to its core brand attributes of service and quality excellence. While staying at the

forefront with technology by maintaining the youngest fleet of aircraft amongst major air

carriers, and being the first to take delivery of new and bigger aircraft types, SIA has chosen to

focus on one single aspect of the experiential brand strategy: Innovative in-flight hospitality and

warmth. And this is gracefully personified by the “Singapore Girl”. The flight stewardesses

(known as Singapore Girls), are garbed in a haute couture version of the Malay sarong kebaya,

designed by Pierre Balmain. The Singapore Girl, who has become a successful brand icon with a

mythical aura and status, epitomizes Asian values and hospitality – caring, warm, gentle, elegant

and serene (Roll 2006).

The brand personification of SIA’s commitment to service and quality excellence through the

Singapore Girl, was a brilliant way to stand out from the clutter of major and premium airlines

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all communicating the whole gamut of brand benefits. SIA also took on a very personalized and

sometimes romantic image by featuring the iconic Singapore Girl in touristic or business-like

themes and scenarios in various locations around the world, with a certain elegance and without

ever being frivolous. This has been ensured by the rigorous training regimen by SIA.

In recent years, premium airline brands have been subject to fierce competition by low-cost

carriers, which are gradually gaining acceptance by business travellers for its short and medium-

haul routes. However, SIA has avoided diluting its premium brand. Instead, it has launched its

own low-cost carrier, Tiger Airways, for local and short-haul routes. Meanwhile, the tagline of

“Singapore Airlines/Singapore Girl – A great way to fly” will continue to uphold the original

brand promise, as encapsulated by the brand personification of the “Singapore Girl”. And

premium class travelers would certainly treasure such assuring brand affinity.

4.1.3 Achieve strong emotional bonding through emotional branding

In communicating the brand identity and brand promise, it is useful to project a brand experience

that resonates emotional or psychosocial meanings for the consumer, such as fulfilling inner

personal desires or attracting favourable acknowledgement/endorsement of other people.

Nestle’s Milo malt chocolate beverage has been around in Malaysia for over 50 years. In the

1960’s, another competitive brand, Ovaltine, was the market leader by far. Then in the 1970’s,

Milo started to catch up and eventually captured so much of the market share that Ovaltine

forcibly opted out. The winning formula? While Ovaltine stuck to their traditional approach of

projecting functional and utilitarian meanings in their brand communication through mundane

echoing of their attributes of “the best ingredients”, Milo sported a deeply motivating and

inspiring approach – emotional branding and transformational advertising (Blair, Armstrong &

Murphy 2003).

The core of Milo users are schoolchildren. Their personal development is of course a dear

concern of their parents. Milo Malaysia extended the Milo’s international positioning as an

energy-and-health drink into an emotive brand promise of “energy to be your best in the game of

life” / “energy to succeed in the game of life”. The brand communication strategy opened up a

world of “self-discovery” as well as discovering the world, for the target users.

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What makes the Milo brand resonate in many consumers’ lives, is that Milo offers optimism to

everyone around, fuelling the hopes and aspirations, and imagination of children, and offering

their mums, the promise of a good life for them. And this is via emotional branding and

transformational advertising whereby the goodness of the product has been morphed into visual

images of desirous “be your best” brand experiences, either through sporting or other scenarios

relating to the human desire of wanting to excel in the game of life. Such emotional branding

definitely generates a very positive Brand Affinity with consumers.

4.2.1 Deepen Brand Affinity with consumers through ideals

One of the numerous other ways to build Brand Affinity is to promote shared ideals, such as

“freedom”. The mythical Marlboro Country visual concept, first introduced in 1964, was an

evolution of the Marlboro Man. The universal and timeless Marlboro Man appeals to both men

and women because underneath the cowboy clothes is an authentic man who possesses all the

qualities both men and women desire, that is, strength, independence, adventure, freedom and

heroism. The inviting vast expansive landscape of open grassy fields helps the viewer escape

from the pressures, stresses and routine of mundane life (Jaffe 2001).

Set as a backdrop for the Marlboro Man, representing the “last free American” returning to the

American original heritage, the Marlboro Country was akin to a paradise of the West. It also

permeated the attractive values of the cowboy, namely independence, adventure and heroism.

The imagery of the whole advertising campaign allows the audience to project their innermost

desires and fantasies into the scenarios, creating and enhancing a very personalized brand

experience.

I feel the breakthrough success of Marlboro cigarettes is their adopting a larger-than-life

approach that transcends the typical portraying of pleasures arising from the functional and

utilitarian meanings of smoking. The vast openness of space and “endless” country, with the

cowboy (Marlboro Man) in heroic autonomous control of the environment transports the

consumer into a different world – a world of “freedom”. Relating positively to the emotional and

psychosocial associations, consumers who could identify with such powerful imagery of a shared

ideal, would naturally develop a Brand Affinity for the brand. Also, the promise of such an ideal

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and all its imagination perhaps helps to subconsciously counteract against the health warning

messages about the ill-effects of smoking.

4.2.2 Deepen Brand Affinity with consumers through values

A most effective way to build Brand Affinity is through supporting a specific paramount value of

the target market segment of a brand, such as education for the Chinese community. Anchor

Beer, a Malaysian home-grown brand, launched the “Dragon Mission” in 2008, a festive

collaboration with coffee shops and supermarkets nationwide. The brand donated a percentage of

all sales of the product, towards the awarding of scholarships for enrolment into the nation’s 60

independent Chinese secondary schools. More than RM2 million was raised over the six-week

Chinese New Year period. It set a new record for the highest-ever collection by the brand within

such a time frame for a single initiative. The phenomenal success has turned the “Dragon

Mission” into a yearly initiative (GAB website 2009).

Anchor’s strategy is two-fold. Firstly, capitalize on the most important value among the Chinese

community in Malaysia, which is education, in general, and Chinese-medium education, in

particular. More so, because Chinese-medium education in Malaysia is self-funded and does not

receive government financial aid. As such, generous supporters towards funding this cause

would be warmly acknowledged by the Chinese community. Secondly, this Brand Affinity

initiative would also expose school going-age Chinese to the Anchor brand. As the Chinese

community is the primary target market for beer, Brand Affinity with the Anchor brand is

initiated at a young impressionable age.

The phenomenal success of Anchor’s “Dragon Mission” is due to two key factors: (1) The

traditional among the Chinese community in Malaysia are extremely protective of preserving the

provision of Chinese-medium education. Malaysia is among the few countries in the world that

offers a fully-integrated Chinese-medium education system, nationwide, which requires very

massive funding. By empathetically embracing this shared value of preserving Chinese-medium

education with the Chinese community, Anchor has generated strong and favourable Brand

Affinity towards the Anchor brand. (2) Such “noble” community projects by Anchor Beer could

create a psychological effect among the Chinese-speaking community, that patronizing Anchor

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Beer is not only a socially-acceptable activity, but is “the right thing to do”. The emotional

bonding can be very endearing indeed, leading to increased Brand Affinity.

4.2.3 Deepen Brand Affinity with consumers through charity

Another most effective way to build Brand Affinity is via corporate social responsibility, such as

driving a charitable cause. Carlsberg Malaysia has the honour of hosting the “longest-running

Chinese charity show” in Malaysia, since 1987, as part of its corporate social responsibility

strategy. The concert-style road shows, which traverse the whole country, are held within

Chinese primary schools. The “Top Ten Charity Campaign” featuring new up-and-coming

Chinese aspiring singing and musical talents, has to date raised over RM320 million. The

concerts are free of charge. Those attending have the optional choice of donating money for the

development of Chinese institutions and the betterment of Chinese-medium schools (Star

Publications 2009).

Carlsberg Malaysia’s strategy is to act as a catalyst for a charity cause for the primary target

market segment for Carlsberg Beer, which are the Chinese-speaking Chinese. In the name of

charity, Carlsberg Malaysia manages to get free media advertising through collaborating with

two local Chinese daily newspapers, as well as free concert venues, courtesy of participating

Chinese primary schools all over the country. In return, Carlsberg Malaysia only foots the low

performing fees for new up-and-coming Chinese aspiring singing and musical talents, and the

spartan staging of the concerts.

The brand image of Carlsberg Beer has been very positive all these years with the Chinese-

speaking Chinese community, thanks to the brand’s synonymous association to a charity cause

that is highly cherished by the Chinese community. Lots of charity funds are needed for the

development of Chinese institutions and advancement of Chinese education. In championing this

charity cause for the development of Chinese institutions and advancement of Chinese education,

Carlsberg Beer has also been synonymous with the unearthing of and development of aspiring

Chinese singing and musical talents; some of whom have since become international stars in

Taiwan and Hong Kong. Through these two parallel initiatives, Carlsberg Beer has generated

substantive Brand Affinity with the Chinese-speaking Chinese community.

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4.3 Ensure long-run deep Brand Affinity/Brand Relevance with Holistic Branding

The holistic (complete) approach to branding focuses on continual emotional bonding with the

target customers, by firstly ensuring right match of the brand’s Strategic Brand Platform

(Strategic Brand Positioning and Brand Essence-Brand Personality) to a significant long-run

consumer insight, via a Brand Audit; and secondly ensuring that the organization “lives” the

Strategic Brand Platform, through Internal branding; and thirdly ensuring that the External

branding projects the Strategic Brand Platform with consistency via “emotional branding”.

Prior to 2007, after a few years in the Cambodian market, Hello brand mobile telco, majority-

owned by Telekom Malaysia International (TM International), now renamed Axiata, was a far

third in market position. It had no unique point of distinction, and had no semblance of Brand

Affinity with the target customers, being locked in a price and offer market. To revitalize the

brand with the aim of substantively increasing its market share, Hello embarked upon Holistic

Branding. And within one year of rebranding, with the emphasis on building Brand Affinity with

the primary target segment, Hello brand closed the wide gap with the market leader, and moved

up to second in market position (Tan 2007).

Creating Brand Affinity with the target customers, through the Brandz “Tri-M Holistic Branding

Model”, entails the three Phases of Brand Mapping, Brand Managing and Brand Manifesting.

Under Brand Mapping, the Strategic Brand Platform (combining the Strategic Brand Positioning

and the Brand Essence-Brand Personality) is crafted. Then, under Brand Managing, the

organization is aligned to the Strategic Brand Platform, via system and processes, infrastructure

and people (Brand Culture). Thirdly, Brand Manifesting is the phase of communicating the

Strategic Brand Platform.

Phase 1 (Brand Strategy Mapping) started with a “Brand Workout” with the appointed Brand

Team and Brand Management Work (BMW) Council, to gain acceptance of Holistic Branding,

as well as to take on the role of being key drivers of the impending brand-driven organization. A

brand audit followed. The internal audit covered internal perception of the Brand Team and

management and staff. The external audit covered brand awareness and brand image perception

vis-à-vis the competitive frame and market trends and expectations.

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Upon crystallization of the findings, the most important part of the Brand Strategy, the Strategic

Brand Platform (which is the blueprint for action) was developed, in line with the identified

consumer insight. The research earlier had revealed the frustration of the Cambodian masses of

lagging behind their more prosperous South-east Asian neighbours like Singapore or Malaysia

and Thailand; and they harboured the desire to taste a better life, after years of being in a war-

torn economic doldrum. The Strategic Brand Platform, focusing on emotional and psychosocial

associations, and driven by the Brand Essence of “Life-Enriching”, was created, as a blueprint

for building and enhancing Brand Affinity with the primary target segment. Arising from the

Brand Strategy, the handy-size Brand Book was issued to every individual of the organization, as

a daily reference tool to ensure consistent delivery of the Brand Promise and Desired Brand

Experience. The rationale for the Strategic Brand Platform for Hello brand appears in

Appendix B.

The Brand Architecture was also rationalized. This served as a relationship guide for the Master

Brand and all Sub-Brands.

Phase 2 (Brand Managing) was to align the organization, infrastructure, system and processes

and people to the Strategic Brand Platform, to create a new Brand Culture, a whole new way of

thinking, feeling and doing to deliver the new “brand experience” to fulfil the new brand

positioning and brand promise. As the implementing and executing of the Brand Strategy

(including the Strategic Brand Platform) was mainly an operations-driven activity, effective

management of people and business processes was given the highest consideration, to ensure full

fruition (Thomson, Strickland III & Gamble 2007).

The following were implemented:

(i) New revitalized Brand Culture guided by a Brand Essence, supported by a set of rational

Brand Values and a set of emotional Brand Personality traits.

(ii) Brand-oriented SHRM, with the Human Resources Director represented at the Board level

and in the Brand Team, to ensure full Brand Enculturation and long-run sustainability of the new

revitalized Brand Culture, which is linked to a Brand Scorecard with Brand KPIs.

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(iii) Structure of Responsiveness involving the whole organization, to address market and

consumer trends and expectations at all touch-points. The organization was also “flattened”, to

allow for faster decision-making, to propagate a “Service-Excellence” Brand Culture.

(iv) A pool of Brand Ambassadors among selective exemplary staff was created as brand

advocates, while all other staff were trained to “live the brand”.

(v) Internal Brand Communication System through Corporate Intranet for the whole organization

for Hello brand-related sharing, as well as inform about competitive brands’ major activities.

(vi) A Strategic Brand Management System, to build, measure and manage the brand equity

(intangible net asset), via a brand charter, and supported by constant brand research to keep

touch with the market pulse - brand audits for long-term decision-making, and brand tracking for

short-term decision-making – to optimize brand valuation.

Phase 3 (Brand Manifesting) encompasses the consistency of external communication of the

Hello brand. For protection of the brand image, the brand manual and brand ID (identity guide)

served as the authoritative reference by all stakeholders. An over-arching Brand Communication

Strategy was crafted, incorporating long-term strategy and tactical strategy, to oversee all brand

communications, such as:

(i) Communicating the Strategic Brand Platform, through Emotional Branding, with focus on

building and enhancing Brand Affinity with target consumers and the general public.

(ii) Integrated Brand Communication (to maximize effectiveness and efficiency), through macro

modes (advertising, public relations and publicity, events & experiences, and sales promotions)

and micro modes (direct marketing and personal selling). This also included strategic leveraging

on other brands.

(iii) Brand CRM System to address Brand Affinity/Brand Loyalty of the customer base.

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(iv) Brand Community (Brand Club) to inculcate deep Brand Affinity, turning customers

eventually into Brand Advocates.

The success of the rebranding of Hello mobile telecommunications service was due to the “Life-

Enriching” Brand Essence that drives the Hello organizational processes and service excellence

of its workforce. Every encounter by a member of the target segment was transformed into a

“Life-Enriching” Brand Experience. This was in line with fulfilling the identified consumer

insight. The brand also resonated with target consumers through the Brand Culture founded on a

set of (rational) Brand Values and vibrating with a youthful Brand Personality that is in rhythm

with the mostly under-35 years target segment. And the use of emotional branding that

empathises with the target segment’s inner desire for new levels of economic success, had

motivated and inspired them to reinforce the growing Brand Affinity with the Hello brand.

The underlying factor was of course, the whole organization “living the brand” that gave the

Hello brand an emotional and psychosocial effect of “Life-Enriching Brand Experiences” for

target consumers at all Hello touch points – a unique point of distinction that not only resonated

with the target consumers, but created a symbiotic emotional bonding with them for the long run.

The Hello brand was no longer a “commodity” brand to the target consumers; it had

metamorphosed into a “personalized brand” that they could emotionally and psychosocially

identify with, as it holistically fulfilled their “consumer insight”. Another key success factor was

the flattening of the organization and infrastructure, that facilitated a high level of speedy

responsiveness, as well as simplicity of operational processes for the target customers.

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5.0 Key Learnings and Recommendation

The impact of this study and key learnings of the main findings are presented here, in terms of

how the main findings relate back to literature, the significance of the study, and my set of

recommendations.

5.1 How do the findings relate back to the literature?

The main findings of this case report confirm the major revelations of previous research (as

presented under the literature review) that not only emphasized on the need for customer-focus,

but more crucially, to endear consumers through “emotional bonding” brand-customer

relationships.

The results of this current study are consistent with the works/studies of Blair, Armstrong &

Murphy (2003), Keller (2008), Temporal (2000) who strongly advocate the building of Brand

Affinity with consumers through emotional bonding, via a brand positioning that addresses

emotional concerns, a brand personality, and the use of emotional branding.

The results are also consistent with the works/studies of Brandz Consulting (2000), Scott Davis

(2005) and David Taylor (2000) who had affirmed that the way to optimize Brand Affinity is

through the implementation of Holistic Branding, which includes fulfilling a long-run consumer

insight through a Strategic Brand Platform, and Internal Branding, and consistency in

communicating the unique brand experience via emotional branding.

As well, the results are in support of the work of SYL.com (2005), which stated that brands

could enhance Brand Affinity through involving with the social lives of consumers, via ideals,

values, and corporate social responsibility strategies.

5.2 Significance of the study/findings

This study has been relevant as follows :

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(A) Towards my enterepreneurial interests

It has helped me gain an insightful understanding and application of pertinent aspects of my

MBA subjects, notably Marketing Management (in particular, Strategic Brand Management) and

Strategic Management.

(B) Towards the management of entrepreneurial activities

It could provide insights towards more effective Strategic Brand Management. This case report

will benefit managers involved in the managing of brands, by helping them prevent their brands

from sliding into stagnation or even extinction as a result of not having an emotional bonding

with consumers.

(C) Towards the practice in my organization or other organizations

It would provide the impetus for organizations to ‘‘live the brand’’ (Internal Branding), so as not

only to better deliver the Brand Promise to impact consumers’ lives and thereby enhance the

financial value of their respective brands, but also to ensure that they sustain Brand Relevance in

the long run.

5.3 Recommendations

Based on the findings, I have come up with a Brand Relevance model for sustaining Brand

Relevance in the long run. This is the framework:

(A) Focus on ‘‘emotional bonding’’ with consumers, through continuous building

of Brand Affinity :

The idealized notion of “loyalty” is false, as consumers would switch products and services for

the right value proposition at the right time. Thus, for a brand to stay relevant over time, it is

imperative to look beyond functional or utilitarian meanings/associations, and instead focus on

psychosocial and emotional meanings/associations for the consumers, to sustain a personalized

emotional bonding link/relationship.

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(B) Optimize brand affinity with consumers through the three interlinking phases

of personalized holistic branding (to sustain long-run emotional bonding) :

(I) Personalized Strategic Brand Platform : Create a Strategic Brand Platform (with a Brand

Essence that fulfils a long-run consumer insight), incorporating a Strategic Brand Positioning

that addresses both emotional and rational concerns, a set of Brand Values (rational) and a Brand

Personality (emotional).

(II) Personalized Brand-Driven Organization : Align the organization and infrastructure, system

and processes, and people with a Brand Culture linked to a Brand Scorecard with Brand KPIs

and an accompanying Rewards & Performance System. Apart from Internal Branding to foster a

Brand Culture, where everyone ‘‘lives the brand’’, an Internal Brand Communication Network

should be in place, to inform the whole organization of the brand’s and its competitor brands’

performance and other key brand activities.

Also, to design a Structure of Responsiveness to firstly, optimally relate to market trends with a

sharpness to differentiate trends from fads, and secondly, to not only provide service excellence

but also speedy responsiveness to consumers, via a flattened organizational network, which

encourages individual responsibility and empowers fast customer-focus decision-making.

(III) Personalized Brand Communication : Drive all Brand Communications with ‘‘emotional

branding’’, so as to constantly achieve the desired outcome of creating and enhancing Brand

Affinity through emotional bonding. Parallel to that, is of course the cardinal rule of ensuring

consistency in projecting the Strategic Brand Platform, as well as the brand manual & brand ID

(identity guide). As well, to maximize efffectiveness and efficiency to build Brand Affinity,

through Integrated Brand Communication and a CRM System that focuses on the framework of

relationships that govern ‘‘loyalty’’, and to enlarge the emotional-bonding Brand Community to

foster the continuous transformation of customers into brand advocates.

(C) Enhance brand affinity through ideals, values and corporate social

responsbility strategies, on a sincere long-term basis (enshrined within the

Strategic Brand Platform), not ad-hoc :

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It is preferable to hold onto a highly-treasured ideal (within a certain target country/region

market) and value, as well as a suitable social cause that the brand can be synoymous with in the

long-run.

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6.0 Conclusion

6.1 Area that needs further research

In summary, Brand Relevance is vital to the success of a brand in the long run. To resonate with

consumers, brands should focus on creating and maintaining emotional and psychosocial

meanings/associations with consumers. Thus, the area that requires further continuous research is

the concept of brand-person relationships (in line with relational one-to-one marketing replacing

mass marketing as the dominant model). Up to the recent past, much research into customer

relationship management had zeroed in to ‘‘loyalty’’ alone. However, the focus should be on the

framework of relationships that encompass loyalty, and not on loyalty alone. “Too many firms

still find themselves paying the price for lacking a customer focus,” according to Kevin Lane

Keller (2007). “Companies must take their customers’ point of view into account…employing

the proper human touch is as important as installing the best technology-driven CRM (customer

relationship management) system.”

6.2.1 Summary of the case studies’ experience

The data gathered through literature review and case studies analysis revealed the importance of

developing “emotional bonding brand-customer relationships” (Brand Affinity), so as to sustain

Brand Relevance in the long run. This is in line with the overarching goal of marketing, which is

to foster long-term high-intensity consumer-brand bonds (Kotler et al 2006). The study also

identified the crucial need to have a deep understanding of consumers’ beliefs and needs, in

order to identify those consumer insights that have the potential to remain relevant over time.

6.2.2 Contribution of the case studies’ experience

For a brand to continuously stay relevant, it has to change with the times, and people’s thinking.

In other words, a brand together with its organization and people need to continuously evolve.

The advent of creating a Strategic Brand Platform plus the practice of Internal Branding and

Internal Brand Communication, and the progression towards crafting emotional branding are a

sign of the changing times. Brands that do not evolve their out-of-synch strategies to foster

brand-customer relationship, would eventually lose their brand relevance over time.

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6.3 Why the aim/objective has been achieved

In conclusion, this research project (which had set out to explore how brands can attain brand

relevance over time), has been successful in achieving the aim, which is to establish a Brand

Relevance model, that could help brands create and sustain a long-term significant meaning for

consumers, by firstly achieving brand salience, leading eventually to brand resonance, where

consumers feel “in synch” with the brand, which is characterized in terms of intensity, depth of

psychological bond between the customers and the brand, and the level of activity generated by

this Brand Affinity (Keller 2007).

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Reference List

Books

Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Pyramid of

affinity’, John Wiley & Sons, Singapore, p.88.

Blair, M., Armstrong, R., Murphy, M. 2003, The 360 Degree Brand in Asia, ‘Orientating around

a brand challenge’, John Wiley & Sons (Asia), pp.48-51.

Davis, S. 2005, Building a Brand-Driven Organization, John Wiley & Sons, Hoboken, New

Jersey.

Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2 : Customer-Based Brand

Equity, ‘Brand Feelings: Personality’, p.67-68

Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand

Equity, ‘Brands Should Have a Duality: Rational and Emotional’, p.77

Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand

Equity, ‘Brand Resonance Provides Important Focus : Relevance’, p.78, 87

Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 3: Brand Positioning, ‘Internal

Branding’, p.125-126, and Chapter 8: Developing A Brand Equity Measurement And

Management System, ‘Maximizing Internal Branding’, p.338-339

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Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand

Equity, ‘Creating Customer Value’, pp.79-80.

Keller, K.L. 2008, Strategic Brand Management : Building, Measuring and Managing Brand

Equity, Third Edition, Pearson Prentice Hall, New Jersey, Chapter 2: Customer-Based Brand

Equity, ‘Brand Resonance’, p.72.

Kotler, P., Keller, K.L., Ang, S.H., Leong, S.M., Tan, C.T. 2006, Marketing Management, An

Asian Perspective, Prentice Hall, Singapore.

Roll, M. 2006, Asian Brand Strategy, How Asia Builds Strong Brands, ‘Successful Asian Brand

Cases’, Palgrave Macmillan, New York, p.130-138.

Temporal, P. 2000, Branding in Asia: The Creation, Development And Management of Asian

Brands For The Global Market, ‘How Brands Are Built: Why Brand Personality’, John Wiley &

Sons (Asia), Singapore, p.52-57

Thomson, A. Jr., Strickland III, A.J., Gamble, J.E. 2007, Crafting & Executing Strategy, Chapter

11: ‘Building an Organization Capable of Good Strategy Execution’, Chapter 12: ‘Managing

Internal Operations’, and Chapter 13: ‘Corporate Culture and Leadership’, McGraw-Hill,

International Edition, New York.

Yin, R. 1994, Case Study Research – Design and Methods, Sage, Newbury Park.

Journals/Articles

Fournier, S. 1996, ‘Understanding Consumer-Brand Relationships’, Harvard Business School

Working Paper 96-018.

Fournier, S. 1998, ‘Consumers and Their Brands : Developing Relationship Theory in Consumer

Research’, Journal of Consumer Research, March 1998, p.343-373.

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Keller, K.L. 2000, ‘Brand Report Card’, Harvard Business Review, 1 Jan, 2000, p.147-157.

Taylor, D. 2000, ‘Drilling for Nuggets: How to Use Insight to Inspire Innovation’, Brand Strategy, March 2000. Reports

The Acumen Research Consumer Eyes 2002.

Other Sources / Documents

Sloan, R. 2005, CRMA white paper on customer experience and CRM strategy, design and

implementation.

Tan, J. 1994, ‘Positioning the Second Malaysian National Car, Perodua Kancil’, Angsana-

Standard (Japan) advertising group.

Tan, J. 2007, Brandz Consulting (Malaysia), ‘Rebranding of Hello Mobile Telco Service’.

Newspapers/Magazines

Star Publications 2009, ‘Corporate Responsibility Watch: Carlsberg’s 22-year devotion to

education’, Starbizweek, p12.

Electronic references

Angel, R. 2003, CAmagazine.com, ‘Knowing your customer’.

www.camagazine.com

(Date of viewing: 29 January 2009)

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Booz Allen Hamilton Management Consulting 2007, ‘Changing Markets and the Importance of

Brand Relevance’.

www.ameinfo.com/56527.html

(Date of viewing: 19 December 2008)

Booz Allen Hamilton Management Consulting 2004, ‘New category dynamics’.

www.ameinfo.com/56527.html

(Date of viewing: 19 December 2008)

Brandz Consulting 2000, ‘Tri-M Holistic Branding : Brand Mapping, Brand Managing and

Brand Manifesting’.

www.brandz.com.my

(Date of viewing: 19 December 2008)

GAB website 2009, ‘Dragon Mission: 2008’.

www.gab.com.my

(Date of viewing: 27 February 2009)

Interbrand 2008, ‘Interbrand Brand Strength Formula’ (World’s Most Valuable Brands)

www.interbrand.com

(Date of viewing: 22 December 2008)

Jaffe, J. 2001, ‘The Imagery, Fantasy and Symbolism of the Marlboro Man’, Anthropology 226 –

Culture, Consumption and Consumerism, Spring 2001.

www.courses.rochester.edu.

(Date of viewing: 27 February 2009)

Macrae, C. 2007, ‘The role of brands in people’s lives: Research by Susan M. Fournier’.

www.leadingresearch.hbs.edu

(Date of viewing: 22 December 2008)

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Slodki, M. 2007, ‘Brand Affinity Dynamics’.

www.miroslodki.wordpress.com

(Date of viewing: 24 January 2009)

SYL.com 2005, ‘Developing Brand Affinity through Social Activities’, Business talk.

www.syl.com

(Date of viewing: 24 January 2009)

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Appendix A

Brandz “Tri-M Holistic Branding Model”

Brandz “Tri-M Holistic Branding Model” Method operates through three interlinked phases:

(I) Brandz Mapping. (II) Brandz Managing. (III) Brandz Manifesting.

I. Brandz Mapping: This module conducts in-depth research-based Brand audits and analysis of

the external market and internal brand drivers. The ultimate objective is to determine gaps

between brand delivery and customer needs and wants, spot new and undercurrent market trends

and make recommendations to ensure a powerfully competitive brand. The most vital part of the

Brand Strategy, the Strategic Brand Platform (comprising Brand Essence, Strategic Brand

Positioning, Brand Values and Brand Personality), is crafted to fulfil an identified long-run

Consumer Insight.

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II. Brandz Managing: The penultimate aim of this module is to ensure that your organization

thinks, feels and acts consistently as a Brand. Through customized implementation, the whole

organization, infrastructure, systems and processes, and people are aligned to the Brand Strategy

(incorporating the Strategic Brand Platform), to create a new Brand Culture, where everyone

“lives the brand”. Brand-oriented SHRM linked to a Brand Scorecard with Brand KPIs is also

implemented with a Rewards-to-Performance System. A Strategic Brand Management system is

also put into place to build, measure and manage the Brand Equity.

III. Brandz Manifesting: The manifestation of your brand is driven through this module. The

programmes in this module focus on brand building and the public presentation of your brand.

This involves developing, evolving and enhancing your brand’s identity (logo, symbol,

wordmark, colours, etc), and crafting an overarching Integrated Brand Communication Strategy

that focuses on emotional branding, to drive holistic brand communication. The end-objective is

to project the Strategic Brand Platform of your brand,to consistently deliver the unique brand

experience via the brand identity and brand promise, in a most effective and efficient manner.

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Appendix B

Strategic Brand Platform for Hello Brand

TMIC HELLO BRAND

STRATEGIC BRAND PLATFORM

Updated 10 October 2007

Prepared by Jon Tan for: Telekom Malaysia International (Cambodia) Co., Ltd

56-58 Preah Norodom Blvd, Sangkat Chey Chumneah,

Khan Daun Penh, Phnom Penh,

Kingdom of Cambodia.

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Proposed Strategic Brand Platform For TMIC Hello Brand Sources and Points of Reference for this Exercise: 1. Hardiman’s Report Findings.

2. Discussion of the Hardiman’s Report with TMIC Key Officers.

3. TMIC Website: Corporate Vision & Mission.

4. Cross-Reference: Telekom Malaysia’s Brand Vision/Mission and Brand Personality.

5. TMIC’S key Competitors’ Positionings.

Primary Target Audience Brief Demographics Profile:

Age-Group: 18-35 Years. Gender: Male/Female. Geographic: Urban Lifestyle.

Brief Psychographics Profile:

Youthful Cambodians, in general, hunger for progress and success. They are willing to

work hard for it. So much so, they are willing to slog through two jobs, or more, and take

up English lessons, and so forth. In other words, they are doing all they can, and trying to

muster whatever tools/etc to lead them to the path of progress (self-betterment), and taste

the sweet allure of success.

Brandz’ inference from the above Psyche

The Cambodian people do realize and appreciate that a supportive hand (such as a

trustworthy, helpful telco that can provide them with quality communication, and tools

like dependable mobile communication and success-leading VAS), would be very

dearly treasured.

In their journey towards progress and success, they do not want to be short-changed…and

cannot be short-changed. Money does not come easy for them. (Wage-rate is comparably

very low, and so forth.) See below: “Summary: The Socio-Political Economy of Cambodia”.

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Summary: The Socio-Political Economy of Cambodia

In summation, Cambodian citizens/residents had suffered enough in recent history.

From the “slums” period (residual effect of a war-torn country), the nation has straggled to

a “revived economy” climate. Thankfully. However, their economy and quality of life

are, unfortunately, still years behind other better-off Third World countries, let alone

compared to neighbouring progressive nations like Malaysia.

And so, they desire to get a taste of further economic progress…onward to experiencing being

a “well-to-do” Third World country…and onward to (eventually in the future), being in

the company of First World economies.

For this arduous journey, the Cambodian people would dearly treasure HELP. To be

exact: SINCERE HELP. They had enough of being short-changed by the previous ruling

regime, and whoever (corporate or otherwise) not in-tandem with their burning

emotional need.

The Role of Malaysia, Telekom International and TMIC

And the good news is…

Factually, Malaysia, already moving towards an industrialized-nation status (Vision 2020),

and a reputable Malaysian MNC, in the entity of Telekom International, and TMIC, can

sincerely help, through professional transfer of knowledge/technology and

effective communication.

Of course, we have to strategically reach out to the Cambodian populace.

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The Brandz’ CONSUMER INSIGHT For This Re-Branding Exercise

Individually, our Target Audience of Cambodians share this common yearning for

Continuous Progress, to taste Success (which has eluded them for years). They hunger

to overcome their current disadvantaged socio-economic position.

How can TMIC Organization and the TMIC Hello Brand contribute?

We can light up the lives of Cambodians with the fire of Hope and Optimism, through a

Strategic Brand Platform that encompasses:

(i) Empathise with them that TMIC is desirous of wanting to SINCERELY HELP

them go forward, to constantly advance, to experience a better Quality of Life that

they desirously deserve.

(ii) Match their Youthful personality and aspirational needs: Being young and hopeful

of success, they are full of energy and vigour; eager to try new things.

(iii) Provide Uncompromising Quality Communication* (plus innovative VAS and

other Customer-Focused packages) for them to build meaningful, successful

relationships, from social to family to business.

* Continuous network-service reception, no drop-calls, crisp sound, and so forth.

Cutting-edge technology and breakthrough VAS, ahead of competitor brands.

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BRAND ESSENCE OF TMIC HELLO BRAND

“Life-Enriching” “Enriching” means: “To make somebody/something rich or richer”;

or, “To improve the quality of somebody/something”.

“Life-Enriching” thus means: “To make another person’s Life rich or richer”;

Or, “To improve the quality of another person’s Life”.

The TMIC Organization and TMIC Hello Brand magnanimously is committed to being a trusting

partner to all aspirant Cambodians who are living their dream of wanting to advance from an

economic dire-straits era, to a now “revived economy”, and then to a thriving prosperous

economy. In the personal context: From poverty to subsistence-living, then to a “slightly-

comfortable” quality of life, and then to a middle-class affluent life, and beyond.

Driven and motivated by this “Life-Enriching” Brand Essence, the TMIC Organization and

TMIC Hello Brand shall propagate, through a loving empowering sense of Hope and

Optimism with a helping hand of Empathy, TMIC’s desire to foster a Hand-in-Hand

long-term relationship with Cambodians, to transform** their Quality of Life; to

continually elevate to higher levels of income and lifestyle.

Via Constant Continuous Progress (through Technology and VAS), TMIC Hello Brand will

help Cambodians to create, build and enhance Relationships, be it social, family or

business, leading to the next level of Personal Success and Wealth Creation.

** “Transform” equals to “Complete change in a person, from a previous state/condition

to an entirely new state/condition”.

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Rational Brand Values

Rationale for Strategic Selection of Rational Brand Values, as follows:

1. Congruent to and in support of the Brand Essence (“Life-Enriching”).

2. Congruent to the Brand Mission, to realize the Brand Vision.

3. (i) To be in-tandem with Core Competencies relating to:

(a) Operational Performance Efficiency and Effectiveness, and Systems.

(b) Work Culture/Day-to-Day Work Activities.

(ii) At the same time, these can be aspirational benchmarks for TMIC to excel to a higher

standard and/or to ensure operation-wide competency.

4. Correlate with all the other components of the decided Strategic Brand Platform.

That is, the Brand Essence, Brand Personality, and Strategic Brand Positioning

Statement, inclusive of the Brand Promise.

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TMIC Hello

Rational Brand Values

Customer-Focus

Definition: Introducing Innovations without being in touch with the current readiness of

the market will make us detached from Customers. We shall constantly be Listening to

and Feeling for Customers’ emotional needs and wants, and to be Responsive at the

Right Timing. We shall also be dedicated to nurture a Hand-in-Hand Relationship

with Customers.

Innovativeness

Definition: To achieve Life-Enriching results, TMIC Hello has to provide

immaculate technology, to keep Customers Informed, and to Stay Ahead. To gain market

share, we shall not engage in price-war strategy. We will instead break away from the

competitors, by holding on to our Superior Technology and Human Expertise. Not only to be

innovative. But to be the Front-Runner in Innovation, to distance ourselves from the pack

(competitors).

Simplicity

Definition: Complexity and slow turn-around time will put us at a disadvantage against

our competitors; as well as turn away Customers and potential inductees. We shall

continuously improvise to eliminate bureaucracy. We are focused on being User-Friendly,

Fast Decision-Making, and Transparent in Communication within and outside of

the Organization, and to our Customers.

Trustworthiness

Definition: Not being open to others promote an air of distrust, and affects our individual

and team effectiveness. Because we choose to nurture long-term mutually

beneficial relationships, we shall project ourselves as Reliable, Dependable, Responsible

and Ethical people, dedicated to upholding Integrity of Operations and Character.

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43

TMIC Hello

Emotional Brand Personality Traits

Bold

Definition: To be Life-Enriching, we have to be Progressive and Forward-Going in our

Strategic Thinking. We embrace the role of being Trend-Setters, in touch with current

and possible future market needs. We shall not practise a “Follower-Mentality”.

Displaying smart professionalism, we are fully-aware of what we are doing and quick to act

and respond. Being the emerging Leader in Asia Pacific, we are knowledgeable yet humble

as Asians.

Empathetic

Definition: We believe in Close-Bonding relationships and Flexibility that fosters

togetherness and mutual supportiveness. We care enough to feel the aspirations and

emotional needs of others: Desirous to grow others as we grow ourselves. We are willing

to professionally share and impart knowledge, technology and expertise to others. Customers

are not homogenous: they are individuals. We therefore respect each Customer as who he/she

is, without being judgemental.

Youthful

Definition: We celebrate the Freedom of youthfulness: Vibrant, full of vigour and energy, we are

driven by Optimism and a Passion for Life. We are Open to Change. Not only that. We welcome

and embrace change, because we have a Creative mind and heart to keep on growing; from

success to success.

Inspiring

Definition: We are a beacon of Hope to others: Showing the courage to lead, by being an agent

of positive motivation and good influence. We choose to be refreshing; to think and do things in

different new ways, because intrinsically we enjoy continuous-improvement and life-long

learning to excel to new levels of progress.

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44

STRATEGIC BRAND POSITIONING STATEMENT

Life-Enriching experience (RATIONAL)…

to achieve new levels of success (EMOTIONAL).

______________________________________________________________________

BRAND VISION

(THE “BEING”)

We are focused on being the Catalyst to realize

Life-Enriching Dreams.

BRAND MISSION

(THE “DOING”)

To deliver Superior Customer-Focused Mobile Communications

(that expedite the Life-Enriching process for everyone).

______________________________________________________________________

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45

STRATEGIC BRAND POSITIONING STATEMENT

LIFE-ENRICHING EXPERIENCE (RATIONAL)… TO ACHIEVE NEW LEVELS OF SUCCESS (EMOTIONAL)

RATIONAL BRAND VALUES CUSTOMER-FOCUS INNOVATIVENESS SIMPLICITY TRUSTWORTHINESS

EMOTIONAL BRAND PERSONALITY TRAITS BOLD EMPATHETIC YOUTHFUL INSPIRING

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NOTE: PRIMARY TARGET MARKET: 18-35 YEARS/MALE & FEMALE/URBAN LIFESTYLE

TMIC HELLO BRAND STRATEGIC BRAND PLATFORM

AS AT 10 OCTOBER 2007

BRAND ESSENCE

“LIFE-ENRICHING”